Setting the School Missions, Goals & Objectives

8/3/2019 Setting the School Missions, Goals & Objectives

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THE SCHOOL HEAD AS

STRATEGIC LEADER:SETTING THE SCHOOLMISSION, GOALS AND

OBJECTIVESPresented by:

Lupe U. Lubuguin


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Strategic Planning Model


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MISSION STATEMENT

Derived from vision statements

Stated clearly and briefly. It defines the

primary focus of the organization.

Can be used as guiding tool for theofficials, teachers, staff, students andthe other stakeholders.


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MISSION STATEMENT

Help them make decisions and know

what course of action to take

States what the ultimate outputs of

the organization are and how theycan be developed or produced


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FORMULATION OF MISSIONSTATEMENT

Four primary questions to answer:

What function(s) does the organization

perform? For whom does the organization go

about filling this function?

How does the organization go aboutfilling this function?

Why does the organization exist?


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CRITICAL FOR EVALUATINGMISSION STATEMENTS

Clear and understandable to allpersonnel, including rank-and-file

employees.

Brief enough for most people to keep itin mind, i.e. less than 100 words.

Clearly specifies what business theorganizational is in.


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Should reflect the distinctivecompetence of the organization.

Should serve as a template and be themeans by which officials and others inthe organization make decisions.


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Should be achievable; realistic enoughfor the organization members to buy

into it.

Wording should help it serve as an

energy source and rallying point for theorganization.


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Sample Vision Statement

SEAMEO INNOTECH as Southeast

Asias preferred education solutionprovider by 2010


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SEAMEO INNOTECHsMission Statement

To facilitate teaching and learning

through innovative and technology-based research and trainingsolutions in order to fully develop

the potentials of the people inSoutheast Asia.


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Sample Vision Statementof a Schools Division

Division X as thePremier Division inRegion IV-A by 2015


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Sample Mission Statement

To support the DepEd purpose

of fostering quality educationfor all by providing high qualityinstruction to all learners in

child-friendly environment.


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SAMPLE INDICATORS OFMISSION ACCOMPLISHMENT

High percentage of participation inoffice/school programs;

Low number/percentage of those dropping

out from such programs; High percentage (high of those) passing

relevant examinations;

High percentage of graduates getting

admitted to the next level of education ladder; Significant number of students, teachers &

staff receiving honors/awards from local/national organizations:


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Positive attitudes being manifested bystudents, teachers and otherstakeholders towards the office/school,its officials and its programs;

Positive feedback on the office/school

policies, plans, programs, services & itsgraduates from stakeholders, customers& the general public;

An office climate that makes the

office/school clients and all others whocome in contact with it feel beingwelcome, respected, and servedaccordingly.


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Establishing StrategicGoals

Derived from the vision and missionstatements

Guidelines that indicate in detail what is to beachieved at some point in the future

Derived from the organizations role(s) relatedto the mega (societal), macro (division), and

micro (district/office/school) environments

The whats to be done that will lead to theachievement of the vision and mission


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(Formulating Strategic Goals towards a Vision)

VISION: Division X as the premiere Division in Region IV-A by2015

SAMPLE STRATEGIC GOALS

Availability of highly competent and committed DOofficers , school officials, teachers and support staff

All year-round education programs and servicesresponsive to the needs of staff and students

Support mechanisms that will ensure full and activeparticipation of students and staff


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SAMPLE STRATEGIC GOALS

Availability of quality learning materialswhen needed

Adequate and student-friendly school

facilities and equipment

Strong support from parents, community& other stakeholders (Functional SGCs)

Sound financial and human resourcemanagement


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SWOT Analysis

S trengths (within the institution)

W eaknesses (within the institution)

O pportunities (from the externalenvironment)

T hreats (from the external environment)


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Areas in the Internal Environment that may be lookedinto to identify the Organizations strengths and

weaknesses:

Leadership & Management

Staff Capability

Infrastructure & Facilities

Curriculum/Programs

Learning Materials

Organizational Culture

Financial Capability

Internal Stakeholders and Linkages


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Areas in the Internal Environment that may be looked intoto identify opportunities and threats that may affect theorganization:

Socio-Economic

Political

Technological

Government Policies

Peace & Order

Religious/Spiritual

Societys Expectations

External Stakeholders


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THE S-W-O-T MATRIX


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THE S-W-O-T MATRIX(GENERATION OF STRATEGIC OPTIONS)


