Leading the Strategically Focused School: Success and Sustainability
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To accomplish this goal, we will: A. Lead the Jewish day school field in creating conditions for exceptional school leadership that enable schools to improve, grow, and thrive. We will shape field-wide expectations of professional and lay leadership, support the creation of talent development plans at every Jewish day school, and strengthen partnerships between professional and lay leaders. Support heads of school across the field to create successful school environments. We will deliver the customized supports for heads of school to excel and lengthen their tenures, and will strengthen peer-to-peer networks that facilitate support and learning.
Strengthen school lay leadership. We will promote strong governance and accountability practices across the Prizmah Network, and enable boards to learn from one another. Grow the talent pipeline for school leadership. We will support the rising stars in our schools and promote their continued growth and education, and we will partner with like-minded organizations to attract more talent to the field. As the need for scholarships grows, so too does that funding gap. For Jewish day schools to thrive, they need financially sustainable models that not only meet day-to-day budgetary needs, but also provide ample resources to invest in talent, innovation, and affordability.
Catalyzing new, sustainable revenue over the next five years will not only close the gap, but provide resources to expand and grow. Position Prizmah as the leader of Jewish day school support and philanthropy. We will articulate a compelling case for supporting Jewish day schools, build powerful funder networks, and coordinate funding efforts to support the field.
Work with schools and communities to build endowment funds. We will partner with individual schools and communities to substantially expand existing endowments and to establish new endowment funds where none previously existed. We will provide fundraising training and capacity building to professional and lay leaders, leverage the Prizmah Network to strengthen and amplify school fundraising efforts, and facilitate access to government funding. Provide schools with tools to maximize their enrollment potential. We will equip schools with leading admissions practices and data to help them optimize student enrollment and retention efforts.
10 principles of strategic leadership
Through your programs, we have seen financial successes, strengthened relationships, and growth in our professional sophistication. Our board members are eager to keep building on this, to make our school truly affordable and sustainable. Innovative ideas and creativity can come from any individual, in any role in a school. We know these sparks of innovation ignite enthusiasm, curiosity, and learning for students, as well as passion and a love of teaching and learning for educators. Foster a culture of continuous educational growth and experimentation at schools.
We will partner with school leaders to support and sustain their educational vision for all stakeholders, foster a healthy and exploratory learning culture, and proactively connect and learn from the broader education field. Identify and scale promising new ideas. We will create the space for promising new ideas to shine that can enhance student learning and experiences, scale successful innovations, and encourage donors to support continuous experimentation and innovation in schools. We want every student to learn and achieve their best, across the curriculum.
As we learn from both the progress and stumbling stones, we continue working to enhance our teaching and learning. In a world increasingly defined by networks, online and offline, Jewish day schools can harness the power of connecting with each other to propel their success.
By coming together, we commit ourselves to live out the expression hazak hazak ve-nithazek—we grow strong by strengthening each other, by partnering in a community of trust, where we can all be both learners and teachers. The Prizmah Network—a network of networks inclusive of individuals, schools, and organizations helping to build and sustain vibrant Jewish day schools—encourages the sharing of innovative and leading practices, connecting diverse stakeholders to one another, and advancing the field of Jewish day schools.
We will foster authentic and meaningful connections and collaborations across schools and continue to host the biennial Prizmah Conference, the premier gathering for the field of Jewish day schools. We will create a strategic and systematic approach to research, data collection, and knowledge sharing of the collective learning and insights from the field to inform, inspire, and empower each individual school and community. Expand strategic partnerships with organizations that serve Jewish day school needs. Getting answers to my questions and learning from peers thanks to Prizmah is exactly what I needed.
With the mounting pressures of finances, development, assessments, admissions, and H. To meet this challenge, we are fostering a cohesive, dynamic, and diverse team of outstanding professionals who reflect and know the schools we serve. We are accompanied by a distinguished Board of Directors with deep Jewish day school and community experience, from across denominations and geographies. Developing strategies is the essential step between figuring out your objectives and making the changes to reach them.
Strategies should always be formed in advance of taking action, not deciding how to do something after you have done it. Without a clear idea of the how, your group's actions may waste time and effort and fail to take advantage of emerging opportunities. Strategies should also be updated periodically to meet the needs of a changing environment, including new opportunities and emerging opposition to the group's efforts.
Once again, let's refer back to our friends at the fictional Reducing the Risk RTR Coalition that hopes to reduce the risk of teenage pregnancy in its community. We'll walk through the process of developing strategies with this group so as to better explain the who, what, and why of strategies. As with the process you went through to write your vision and mission statements and to set your objectives, developing strategies involves brainstorming and talking to community members.
Remember, people will work best in a relaxed and welcoming environment. You can help achieve this by:.
The RTR Coalition held brainstorming sessions among organization members. They invited local teens, parents, teachers, counselors, church members, and other community leaders to participate in listening sessions. These were used to help develop strategies to reduce the risk of teen pregnancy. Homemade cookies, fruit, and coffee helped make participants feel welcome.
It is helpful to review your mission, vision, and objectives to ensure that your strategies are all aligned with the goals expressed in your previous work. The following list of questions can be a guide for deciding on the most beneficial strategies for your group:. Let's look at the strategies proposed by the members of the RTR Coalition to prevent teen pregnancy. Coalition building tip sheets [Resource Sheets]. Amherst, MA.
Work Group Evaluation Handbook. Berkowitz, W. Community impact: creating grassroots change in hard times. Cambridge: Schenkman.
Collecting P. T. Barnum
Brown, C. The art of coalition building: a guide for community leaders. The American Jewish Committee.
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Section 1. Learn how to develop strategies for how you are going to get things done. What is a strategy?
What are the criteria for developing a good strategy? Why develop strategies? When should you develop strategies for your initiative? How do you develop strategies? Strategies for your community initiative should meet several criteria. Does the strategy: Give overall direction? A strategy, such as enhancing experience and skill or increasing resources and opportunities, should point out the overall path without dictating a particular narrow approach e.
Fit resources and opportunities? A good strategy takes advantage of current resources and assets, such as people's willingness to act or a tradition of self-help and community pride. It also embraces new opportunities such as an emerging public concern for neighborhood safety or parallel economic development efforts in the business community.
Minimize resistance and barriers? When initiatives set out to accomplish important things, resistance even opposition is inevitable.