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NZRTLB Association Restructure

NZRTLB Association Restructure. Exploring Possibilites. Why restructure?. Membership changes in the last 3 years Transformation of the service Improving the function of the Executive as a representative and decision making body

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NZRTLB Association Restructure

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  1. NZRTLB Association Restructure Exploring Possibilites

  2. Why restructure? Membership changes in the last 3 years Transformation of the service Improving the function of the Executive as a representative and decision making body Becoming more cost effective with a balance of face to face meetings and using technology Addressing Sector representation egPasific Wave, Cluster Manager,

  3. Using SOAR To Explore New Possibilities and ways of working as an Association Different ways of the Executive working egskype meetings Different ways of Regions linking in with clusters A position for immediate past co-ordinator Cluster and Regional Alignment in partnerships Constitutional review that enables the executive to function in a more flexible and responsive manner with executive meetings and the conference from a membership perspective.

  4. Objectives Participants will understand the process of SOAR so that all members of the Association can engage in the growth of our organisation. To enable all members to have a voice in designing a more meaningful and clearer strategic direction for the RTLB Association.

  5. SOAR : a new approach to strategic planning.  SOAR- Strengths, Opportunities, Aspirations and Results A more strength-based spin than SWOT (Strengths, Weaknesses, Opportunities and Threats). A strategic planning framework that… 1. Focuses on strengths 2. Seeks to understand the whole system by including the voices of the relevant stakeholders. 3.Helps organizations focus on: What they are doing well and what skills can be improved 4. Helps identifywhat is most compelling to stakeholders. 5. Pushes organizations to develop strategic plans that are more dynamic, creative and optimistic.

  6. What is SOAR ? Strengths – What are our strengths? Opportunities – What new opportunities are available to us? Aspirations – What do we care deeply about? Results - How do we know we are succeeding? How will we know if we are succeeding?

  7. Defining SOAR A strategic planning framework with an approach that focuses on strengths and seeks to understand the whole system by including the voices of the relevant stakeholders. Utilizes a “5-I approach” in developing a strategic plan Initiate, Inquire, Imagine, Innovate & Inspire to Implement Integrates Appreciative Inquiry (AI) in building Strength based strategy

  8. STRENGTHS: WHAT CAN WE BUILD ON?  What are we most proud of as an organization? How does that reflect our greatest strength?  What makes us unique? What can we be best at in our world?  What is our proudest achievement in the last year or two?  How do we use our strengths to get results?  How do our strengths fit with the realities of New Zealand Education?  What do we do or provide that is world class for Our RTLB, our practice leaders, our Cluster Managers, schools, our teachers, our students

  9. DEVELOPING STRENGTHS In small groups…. Each person will:  Describe examples or stories that shows our Association at its best and  When s/he felt proud to be part of it Each group will report back to the large group the major themes that came up in their discussions

  10. OPPORTUNITIES: WHAT ARE OUR STAKEHOLDERS ASKING FOR?  How do we make sense of opportunities provided by the external forces and trends?  What are the top 3 opportunities on which we should focus our efforts?  How can we best meet the needs of our stakeholders, RTLB, Practice Leaders and Cluster Managers, MOESE, UNIONs, STA, Parent Organisations  How can we reframe challenges to be seen as existing opportunities?  What new skills do we need to move forward?

  11. ASPIRATIONS: WHAT DO WE CARE DEEPLY ABOUT?  When we explore our values and aspirations, “what are we deeply passionate about with our Association?”  Reflecting on Strengths and Opportunities conversations, who are we, who should we become and where do we go in the future?  What is our most compelling aspirations for our Association?  What strategic initiatives (e.g. projects, programs, processes) would support our aspirations

  12. ASPIRATIONS In small groups, discuss ….  What are we deeply passionate about for our Association?  What is our most compelling aspirations for our Association? Each group will report back to the large group the major themes that came up in their discussions

  13. RESULTS: HOW DO WE KNOW WE ARE SUCCEEDING?  Considering our Strengths, Opportunities, and Aspirations, what meaningful measures would indicate that we are on track to achieving our goals?  What are 3 to 5 indicators that would create a scorecard that addresses a triple bottom line of profit, people and planet?  What resources are needed to implement vital projects?  What are the best rewards to support those who achieve our goals?

  14. RESULTS In small groups, discuss ….  How do you define success for our Association ?  How do you know you are succeeding? Each group will report back to the large group the major themes that came up in their discussions

  15. RESOURCES:  Stavos, J., M & Hinrichs, G. (2009). The Thin Book of SOAR: Building strengths-bases strategy.  AI Commons- http://appreciativeinquiry.case.edu/  Coghlan, A. T., Preskill, H., & Catsambas, T. T. (2003). An overview of appreciative inquiry in evaluation. In, H. Preskill & A. Coghlan (Eds.), Appreciative inquiry and evaluation. New Directions for Program Evaluation, 100, 5-22. San Francisco: Jossey-Bass.  Harlene Anderson, David Cooperrider, et. al. The Appreciative Organization, The Taos Institute, 2008. Acknowledging: Stan Capela & Ariana Brooks-Saunders HearthShare Human Service

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