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PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Public Schools NSWConference
22 & 23 January 2014
Greg Prior
DEPUTY DIRECTOR-GENERAL SCHOOLS
ADJUNCT PROFESSOR, SCHOOL OF EDUCATION
UNIVERSITY OF WESTERN SYDNEY
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
• Acknowledgement
• Welcome
• Introductions
• Overview Leadership Key Reforms Implementation Accountability Capability
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Global Education Reform Movement
• Competition
• Standardization
• Test Based Accountability
• Choice
• Collaboration
• Creativity
• Trust Based Responsibility
• Equity
Professionalism
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
A learning and leading organisation for all
Quality Student Learning
Experiences
Staff, Schools and System Leading
for Learning
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Teacher and Leader LearningBuilding individual and collective
capability
Accreditation and Recognition
Australian teaching standards and principal standard
Student LearningAssessment of holistic learning
School Learning
Self-regulation and efficacy
Consistent Standards
Validating judgements
Validation Processes
External audit and validation teams
Planning, Monitoring and Reporting
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Culture of Collaboration
and Connectedness
Engaged and Accomplished Community of
Learners
Evolving Leadership
Organisational Innovation and
Agility
Evidence-Seeking
Knowledge Generation
VisionPurpose
& Planning
What makes a powerful
school system?
What do leaders need to ensure?
Enablers of a Dynamic Learning System
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Local Schools Local Decisions
Students at Centre
Teacher Quality & Enabling Leadership
Great Teaching Inspired Learning
Rural & Remote
Early Action for Success:
Literacy /Numeracy Action Plan
Australian Curriculum
Australian Teacher & Principal
Standards
Aboriginal Education
Language Nests
OCHREConnected
Communities
LMBR
Every Student Every School
School Excellence Framework
Public Service
Commissions Transition
Empowering Local Schools
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Public Service CommissionGSE Act Reforms 24 February 2014
The core values for the public sector and the principles that guide their implementation are as follows:
Integrity
(a) Consider people equally without prejudice or favour.
(b) Act professionally with honesty, consistency and impartiality.
(c) Take responsibility for situations, showing leadership and courage.
(d) Place the public interest over personal interest.
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Public Service CommissionGSE Act Reforms 24 February 2014
Trust
(a) Appreciate difference and welcome learning from others.
(b) Build relationships based on mutual respect.
(c) Uphold the law, institutions of government and democratic principles.
(d) Communicate intentions clearly and invite teamwork and collaboration.
(e) Provide apolitical and non-partisan advice.
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Service(a) Provide services fairly with a focus on customer needs.
(b) Be flexible, innovative and reliable in service delivery.
(c) Engage with the not-for-profit and business sectors to develop and implement service solutions.
(d) Focus on quality while maximising service delivery.
Public Service CommissionGSE Act Reforms 24 February 2014
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Public Service CommissionGSE Act Reforms 24 February 2014
Accountability(a) Recruit and promote staff on merit.
(b) Take responsibility for decisions and actions.
(c) Provide transparency to enable public scrutiny.
(d) Observe standards for safety.
(e) Be fiscally responsible and focus on efficient, effective and prudent use of resources.
Source: Getting Into Shape: State of the NSW Public Sector Report 2013
http://www.psc.nsw.gov.au/
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Public Service Senior Executive
Leadership Structures with Fewer Reporting LayersTo ensure:
• Decisions will be closer to the front line and stay in touch with the needs of the community;
• It will be clear who is responsible for making the decisions;
• Decisions can not be passed up the line, as evidenced in a risk-averse culture; and
• Good ideas will not become bogged down or lost in the system.
Public Schools NSW will need to look at span of control and inter-band reporting as we transition into the new structure:
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
School Teachers Award
Standards based remuneration for classroom teachers
The current system will change from annual incremental progression to teacher salaries being determined based on the achievement of three of the Australian Professional Teaching Standards, resulting in three salary bands.
• Band 1 Graduate • Band 2 Proficient • Band 3 Highly Accomplished
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Performance and Development Processes for Principals, Executives and Teachers
Semester 1 2015
The annual performance and development cycle will require that individuals: a) Develop and document a concise set of professional goals, explicitly linked to their performance and development needs and professional standards.
b) Work with colleagues and their supervisor to document appropriate strategies and support, including professional learning activities, to support the achievement of the goals.
c) Systematically collect evidence, sourced from the everyday work of the individual that, when considered holistically, will demonstrate the individual’s progress towards their goals. This evidence will include as a minimum (but not be limited to): - data on student learning and outcomes (including but not limited to formal assessment data) - feedback from peer observations of teaching practice - results of collaborative practice with colleagues.
d) Receive ongoing formal and informal feedback on their performance and development throughout the annual cycle.
e) Participate in a structured discussion with the supervisor to facilitate the provision of a review on progress towards the goals and formal written feedback, informing the following cycle.
