Manitoba Physical Education Supervisor

1
Manitoba Physical Education Supervisors
Association

• Strategic Planning Presentation
• Wendy Bulloch
• Building Up

2
Background

• Many changes beginning in 2000 Framework for
  Outcomes for Active Healthy Lifestyles,
• 2005 Healthy Kids, Healthy Futures task force
  review
• Mandated time allotments for PE and HE from K to
  10
• PACM position (see Appendices in report)

3
April 20, 2009 Brandon Strategic Planning Day

• Gathered in Brandon to begin identifying a new
  strategy strategic plan
• Pre-work had been assigned

4
Mandate Vision (Core
Values) Mission Objectives
Strategies Goals
Plans Personnel Goals Job
Description Evaluation Process
Incentives Rewards
5
What is the Strategic Planning Process?
Planning Base Results Required How Implement Review
Review Assessment Vision or Future State Preferred Mission Statement is the map for the church. Identify Strategies, Goals and Objectives Develop an action plan Implement action plan, Empower all involved Delegate, Monitor the process, Evaluate Revise the action plan Be willing to start the process over
Where are We Now? Where do We want to be? How Will We Get there? Who Must Do What? How are We Doing?
6
Where are We now?

• Review and Assessment
• Successes and Struggles Activity

Successes Struggles
Student enjoyment Increased participation More community involvement, Greater opportunities, More choices, Job opportunities for new grads, Curriculum has been successful, More student Mandated, Scheduling, Facilities, Educating Time to meet with staff, Ensure proper out of school supervision, Public Perception, Class sizes, Liability, Dynamics
7
Questions

• What are the top three to five priorities in your
  job?
• What are the top three to five issues in your
  job, you believe/feel you need support with or
  that could help you in your job?
• Page 4 final report

8
Where do We want to be?

• Vision or preferred future
• Vision is the picture that we carry around in
  our heads of what we want to create, a sense of
  commonality that binds people together for the
  greater good and that uplifts peoples
• aspirations.
• Peter Senge The Fifth Discipline Developing
  Learning Organizations

9
Where Do We Want To Be?

• Vision or Preferred Future
• Attendees were placed into groups,
• Each group worked through the questions that were
  sent out as pre-work
• Each group was asked to come to a consensus in
  response to the question

10
Current Mandate Purpose

• MPESA Operational Model
• Under the PE/HE curriculum umbrella identifies
  Dynamic Leadership Research Resources will
  lead to
• Improved Student Learning
• Dynamic Leadership, Quality PE and Healthy
  Lifestyle

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Vision Statements

• Should be inspiring and give focus to human
  energy,
• Clear and challenging,
• Lasting but NOT rigid,
• Focusing
• Guiding,
• Future oriented, honoring the past

12
MPESA Vision Statement

• In groups of seven draft a vision statement
  from the responses to the questions in the report
  on page 5 and 6

13
MPESA Vision Statement

• MPESA envisions improved student learning to lead
  to positive healthy lifestyles.

14
MPESA Current Mission Statement

• To provide dynamic leadership, for the
  promotion and delivery of quality physical
  education and health education.

15
What is a Mission Statement?

• Has to focus on what the institution really tries
  to do and then do it so everyone in the
  organization can sayThis is my goal.
• A Mission Statement describes the purpose, the
  business and values of an organization.

16
Mission Statement Exercise

• Review responses to questions on page 6 and 7
• Is your current mission statement still relevant?
• Do you need a new one to relate to the work you
  currently do?

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How will We get there?

• External Opportunities
• Healthy kids, healthy futures,
• Public political pressure about kids health,
• School divisional administration,
• Technology to broadcast at meetings,
• School/divisional administration,
• Climate for change (health and wellness for kids)
  
• Make new and more connections with groups that
  can facilitate change,
• Political climate around health,
• Should be able to communicate through technology,
  
• Partnerships, current and future,
• Government driving force of change,
• More non-sport based resources personnel in
  province/divisions,

• External Challenges (Threats)
• Not enough PE/HE consultants (division
  philosophies)
• Declining enrollments,
• Government funding (recession)
• Lack of support from government, families, and
  admin
• Budget changes with declining enrollment,
• Teacher resistant to change/progress (parents,
  admin)
• Not enough representation,
• Differing values,
• Identifying new partners,
• School/Divisional Administration
• Economic Downturn, loss of positions/ time for
  MPESA
• PEgt is on the hot seat in view of other subject
  areas Taking time away,

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How will We get there?

