TEAM: Managing Change / School
Culture
TEAM LEADERS: D. Hoermann / Ann King
Date: 19/11/98
Strategic Options |
Implications
for: |
Implications
for: |
Action to be taken |
| 1. Establish a Self-Managing
School. Features: Control of the total budget School based decision making Including staffing and resources Within legal and statutory Framework. (Objective: Improved student outcomes academically and for society and their futures.) |
- Start with a model Looking for a model which can be duplicated. - Done within legal and legislative framework. - Not limited by the current staffing agreement. [Declaration of the school(s) as a "Greenfield site.] - Sort out some of the idealogical issues |
- Ethical leadership. -Improved learning outcomes for students. - Equitable access for everyone within an equity framework. - Students will learn what they need to know and will be successful citizensof the 21st century. |
- Concept developed
collaboratively. - Resources: Negotiation re the boundary of what is best done by the system and the school. eg. Information Technology Purchases, Property Maintenance and Development. |
| - Leadership preparation
program. - System has a responsibility to support the Principal and the success of the experiment. Through, say a dedicated group like a Futures Directorate. - Operations groups to support the change process... the Council, |
- Staff development through
further formal qualifications to ensure a skilled staff. - Time to allow staff to work collaboratively together. - Provide incentives. |
||
| a partnership with a Uni to help develop, and evaluate the change process. |
TEAM: Managing Change / School Culture Team Leaders: D. Hoermann / Ann King Date: 19/11/98 continued .....
Strategic Options |
Implications
for: |
Implications
for: |
Action to be taken |
| 2. Reconceptualisation of
the Curriculum: Shifting: What,
how and why we teach what we teach. |
- Issue of the continuity of
curriculum. - Cultural values remain consistent and constant. - Schools should not be penalised for seeking alternative pathways. |
- The type and breadth of
the curriculum and ensuring a continuity. - Ensuring that cultural values remain consistent and constant. - Recognition of the capacity of the curriculum to lead to the cultural values of the society. |
|
| - Skilling of the Principal,
Executive and Staff. - Industrial issues need to be sorted out. |
- Greater links with the external environment. | ||
| WORKPLACE: -Equipping students to play an active and satisfying part in creating the workplace of the 21st Century. |
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| DEVELOPING AND PLANNING NEEDS TO BE VERY THOROUGH AND DETAILED. | |||
TEAM: Managing Change / School Culture, Team Leaders: D. Hoermann / Ann King, Date: 19/11/98 continued....
Strategic Options |
Implications
for: |
Implications
for: |
Action to be taken |
| 3. Turning the Teaching
Community into a Learning Community. Purpose: So Teaching Community can deliver a reconceptualised curriculum for the students of the 21st Century. |
- System will review accountability to enable it to be based on trust. [Be successful and seen to be successful.] | - The school is shifted to a
learning culture. - Develop a repertoire of ethics, skills and processes that underlie the change. - Deliver customer satisfaction. - Students will learn what they need to know and become successful citizens of 21st Century. |
|
| 4. Leadership throughout the whole organisation. | - Support needed for
experimentation. - System ensures that it works. - Review of resources - additional may be necessary.
|
- Negotiation with the
system to plan the change process. - Joint venture with stakeholders to plan the change process. - School takes responsibility for building a better
system and informing and engaging policy makers. |