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Tactical Planning Model


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(Formulating Specific Objectives for Strategic Goal)

Strategic Goal: Availability of highly competent andcommitted DO officers, school officials, teachers andsupport staff

SAMPLE OF SPECIFIC OBJECTIVESa) By mid-July 201_, the staff development needs of school

officials, teachers and support staff shall have beendetermined and prioritized.

b) By mid-August 201_, an all year-round staff development

program for school officials, teachers and support staffbased on their needs shall have been drawn up.

c) By December 201_, at least 50% of the target programclients (school officials, teachers and support staff) shallhave participated in appropriate staff development programs

and their performance monitored and evaluated.

d) By March 201_, all school officials, teachers and supportstaff shall have been equipped with the desiredcompetencies and have developed strong commitment toquality improvement.


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(F l ti St t i O ti t A hi Obj ti )


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Project Title: Needs-Based Staff Development Program

Project Components:

a) Organizing Staff Development Team

b) Assessment of staff development needsc) Design of staff development programs based on needs

d) Implementation of staff development programs

e) Monitoring and evaluation

(Formulating Strategic Option to Achieve Objectives)

Strategic Option: Design & Implement Staff Development Programbased on Needs


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Project Activities

a) Organizing Staff Development Team

-Planning by the Staff Development Team

b) Assessment of staff development needs

- Drafting to staff dev. needs assessment (SDNA)instruments (NCBTS-TSNA may be used for teachers;TDNASH-Training & Dev. Needs Assessment forSchool Heads)

- Tryout of draft SDNA instrument

- Finalization of SDNA instrument

- Production of copies of SDNA instruments- Administration of survey of SD needs

- Data analysis & prioritization of needs


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Project Activities

c) Design of staff development program basedon needs

- Design of programs based on staff needs(IPPD, SPPD, DEDP)

- Preparation of logistic for the differentprograms

d) Implementation of Staff Dev. Program

- Briefing of target Staff Dev. Participants

- Staggered implementation of Staff Dev.Programs

- Introduction of corrective measures


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Project Activities

e) Monitoring & Evaluation- Monitoring & data gathering

- Progress assessment & evaluation

- Providing periodic feedback to StaffDev. Team & Mgmt.

- Summative evaluation

- Preparation of reports


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Identifying Performance

Indicators and Means ofVerification


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Identifying Performance Indicators and Means ofVerification

a) By mid-July 201_, the staff development needsof school officials, teachers and support staffshall have been determined and prioritized

Performance Indicators

List of desired competencies of staff Vs Staff Dev.Needs Assessment (SDNA) or TSNA &TDNASH results

List of competency gaps; List of priority needsMeans of Verification:

Analysis of Staff Dev Needs Assessment (SDNA)or TSNA & TDNASH records


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b) By mid-August 201_, an all year-round staffdevelopment program for school officials,teachers and support staff based on their needsshall have been drawn up.

Performance Indicators

List of Priority Staff Dev Needs Vs Design of StaffDev. Program

Means of Verification:

Assessment of Design of Staff Dev Program

Comparison of competencies included in programdesign with list of priority Staff Dev Needs


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c) By December 201_, at least 50% of the target program clients(school officials, teachers and support staff) shall haveparticipated in appropriate staff development programs andtheir performance monitored and evaluated.

Performance Indicators;

Pre-staff Dev Program performance of Staff Vs Post-Staff DevProgram performance of staff

No./Percentage of Staff Dev Prog participants Vs No. of targetstaff for Staff Dev Prog

Means of Verification:Examination of Staff Dev. Prog records of implementation

Monitoring for project activities thru Gantt Chart of projectActivities


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d) By March 201_, all school officials, teachers andsupport staff shall have been equipped with the desiredcompetencies and have developed strong commitmentto quality improvement.

Performance Indicators;

No./Percentage of Staff Dev Prog participants Vs No. oftarget staff for Staff Dev. Prog

Performance feedback from superiors, teachers, learners,parents, other stakeholders, general public

Means of Verification:

Examination of Staff Dev Prog. Record of Implementation

Review of feedback records


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Quality is not a destination

but a journey


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Be better than you think

you can be!

-Hoyle, John R. in

Leadership and

Futuring Making

Visions Happen (1995)


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In the end, it is

important toremember that wecannot become

what we need tobe, by remainingwhat we are.

-Max de Pree in Leadership is an Art (1989p.100)


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MARAMING SALAMAT PO!

Setting the School Missions, Goals & Objectives

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