1. Planning for Change Implications for partnerships Implications for partnerships Catherine Hennessy SMEI Drumcondra Education Centre 2 nd December 2006

2. International context Globalisation Knowledge economy Technology Science/Maths graduates Accountability Societal changes Family structures Role of religion, politics Culture of choice Substance abuse

3. Irish educational context  Revised curriculum  Legal requirements  Partnership  Accountability  National initiatives  Disadvantage - DEIS  Other…

4. Understanding the change process is exceedingly elusive Fullan, 2001

5. Change needs to be viewed as a permanent characteristic of organisational life, an essential component of effective educational management. Dalton et al., 2001

6. Change process Initiation Consultation, discussion, agreement to proceed Implementation Putting change into practice Continuation Success or failure to embed the change into the structure of the school Fullan, 2001

7. Collaborative culture Effective planning structures Teaching and Learning Leadership Managing change

8. Leadership Principal Leader and facilitator of change Vision to attract commitment and enthusiasm Gatekeeper of change Dealing with multiple innovations Needs to assess proposals for benefit to teaching and learning Distributed leadership In-school management Class teachers Support staff Parents Pupils

9. Collaborative culture Respect for all members of staff Team approach Positive climate for innovation Delegation of tasks Democratic processes for decision-making Accountability Effective use of time, resources, services

10. Effective planning structures Clear goals Defined roles and responsibilities Supportive behaviour Trust one another Offer constructive criticism Share the workload Cooperate with each other Communications system Circulation of information Regular meetings In-school management Inclusion of all staff Procedures to implement, monitor and evaluate changes Access relevant external support agencies

11. Teaching and learning Educational organisations that give high priority to learning, and which maintain a culture to support it at all levels, are the ones most able to react imaginatively to and meet the challenges of an uncertain world. Coleman and Earley, 2005 Moral purpose of the highest order is having a system where all students learn, the gap between high and low performance becomes greatly reduced, and what people learn enables them to be successful citizens and workers in a morally based knowledge society. Fullan, 2003

12. Time Legislation Curriculum – inservice, implementation Literacy and Numeracy concerns Administrative policies Special needs International pupils Induction of newly qualified teachers Partnership Accountability Collaboration v teaching/learning time

13. Time is also related to class size, with its increasing demands for assessment, differentiation, record keeping and reporting, all of which multiply teacher time per individual pupil. MacBeath, 1999

14. Resources Personnel – pivotal resource Equipment Materials Selection Management Funding

15. Case Study What are the conditions that support the implementation of change in one primary school?

16. Case study Urban school in disadvantaged area Junior infants to 6 th class 24 on teaching staff Changes in personnel

17. Findings Majority feel change is managed well Key leadership role of principal Roles clearly defined Chairperson Board of Management HSCL teacher Parents Teachers Support staff Effective planning structures Good system of communications Efficient utilisation of time, resources, supports

18. Internal structures – building capacity Positive climate - cultural conditions VisionSupports - Resources Time Principal Leadership

19. Agreement that principal provides the vision to lead and sustain change within the school Has clear goals - improve learning outcomes for pupils Offers support, encourages initiative and delegates responsibility Applies pressure as well as support when required Added burden due to staff turnover – dependency of younger members of staff Challenge of working in a disadvantaged community

20. School climate and culture Healthy relationships based on respect for all Positive role of principal identified by teachers, chairperson BoM, parents, support staff The ways in which leaders relate to members of the school community help establish the norms of behaviour desired for others. Dimmock, 2000

21. School climate and culture Cooperation – good working relations Collegiality – being members of a team Supported by principal and each other Induction programme for new teachers – mentor, social activities Resources provided Teachers involved in evaluation process Opportunities for staff development

22. Board of Management Principal’s perspective: BoM have a positive role – involved in a meaningful way Consultation/opportunities to contribute Good working relationship with chairperson and Board Challenge to get parents to become Board members Chairperson’s perspective: Acknowledges key leadership role of principal Support for school community Challenge to improve communications and interactions between Board and teachers Teachers’ perspective: Undecided or insignificant supports provided by BoM

23. Parents Role of principal Home School Community Liaison teacher Welcoming atmosphere Parents’ committee Activities/Courses – personal development,... In-school work – Maths for Fun Teachers’ viewpoint: little contact in senior classes, issues around homework, assignments

24. Planning structures Communications system – circulation of information/journals/courses, staff notice board - daily and weekly updates, newsletter Monthly staff meetings – active participation, democratic decision-making Consultation with in-school management team Class teachers meet regularly to plan

25. Planning structures In-school planning days well organised Tasks clearly outlined Groups work ethic motivation commitment Successful outcomes – encourages greater collaboration

26. Time Principal regards the amount of time needed to deal with administration, legislation and curriculum reform, social issues, families in crisis as being a major concern Majority of teachers feel that time is allocated and used effectively to implement change

27. Implications of study

28. Support for the school community Selection, training and ongoing support for principals Aware of trends and influences that impact on education Implement policy Administer the work of the school Engage in human resource management Leader of teaching and learning Board of Management – role, skills training, ongoing support Support for teachers – CPD, induction, in-career

29. Support for the school community Schools in areas of disadvantage Teacher retention Literacy and Numeracy Attendance Home-school links: encourage involvement through additional supports for most disadvantaged families Multi-agency approach: co-ordinated delivery of supports to address social and family issues

30. A snapshot of the change process in one school “To illuminate the general by looking at the particular” Denscombe, 2003