1. Creating a School as a Self-improving Organization: Modern Challenges
Presenter: Ekaterine Kvirikashvili LEPL Public School #82, Director, Master of Education Management, Business Administration PhD student Tbilisi, 2017
Creating a School as a Self-improving Organization: Modern Challenges

2. Moving to Management Based on Self-Development at LEPL Public School #82, Tbilisi
Future, when as P.Senge said only those organizations will be successful which will learn to be committed to people’s work and to use their ability to learn, has come.
School Mandate
Identifying needs
Role of the director
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3. EFQM “Model of Perfection”
Opportunities
Outcomes
Leadership People;
Policy and strategy;
Partnership and resources;
Processes and Services;
Outcomes for Colleagues;
Outcomes for students;
Outcomes for society;
Outcomes of School;
Teaching, creativity and initiatives;
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4. Activities for Preparation of Projects to Carry Out Changes at Departments
To create strategic motivation for the head of a department as a leader. To form strategy and develop practical recommendations to a department head.
To plan a project, to form monitoring, evaluation and accountability system at a department.
To form evaluation system for achievements and evaluation of a department head.
To decide on a course of action for a department.
To determine responsibilities of a department head in the ongoing process of existing demands and challenges systematic analyses.
To create systems for improving processes at a department and management.
To form criteria of teachers’ effectiveness.
To form system for self-evaluation and evaluation for department teachers.
Administration and managing staff make programs in order to fulfil the aims indicating authors and responsible persons and deadlines.
To form monitoring and evaluation mechanisms for strategic plan and course of action.
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5. Planned Activities to Achieve Aiming Efficiency of Self-development elements and characteristics#
Planned Activities 1
Create reciprocally arranged and conjoint system of educational process according to departments. 2
Create efficiency and criteria of work. 3
Create evaluation system to achieve aiming efficiency and criteria effectiveness for short and long terms. 4
Create system of allocating hours for departments according to improving teaching and learning outcomes and other duties effective performance. 5
Inform the staff on finally agreed evaluation criteria, monitoring frequency, forms and encouragements. 6
Implement reciprocally agreed and conjoint planning system of learning process at departments according to forms 7
Interim research of achievements. 8
Correct planned activities for further work according to results.
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6. Dominant Strategy of Agreement
Forced
Awarding
Normative
Types of people
Only hands work
Mind makes hands work
Mind, hand and hear work together
How do they perform their duties
Indifferent, alienation (they would not do this work if they had choice)
Accountable (They will do the work if they get benefit)
Morale (They involve in the work for they think it is correct)
Dominant aim of management based on outcomes
Keep order by supervision
Barter, monitoring of barter
Form and improve strong system of cultural values

7. Effectiveness of Change of Program at School
Support teachers in-service professional development
Motivate teachers
Establish professional development as a value
Create self-learning and self-developing organization
Develop learning process – improve students’ academic performance including STEM subjects
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8. #
Indicators 1
Certified teachers % 2
Professional skills exams %
Exams in subjects % 3
Additional work at the Ministry LEPLs % 4
Bachelor degree % 5
Master/ MA student % 6
PhD/PhD student % 7
1st form candidate students 8
STEM discipline coverage according to standards% 9
Primary school students achievements in STEM subjects % 10
Secondary school students achievements in STEM subjects % 11
Students achievements in STEM subjects % 12
Additional time spent on a students (average hour). 13
Hours spent in a week on school activities at school (average hours). 14
Breaking the school rules by the students 15
Breaking the school rules by the employees 16
Initiatives (by teachers, other employees) 17
Complaints against the school 18
Teachers participating in planning the school budget% 19
Funding the learning and teaching supportive activities and recourses% 20
Bonuses %
2012
32%
39%
0,1%
9,3
85,2 3% 9%
 50%
64% 
98%  7%
14%
51% 5
11%
0,70%
1,10%
2013
41%
73% 5%
11,1
74,1 3% 8%
 60%
60% 
64% 
97.3%  1
18%
58%
11%
1,20%
1,60%
2014
41%
73% 9%
12,5
80,3 5%
11%
 85%
73% 
57% 
91.4%  2
2,8% 7%
59% 1
23%
1,80%
0,50%
2015
41%
73%
45% 9%
17,2
77,8
12%
90%
79.9%
91%
100% 4 3
2,60% 7%
59,20% 2%
0,60%
2016
46%
73%
69%
17%
12,2
81,8
9,09%
12,10%
98%
82%
100% 4
2,60%
6,40%
77%
2,10%
0,40%
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9. In our work guarantee for being competitive is not doing different things but doing our job in a different way. That is why in order to improve students’ academic performance we should use all the opportunities of development that we have, exchange each other’s practical experience and be successful in a different way!
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10. Thank you for your attention!
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