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for SMALL SCHOOLS ASSOCIATION Annual Conference June 2011

for SMALL SCHOOLS ASSOCIATION Annual Conference June 2011. Demystifying DIAf. DAVID CHADWICK. Objective. To reinforce / further develop our understanding of Improvement & Accountability AS A NATURAL PART OF OUR WORK, rather than something we do in addition to our work.

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for SMALL SCHOOLS ASSOCIATION Annual Conference June 2011

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  1. for SMALL SCHOOLS ASSOCIATION Annual Conference June 2011 DemystifyingDIAf DAVIDCHADWICK

  2. Objective To reinforce / further develop our understanding of Improvement & Accountability AS A NATURAL PART OF OUR WORK, rather than something we do in addition to our work

  3. Improvement & Accountability • Improvement • doing things better • achieving better results • Accountability • showing or proving to others that we are doing things better / achieving better results Do you agree? How do these definitions measure up to your understanding? Have you other definitions?

  4. "He uses data as a drunken man uses lamp-posts... for support rather than illumination." Andrew Lang

  5. “Then there is the man who drowned crossing a stream with an average depth of six inches.” ~W.I.E. Gates “The average human has one breast and one testicle.” ~Des McHale

  6. Data & statisticsSteven Wright quotes “Half the people you know are below average” “99% of lawyers give the rest a bad name” “82.7% of all statistics are made up on the spot”

  7. And my favourite Steven Wright quote ………. “I’d kill for a Nobel Peace Prize.”

  8. “Not everything that can be counted counts and not everything that counts can be counted”. Albert Einstein What challenges does this present for small school leaders?

  9. The New Leadership Competencies.....

  10. FUNDAMENTAL ORGANIZATIONAL QUESTIONS • What is the purpose of: • Your organisation? • Your group? • Your project? • Your job? • Your task? What methods are you using to achieve that purpose? • How do you know: • That you are making a difference? • That your methods are working? • That you are successful?

  11. Five School Contexts (Stoll and Fink 1996) Strolling

  12. Improvement is ……….. NEVER NEUTRAL Certainly NOT SIMPLE It happens in a CONTEXT It happens with HISTORY and in a STAGE of the development cycle It happens at a TIME and in a time frame/period It relies on PEOPLE and their willingness, readiness and ability It is EMOTIONAL, political & social

  13. Leadership and Management Leadership is the ability to articulate a vision. Management is the ability to take resources and use them effectively. You lead people, you manage things.

  14. SEVEN BASIC ALL PURPOSE QUESTIONS • Why is this occurring? • What is our vision for success? • Will our students (& parents) care? • What data do we have? • Are we sure? • What is our premise? • What do we need?

  15. Whyare we in this situation? • What is the systemic cause of the problem or issue? • What is the root cause? • 5 Why’s? (Making sure today’s solutions don’t become tomorrow’s problems)

  16. What is the vision for success? • What are we trying to achieve? • How will we know? • What might it look like? (If we don’t know where we are going, there is a fair chance we’ll end up there)

  17. How will it affect our students (&parents)? • How will it affect our students? • Will the parents notice? • Will they care? • How will we know? (Is this really going to make a difference?)

  18. What data do we have? • How do we know? • What more data might we get? (Moving from assertions,theory or hunches to research)

  19. Are we sure? • How were these data gathered, analysed & interpreted? • How do we assure ourselves that the data are valid? (Validating the data)

  20. What is our premise? • What is our theory about this? • What are the beliefs that sit behind this? • What are our assumptions? • On what basis do we hold these beliefs & assumptions? (Testing out our mental models)

  21. What do we need to accomplish this? • By what method? • Who will be involved? • What resources will we need? (Is this do-able?)

  22. Improvement & Accountability at your site What do you currently do? Who is involved? What are the benefits? How might the process be improved? (Total time for activity = 15 minutes)

  23. Improvement & Accountability • Understand and Live the Principles of Improvement & Effectiveness • Develop a SystemsView • Improve using the DIAf Elements • Capture the Memory

  24. DECS Improvement & Accountability Framework (DIAf) • The purpose of DIAf: To reflect on the effectiveness of our programs, practices and performance To continuously improve processes and outcomes By working together, achieve high quality standards for all learners How do these statements of purpose resonate with your work?

  25. DECS Improvement & Accountability Framework IS ABOUT … asking the right (tough) questions AND ... acting upon the answers to move your preschool forward

  26. Test... • Name the nine principles of improvement & effectiveness within DIAf • Name the five elements of DIAf • (You may collaborate, but not CHEAT!!)

