ANNUAL OPERATIONAL PLAN 2013/2014

Transcription

1 EX ANNUAL OPERATIONAL PLAN /2014

2 NORTHERN TERRITORY COUNCIL OF GOVERNMENT SCHOOL ORGANISATIONS (COGSO) ANNUAL OPERATIONAL PLAN The COGSO Annual Operational Plan for has been prepared and adopted by Executive. It is consistent with COGSO's Strategic Plan It includes a statement of the manner in which Executive is to meet the goals and objectives of the Strategic Plan It includes a summary of the major strategies to be used in relation to Executive's goals and objectives In Executive will endeavour to meet the goals and objectives of the Annual Plan in an inclusive manner.

3 Our Vision for Public Education in the Northern Territory Strong Schools, Strong Communities. Opportunity, choice, access and equity for all NT Public Schools. COGSO Executive Mission COGSO encourages continual improvement in the provision of quality education outcomes for all students in public education.

4 Operational Planning Introduction The Operational plan is a framework for COGSO detailing the key priorities and initiatives for COGSO for the period January to June COGSO key strategic focus areas have been derived from the COGSO Strategic plan Our strategic focus areas are individualised within this document to include outcomes, proposed strategies, and action areas. Evaluation of COGSO progress against this plan will be on a quarterly basis with reporting against focus areas provided to Executive at scheduled meetings. COGSO Business Committee will hold responsibility for ongoing (day to day) monitoring and review. Purpose of the Plan The plan links COGSO s strategic direction to the projects, initiatives and ongoing activities to be delivered for a set period (generally 12 months) and how such activities may be funded/supported by Executive and Council. The plan comprises a number of strategic focuses which include specific activities and outputs which COGSO are committed to achieving in the plan period (Jan June 2014). Note: this Annual Operational Plan is a one off 18 month plan, future Annual Operation Plans will have a June June time frame.

5 Our Strategic Focus Areas 1. Marketing Actively and positively engaging across various forms of media to increase representation on issues of parental concern in public education 2. Training and Professional Development Through the provision of quality, accessible and culturally relevant training to Councillors; enhance the understanding of the functions and powers of School Councils in the Northern Territory in the best interests of public education 3. Representation and Profile Through positive Council-Community-Government partnerships, enhance representation of parental viewpoints and grow the representative and advocacy base of COGSO in a positive and professional manner 4. Publications To provide relevant and informative publications that are developed and enhanced through a process of continual feedback using a multi-modal strategy 5. Networking and Partnerships Through building and nurturing positive partnerships COGSO will ensure consistent and quality representation and advocacy across all relevant sectors

6 6. COGSO's Governance Decisions are professionally and transparently made from a base position of strong organisational knowledge in line with COGSO policy and constitution 7. Organisational Wellbeing Support staff with the provision of clarity in employment conditions, whilst maintaining a work-life balance within a framework that supports ongoing professional development and continual improvement 8. Financial Health To put in place mechanisms that ensure sound financial decisions are made and to secure agreements that ensure the longevity of the organisation with adequate staffing and resourcing

7 ANNUAL OPERATIONAL PLAN THE FOLLOWING OVERVIEW AND STRATEGIC GOALS ARE DRAWN FROM THE COGSO STRATEGIC PLAN THE ANNUAL PLAN FOLLOWS THE STRATEGIC PLAN

8 1. Marketing Strategic Outcomes: Actively and positively engaging across various forms of media to increase representation on issues of parental concern in public education. Overview: A good marketing plan/strategy will assist COGSO in growing its organisational profile. Strategic Conclusion: COGSO will increase its profile by accessing a range of media to communicate with parents and community about issues in public education. COGSO will be increasingly responsive to emerging and existing issues in public education. COGSO will utilise a range of median to convey/communicate with public education users. Strategies: 1.1 Advertise in the NT News Education lift out 1.2 Advertise on Southern Cross Darwin Community Events Calendar 1.3 Update the website 1.4 Establish a contact database 1.5 Increase the number of media releases produced 1.6 Attend School Council meetings 1.7 Utilise Social media 1.8 Initiate a Concerns Campaign Strategy 1.9 Media training

