Strategic vision2010

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Strategic vision2010

  1. 1. Strategic
Vision
for

 an
Uncertain
Future
 Dr
Cheryl
Doig

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

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

  4. 4. 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’.

  5. 5. 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

  6. 6. 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

  7. 7. 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/

  8. 8. 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
  9. 9. 
The
essence
 of
strategy
is
 choosing
 what
not

 
to
do
 Michael
Porter

  10. 10. •  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


  11. 11. Big
rocks,
or
key
ideas

  12. 12. 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

  13. 13. The
Three
Horizons
 Progress Horizon 3 Create viable options Horizon 2 Build emerging offerings Horizon 1 Extend and defend core Time
  14. 14. Strategic
Objec4ve:
To
grow
interdependent,
self
managing
learners

  15. 15. 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)

  16. 16. 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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