The achievement of 150 years in the life of an educational institution invites more than passing attention from those who are interested in the stability of organisational structure in Jamaica.

One hundred and fifty years of existence spans several generations and is testimony to the resilience and character of any institution that has persevered and maintained its integrity over such an extended period of time.

Munro College's celebration of such an achievement this year is commendable not simply for its longevity, but for the noted accomplishments of the school in academics, sports, discipline, and its other fields of endeavour.

Fundamental to this performance has been a demonstrated capacity for renewal and adaptability when confronted by the many social, educational and economic changes that have challenged the school.

We recall that Munro, founded originally "for the education of the poor children of the parish of St. Elizabeth," had evolved for much of its history as a boarding school traditionally reserved for the sons of the gentry and the privileged.

This tradition was reversed with a dramatic increase in its student population generated by the broadening of the base for secondary education introduced throughout Jamaica in the 1950s.

Faced with the need for a dramatic change from its exclusive English public school model, Munro adapted to the new dispensation and developed a pattern of integration into the community that has made the school a central point for parish activities in education, sports, cultural and civic exercises.

This response to change has been a key factor in the sustainability of the college and has justifiably earned the support of its stakeholders and neighbouring environment.

Institutions survive not by status quo or any gift of longevity, but by managing the forces of change, which, if left unattended, cements the organisation into a moribund and uncompetitive bind.

In recent years we have seen the demise of organisations and corporations here and abroad that were unresponsive to the need for change.

Those organisations that wish to survive must learn how to anticipate and deal with future trends and developments that will test their capacity for endurance.

As Munronians pay tribute this week to their icons who piloted the school through some of its most difficult transformation periods, they can credit the stability of their alma mater to the mastery that these leaders, and others of their ilk in other long-serving institutions, displayed in the management of the change and reformation that were necessary to prepare Munro for the 21st century.

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