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Discussion in 'Senior Leadership Team' started by AndrewFIS, Aug 18, 2017.
How does the strategy inform the rest of the activities in the school?
The model I like to use when looking at Strategic Plans for schools is as follows:
It is important that the strategy informs all aspects of the schools/academies activities. Whilst teaching and learning is clearly the major part of the strategy plan the following areas should not be overlooked.
Provision of before and after clubs, nurseries
Bringing services in house
Charging the services of staff to other schools
Hiring buildings and ground.
Attracting additional pupils if school is not full.
Developing a clear brand
Improving PR both locally and nationally
Coordinated social media presence
Building and grounds development
Job share between schools/academies
CPD for all staff
Governing Body structure
How can the Governors and the SLT ensure that the strategic plan does not just sit on a shelf and gather dust?
Once the strategy is clear, then this must inform all other aspects of planning in a joined up approach across all functions:
• Agree milestones
• Agree ownership – within SMT and Governance structure
• Break down large issues into smaller ones - again with owners and timeline
• Agree which actions are to be followed up at GB or committee
• Agenda item at GB Meetings to keep actions on track.
• Annual Review - checking if anything fundamental has changed.
What does this mean for Governors and the SLT?
It is essential that there is the right balance of skills on the Governing Board and that the organisational structures match the strategy.
In particular, governors should ensure that a proper skills audit is carried out against the 16 competencies detailed in the Competency Framework for Governance.
This audit will inform training/recruitment activity to fill any gaps that are identified
The structure and organisation of MAT/Governing Boards plus sub committees should align with the strategic plan.
School/Academy Structures – now and going forward
Heads – moving towards Executive Heads/Chief Executive Officer within MATs.
School Business Manager/School Business Director/Chief Operating Officer becomes a different role
i.e Management not Accounting
The SBM will be a key role, particularly for MATs, going forward
The availability of individuals with correct skill both in leadership and governors will be a challenge, particularly for MATs
Finally, can you summarise the strategic planning process within a school setting?
a. The responsibility for setting the strategy lies with the Governing Board
b. Strategy setting should be a separate activity rather than part of a normal governing board meeting
c. It may be of value to have an independent person to facilitate the strategy setting activity
d. Goal Setting: Clarify the vision for the school
e. Analysis: What is happening locally and nationally
f. Strategy Formulation: Determine what resources the school/academy currently has that can help reach the defined goals and objectives
g. Strategy Implementation
Ensure the organisation structure supports the strategy delivery
Ensure everyone within the school/academy is clear about their responsibilities and duties, and how their role fits in with the overall goal.
Ensure any resources or funding to deliver the strategy is in place.
h. Strategy Monitoring: Review of internal and external issues and taking corrective actions when necessary.
i. Ensure that not just teaching and learning are included, what about increasing income, stakeholder communication, resources management and skills development.
j. Ensure that the right organisation structure and skills are present in both the governing board and and the school staff
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