1)     Scanning the horizon , Pioneering work

2)     Rethinking new model to provide services to school support

3)     Personal development and growth

4)     Stakeholder partnerships 

2.   share and reflect (allow ideas to be articulated and be critique) to deepen and think ahead - build collective wisdom

3.   Be practical and have empathy ( and be cognisant of context and challenges at ground) 

4.   Proactive and lead in building capacities of staff in response of needs and have the foresight – leveraging learning of new online to better support their staff

5.   See constraints as new opportunities – optimise to engage and reach to greater diverse profiles of officers and schools

6.   Recognise trust as a catalyst to build teams and strengthen relationship, not just about building enough trust – go even further in deepening trust bcos of common experience 

7.   Be Purpose-driven and not just plan-driven

Branch leaders, as well as more senior specialists to set the culture of the branch Relationships 

For SS to do well. Apportion time to do deep learning 

New norm provided opportunity to reflect on our common beliefs of teaching and learning of students, teacher training, HQ support for schools. New norm provided opportunity for students and teachers to be self-directed learners.  There were intentional meetups and checking in between SS and BL during the WFH situation that helped foster strong if not stronger bond. It helped bring out the strong trust and care amongst SS and BL.

-        Intentional practices for discussion between BLs and SSs through meetings

-        More active participation as content experts = more learning and exchange of ideas [through online meetings – increased frequency of meetings].

- To rethink about how we used to do things.

- To use technology to enhance respective areas of work.

- To try to understand recipients’ (be it teachers or students) experiences.

- To provide support for this transition to the new normal collectively.

- Flattened structure – as a result of the immediacy in the expectation for us to respond, the requirement for us to deliver work quickly – Relation between SSs and BLs become closer and tighter, and have stretched everyone quite a bit.

- Reaching out and communication needs to be more intentional and deliberate.
 - the collective experience of going through this pandemic together provide greater empathy towards each other

1. Understand the new reality – navigate the new contexts of teaching and learning thoughtfully to identify opportunities to define appropriate policy, structural and social responses; reframe the new reality of the education system to respond nimbly and determine the gaps for us to reach the immediate and future target states (rather than react)

 

2. Build capacities – Invest in upskilling the fraternity to ensure that the use of new/ alternative modes of teaching and learning and/or infrastructure are pedagogically sound; to be mindful about the assumptions we make as curriculum planners to help teacher better bridge intent and practice

 

3. Reinvent the model – Rapid changes entail that we be more deliberate and efficient in co-generating and co-creating our responses to the new normal, including synergising the efforts of the three tracks, so that there is cohesion and coherence in how teachers and students are supported, and how teachers support their charges. Need also  to rethink the different subject areas to define/ respond to alternative modes of learning and interaction.