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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

for

SMALL SCHOOLS ASSOCIATION

Annual Conference

June 2011

DemystifyingDIAf

DAVIDCHADWICK


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


Improvement accountability
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?


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

Andrew Lang


“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


Data statistics steven wright quotes
Data & statistics an average depth of six inches.”Steven 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”


And my favourite steven wright quote
And my favourite Steven Wright quote ………. an average depth of six inches.”

“I’d kill for a Nobel Peace Prize.”


“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?



FUNDAMENTAL ORGANIZATIONAL QUESTIONS everything that

  • 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?


Five School Contexts everything that

(Stoll and Fink 1996)

Strolling


Improvement is
Improvement is ……….. everything that

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


Leadership and Management everything that

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.


Seven basic all purpose questions
SEVEN BASIC ALL PURPOSE QUESTIONS everything that

  • 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?


Why are we in this situation
Why everything that are 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)


What is the vision for success
What everything that 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)


How will it affect our students parents
How everything that 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?)


What data do we have
What data everything that do we have?

  • How do we know?

  • What more data might we get?

(Moving from assertions,theory or hunches to research)


Are we sure
Are we everything that sure?

  • How were these data gathered, analysed & interpreted?

  • How do we assure ourselves that

    the data are valid?

(Validating the data)


What is our premise
What everything that 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)


What do we need to accomplish this
What everything that do we need to accomplish this?

  • By what method?

  • Who will be involved?

  • What resources will we need?

(Is this do-able?)


Improvement & Accountability at your site everything that

What do you currently do?

Who is involved?

What are the benefits?

How might the process be improved?

(Total time for activity = 15 minutes)


Improvement & Accountability everything that

  • Understand and Live the Principles of Improvement & Effectiveness

  • Develop a SystemsView

  • Improve using the DIAf Elements

  • Capture the Memory


Decs improvement accountability framework dia f
DECS Improvement & Accountability Framework (DIA everything that f)

  • 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?


Decs improvement accountability framework
DECS Improvement & Accountability Framework everything that

IS ABOUT

… asking the right (tough) questions

AND

... acting upon the answers to move your preschool forward


Test... everything that

  • Name the nine principles of improvement & effectiveness within DIAf

  • Name the five elements of DIAf

  • (You may collaborate, but not CHEAT!!)


Principles
Principles everything that

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


  • Focus on Learning everything that

  • Think Systemically

  • Set Direction

  • Share Leadership

    • Make Data Count

    • Target Resources

    • Attend to Culture

    • Listen & Respond

    • Continuously Improve


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

Table Talk


System principles LIVE in our school?

VALUES

CLIENTS

SUPPLIERS

MISSION

VISION

OUTPUTS

INPUTS

RELATIONSHIPS

PROCESSES

RESULTS

MEASURES

RESULTS MEASURES

IN PROCESS MEASURES

OTHER

STAKEHOLDERS

TARGETS

FEEDBACK


Feedback principles LIVE in our school?

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


What are we aiming to achieve
What are we aiming to achieve? principles LIVE in our school?

How good do we want our school to be?

What are our performance expectations?


How are we doing how do we know
How are we doing? How do we know? principles LIVE in our school?

What are the implications for your school?


Self Review is: principles LIVE in our school?

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.


Self Review is principles LIVE in our school?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.


Self Review hints and tips…. principles LIVE in our school?

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


Flowchart minor self review

LIMESTONE COAST principles LIVE in our school? 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


Flowchart major self review

LIMESTONE COAST principles LIVE in our school? 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


What more do we need to do where to from here
What more do we need to do? principles LIVE in our school?Where to from here?

What processes might you use to ensure all staff engage with this?


What will we do to ensure success
What will we do to ensure success? principles LIVE in our school?

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


Who will we inform and how
Who will we inform and how? principles LIVE in our school?

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


DECS IMPROVEMENT AND ACCOUNTABILITY FRAMEWORK principles LIVE in our school?

Reflect...Improve…Achieve


The framework elements
The Framework Elements principles LIVE in our school?

Standards

Self Review

Improvement Planning

Intervention & Support

Performance Reporting


How and when do you do these in your current practice? principles LIVE in our school?

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


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


SCHOOL MANAGEMENT PROGRAM 2011 it a normal part of your working life


Effective leaders lead by asking good questions. it a normal part of your working life

Good questions are based on collaborative relationships, systems thinking and sound strategies for good work.

(Adapted from Scholtes, 1998)


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