• Internal Strengths
• Diversity of Knowledge and experience,
• Connections between organizations,
• Willingness to share and collaborate in meetings
  and outside of meetings,
• Passion, commitment
• Vast knowledge and experience,
• Passion,
• Knowledge base,
• Experience, connections,
• Diverse representation,
• Champions in MPESA and teachers in divisions
• Diversity of jobs,/positions,
• Strong partnerships, government, MPETA,
• Highly motivated, intelligent good looking
  individuals,

• Internal Weaknesses
• Different jobs/positions within each division,
• Volunteer to be involved,
• Overload of MPESA members can should we
  delegate more?
• Increased of challenges,
• Many liaison with divisions dont really have
  power with division,
• Lack of equal provincial representation,
• Capacity,
• Complexity of programming strategies,
• Try to increase capacity of PE/HE Leadership in
  the province,
• Not enough provincial representation.

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What is the Strategic Planning Process?
Planning Base Results Required How Implement Review
Review Assessment Vision or Future State Preferred Mission Statement is the map for the church. Identify Strategies, Goals and Objectives Develop an action plan Implement action plan, Empower all involved Delegate, Monitor the process, Evaluate Revise the action plan Be willing to start the process over
Where are We Now? Where do We want to be? How Will We Get there? Who Must Do What? How are We Doing?
20
How will We get there?Identifying Strategies
External Opportunities External Threats
Strengths Invest Use strengths to take advantage (invest) of Opportunities Defend Take advantages (defend) of Strengths to avoid Threats
Weaknesses Decide Use Opportunities to overcome (Decide) Weaknesses Damage Control Defensive Strategies to minimize Weaknesses and avoid Threats.
21
How will We get there?

• MPESA strategies for next 3 to 5 years?
• 1.
• 2.
• 3.
• 4.
• 5.

22
Mandate Vision (Core
Values) Mission Objectives
Strategies Goals
Plans Personnel Goals Job
Description Evaluation Process
Incentives Rewards
23
MPESA Vision Statement

• MPESA envisions positive directions in physical
  education and health education leading to active
  healthy student lifestyles.
• OR
• Positive directions to achieve active healthy
  lifestyles.

24
MPESA Current Mission Statement

• To provide dynamic leadership for the promotion
  and delivery of quality physical education and
  health education.
• OR
• To provide dynamic leadership for the
  promotion and delivery of physical education and
  health education.

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Action Plans

• The action plans are led by the strategy
  followed by setting goals to work on that relate
  to the
• strategy.
• Each of these goals can be considered as
• strengths for the your organization to build on,
• mission to your schools/communities, and
• aspirations for the next three years.

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Next Steps

• See page 9 of report
• What are the top three recurring themes in each
  of the SWOT quadrants.
• In groups identify and come to consensus

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To support and exemplify the 125 year
heredity/history of St. Matthews church
Goals Responsibility (Who) Resources (With What) Time (When) Evaluation (Measure results?)
1. Explore ways, ideas to increase the awareness of the historical value of the church in order to meet rising costs of church maintenance. Through photography create a calendar of the various historical areas of the church,
2. As a congregation, be open to reviewing and asking Why Not? when ideas come forward paying attention to history, embracing history and moving forward in faith. Look for ways to work with non-profit organizations in order to promote the use of the church hall to garner funds. Ask others how to increase this opportunity
3. Conduct a search for possible funds to support the ongoing maintenance of this historical landmark. Through various foundations, historical organizations do a search for possible funding, grants to support the church.
4. Continue to celebrate the beauty of the church through various services, partnerships, and opportunities.
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Action Plan Strategy ______________
Goals Responsibility (Who) Resources (With What) Time (When) Evaluation (Measure results?)
1.
2.
3.
4.
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Who must do what?

• Recommendations

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Review evaluate and measure results.

• Recommendations
• Each strategy/action plan committee needs to be
  responsible for monitoring the process
• Evaluate the process,
• Share what is happening at meetings,
• Revise the process, if needed,
• Be willing to start the process over as time and
  success evolves
• Celebrate your successes!

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Questions?

• Thank you for this opportunity