Module One: School Development Planning School Self Development package for school managers Participate Training approach covering school vision and mission development and whole school development planning

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Module One School Development Planning School
Self Development package for school managers
Participate Training approach covering school
vision and mission development and whole school
development planning

• Susan OShaughnessy
• School Management Advisor

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Module One- School Development Planning

• PurposeAll of the modules are designed to stand
  alone. The aim of the module is to provide a
  facilitator with materials which can be adapted
  for diverse audiences
• Groups of school managers
• A school community
• Individual school managers
• It is hoped that the module will assist schools
  in self-development and learning and that
  clusters of schools may get together to share
  ideas. The materials here may be adapted and
  used in a variety of situations and with
  different audiences. They provide a framework of
  activities which can be reduced or expanded upon.
  If they are used as they stand there is material
  for a five hour session.
• The author believes in the value of
  participative approaches and many activities are
  included to involve people in the learning
  objectives. These activities are optional and the
  facilitator may wish to use these selectively
  depending on the audience.

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The Specific Objectives of this module are

• Revise the purpose of school mission and vision
  statements based on agreed values
• Give guidance on developing these statements
• Revise the purpose of school development plans
• Give guidance on the process of forming school
  development plans and monitoring progress

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The Purpose of Mission and Vision statements
A vision shared by all in the school community
should clearly state what we want to achieve
in the future A mission statement should
state what we are going to do to achieve
this A mission statement should be developed
collaboratively and should reflect the primary
purpose of the organisation within the context of
the society it is situated in.
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The Aim of Maldivian Education
To develop the child intellectually and
spiritually and to train, develop and instill the
skills necessary for him/her to function as an
individual and a member of the Islamic Maldivian
society in a responsible manner, useful to self,
family and the nation. ( Education and Society
11 The Aim of Maldivian Primary
Education) The school mission statement should
reflect the aims of Maldivian Education and
reflect the aspirations and context of individual
schools. It should reflect the values and beliefs
of the school community. In the Maldives it will
be based on Islamic beliefs, principles and
teachings. Schools need to be confident that
there is general agreement in society with their
stated values.
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The Aim of Maldivian Education continued

• In any school it is important to establish
  agreed core values. Values represent the core
  priorities in the organisations culture but it
  is always important to look at the match between
  core values and how people in a school
  environment really act.
• Developing a values statement can be carried
  out in many ways. It may be highly rational and
  analytical for example, asking all school
  stakeholders to select six statements from a
  previously agreed list and then developing an
  agreed values statement or it may be creative and
  divergent, for example, asking individuals to
  share daydreams of their perfect child or
  ideal school.

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The Aim of Maldivian Education continued
When the core values of a school have been agreed
a school can then move on to developing a vision
statement (what we want to achieve in the future)
and a mission statement (what we are going to do
to achieve this). A vision is a common
understanding of goals, principles, and
expectations for everyone in the learning
community. A clear vision is a good road map.
Without a good map it is difficult to determine
where you are going and impossible to know when
you arrive.
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Creating a Vision
A vision should draw on the values and beliefs of
the learning community
Be shared and agreed by all stake holders
Vision
Be open to dramatic modifications to current
organization, teaching techniques, facilities etc
A vision should describe where you want to be in
the future
A vision should be specific to each organization
May be different from today
Be positive and inspiring
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Creating a Vision continued

• The process of producing school values, vision
  and mission is important. It is an opportunity
  for everyone to share their views and as far as
  possible reach a consensus about the future
  direction of the school.
• The discussions could start for example, with
  the views of the children and parents. A great
  deal will depend on how the school currently
  operates but if the consultation is wide and
  discussion encouraged the future developments of
  the learning organization are more likely to be
  successful.
• Where there is a genuine vision people can
  become capable of outstanding achievements and
  significant learning takes place because of
  strong motivations.

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An Example
Example of a process for introducing a vision and
mission to a learning environment

• Interviews/questionnaires/
• development workshops
• for all stakeholders
• Including
• the island chief
• the children
• and parents

