Strategic vision2010

Strategic Vision for   an Uncertain Future  Dr Cheryl Doig 

Life is curly. Don't try to straighten it out. -Susan Scott Fierce Conversations www.thinkbeyond.co.nz 

Strategy  Opera=onal  Workplan  Direc=on  Long term  over‐arching   day‐to‐day implementa=on  Short term  Alloca=on of resources 

The primary role of  a board is to ensure  that the school is  con=nuously and  eﬀec=vely striving  for above average  performance,  taking account of  ‘risk’. 

Approve and work with/ through the  principal  Providing  Strategy  Outward  accountability  formula=on  looking  Conforming  Performing  Inward looking  Internal policy  Monitoring and  making eg  supervising  ﬁnance, HR  Past & present focus  Future focus  Based on the work of Bob Tricker ‐ corporate governance 

SeTng the scene  2.30pm  Celebra=ng successes  Exploring preferred futures  What do we want?  How will we get there?  Strategy to ac=on  DraX completed 

The Horizon Report 2010  •  Digital media literacy con0nues its rise in importance as a key skill in  every discipline and profession.  •  Students are diﬀerent, but educa0onal prac0ce and the materials that  support it are changing only slowly.  •  Many policy makers and educators believe that deep reform is needed,  but at the same 0me, there is li?le agreement as to what a new model  of educa0on might look like.  •  A key challenge is the fundamental structure of the K‐12 educa0on  establishment.  •  Many ac0vi0es related to learning and educa0on take place outside the  walls of the classroom — but these experiences are oGen undervalued or  unacknowledged.  h]p://wp.nmc.org/horizon2010/ 

Environment Scan •  Social – demographics, values, lifestyles, cultural, community conditions •  Technological - advances and future possibilities •  Economic – trends, forecasts, funding •  Environmental •  Political – legislation, regulation Look for: Signs of change Signals of potential events on the horizon Forecasts of experts Indirect effects

 The essence  of strategy is  choosing  what not    to do  Michael Porter 

•  To provide a safe  suppor=ve emo=onal and  physical environment   •  To provide high quality  teaching which develops  millenium thinkers  •  To develop strong  community partnerships  •  To grow interdependent,  self managing learners  

Big rocks, or key ideas 

Challenges  •  If this was our vision for the future what  would it look like/feel like?  •  Work with the ideas you can change or  inﬂuence.  •  Imagine…the des=na=on…don’t worry  about the map or the street names 

The Three Horizons  Progress Horizon 3 Create viable options Horizon 2 Build emerging offerings Horizon 1 Extend and defend core Time

Strategic Objec4ve: To grow interdependent, self managing learners 

Check….   5 dimensions of eﬀec4ve leadership (Robinson, 2008)  •  •Promo=ng & par=cipa=ng in teacher learning and development  (0.84)  •  •Establishing goals & expecta=ons (0.42)  •  •Planning co‐ordina=ng & evalua=ng teaching & the curriculum  (0.42)  •  •Resourcing strategically (0.31)  •  •Ensuring an orderly & suppor=ve environment (0.27) 

Balanced Scorecard for educa=on  •  Student Learning  •  Opportunity to learn, equity and access  (disadvantaged, all culture, special needs, giXed,  physical and emo=onal well‐being)  •  Responsiveness to students, parents, community  •  Organisa=onal capacity – professional development/ learning, teachers, professional learning community   Performance of the school as a whole using self review  tools  An Alterna=ve to High‐Stakes tes=ng – Ken Jones 

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Strategic vision2010

by Cheryl Doig on Oct 11, 2010

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Strategic vision2010 — Presentation Transcript