The 2025 Chronicle

been encouraged to support their schools as much as they can. Two of these learners are based in the growing MCPT office, assisting with the running of our 13 projects. Evidence of their work has been seen in their attending work shops, accompanying children on trips, starting a choir group to compete in the MCPT annual competition, coordinating the existing choir for the competition, looking after classes where there have been emergencies, and attending online classes twice a month. In the classes they went through a manage ment curriculum that required the submission of a portfolio of evidence and a signed register. The students completed NQF

Level 4 in Generic Management, and all put their hands up to take NQF Level 4 in Administration, which will be facilitated for us again by Trafalgar in 2026.

ANNUAL SPORT, ART AND CHOIR COMPETITIONS Our community projects include coordinating competitions across the 16 schools within our footprint. We run annual sport, choir and art competitions, which welcome children from our 16 schools on to the Michaelhouse campus, and we award winners across each grade and school.

MICHAELHOUSE SUSTAINABILITY MODEL

PUPIL POWERED SUSTAINABILITY AGENDA INCLUDES STAFF, PARENTS, BOARD & COMMUNITY

Develop Vision & Roadmap

Develop Implementation Plan

Iteratively Implement SSP

1. Establish Sustainable School Team (SST) 2. Develop Vision 3. Conduct Self Assessment 4. Develop Roadmap

1. Implement Sustainable School Plan (SSP)

1. Create Curriculum connections 2. Determine Monitoring & Evaluation Activites 3. Baseline Metrics 4. Develop Communication Framework



2. Monitor 3. Report 4. Adjust

 

Team

Curriculum

Implement

Roadmap

Vision

Comms

Metrics

Adjust

Monitor

Assessment

Baseline

Report

CONCLUDING COMMENTS The MCPT was founded to enable Michaelhouse boys to engage in community service but has now grown into a fully-fledged outreach programme with aggressive goals and focused proj ects supported by Michaelhouse and companies and individu als in the private sector. Our overriding objective is to partner with our 16 footprint schools to improve their functionality as places of learning by focusing on improved teaching, better learning outcomes, teacher development and leadership through training and mentorship, as well as fixing infrastructure where it is essential. Over the past three years the MCPT has bedded down its oper ational plan. Our 13 projects are well funded and, for the most part, properly implemented. But we want to do more; in partic ular, to grow our footprint and widen our impact. Going forward

we intend to improve our fundraising competence and improve our social media presence. If our Generational Strategy 2046 is to succeed, outlining our commitment to nurturing leader ship, deepening our Christian values, and building a legacy of excellence that serves both community and country, and we wish to maintain our reputation as one of the top 100 schools in the world, then outreach is an essential component of all that we do. Our sustainability model (above), of which community and ed ucation are essential components, needs to go from strength to strength. In this regard we constantly strive to up our game, so that Michaelhouse will become regarded as the benchmark of independent school outreach, demonstrating best practice in all we do. Should you wish to contact us further on any of the above, please send an email to us at: cpt@michaelhouse.org .

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