9 1. MARKETING Strategy Who Activity Budget Time Frame 1.1 Advertising in the NT News 1.2 Advertising on Southern Cross Darwin Secretariat Investigate the cost of having regular advertising in the weekly education lift out. Proceed with action if financially feasible and accepted by Executive. Secretariat Investigate the cost of having regular advertising on the Community Notice Board segment. Proceed with action if financially feasible and accepted by Executive. 1.3 Update the website Secretariat Investigate the cost and undertake work to redesign the website, ensuring it is in an easy to use format that can be regularly updated with current relevant information. Proceed with action if financially feasible and accepted by Executive. 1.4 Establish a contact database 1.5 Increase the number of media releases produced 1.6 Attend School Council meetings Secretariat Investigate/explore options of a database. Proceed with action if financially feasible and accepted by Executive. Executive/Secretariat Work closely with other relevant stakeholders and provide two-way support with media releases where possible. Closely monitor issues emerging in public education via social media and other forums. Where possible Where possible act swiftly to respond to emerging issues. Executive/Secretariat and Training staff Increase visits to promote and raise the profile of the organisation, in proportion to funding. Performance Measures $5,000 June Pricing to be presented to Executive TBC $10,000 $1,750 p.a. for hosting TBC Nil Dependent on location of meeting February Live January December Commence January Commence February Pricing to be presented to Executive Increase reach Increase contacts Present options to Executive. Percentage increase of releases by calendar year comparison. Increased number of visits.

10 1.7 Utilise social media Executive/Secretariat Increase active engagement and comment on public education via social media. 1.8 Initiate a Concerns Campaign Strategy Explore the option of social media training for Executive. Executive to more actively engage with COGSO social media (within parameters set down by COGSO). Executive Raise your issue feature to be added to the website. Develop a slogan e.g. Let s get loud / One chance, united voice Launch Campaign via social media and website. Nil Cost of social media training TBC Nil (included in website costs) Commence February Commence January Percentage increase of Tweets and Facebook posts. Present options. Increased contact from parents regarding issues via website. Slogan determined. 1.9 Media Training Secretariat Investigate media training for Business Committee. Proceed with action if financially feasible and accepted by Executive. $1,000 February Business Committee Meeting Campaign active. Present options to Executive.

11 2. Training and Professional Development Strategic Outcomes: Through the provision of quality, accessible and culturally relevant training to Councillors; enhance the understanding of the functions and powers of School Councils in the Northern Territory in the best interests of public education. Overview: Adequately trained School Councils support the effective governance of our schools and increase and enhance parent/community engagement. Strategic Conclusion: COGSO aims to develop resources and materials and make them relevant and accessible to School Councils. Strategies: 2.1 Finalise training resources 2.2 Access to the vignettes from DECS Governance workshops 2.3 Develop self-paced training sessions/learning materials and videos 2.4 Obtain accreditation for our training through the DECS Registered Training Organisation 2.5 Develop an AGM training package 2.6 Distribute a Governance communique regularly

12 1 TRAINING AND PROFESSIONAL DEVELOPMENT Strategy Who Activity Budget Time Frame 2.1 Finalise training resources 2.2 Access to the vignettes from DECS Governance workshops 2.3 Develop self-paced training sessions/learning materials and videos 2.4 Obtain accreditation for our training through the DECS Registered Training Organisation 2.5 Develop an AGM training package 2.6 Distribute a Governance communique regularly Secretariat Ensure all Modules/Units are reviewed for accuracy and appropriateness. Ensure support materials i.e. worksheets; videos etc. are accurate and embedded. TBC March Secretariat Obtain video and consent to utilise. In Kind January 2014 Secretariat Convert existing modules and units into self-paced, multi-modal materials Secretariat Liaise with DECS around securing package registration via DECS as DECS RTO. Secretariat Develop support materials specifically focussed on AGM processes. Secretariat One page information sheet on Good Governance Practices to be ed to all schools on a regular basis. TBC January 2014 In Kind June 2014 Dependent on funding and support Nil January Nil Commence February Performance Measures Completed resources presented to Executive. Video and consent obtained. Completed resources presented to Executive. Training package registered. Resources distributed to School Councils. Communique developed and distributed, minimum of quarterly

13 3. REPRESENTATION AND PROFILE Strategic Outcomes: Through positive Council-Community-Government partnerships, enhance representation of parental viewpoints and grow the representative and advocacy base of COGSO in a positive and professional manner Overview: By actively getting involved with and engaging our local communities we grow the profile of the organisation. Strategic Conclusion: COGSO aims to increase it representative and advocacy base through making genuine and positive links with relevant stakeholders and community members. Strategies: 3.1 Schedule and plan an annual regional conferences 3.2 Employ Regional Governance Training Officers 3.3 Devise alternate Governance Training Plan 3.4 Regular attendance at related organisations' meetings 3.5 Representation at school and community events

