Public Schools NSW Conference Friday 22 nd January, 2015 Leading and Managing the School Sandra Robinson, Director Leadership and Teacher Quality PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Why a school leadership strategy? The NSW reform agenda - more authority to make decisions and more accountability After the classroom teacher, the quality of the Principal makes the most difference to student results Generational change two-thirds of Principals are aged 50 years or more
School Leadership Strategy Element 1 - Leadership Pathways New leadership pathways website suite of resources to support all current and aspiring leaders support at each promotional level Directors Public Schools NSW will work with Principals at the local level to identify future leaders early instructional leadership skills early; school management later Most effective leadership has a very strong instructional focus and sustained focus on improving teacher quality and student learning Leadership reflection tool benchmark current practice Online induction resources induction conferences Illustrations of practice shared practice mapped to Standards DPS and PSL will work in a complementary way to ensure that all principals are provided with PL; mentoring and coaching
School Leadership Strategy Element 2 - NSW Public School Leadership and Management Credential 18 online modules managerial 5 year currency In 2016 first-time principals will complete the credential before or within 6 months of appointment Every new principal will be coached Principals will operate under a new Leading and Managing the school policy
School Leadership Strategy Element 3 - Principal Classification Principals classification will take into account both school operations and the additional educational needs of students.
Principal Accountability Policy Refresh
Leading and Managing the School Basic accountabilities of principals Educational Leadership Educational Programs Learning Outcomes Student Welfare Student Welfare, Development and Management Physical and Financial Resource Management School and Community Partnerships
The Leadership Profiles Developmental framework Practices and requirements in greater detail Demonstrate increasing levels of proficiency
Vision and values 1. Leadership Requirement Lens : A Lead the development of a vision for the school Guided by fairness; ethical practice, democratic values and lifelong learning. Promote a strategic vision; inclusive school culture; and positive ethos Exhibit high standards and foster respect Behave with integrity underpinned by moral purpose in practice and organisation of school
Knowledge 1. Leadership Requirement Lens : B and understanding Theory of contemporary leadership and management Understand latest research in pedagogy; curriculum; assessment; reporting and wellbeing. Legislation; policies; practices and initiatives Deliver effective strategic leadership and operational management to improve learning outcomes
1. Leadership Requirement Lens: C Personal qualities, social and interpersonal skills Look after yourself Reflect Emotional intelligence and empathy Resilience Personal wellbeing Review what you do regularly Vary your response to the situation stop think do Make decisions based on evidence Communicate effectively Listen, observe and give clear feedback; seek feedback from others Coach don t tell Learn how to have the difficult conversations effectively
2. Leadership Emphasis Lens Operational day to day operations Relational consultation and feedback Strategic optimising resources, data to achieve goals Systemic build networks; external collaboration and influence
3. Professional Practice Lens
Policy refresh
Activity Groups of 3 1. Analyst 2. Categoriser 3. Recorder and sender
Role: Categorise
Role: Analyse At your table- discuss: (i) What is different in 2016? Context; technical terms? (ii) What additional accountabilities should we include in the 2016 version? Email them to: Sandra.h.robinson @ det.nsw.edu.au
Role: Record and Send Email answers to: Sandra.h.robinson @ det.nsw.edu.au