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PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU Public Schools NSW Conference 22 & 23 January 2014 Greg Prior DEPUTY DIRECTOR-GENERAL SCHOOLS ADJUNCT PROFESSOR, SCHOOL OF EDUCATION UNIVERSITY OF WESTERN SYDNEY

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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

Capability Framework

PUBLIC SCHOOLS NSW WWW.SCHOOLS.NSW.EDU.AU

Performance Development Framework

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

New Structure and Transition from 2016

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

Principal Classification Structure Term 1 2016

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.