14 2 REPRESENTATION AND PROFILE Strategy Who Activity Budget Time Frame 3.1 Schedule and plan an annual regional conferences 3.2 Employ Regional Governance Training Officers 3.3 Devise alternate Governance Training Plan 3.4 Regular attendance at related organisations' meetings 3.5 Representation at school and community events Executive/Secretariat Plan conferences for Alice Springs, Katherine, Darwin/Palmerston and Gove. Secure keynote speaker with one or two additional speakers. Identify key concern areas for parents emotional hook. Identify local support speakers. Subject to resourcing. Executive/Secretariat Advertise and conduct a merit selection process. Employ Training Officers or revert to Plan B. Executive/Secretariat Develop a Plan B for the delivery of training to Councils. Executive/Secretariat Identify all relevant organisations. Identify COGSO personnel to represent perhaps in line with portfolio responsibilities. Executive/Secretariat Communicate to all schools COGSO s interest in receiving information on school/community events. Regular attendance at school events e.g. Sanderson Under the Stars, primary school fetes/fundraisers. $30,000 December Refer Agreement Refer Agreement End of January December 2012 Performance Measures Dates, venues, speakers secured. Training Officers are employed, or Plan B is enacted. Plan B for delivery of training developed. June 2014 Portfolios established, Executive members identified, attending meetings and reporting back. TBA June 2014 Increased COGSO representation at school and community events.

15 4. PUBLICATIONS Strategic Outcomes: To provide relevant and informative publications that are developed and enhanced through a process of continual feedback using a multi-modal strategy Overview: By providing relevant and readily accessible publications that are driven by client feedback/enquiry COGSO aims to enhance the support it provides to Councillors and parents of children in public education in the NT. Strategic Conclusion: COGSO aims to produce relevant and accessible publications that reflect and meet the enquiries of its client base Strategies: 4.1 Revise and reformat COGSO 'How to Guide' 4.2 Develop full suite of 'How to Guide' companion handbooks 4.3 Revise COGSO resources and develop new resources 4.4 Enhance the parent 4.5 Put in place a review schedule for all publications

16 3 PUBLICATIONS Strategy Who Activity Budget Time Frame 4.1 Revise and reformat COGSO 'How to Guide' 4.2 Develop full suite of How to Guide companion handbooks 4.3 Revise COGSO resources and develop new resources Secretariat Review, revise and reformat the How to Guide. Obtain quotes for printing of guide. TBC December for release in time for commencem ent 2014 Secretariat Develop companion handbooks TBC December (one or two per Executive) Secretariat Revise ÝOASCNW? Develop AGM handbook Develop Sub-committee handbook 4.4 Enhance the parent Secretariat Produce a magazine style newsletter (available in electronic and print formats). Identify sponsors to support costs 4.5 Put in place a review schedule for all publications Secretariat Develop a calendar with dates of publications to be revised, revising each publication annually. TBC Ongoing annual review TBC June Subject to staffing and time Nil Commence December upon completion/ production publications Performance Measures Present revised How to Guide to Executive. Present pricing to Executive. Present companion handbooks to Executive. Put companion handbooks on the website. Present revised and new resources to Executive. Put revised and new resources on the website. Present template to Executive. Sponsors identified. Calendar entries set.

17 5. NETWORKING AND PARTNERSHIPS Strategic Outcomes: Through building and nurturing positive partnerships COGSO will ensure consistent and quality representation and advocacy across all relevant sectors Overview: COGSO aims to develop relationships and enhance opportunities to represent the views of parents of children in public education in the NT Strategic Conclusion: We will actively seek out partnership opportunities and further develop existing relationships and networks through the provision of strong, honest and accurate representation at all relevant forums. Strategies: 5.1 Develop and maintain networks 5.2 Establish portfolios for Executive members 5.3 Investigate and identify partners 5.4 Identify parent/partner programs for Middle and Senior schools to enhance parent/community involvement

18 4 NETWORKING AND PARTNERSHIPS Action Who Activity Budget Time Frame 5.1 Develop and maintain networks 5.2 Establish portfolios for Executive members 5.3 Investigate and identify partners 5.4 Identify parent/partner programs for Middle and Senior schools to enhance parent/community involvement Executive/Secretariat Develop and enhance relationships with key relevant existing stakeholders e.g. AEU, Smith Family, schools, as well as National bodies. Executive Decide on portfolios. Establish portfolio guidelines. Assign portfolios. Secretariat Identify relevant partners in the education arena as well as potential partners e.g. AYF (Youth Foundation) Executive/Secretariat Work with a Middle school to establish a COGSO supported program to enhance parent/community involvement. Performance Measures Nil Ongoing Meetings regularly attended and reported on. Nil June Portfolios decided on, guidelines established and portfolios assigned to Executive members. Nil June New relationships investigated, identified and steps to establish in place. TBC December for trial in 2014 Schools identified. Programs developed.

