The document discusses strategic planning and visioning for an uncertain future. It provides information on developing strategic objectives, environmental scans, strategic horizons, and balanced scorecards for measuring educational performance. The key aspects are developing a strategic vision and objectives, considering challenges and opportunities through environmental scans, and establishing metrics for monitoring progress through balanced scorecards.

1. Strategic Vision for
an Uncertain Future
Dr Cheryl Doig

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

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

5. 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’.

6. 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

7. 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

8. 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/

9. 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

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

11. • 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

12. Big rocks, or key ideas

13. 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

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

15. Strategic Objec4ve: To grow interdependent, self managing learners

17. 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)

18. 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