Institutional diagnostic
Review governance, strategy, leadership, operations, evidence, risk and delivery maturity as one connected system.
Discuss this with DYP
The purpose of assessment is not to label. It is to reveal the next responsible move.
Every diagnostic is designed around the choices a school, programme, funder or public institution must make next. Within that wider work, institutional diagnostic creates a focused route from intention to capable practice.
The work behind the outcome.
- 01Review governance, strategy, leadership and decision rights.
- 02Examine delivery systems, people practices, finance, risk and evidence.
- 03Distinguish isolated symptoms from system-level causes.
- 04Prioritise reforms by consequence, readiness and sequence.
From clarity to ownership.
The precise scope changes with context. The discipline does not.
practiceOWNERSHIP
Frame the decision
Agree what the evidence must help leaders understand, compare or decide before selecting methods.
Build the evidence base
Combine documents, data, interviews, assessments and observation so no single source carries the full conclusion.
Make meaning together
Test findings with the people closest to the work, distinguish symptoms from causes and surface important trade-offs.
Prioritise action
Turn findings into a sequenced roadmap with named owners, realistic dependencies and measures for early progress.
What the engagement can leave behind.
Outputs are selected for the decision and operating context—not produced for volume.
- Evidence framework and tools
- Diagnostic findings with limitations
- Decision brief and priority map
- Sequenced implementation roadmap
Begin the conversation with what matters.
01Which decision would become easier if you could see the current reality clearly?
02What must be true for this to work consistently?
03Who needs the authority and capability to carry it forward?