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Pivotal Reform Platform
functional realignment doing business differently
streamlining, minimising duplication, increasing efficiencieshaving a ‘clear line of sight’
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Our Approach
Schools in partnership with their communities decide how to best
meet student needs
We need to work in different ways to provide services that schools request
We provide high quality advice, support
and services to facilitate the work of schools
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU NAME OF DIRECTORATE/REGION WWW.SCHOOLS.NSW.EDU.AU
• There are 2216 principals of public schools
• There are 65 Directors, Public Schools NSW with an
average of 34 principals
• There are 4 Directors, Educational Services
• There are 4 Executive Directors, Public Schools NSW
• There are 4 Executive Directors in State Office
• There are 14 State Directors providing statewide policy and
frameworks
One State One Public Education System
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Key Aspects of Our Model•Principals are accountable for the effective leadership and management of their school
•Directors coach, mentor, advise and support principals
•Directors are accountable to an Executive Director
•Principals reporting to a director are called a network
•Educational services will be provided close to schools
•Educational services team is led by the Director Educational Services
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Key Aspects of Our Model focussed clearly on schools and their communities
schools decide how best to meet student needs
Local Schools, Local Decisions gives greater local authority
and decision making to principals
changing context means we need to work in different ways to
provide services that schools request into the future
high quality advice, support and services facilitate the work of
schools, and meet the needs of our most vulnerable students.
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Key foundations of our model of support to schools
one State one System
Local, less hierarchical dynamic structures and
systems
Coaching Mentoring
Local Decisions
NO regions, boundaries,
silos or footprints
NOT inspectorial, no ownership
by Directors
NO supervisory
role of principals for
Executive Directors
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Pivotal parts of the new modelLearning and Business Systems – the enabler of change
Networks – the organiser of change
Principals working with their communities – the drivers of change
Directors working with principals – the builders of innovation
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Director
Public Schools NSW
NSW Secondary Principals' Council
NSW Primary Principals' Association
Parents and Citizens Association
School Communities
Director, Educational Services and officers
Director colleagues
Media
Business / Industry
Local Members
Directors, Public Schools NSW
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Directors, Public Schools NSW and Directors, Educational Services Profile
Decision Making and Correspondence
• Delegate responses to official correspondence to the correct level. • Directors sign off where they are the most appropriate person. This should be the default
position. Structures
• Executive Directors establish structures that provide Director to Director support, development
and feedback.• Ensure that the infrastructure is in place to deliver support to Directors so they can focus on the
strategic aspects their support role to principals. • Development of state-wide director networks.
Messaging
• Set out a clear vision of the Director role in the business and as the local face of the Department.
Executive Directors and other senior officers should be describing the Directors role at every opportunity and allowing them the trust and authority to live the role as described.
• Refer contacts and meeting requests to the relevant Director where appropriate as the default position.
• Contacts with partner agencies at the local level should be made with Directors.• School visits should be made by the Director.• Presentation assemblies and school functions should be made by the Director.
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Directors, Public Schools NSW and Directors, Educational Services Profile
Engagement
• Directors to speak at conferences.• Directors to present papers and articles for publications. • Directors to share professional articles among themselves and principals.• Directors to take lead roles in District Parents and Citizens organisations.• Directors to take lead roles in District AECG organisations.• Directors take lead for NGOs, business and partner engagement
Communication
• Structure opportunities for Directors to provide the local face in media.• Directors to present training and mentoring across networks.• Directors to participate in seminars and training classes, e.g. Executive Connections meetings
through the Public Service Commission.• Develop Directors' capacity to provide consistent, high quality written communication in all forms
at all times. Apply the Department's Correspondence Guidelines at all times.
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Director
State Office
NSW Secondary Principals' Council
NSW Primary Principals' Association
Corporate Services, Office of Education,
Office of Communities
Office of Director General, DDG,
Schools,
Director Educational
Services
Other Govt Agencies,
NGOs,
Director colleagues
Media
Business / Industry
Minister’s Office
Directors, State Office
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Specialist staff to support school principals as
required
Needs based brokering of services requested by
schools
Collaboration with local and state office Directors
Educational services close to schools
Close relationships with school principals to coordinate services
requested
Delivery of specialist services to principals,
staff and students
Educational Services for SchoolsLocal Schools, Local Decisions
Learning and Business Systems
LOCAL PUBLIC SCHOOL
2014
Learning and Engagement
Learning and Leadership
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
“There are thousands of people in government bureaucracies whose job it is to complicate matters….. To get anything done, a countervailing force is required: people who will simplify, keep bringing people back to the fundamentals:.”
• What are we trying to do?• How are we trying to do it?• How do we know we are succeeding?• If we are not succeeding, how will we change things?• How can we help each other?
These five simple questions become the essence of what we do. The secret lays in asking them calmly and persistently.
PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU
Thank you for your ongoing quality work
in improving the learning outcomes for our students and your professionalism and credibility in raising
standards and expectations
for the students we collectively serve.