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The first thing is to identify what you have and identify what success looks like in that area. The key thing is to identify what success looks like in the given setting within its culture. Then move from there.

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First as the Principal you have to be convinced that this vision is both the right vision for the school, if not, work to change it. An eyes and ears open, mouth shut approach should be taken where documentation is read, pertinent questions formed, significant observation of practice, dynamics and ‘culture’,and relationships in all forms takes place. All stakeholders; students, staff, community and BOT members; need to be engaged to ascertain whether the vision is understood and where in the lens of this vision do they sit; the wide or the more focused.

A process of real reflection should then take place.

Thomas

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Having observed what my principal did and what the principal I shadowed advocated, the first thing I would do is to observe, listen and speak to everyone in the school community. What do they think of the school? What do they like about the school? What changes do they want to see? One thing for sure is not to rush into making changes. Another action to take is to be clear on the directives from the Board. They would have articulated their vision for the school and what they hope the new principal would achieve. It is important to ensure that steps are made to meet these expectations. Lastly, I would make myself visible in the school, conducting walk throughs, be present outside during break times, etc. The principal is not a pen-pusher so should not be stuck behind a desk

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I think the first thing to do would be to get a lay of the land, collate all the evidence of current data, talk to staff, student leaders, whānau and community. Walk the school, get into classes. What does it tell me? What is the state of the nation? Share this with SLT for discussion. Check out validity of my initial thoughts. What is my evidence? Try it out on a few key staff and students for comment. Refine my thoughts, write up an initial statement for BOT to digest. THEN co-construct with staff, students and community what the schools' vision looks like.....what is the gap from where we are to where we want to go!

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The first thing I would do is stop and listen. Too often principals are the person in the office behind the big desk. Its hard to hear anything when the door is closed, so I would start by being seen around the campus, walking into and out of classes. As a new principal this would help me gauge the lie of the land. I would also want to see how effective the student councils and leadership teams are? To what extent are students involved in planning school events, activities and their learning? Then I would gather information from the staff about the links between the goal and their classroom activities. To what extent is this vision integrated into decisions, into the curriculum and into the counselling and support provided to students.
Then I would present?represent the schools vision. Here is the vision for the school, from this we derive the shared goals and objectives.
Once you have the starting point, where you are now and the end point - the shared goals - we can work on the tasks we need to do to achieve the outcomes, the resources that are needed, providing training and upskilling as required and develop a timeframe with clear achievable milestones.
This is essentially the UBD, understanding by design framework - where are we? What do we want to do? and then the gap analysis gives us the difference which forms the milestones etc

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Firstly, I would see what the students think about their
learning and the teaching at the school. What is it that makes them/or not want
to participate and engage with their learning? What successful strategies are
used already? What would they like to see more of in the classroom? Student
voice is often overlooked and if we are asked to achieve this vision, then the
students are at the heart of it. The student voice data would be utilised to
inform future practise school wide. My second task would be to look at the SL structure
and ensure it is focused on Teaching & Learning rather than operational or
managerial tasks.

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Firstly, I would see what the students think about their
learning and the teaching at the school. What is it that makes them/or not want
to participate and engage with their learning? What successful strategies are
used already? What would they like to see more of in the classroom? Student
voice is often overlooked and if we are asked to achieve this vision, then the
students are at the heart of it. The student voice data would be utilised to
inform future practise school wide. My second task would be to look at the SL structure
and ensure it is focused on Teaching & Learning rather than operational or
managerial tasks.

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from Rachel

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One of the first things I would do is see if the staff, students and community understand the school vision, do they know what is meant by positive participation in future Aotearoa New Zealand? A vision is not a vision if it's not shared.

Secondly I would look at the initiatives, PLD, programmes etc in the school, and ensure that they are in line with the school vision to ensure we're heading in the same direction.

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Firstly, I would focus on making sure all staff understood what was meant by positive participation for the future - Coherence - and then establishing very clearly 'WHY' this was an area of focus for the school.
Secondly, I would focus on putting in place a shared inquiry process, SMART goals etc. to chart the developments the school was making in terms of achieving this vision - Then start building a professional learning team to work with to move the inquiry forward and allow for reports to be put together for the BOT. NIGEL