Manitoba Physical Education Supervisor’s Association

1. Manitoba Physical Education Supervisor’s Association Strategic Planning Presentation Wendy Bulloch “Building Up”

2. Background: • Many changes – beginning in 2000 Framework for Outcomes for Active Healthy Lifestyles, • 2005 – Healthy Kids, Healthy Futures task force review • Mandated time allotments for PE and HE from K to 10 • PACM position (see Appendices in report)

3. April 20, 2009 – Brandon Strategic Planning Day • Gathered in Brandon to begin identifying a new strategy – strategic plan • Pre-work had been assigned

4. Mandate Vision (Core Values) Mission Objectives Strategies Goals Plans Personnel Goals Job Description Evaluation Process Incentives & Rewards

5. What is the Strategic Planning Process?

6. Where are We now? Review and Assessment: Successes and Struggles Activity:

7. Questions • What are the top three to five priorities in your job? • What are the top three to five issues in your job, you believe/feel you need support with or that could help you in your job? • Page 4 final report

8. Where do We want to be? Vision or preferred future… ”Vision is the picture that we carry around in our heads of what we want to create, a sense of commonality that binds people together for the greater good and that uplifts people’s aspirations.” Peter Senge – The Fifth Discipline: Developing Learning Organizations

9. Where Do We Want To Be? Vision or Preferred Future: • Attendees were placed into groups, • Each group worked through the questions that were sent out as pre-work • Each group was asked to come to a consensus in response to the question

10. Current Mandate Purpose MPESA Operational Model • Under the PE/HE curriculum umbrella identifies Dynamic Leadership – Research – Resources will lead to… • Improved Student Learning • Dynamic Leadership, Quality PE and Healthy Lifestyle

11. Vision Statements • Should be inspiring and give focus to human energy, • Clear and challenging, • Lasting but NOT rigid, • Focusing • Guiding, • Future oriented, honoring the past

12. MPESA Vision Statement • In groups of seven – draft a vision statement from the responses to the questions in the report on page 5 and 6

13. MPESA Vision Statement • MPESA envisions improved student learning to lead to positive healthy lifestyles.

14. MPESA Current Mission Statement To provide dynamic leadership, for the promotion and delivery of quality physical education and health education.

15. What is a Mission Statement? • Has to focus on what the institution really tries to do and then do it so everyone in the organization can say…”This is my goal.” • A Mission Statement describes the purpose, the business and values of an organization.

16. Mission Statement Exercise • Review responses to questions on page 6 and 7 • Is your current mission statement still relevant? • Do you need a new one to relate to the work you currently do?

17. External Opportunities: Healthy kids, healthy futures, Public political pressure about kids health, School divisional administration, Technology to broadcast at meetings, School/divisional administration, Climate for change (health and wellness for kids) Make new and more connections with groups that can facilitate change, Political climate around health, Should be able to communicate through technology, Partnerships, current and future, Government – driving force of change, More non-sport based resources personnel in province/divisions, External Challenges (Threats) Not enough PE/HE consultants (division philosophies) Declining enrollments, Government funding (recession) Lack of support from government, families, and admin Budget changes with declining enrollment, Teacher resistant to change/progress (parents, admin) Not enough representation, Differing values, Identifying new partners, School/Divisional Administration Economic Downturn, loss of positions/ time for MPESA PE> is on the “hot seat” in view of other subject areas – Taking time away, How will We get there?

18. Internal Strengths: Diversity of Knowledge and experience, Connections between organizations, Willingness to share and collaborate in meetings and outside of meetings, Passion, commitment Vast knowledge and experience, Passion, Knowledge base, Experience, connections, Diverse representation, Champions in MPESA and teachers in divisions Diversity of jobs,/positions, Strong partnerships, government, MPETA, Highly motivated, intelligent – good looking individuals, Internal Weaknesses: Different jobs/positions within each division, Volunteer to be involved, Overload of MPESA members – can should we delegate more? Increased # of challenges, Many liaison with divisions – don’t really have power with division, Lack of equal provincial representation, Capacity, Complexity of programming strategies, Try to increase capacity of PE/HE Leadership in the province, Not enough provincial representation. How will We get there?

19. What is the Strategic Planning Process?

20. How will We get there?Identifying Strategies

21. How will We get there? MPESA strategies for next 3 to 5 years? 1. 2. 3. 4. 5.

22. Mandate Vision (Core Values) Mission Objectives Strategies Goals Plans Personnel Goals Job Description Evaluation Process Incentives & Rewards

23. MPESA Vision Statement • MPESA envisions positive directions in physical education and health education leading to active healthy student lifestyles. OR Positive directions to achieve active healthy lifestyles.

24. MPESA Current Mission Statement To provide dynamic leadership for the promotion and delivery of quality physical education and health education. OR To provide dynamic leadership for the promotion and delivery of physical education and health education.

25. Action Plans The action plans are led by the strategy – followed by setting goals to work on that relate to the strategy. Each of these goals can be considered as: • strengths for the your organization to build on, • mission to your schools/communities, and • aspirations for the next three years.

26. Next Steps: • See page 9 of report • What are the top three recurring themes in each of the SWOT quadrants. • In groups identify and come to consensus

27. To support and exemplify the 125 year heredity/history of St. Matthew’s church

28. Action Plan Strategy ______________

29. Who must do what? Recommendations:

30. Review – evaluate and measure results. Recommendations: • Each strategy/action plan committee needs to be responsible for monitoring the process • Evaluate the process, • Share what is happening at meetings, • Revise the process, if needed, • Be willing to start the process over as time and success evolves • Celebrate your successes!

31. Questions? Thank you for this opportunity