• Anthony Siradakis

Leveling the Playing Field Within Education - Can It Be Done?

Updated: Aug 8, 2020

Modern schools face an increasingly challenging environment. How do some keep pace with this rapid change while remaining competitive? More importantly, can they?


Institutions of education have long been the recipients of great criticism from educational, economic, and sociological pundits. Critiques range from student accessibility, disparities in financial and monetary resources, as well as the school's mission and purpose serving the greater good. The list, it seems, is seemingly endless. While many have critiqued institutions across these factors, most neglect to address the gross disparities between institutions contributing to these imbalances, such as equity, resources, property, and intellectual/human capital. The resource pool within education is not equally distributed and should be addressed as such.


“Research within the field has shown us that the group subjected to the greatest disparities (while simultaneously requiring the greatest demand) are middle-market institutions (those with sufficient endowment/investment/operational capital to sustain present needs, while simultaneously facing demands requiring regular depletion of these resources), and those subjected to the greatest educational demands.


Certainly, professionals within the field have a deeper understanding of why some institutions are classified as “have’s” while others are deemed “have not’s.” But what contributes to this labeling? A lack of skilled leadership? Competent faculty? A broad range of student services? Academic programming? Money? The list goes on, and on, and on with little agreement across the field.

Yet decades of research within the field has shown us that the group subjected to the greatest disparities (while simultaneously requiring the greatest demand) are middle-market institutions; those with sufficient endowment/investment/operational capital to sustain present needs, while simultaneously facing demands requiring regular depletion of these resources, and those subjected to the greatest educational demands. Such institutions have historically served both niche and broad demographics of students and continue to play a vital role within the American educational system.


The assistance required from qualified professionals in education across these institutions also varies widely, from broad and generalized to highly specific. Large consulting firms target large institutions, charge exorbitant fees, and seldom offer the personalized, “high-touch” experience boutique firms are known for. However, most boutique firms apply strategies too specific to tailor to the great demands across a wide range of institutions. And yet, while generalized services have broad spectrum appeal, they do not offer the highly specialized/individualized services so often required. So, how is this bridge gapped?

Marquee was founded on three principle services, services we believe are tailored enough to offer individualization while simultaneously being broad enough to apply across a range of institutions; financial and endowment insight, organizational management, and institutional strategy.

COVID-19 will continue to alter the landscape of education - in ways yet to be determined. What we do know is that the need for competent and rigorous yet flexible insight will continue to persist across these institutions, and will also be critically important to help solve some of the most challenging issues within the field, ensuring the success of future generations.



- AS



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