Module One:
School Development Planning
School Self Development package for school managers
Participate Training approach covering school vision and
mission development and whole school development planning
Susan O’Shaughnessy
School Management Advisor
Module One- School Development Planning
Purpose
All of the modules are designed to stand alone. The aim of the module is to provide a
facilitator with materials which can be adapted for diverse audiences:
Groups of school managers
A school community
Individual school managers
It is hoped that the module will assist schools in self-development and learning and that
clusters of schools may get together to share ideas. The materials here may be adapted
and used in a variety of situations and with different audiences. They provide a
framework of activities which can be reduced or expanded upon. If they are used as they
stand there is material for a five hour session.
The author believes in the value of participative approaches and many activities are
included to involve people in the learning objectives. These activities are optional and the
facilitator may wish to use these selectively depending on the audience.
The Specific Objectives of this module are:
1.
Revise the purpose of school mission and vision statements based on
agreed values
2.
Give guidance on developing these statements
3.
Revise the purpose of school development plans
4.
Give guidance on the process of forming school development plans and
monitoring progress
The Purpose of Mission and Vision statements
A vision shared by all in the school community should clearly state:
“what we want to achieve in the future”
A mission statement should state:
“what we are going to do to achieve this”
A mission statement should be developed collaboratively and should
reflect the primary purpose of the organisation within the context of the
society it is situated in.
The Aim of Maldivian Education
“To develop the child intellectually and spiritually and to train,
develop and instill the skills necessary for him/her to function as an
individual and a member of the Islamic Maldivian society in a
responsible manner, useful to self, family and the nation.”
(“ Education and Society 11: The Aim of Maldivian Primary Education”)
The school mission statement should reflect the aims of Maldivian Education and
reflect the aspirations and context of individual schools. It should reflect the values
and beliefs of the school community.
In the Maldives it will be based on Islamic beliefs, principles and teachings. Schools
need to be confident that there is general agreement in society with their stated
values.
The Aim of Maldivian Education …continued
In any school it is important to establish agreed core values.
Values represent the core priorities in the organisation`s culture
but it is always important to look at the match between core values
and how people in a school environment really act.
Developing a values statement can be carried out in many
ways. It may be highly rational and analytical for example, asking
all school stakeholders to select six statements from a previously
agreed list and then developing an agreed values statement or it
may be creative and divergent, for example, asking individuals to
share daydreams of their “perfect child” or “ideal school”.
The Aim of Maldivian Education …continued
When the core values of a school have been agreed a school can then
move on to developing a vision statement (what we want to achieve in
the future) and a mission statement (what we are going to do to achieve
this).
A vision is a common understanding of goals, principles, and
expectations for everyone in the learning community. A clear vision is a
good road map. Without a good map it is difficult to determine where you
are going and impossible to know when you arrive.
Creating a Vision
A vision should
draw on the values
and beliefs of the
learning community
Be shared and
agreed by all
stake holders
Be open to dramatic
modifications to
current organization,
teaching techniques,
facilities etc
May be different
from today
Vision
A vision should
describe where you
want to be in the future
A vision should be
specific to each
organization
Be positive
and inspiring
Creating a Vision continued…
The process of producing school values, vision and mission is
important. It is an opportunity for everyone to share their views and as far
as possible reach a consensus about the future direction of the school.
The discussions could start for example, with the views of the children
and parents. A great deal will depend on how the school currently operates
but if the consultation is wide and discussion encouraged the future
developments of the learning organization are more likely to be successful.
Where there is a genuine vision people can become capable of
outstanding achievements and significant learning takes place because of
strong motivations.
An Example
Example of a process for introducing a vision and mission to a
learning environment
Interviews/questionnaires/
development workshops
for all stakeholders
Including:
•the island chief
•the children
•and parents
Results analyzed by the senior
management team or school
staff, drafted and sent out for
comment.
Write final draft and
publish in staff room/
school handbook/
teacher handbook.
It may also be
displayed in the
island office or any
other suitable place.
The Purpose of School Development Planning
In order to achieve the school vision and mission a school needs to set planning
objectives. A school development plan commonly lists these objectives or intended
outcomes and details how they are to be achieved.