  27. Principles These principles are based on current educational research and knowledge of high performing organisational improvement processes They can be viewed as the organisational compass or lighthouse upon which we should keep our eye

  28. Focus on Learning • Think Systemically • Set Direction • Share Leadership • Make Data Count • Target Resources • Attend to Culture • Listen & Respond • Continuously Improve

  29. What might be the key roles for a leader in making these principles LIVE in our school? Table Talk

  30. System VALUES CLIENTS SUPPLIERS MISSION VISION OUTPUTS INPUTS RELATIONSHIPS PROCESSES RESULTS MEASURES RESULTS MEASURES IN PROCESS MEASURES OTHER STAKEHOLDERS TARGETS FEEDBACK

  31. Feedback SCHOOL SYSTEM MAP PurposeWe exist to plan and deliver a high quality, balancedcurriculum that enables students to become life longlearners and prepares them for the future. VisionOur vision is a community school where all people worktogether to make a positive difference for each student. We ValueRespect Cooperation HonestyCaring Commitment • Key Clients • Students • Parents • Local Community • Employers/industry • Key Inputs • Finance • Resources • Support services • Policy • Knowledge and advice • Community services (transport, etc) • Key Outputs/Outcomes • Broad and balanced curriculum • Resilient students • Literate and numerate students • Socially aware and adept students • Key Suppliers • Parents • DECS • Professional networks • Outside agencies • Kindergartens • Key Performance Indicators • Attendance • Punctuality • Behaviour • NAPLAN Test results • Student Well-being • Other Key Stakeholders • Government/Minister • DECS • Wider community • AEU • Local Council • Policy • Cluster schools • Key Targets • Above State and like schools in attendance and LAN results • Steady enrolment – around 500 by December

  32. What are we aiming to achieve? How good do we want our school to be? What are our performance expectations?

  33. How are we doing? How do we know? What are the implications for your school?

  34. Self Review is: Comprehensive, systematic, regular review of the school’s activities and results against a framework of excellence.The Self Review Process: Allows the site to identify strengths and opportunities for improvement. Culminates in planned improvementactions, which are then monitored for progress.

  35. Self Review is not: Aimed at blame or threats. An audit against fixed standards of pass or fail. It is an honest and open reflection on the leadership and management process of the site.

  36. Self Review hints and tips…. Teams (new eyes) Set a time limit per item Document - don’t solve • What do we see in these data? • Why are we seeing what we are seeing? • What, if anything, should we be doing about it? • Focus – you can’t review everything

  37. LIMESTONE COAST REGION Minor Self Review Process Third Year of Cycle ? YES “Major” Review NO See Major Review Flowchart Determine Self Review Team • Gather available data – YEARLY FOCUS • Demographic data • Achievement data • Perception data • Process data • Scan of the Principles • Analyse data • What is going well? • What needs improving? • Determine Key Outcomes of the Self Review • Strengths • Areas for Improvement • Implications for future planning • What are the key things we need to work on? • Document Self Review findings • Executive summary • Methodology • Demographics & context • Evaluation of site performance • Implications for future planning Self Review documentation proforma FLOWCHART:Minor Self Review

  38. LIMESTONE COAST REGION Major Self Review Process Third Year of Cycle ? NO “Minor” Review YES See Minor Review Flowchart Determine Self Review Team • Gather available data – 3 YEARLY FOCUS • Demographic data • Achievement data • Perception data • Process data • Scan of the Principles • Deeper Inquiry into principles • Analyse data • What is going well? • What needs improving? • Determine Key Outcomes of the Self Review • Strengths • Areas for Improvement • Implications for future planning • What are the key things we need to work on ? • Document Self Review findings • Executive summary • Methodology • Demographics & context • Evaluation of site performance • Implications for future planning Self Review documentation proforma FLOWCHART:Major Self Review

  39. What more do we need to do? Where to from here? What processes might you use to ensure all staff engage with this?

  40. What will we do to ensure success? What programs and strategies do we put in place to ensure success for your learners and your school overall?

  41. Who will we inform and how? Who are your key clients and stakeholders and how do you inform them about your learners and school’s performance?

  42. DECS IMPROVEMENT AND ACCOUNTABILITY FRAMEWORK Reflect...Improve…Achieve

  43. The Framework Elements Standards Self Review Improvement Planning Intervention & Support Performance Reporting

  44. How and when do you do these in your current practice? Plan for improvement based on sound information Define standards Table Talk Regularly and routinely self assess how we are going as a centre Report to clients and stakeholders on our performance Systematically identify the needs of learners Develop research based strategies to support the needs of children

  45. Make sure it doesn’t become your life’s work by making it a normal part of your working life HOW KISS SIMPLIFY INVOLVE SHARE BUY TIME QUANTIFY

  46. SCHOOL MANAGEMENT PROGRAM 2011

  47. Effective leaders lead by asking good questions. Good questions are based on collaborative relationships, systems thinking and sound strategies for good work. (Adapted from Scholtes, 1998)

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