Head Teacher Professional Practice Program

1. Head Teacher Professional Practice Program

3. Staff are supported to take risks and are recognised for their commitment. • Appreciative Inquiry – reinforces good- doesn’t punish bad but give permission to try and fail. • Greater collaboration between sections, colleges and institutes. • Simplified systems –less bureaucracy • SWSI has recognised the importance of happy staff. • SWSI have managed to resource staff to keep pace with technology, valuing staff, sharing information. • Promote culture of change

4. Program • Performance Development and Skills • Mentoring • Managing Difficult Performance • Financial resources Management • Doing Business in SWSI • Time Management • Professional Practice • Semester 2 – Networking and Appreciative Inquiry

5. This what we dreamed and imagined…… Staff are supported to take risks and are recognised for their commitment. Appricative Inquiry – reniforces good- doesn’t punish bad but give permission to try and fail. Productive, embeded partnerships. Float on stock market. Greater collaboration between sections, colleges and institutes. Simplified systems –less bureacracy. Increased student enrolments. More staff recognition and encouragement for innovation. More money. Staff needs have been met such as being valued, greater job satisfaction, less stress, nurturing their growth. Increased successful teamwork. Improved innovation and increased technology. Young leadership –generation X and Y Baby boomers are coaches, mentors and consultants. Shorter, more flexible courses and increased RPL, focus on skill sets. Courses runing all year round. SWSI has recognised the importance of happy stff. Swsi have managed to resource staff to keep pace eith technology, valueing staff, sharing information. Staffing issues have been identified and addressed. We value our own staff and acknowledge their contribution. We continue to network and share knowledge and information. Head teachers as future budget managers in an environment where profit remains with the generators.

6. Govt wakes up and realised/ recognises the high value of TAFE and funds accordingly. No red tape in the development of dreams eg spot the gap, design the competency and deliver. Everyone has a can do attitude, are happy and work collaboratively. Increase in substantive vs acting to encourage decision making. Smart boards in each classroom. Computers in each classroom. Paperless staff rooms and classrooms. Improved teacher access to professional development to stay current. Industry netwroks. Improved resources –human, physical and finnacial. User friendly systems. Staff on a performance based system – HT have the power to select their team of highly motivated teachers. Visionary leaders(fewer at the top) with new ideas(less red tape) to allow innovation. Good budget with choice. TAFE has embraced the new technoloies and there are lots of resources for teachers and students. TAFE is at the cutting edge of the 21 century and is regarded as the best in VET by community and employers. Return to student focus not compliance driven. Lots of adminstration and technical support for teaching sections. Allow vison and dreams / fund visions and dreams. Promote culture of change. Continue to implement small and continous change. Pay teacher and HT more. We were asleep and stumbled across an awesome HT Kit. Teaqchers had an annual get together – institute wide eg – rosehill race course. We all took a power ball syndicate and moved to the gold coast. We remained a public organisation. Streamlined and focused innovative practices. Awesome pay and professional recognition.

7. Performance Development and Skills Two day workshop covers: • important steps in managing performance • developing actions that support good performance • giving and receiving feedback • fundamentals for dealing with unsatisfactory performance and misconduct • Applying policy

8. Mentoring • What mentoring is.. and what it is not • Types of mentoring • What do mentors do? • Identifying your own strengths as a mentor • The phases of mentoring relationship • Developing a mentoring agreement • Managing the mentoring relationship • Building rapport • Tips for handling challenges and issues

9. Managing Difficult Performance and Staff Discipline • Identify the relationship between performance management and managing unsatisfactory performance • Detail the procedures required for managing unsatisfactory performance and the role of the Head Teacher in this process including the development of a Performance Improvement Plan • Highlight appropriate tools and resources available to assist with the management of unsatisfactory performance • Identify the outcomes of the process for managing unsatisfactory performance and next steps

10. Financial Resources Management During this session you will: • Participate in a three-hour interactive hands-on session to learn how you can effectively use the system to produce useful information • Meet Your Buddy - a web based management reporting system that integrates three systems: Finance, Human Resources and Student Information into one system • See Smartbuy: a brief explanation about purchasing and electronic procurement • Learn about fixed assets

11. Doing Business in SWSI • Changes in the external environment of VET • Need to emphasis the competitive nature of VET • Impact on SWSI and you • ACH and Fund codes: why do you do what you do? • Faculty roles and Service delivery strategy • Funding available • Whole of business • Where to from here? What can I do?

12. Time Management Using Outlook Review • Be introduced to the more advanced features of Outlook 2007: advanced email functions, adding multiple address books, sharing, setting and utilising your calendar more effectively, creating folders and setting up email rules, and accessing shared folders • Learn more about Time Management using tasks, maintain contacts database and link appointments and tasks