The plan is a vital management tool because it sets out the priorities and objectives and is
the most effective tool for coordinating the efforts of everyone connected with the school to
attaining them. The school development plan also apportions the available resources: time,
people and money.
Objectives or outcomes in school development planning need to be prioritized and limited in
number. A balance needs to be attained between, on the one hand, presenting a challenge in
terms of learning to the school community and on the other being achievable. It is also
important that a development plan should move a school closer to its vision but that it should
also take account of external initiatives.
In order to be achievable a plan also needs to take account of available resources (i.e.
technologies/money/materials/people) Some objectives may need to be adapted or delayed
if sufficient resources are not available.
A good development plan will be
SMARTER i.e
pecific: For example, it’s difficult to know what to do if you are told to ‘work harder’. It’s easier to
recognize ‘write a paper’.
easurable: Write a 30 page paper is clearer
chievable. If an individual has 30 other more important tasks this additional goal may not be acceptable.
ealistic: Neither would it be acceptable to expect the paper to be ready in an hour.
imed: It may be more sensible to specify that the paper should be written over a 6 day period with around 5
pages being written each day.
xtending: The goal should also stretch the performer’s capabilities. For example the writer may accept the challenge
readily if it is going to extend knowledge about a particular area of interest or extend their writing capabilities.
ewarding: If the completed paper is shared and celebrated in some way the writer may well be
motivated to contribute their best efforts on a subsequent occasion.
The process of school development planning when carried out effectively can bring cohesion,
motivation and shared purpose.
Guidance on the Process of forming School
Development Plans and Monitoring Progress
The sequence of events for producing and introducing a school
development plan will be similar to the mission/ vision statement process. It is
important to consult widely with all relevant stakeholders. Agreement and
support reached now will assist in meeting objectives successfully.
It is often suggested that school managers and teachers are in the best
position to identify priorities and manage areas for school improvement but it
can also be argued that by involving other parties, for example, parents, at an
early stage an opportunity is gained to explain and clarify any misconceptions
and gain their support.
The overall goals of a school will be clear in the schools vision and mission
statement. These will be compatible with the community values and the
schools shared values. In order to achieve the goals everyone has to work to
agreed objectives.
Phases in Planning
Phase 1
Taking stock. Everyone should be involved. This could be carried out using a S.W.O.T. analysis ( Appendix
6) This phase may follow the celebrations of a Previously successful plan and an evaluation of that plan
should then be included. Care should be taken in this Phase of planning to consider various driving forces or
major influences that might effect the organization.
Phase 2
Phase 3
Establishing Goals. Based on the analysis and
alignment to the overall mission of the system,
planners establish a set of goals that build on
strengths to take advantage of opportunities, while
building up weaknesses and warding off threats.
Establish strategies to reach goals. The particular
strategies ( or methods to reach the goals)
chosen depend on matters of affordability,
practicality and efficiency.
Phase 4
Establish Objectives. Objectives clearly show progress towards goals and each objective should have clearly
identified.
 Responsibilities
 Time allocations
 Resource allocations
 Monitoring procedures
Monitoring Progress
If plans are to become reality, progress needs to be
reported and reviewed at regular intervals as identified
in the plan. A good school manager will delegate
sections of the plan to individuals or small groups but
will expect regular reviews of progress. The reviews will
give a school leader an opportunity to not only find out
how a project is developing but will also enable them to
encourage and motivate and support individual
development. A review may give rise to a modification
of an objective , for example, or to identifying a training
need for an individual or group.
Progress towards objectives and successful outcomes
should be widely publicised and celebrated. Projects
which are abandoned or not completed should be
investigated in a positive manner in order to increase
knowledge and understanding.
Contents of Appendix
Appendix 1- Ideas for warm up activities.
Appendix 2- Examples of vision and mission statements
Appendix 3- Value statements activity
Appendix 4- Vision statements
Appendix 5- Checklist for vision and mission statements
Appendix 6 – Guidance for using a S.W.O.T. analysis
Appendix 7- The School Development Process
Appendix 8- Examples of School Dev. Plan Formats
Appendix 9- Evaluation form