LeAD Program - CAIS Canadian Accredited Independent Schools <meta name="google-site-verification" content="9zdO1JdCH7gOVZVuYNgnUgq5CxU9Tlj9U3DP22CX-E4" />

CAIS is committed to developing a vibrant community of leaders to support Canadian Independent Schools today and tomorrow.

The advanced diploma in school leadership is for those leaders in CAIS schools who see themselves as future Heads of Schools. This program is the appropriate next step for individuals with a minimum of three years of school leadership experience and who have completed the CAIS Leadership Institute Diploma (or equivalent) and are ready to explore seniormost leadership roles in a school.

Applications are now closed.

Details on the 2025 program will be posted when available.

Program HIGHLIGHTS:

Thirteen month program combining virtual learning with three focused in-person sessions: July 8 to 13, 2024 | January 13 to 15, 2025 | July 7 to 10, 2025
Ongoing check-ins with facilitators and mentors
Leadership Self-Assessments, including a psychometric tool (for self awareness and understanding of strengths) and a 360 Feedback tool
Tailored advice for individuals to shape their leadership journey
Potential stretch opportunities for growth and learning
Curated reading lists for continued growth

View the detailed program curriculum below.

Facilitated by:

Dr. Katrina Samson, Principal at Havergal College
Jo-Anne Kingstone, Former Head of Aspengrove School
Val Cambre, Principal & CEO, Teal and Co. Inc.
Dr. Barry Wright, Dean, Goodman School of Business at Brock University

See Facilitator Bios below.

INVEST IN YOUR LEADERSHIP JOURNEY

Program Fees: $6500 (due July 2024) and $6500 (due July 2025)
Program fees include all virtual learning activities, three in-person events at the White Oaks Resort & Spa in Niagara-on-the-Lake, Ontario (including accommodation and food), assessment tools, and on-going support (check ins).
Participants are responsible for travel to and from the in-person events.

The LeAD Program Curriculum:

Leadership Presence: Understand and develop elements of strong executive presence to create positive impressions build trust and credibility with others and leading, communicating, and presenting with authenticity for multiple audiences
Relationship Management: Understand the various facets of the independent school governance model as well as the key elements of the Head/Board/Board Chair relationship. Understand the evolution of the relationships through stages of integrating in the role (contract, first 90-days, first year, renewal negotiation, Board Chair transition). Develop the critical role of the leadership team for the Head and the impact on culture, team accountability and succession. Develop an awareness of the key role of the Head and team in relation to the community
Decision-Making: Learn and utilize tools/matrices for effective decision-making. Build a framework for both strategic and tactical problem-solving (critical thinking). Understand the impact of your decisions across the school/organization. Communicating what, why and next steps to your constituents
Strategic Planning: Identify the Board, Head, Community role in developing and delivering the strategic plan. Understand the fundamentals of the strategic planning process, including identifying the Purpose, Vision, Mission and Values (PVMV), Eco-systems from which to build. Explore various SP models. Understand the implementation process (tactical plan and project management)
Business Operations: Discuss and understand the role of the Head/Principal in Finance, Facilities, Advancement and Enrolment. Learn the fundamentals of the business operations leadership (roles) and how they are defined in schools, and what the leaders overseeing these portfolios need from the Head/Principal. Determine the types of questions you need to be asking your business operations leaders in order to make effective, informed decisions. Identify and understand the key metrics Heads/Principals are expected to report to the Board
Organizational Design: Understand the key principles of organization design and how to apply them to the School in consideration of Operations Scope (size / budget / program delivery & promise). Establish (improve/enhance) a structure to maximize resources and deliver on the purpose, organizational objectives while leveraging strengths of the talent pool. Ensure a structure is established to enable succession planning, adjust effectively to changing priorities and have a positive impact on leadership development and growth
Change Leadership: Develop an awareness of the reasons why change is necessary in organizations and the potential impact it can have on various constituents. Become familiar with different change management models, theories, and frameworks to gain a comprehensive understanding of how to effectively plan, execute, and sustain organizational change. Develop a robust change management project strategy that aligns with organizational goals and addresses potential challenges
People and Culture: Understand the impact of strategic talent management and the principles of effectively attracting, retaining, and engaging teams. Understand the impact of culture - how to drive a performance culture, articulate the desired culture and influence an optimal culture. Establishing a competency framework and integrating it throughout the organization through all people programs - from hiring to off-boarding - and how to strategically position policy and process to be competitive and equitable. Learn to apply the lens of inclusivity throughout the talent strategy process that removes barriers and challenges bias
Getting Hired: Create a strong professional profile (online and on paper) for application and consideration. Develop effective interview capabilities. Understand the hiring process and networking
Leading Change: Understand the importance of evaluating the success of change initiatives. Measure and assess the outcomes of change efforts, gather feedback, and make necessary adjustments to ensure long-term sustainability.
Leadership Lessons Learned: Reflect on one’s own leadership styles and strengths in the context of independent school leadership. Identify areas for development and create an action plan to enhance leadership competencies.

Facilitator Bios

Dr. Katrina Samson

Katrina is a vibrant, passionate educator who is committed to creating a student experience that emphasizes intellectual rigour, community support, breadth of engagement and wellbeing. Prior to being appointed the 13th Principal of Havergal College, she held the role of Head of School at Appleby College from 2010-2021 and previously held positions as Assistant Head of School, Student Life, Director of the Upper School, and Department Head, while teaching English literature throughout her tenure. Her energy and enthusiasm underpin her strong professional credentials.