Results analyzed by the senior management team or
school staff, drafted and sent out for comment.
Write final draft and publish in staff
room/ school handbook/ teacher handbook. It may
also be displayed in the island office or
any other suitable place.
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The Purpose of School Development Planning
In order to achieve the school vision and mission
a school needs to set planning objectives. A
school development plan commonly lists these
objectives or intended outcomes and details how
they are to be achieved. The plan is a vital
management tool because it sets out the
priorities and objectives and is the most
effective tool for coordinating the efforts of
everyone connected with the school to attaining
them. The school development plan also apportions
the available resources time, people and
money. Objectives or outcomes in school
development planning need to be prioritized and
limited in number. A balance needs to be attained
between, on the one hand, presenting a challenge
in terms of learning to the school community and
on the other being achievable. It is also
important that a development plan should move a
school closer to its vision but that it should
also take account of external initiatives. In
order to be achievable a plan also needs to take
account of available resources (i.e.
technologies/money/materials/people) Some
objectives may need to be adapted or delayed if
sufficient resources are not available.
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A good development plan will be SMARTER i.e
S
pecific For example, its difficult to know what
to do if you are told to work harder. Its
easier to recognize write a paper.
M
easurable Write a 30 page paper is clearer
A
chievable. If an individual has 30 other more
important tasks this additional goal may not be
acceptable.
R
ealistic Neither would it be acceptable to
expect the paper to be ready in an hour.
T
imed It may be more sensible to specify that
the paper should be written over a 6 day period
with around 5 pages being written each day.
E
xtending The goal should also stretch the
performers capabilities. For example the writer
may accept the challenge readily if it is going
to extend knowledge about a particular area of
interest or extend their writing capabilities.
R
ewarding If the completed paper is shared and
celebrated in some way the writer may well be
motivated to contribute their best efforts on a
subsequent occasion.
The process of school development planning when
carried out effectively can bring cohesion,
motivation and shared purpose.
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Guidance on the Process of forming School
Development Plans and Monitoring Progress

• The sequence of events for producing and
  introducing a school development plan will be
  similar to the mission/ vision statement process.
  It is important to consult widely with all
  relevant stakeholders. Agreement and support
  reached now will assist in meeting objectives
  successfully.
• It is often suggested that school managers and
  teachers are in the best position to identify
  priorities and manage areas for school
  improvement but it can also be argued that by
  involving other parties, for example, parents, at
  an early stage an opportunity is gained to
  explain and clarify any misconceptions and gain
  their support.
• The overall goals of a school will be clear in
  the schools vision and mission statement. These
  will be compatible with the community values and
  the schools shared values. In order to achieve
  the goals everyone has to work to agreed
  objectives.

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Phases in Planning
Phase 1Taking stock. Everyone should be involved. This could be carried out using a S.W.O.T. analysis ( Appendix 6) This phase may follow the celebrations of a Previously successful plan and an evaluation of that plan should then be included. Care should be taken in this Phase of planning to consider various driving forces or major influences that might effect the organization. Phase 1Taking stock. Everyone should be involved. This could be carried out using a S.W.O.T. analysis ( Appendix 6) This phase may follow the celebrations of a Previously successful plan and an evaluation of that plan should then be included. Care should be taken in this Phase of planning to consider various driving forces or major influences that might effect the organization.
Phase 2 Establishing Goals. Based on the analysis and alignment to the overall mission of the system, planners establish a set of goals that build on strengths to take advantage of opportunities, while building up weaknesses and warding off threats. Phase 3 Establish strategies to reach goals. The particular strategies ( or methods to reach the goals) chosen depend on matters of affordability, practicality and efficiency.
Phase 4 Establish Objectives. Objectives clearly show progress towards goals and each objective should have clearly identified. Responsibilities Time allocations Resource allocations Monitoring procedures Phase 4 Establish Objectives. Objectives clearly show progress towards goals and each objective should have clearly identified. Responsibilities Time allocations Resource allocations Monitoring procedures
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Monitoring Progress
If plans are to become reality, progress needs to
be reported and reviewed at regular intervals as
identified in the plan. A good school manager
will delegate sections of the plan to individuals
or small groups but will expect regular reviews
of progress. The reviews will give a school
leader an opportunity to not only find out how a
project is developing but will also enable them
to encourage and motivate and support individual
development. A review may give rise to a
modification of an objective , for example, or
to identifying a training need for an individual
or group. Progress towards objectives and
successful outcomes should be widely publicised
and celebrated. Projects which are abandoned or
not completed should be investigated in a
positive manner in order to increase knowledge
and understanding.
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Contents of Appendix

• Appendix 1- Ideas for warm up activities.
• Appendix 2- Examples of vision and mission
  statements
• Appendix 3- Value statements activity
• Appendix 4- Vision statements
• Appendix 5- Checklist for vision and mission
  statements
• Appendix 6 Guidance for using a S.W.O.T.
  analysis
• Appendix 7- The School Development Process
• Appendix 8- Examples of School Dev. Plan
  Formats
• Appendix 9- Evaluation form