1. Embracing Systemization By: Farhat Siddiqui Sadeq Al-Hasan Wanis H. Shalaby

2. Why Systemization? Controlled Structure: Preserves consistent standards of reliable practice. Prevents core administrative and teaching tasks from being overlooked or dropped This allows school staff and leaders to focus more of their energies on strengthening or expanding academic or other student-centered programs and growing professionally Automation: Able to function even without the constant presence of chief administrators A systemized school does not revolve around one person, which makes succession planning and execution a very smooth process

3. Why Systemization…Cont? Quality Control: Each event or process will be executed in roughly the same way over and over again, year after year. Individual workloads and stress will decrease because employees are empowered by a dependable structure and clear direction for daily, weekly, monthly and yearly tasks Everyone in the school has the opportunity to work more effectively with more predictable results.

4. Why Systemization…Cont Scalability: Will cost less and less to run school operation when it expands

5. Challenges and Solutions Mindset: “Patch it” vs.. “Systemize it” Take a step back, understand what went wrong, and then put a process in place to prevent it from happening again. Vague Policies: It is absolutely essential and cannot be emphasized enough, that school leaders are “on the same page” about policies or any procedure where the roles of administration and board may inevitably or accidentally intersect

6. Challenges and Solutions Documentation: School leaders should spend time making the blueprint for school operations. Although tedious, but saves time on the long term. Every school office should have a checklist for daily, weekly, monthly and yearly tasks, including communications which must be sent to stakeholders, deadlines for committee tasks and event dates Follow-up: Practices in any organization cannot be made into consistent habits without recurrent checking, monitoring and follow-up In addition to the design of the system, a second process to monitor the adherence to the system should also be outlined and adopted

7. In order to effect change on a deep, meaningful, and sustainable level, it must incorporate a systems thinking approach. Resistance is the single greatest reason given for failure of systems change.

8. Moving from Individual to Whole School System Recruit Quality staff whose philosophy is consistent with the school vision. Introduce them to the concept of systems thinking Provide support through mentors Provide sound direction and leadership

9. Systems Thinking Approach Utilize their current beliefs as a tool to from new processes. Understand Group Habits which stem from their Current Beliefs Understand People’s Current Experiences which are realized in Habits Observe Individuals’ Teaching and Learning Styles through Practices

10. Understand Barriers to Change Information Concerns – Need to Know What and Why?Personal Interest – How will it impact me? Implementation Concerns – How will it move from theory to practice? Impact – How will it make a Difference?Collaboration – Who will be involved?Time - When will it happen and how long will it take?

11. Characteristics of Systems Has a meaningful purpose within a larger system Participation of all members must be present to successfully achieve the purpose, optimally Identify and maximize the strengths of individuals to best support the roles Maintain stability by making adjustments for sustainable change, based upon feedback

12. Instructional Coach BE a Catalyst for Change BE a Mentor BE a Leader BE an Interpreter of Ideas BE a Listener of Opinions BE an Example

13. The Six Secrets of Change By: Michael Fullan Love Your Employees – Enable employees to learn continuously and to find meaning in their work and their relationship to coworkers and to the company as a whole Connect Peers with Purpose – Leaders should provide good direction while pursuing its implementation through purposeful peer interaction and learning in relation to results Capacity Building Prevails – Leaders invest in the development of individual and collaborative value of a whole group or system to accomplish significant improvements Learning is the Work – Learning external to the job can represent a useful input, but if it is not in balance and in concert with learning in the setting in which you work, the learning will end up being superficial. Transparency Rules – when transparency is consistently evident, it creates an aura of “positive pressure” – pressure that is experienced as fair and reasonable, pressure that is actionable in that it points to solutions, and pressure that is ultimately inescapable. Systems Learn – Two dominant change forces are cultivated: Knowledge and Commitment

14. Elements of Effective Systems Comprehe nsiveness Addresses all aspects of school activities and functions Detailed ness Clear, informative and succinct Consistency Provides a clear set of expectations Accessibility Available to all/respective concerned stakeholders

15. How to Systemize a School? Operation Literature Faculty & Staff Handbook Students & Parent Handbook Operation Manuals and Calendar Tools of Communication Professional Email Addresses School Website E-grade books/Edline/ Admin SW

16. Let’s Talk!