Cognita Aims and Values
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Aims and Values
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Values, vision and strategies
Our background
Chris Woodhead
Management team
Our education management
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Aims and Values

Values, vision and strategies

Values, vision and strategies

Over the years, Chris Woodhead has championed the values that are important to millions of parents across the country. "The basic skills of literacy and numeracy; a broad and balanced curriculum which excites all children; a secure, disciplined learning environment in which each child is known and valued; we do not need to reinvent the 21st century" he goes on to say that, "what we want is what concerned parents have always wanted: teachers who care equally about the subjects they teach and the children for whom they are responsible, who have the highest possible expectations of each and every one of their pupils, and who, can keep order and explain ideas with clarity and enthusiasm that captures the child's imagination"

Cognita's Vision is to own and manage a family of independent schools, each of which enjoys an excellent reputation within its community. Each school's reputation will grow as a result of consistently meeting the aspirations that parents have for their child's education. Their child will be happy and enthusiastic about the school. The school will be seen to invest in its relationship with individual parents. It will be recognised as keen to nurture a culture that treats parents as customers.

The Group will implement three key strategies in all its schools, in order to deliver upon this vision. It will:

  1. Protect, preserve and develop the atmosphere, ethos and culture of each school so that it promotes its own identity.
  2. Recruit, retain and develop very good teachers in order to provide the very best education. It will therefore:
    • Recruit and retain the best head teachers
    • Invest in regular and appropriate staff development programmes
    • Develop programmes to support, measure, review and reward excellent performance
    • Foster best practice initiatives between schools and departments
    • Implement regular internal quality control reviews that audit education delivery and performance
    • Invest in the development and maintenance of a broad and balanced curriculum
  3. Develop excellent communications between the school and its parents through:
    • Frequent and routine communications
    • Easy access to information
    • The provision of easy access of staff at all levels
    • Regular forums including staff and parents
    • The promotion of schemes to encourage parental involvement
    • Programmes that adopt appropriate technologies

The Group will exercise four unique sources of competitive advantage in developing these strategies. The Group:
  1. Maintains a staff of leading educationalists, who are very successful and experienced in education, in teaching and in the development of schools
  2. Is run by professional management, who have broader business skills than are to be found in most schools
  3. Has access to funds for the development of people, organisation, facilities and systems infrastructure
  4. Enjoys the benefits of scale - of being a large group. It employs a large cadre of excellent teachers, able to exchange best practice experiences, it is financially robust and it can deliver savings and efficiencies through its support services
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