Her educational background includes a Bachelor of Arts and Bachelor of Education from Queen’s University. Her post-graduate studies include a Master’s degree in Human Kinetics from the University of Ottawa, and a PhD in Educational Leadership and Administration from the University of Toronto. Katrina’s dissertation research focused on leadership development and succession in Canadian independent schools.

A strong advocate for the advancement of women and children, Katrina has carried her passion to her volunteer role as a board member for Armagh (a transitional housing program for women and their children who have been victims of intimate partner violence), and has served as a co-teacher of the “Women in Leadership” module for the Canadian Accredited Independent Schools Leadership Diploma. She extended her engagement in educational leadership as an elected member of the Queen’s University Council and currently serves as a member of the Conference of Independent Schools Athletics Association committee.

Since arriving at Havergal in 2021, she has been focused on culture building, strategic planning, wellbeing, innovation, experiential learning, faculty support and team performance, all to provide an exceptional student experience. Katrina and her husband live in Toronto and Oakville with their four children and one loving, albeit ill-behaved golden retriever.

Jo-Anne Kingstone

Jo-Anne Kingstone started her career in independent schools over thirty-five years ago as a teaching intern at Ridley College in St. Catharines, Ontario. In the years between that first year and today, she has dedicated herself to education, and to the ideals and practicalities of living, working and leading in communities such as those created by independent schools.

Her own leadership journey started at The Webb Schools in California, where she was the Director of Residential Life and the Associate Dean of the girls school. From there, a return to Canada brought her to BC where she spent 10 years as Deputy Head at Shawnigan Lake School and then Deputy Head at Crofton House School. From Crofton, Jo-Anne assumed the Headship of Aspengrove School, a K-12 IB Continuum school on Vancouver Island. During her time at Aspengrove, the school saw the completion of a new strategic plan which included the design and construction of its first permanent building, an Athletic and Activity Centre, and an outdoor experiential learning lab.

Jo-Anne was a member of The Association of Boarding Schools Board (TABS) and served on their teaching faculty, working with schools and boarding school professionals from across the US and Canada in the development of best practices in boarding school education. Currently, Jo-Anne volunteers on two boards: the Lake Trail Community Education Society Board (a non-profit board that governs a community middle school) and The Independent Schools Association of British Columbia (ISABC).

With over 25 years of experience in accreditation, Jo-Anne enjoys her role as a Peer Review Facilitator for CAIS schools. She is also a member of the CAIServices team. Jo-Anne's school leadership journey has built her expertise in many areas: operations and program design, whole school functions and change management, strategic understanding, design and facilitation, team and leadership development, governance and community engagement. This broad range of experience informs Jo-Anne's current work as a coach and facilitator for leaders, teams, and schools seeking to build their capacity and advance their strategic objectives. She is a founding partner with Elarton Point Strategies.

Aside from her daily routine of running forest trails, drinking good coffee, and spending time with her family, Jo-Anne continues to dedicate herself to school communities, school leaders and the young people at the centre of their good work.

Val Cambre

An innovative leader with over 25 years of experience in Human Resources, Talent and Operational Strategy, Val has worked with organizations ranging from 100 to over 10,000 employees across Canada. She brings deep expertise in the strategic alignment of people programs to the vision of organizations.

Passionate about talent strategy, her knowledge in the areas of Employee Engagement, Organizational Design, Leadership Development, Performance and Succession Planning focuses on ensuring the successful achievement of enterprise-wide initiatives. As Principal & CEO, Val has led the growth of Teal and Co. Inc., a boutique management and HR consulting firm. With over 100 clients across Canada and internationally, in multiple sectors, Teal has recently being recognized for their work in Leadership Development.

Immediately prior to launching Teal & Co. in 2017, Val spent more than 14 years at Appleby College where she established and led the HR Department and eventually led the operations side of the School as Vice-Principal & Chief Operations Officer. During her time at Appleby, she successfully developed and implemented various people programs school wide, including a highly recognized mutual respect program, performance, growth and mentorship programs and a centralized professional development program. Among her many successes is her leadership in Appleby College being recognized as a Top 100 Employer in Canada in 2007 and 2008, the first time for an Independent School. She has extensive experience in Board and Governance relations, having served on several not-for-profit boards and is currently on the Board of Action Against Hunger as Vice-Chair.

Dr. Barry Wright

Barry Wright is the Dean in the Goodman School of Business at Brock University. Prior to this he was the Director of the Niagara Community Observatory where he worked in partnership with the Niagara community to foster, produce, and disseminate evidence-based research on current and emerging issues. Recently, Barry was seconded as CEO with the Niagara 2022 Canada Summer Games that took place in Niagara in August, 2022.

Dr. Wright’s research centres primarily on leadership, teamwork, and enacting organizational change. An award-winning educator in the classroom, Barry is also sought out by senior executives to assist in the boardroom. He has provided a variety of training and research consultations to Canadian businesses and not-for-profit organizations. Barry is also an active volunteer in his community. He has served on several community, provincial, and national boards. With a Ph.D. in Management from Queen's University, Barry enjoys being married, a father, coaching sports, a trip to the art gallery, travelling, and a good laugh.

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