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SEM 1.1 LEADING STRATEGICALLY (STRATEGIC PLANNING (Charting the direction…
SEM 1.1 LEADING STRATEGICALLY
STRATEGIC PLANNING
Charting the direction (Oct 2013-Aug 2015)
: Developing the strategic map
Led by SLs & SSC
Staff involved at strategic points of the journey to enhance ownership
Reviewed school VMV
Revised vision of
Leaders of Character, School of Excellence
No change to mission & motto but unpacked for clarity
School values revised to ExC2ITe, with each value unpacked for clarity within school's context
Frameworks were developed to unpack & guide implementation operationalisation of strategic directions
Cascaded to department action plans
Pyramid of Success introduced as tool to
Considerations:
Student profile
Cut-off point; students with higher T-score
Staff profile
Mix of experienced and younger teachers
MOE & other educational directions
SCVE
ALP & LLP
School history & journey
Different phases of school journey
Developing infrastructure to instil pride & create identity
These provided basis for next phase: improving student programmes to achieve vision
Encouraging grounds-up initiatives to develop culture of innovation
SWOT
Building on key advantages:
Proud history & legacy
Strong culture of care
Art niche & environment
Successful sporting history
Environment
Addressing key challenges:
Building a strong management team
Redefining standards and expectations
Managing discipline by strengthening guidance and student development processes
Guidance programme anchored on sound guidance practices & theories
SDT to oversee student development
Re-looking at curriculum and processes to raise academic performance
Reorganisation to better support implementation of strategic plans, e.g. academic, student development and administrative wings
Communication
VMV factored into curriculum, e.g. GROWMe target-setting tool, PoS in assessment & reflection, etc.
Assembly talks anchored on VMV
Communicated to parents, SAC at opportune times, e.g. Sec 1 talk, SAC meetings, etc.
Staff meetings to communicate strategic plans
Envisioning exercises to involve staff in crystallising strategic plans
BUILDING CAPACITY
Implementing & refining the strategic map (2016 to present)
Establishing processes to operationalise strategic plans
Strategic allocation of resources
Strategic deployment of personnel to pilot strategic initiatives
Regular discussion of strategic initiatives
Tighter monitoring of implementation of strategic plans & outcomes
Development of school-/department-level instruments, e.g. 5As, department work plans, action plans, 4R approach, etc.
Getting commitment
Instilling pride in school and approach
Showcase strengths
Art Fiesta
Sports carnivals
SHINE 2017
Celebrating successes
School innovations to model excellence
Infrastructural improvements
Innovations in curriculum
Regular communication, e.g. SLs' weekly email reflections
Redefining standards and expectations, modelled by SSC
Strategic plans unpacked into explicit actions in department work plans
Strong visible presence of PoS
Culture of CARE
Building capacity
Tightening of development processes, including staff appraisal & training
PD processes aligned to strategic directions
PLT & SPD aligned to key strategic directions
School leadership
PoS Task Force
SHIP-SHAPE as an approach to achieve strategic outcomes
NBSS Leadership Philosophy
Regularly updated, last reviewed in 2018
Collaborations & partnerships
MOE branches for programme- and people- development, e.g. PESTA, AEB, etc.
Industry partners to strengthen quality of programmes, e.g. NGS, NLB, etc.
SAC & other community partners
Strategic sourcing and allocation of resources
Improving financial and administrative processes
Developing people
Levelling up teaching practices
Stretching high potential officers
Establishing succession plans
EV 2016
Affirmed key strengths in:
Well developed strategic plans with clear strategic goals, focused on achievement of
Excellence
Strong culture of CARE, reinforced through practices articulated in "Getting commitment" stem
Strengthening key management processes
SSC renewal
SSC processes
Strategic plan
Various frameworks to guide programmes
Redefining standards and expectations
School leaders
Art programme & culture
Identified critical areas for growth:
A lack of evaluation of and approach to instilling PoS
Approach to helping students impact others positively is not evident
Little evidence of active monitoring of implementation of strategic plans
Little evidence of evaluation of programmes against school goals
Evaluation of CCA against student outcomes not evident
Student leadership
Poor academic performance
Twice yearly review
SSC- and staff-levels
Processes
Programmes
Deployment
School improvement plan
Academic performance
Academic Excellence Plan developed and implemented
T&L review 2017
Learners' Home
Pedagogy-centred, thematic SPD
School leadership
SHIP-SHAPE to drive PoS and strategic outcomes
PoS Task Force formed in 2017
Strategic planning
Review of strategic KPIs & targets
Structured approach to review of SP implementation
Strategic planning committee