Form and location of leadership: Roles and responsibilities who is in charge? – Boundaries and form of governance: Informal and formal who keeps an eye on it? – New relationships and alliances beyond the partnership: Who can we work with now? Questions: 01. What would be the barriers or challenges for you in terms of being involved in this work? What actions would you need to take to overcome these barriers or challenges? 02. What strengths could you bring? Are other leaders in your school aware of your strengths? Bottom of Form Shared purpose and vision It is overwhelmingly accepted that for a partnership, or partnership working, to be effective, there has to be a clear purpose. The way you work, and the relationships you develop will be strongly influenced by the partnership's purpose. By 'purpose' we mean the overall direction of the partnership. What is it there to do? What are its goals? Shared goals and aims, understood and accepted as being important by each partner, lead to improved co-ordination of policies, programmes, and service delivery, and, ultimately, better outcomes. Shared, can-do values, understanding and an acceptance of differences (for example values, ways of working) are all key components of a successful partnership. Having respect for the contributions of all partners, combined with an absence of status barriers, will lead to the active involvement of members who are identified as being effective, representative, and capable of playing a valued role in the partnership. Developing a vision statement A vision statement should express values and beliefs about what the school community considers to be of real importance in education in the future. Vision is an important part of effective school leadership because it: clarifies purpose and direction is a source of motivation and energy is powerful in shaping practice within the school community
Form and location of leadership: Roles and responsibilities – who is in charge? Boundaries and form of governance: Informal and formal – who keeps an eye on it? New relationships and alliances beyond the partnership: Who can we work with now? Questions: 01. What would be the barriers or challenges for you in terms of being involved in this work? What actions would you need to take to overcome these barriers or challenges? 02. What strengths could you bring? Are other leaders in your school aware of your strengths? Bottom of Form Shared purpose and vision It is overwhelmingly accepted that for a partnership, or partnership working, to be effective, there has to be a clear purpose. The way you work, and the relationships you develop will be strongly influenced by the partnership's purpose. By 'purpose' we mean the overall direction of the partnership. What is it there to do? What are its goals? Shared goals and aims, understood and accepted as being important by each partner, lead to improved co-ordination of policies, programmes, and service delivery, and, ultimately, better outcomes. Shared, can-do values, understanding and an acceptance of differences (for example values, ways of working) are all key components of a successful partnership. Having respect for the contributions of all partners, combined with an absence of status barriers, will lead to the active involvement of members who are identified as being effective, representative, and capable of playing a valued role in the partnership. Developing a vision statement A vision statement should express values and beliefs about what the school community considers to be of real importance in education in the future. Vision is an important part of effective school leadership because it: clarifies purpose and direction is a source of motivation and energy is powerful in shaping practice within the school community
2_159_key-elements-of-effective-partnership-working-nctl-2012.docx