19 6. COGSO'S GOVERNANCE Strategic Outcomes: Decisions are professionally and transparently made from a base position of strong organisational knowledge in line with COGSO policy and constitution Overview: To ensure that our Constitution and Policy represents our current climate. To ensure that our Executive has comprehensive working knowledge of policy and constitution that they can actively apply and draw on when representing COGSO in the public arena. Strategic Conclusion: COGSO will undertake a process of reviewing and updating its policy and constitution. COGSO will ensure its Executive have a comprehensive understanding of COGSO governance. Strategies: 6.1 Review and/or revise policy and constitution documents 6.2 Develop role and responsibilities guide for Executive 6.3 Develop a Governance Framework

20 5 COGSO'S GOVERNANCE Action Who Activity Budget Time Frame 6.1 Review and/or revise policy and constitution documents 6.2 Develop role and responsibilities guide for Executive 6.3 Develop a Governance Framework Executive/Secretariat COGSO Secretariat to commence a review of policy and constitution documents. Executive to review at each meeting View to have revised/updated and relevant documents for September Full Council Meeting for ratification. Executive/Secretariat In line with revised constitution and establishment of portfolios, develop a role and responsibility guide for COGSO Executive members. Executive/Secretariat Develop a COGSO specific Operational Framework, including, Code of Conduct, meeting procedures, conflict of interest and occupational work health and safety etc. Nil Nil Nil August Commence January complete by August in line with policy/cons titution August Performance Measures Policy and constitution revised and updated where necessary. Executive presented with revised documents. Revised documents ratified at Full Council Meeting. Role and responsibility guide developed. Operational Framework developed.

21 7. ORGANISATIONAL WELLBEING Strategic Outcomes: Support staff with the provision of clarity of employment conditions, whilst maintaining a work-life balance within a framework that supports ongoing professional development and continual improvement. Overview: To ensure that staff and Executive have clear position information and expectations with an understanding of support to ensure a work-life balance. To allow staff to grow within the organisation through the provision of targeted PD. Strategic Conclusion: COGSO will provide employment clarity within a supportive environment. Strategies: 7.1 Develop staff contracts 7.2 Develop a performance review framework 7.3 Conduct professional development sessions with Executive 7.4 Initiate succession planning

22 6 ORGANISATIONAL WELLBEING Action Who Activity Budget Time Frame 7.1 Develop staff contracts and job descriptions 7.2 Develop a performance review framework 7.3 Conduct professional development sessions with Executive and staff 7.4 Initiate succession planning Executive Officer/Business Committee Executive Officer/Business Committee Use Hr Advance software to produce contracts for all COGSO paid staff. Develop a performance review framework for COGSO paid staff. Executive Identify training requirements and establish training plan. Executive/staff COGSO Executive to start identifying potential successors within their regions. COGSO constitution to be revised to support succession e.g. 2 members per region. Performance Measures TBC January Contracts produced and signed by all paid staff. Nil June Performance review framework produced and implemented. Nil Nil March - Ongoing February - ongoing Training requirements identified. Training schedule set. Potential successors identified. Constitution revised.

23 8. FINANCIAL HEALTH Strategic Outcomes: To put in place mechanisms that ensure sound financial decisions are made and to secure agreements that ensure the longevity of the organisation with adequate staffing and resourcing. Overview: COGSO will implement process and procedure to ensure transparent and sound financial decision making. Ensure that there is adequate ongoing funding. Strategic Conclusion: COGSO Executive work to ensure the ongoing viability of the organisation Strategies: 8.1 Submit funding submissions to DECS 8.2 Implement sound financial procedures and processes 8.3 Review banking arrangements

24 7 FINANCIAL HEALTH Action Who Activity Budget Time Frame 8.1 Submit funding submissions to DECS 8.2 Implement sound financial procedures and processes 8.3 Review banking arrangements Executive/Secretariat Base agreement expires June negotiations to commence with DECS via Minister January. COGSO Business Committee to review agreement and draft submission for increase funding. Suggest seeking funding for Administrative support at AO4/AO5, Exec Officer SAO2, and a CEO at ECO2 or above with Media/marketing experience. Executive/Secretariat Develop purchasing guidelines. Develop debit card guidelines. Develop budget. Executive/Secretariat Review banking arrangements with a view to increasing interest earned and reducing fees charged. Action if Executive agrees. Nil January Performance Measures Submission drafted. Agreement signed. Nil June Guidelines and budget developed. Nil February Banking options presented to Executive.