Fostering Giftedness and Creativity and Supporting Innovation
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Transcript of Fostering Giftedness and Creativity and Supporting Innovation
Fostering Giftedness and Creativity and Supporting
Innovation
June 2007Presentation of Mawhiba Strategic Plan
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presentation; it is not a complete record of the discussion.
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Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
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Aspiration and objectives of the project
Source: Letter of proposal
Project objectives
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Develop the long term vision blueprint for the Kingdom and Mawhiba outlining the required infrastructure to foster giftedness and creativity and support innovation
Outline business plan and operational plan to get traction quickly and to implement the vision blueprint
Long-term aspiration
To develop a well-functioning infrastructure to foster giftedness and creativity and support innovation in Saudi Arabia along the entire life cycle of a person
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Project plan and timeline
Time-line
~9 weeks ~10 weeks 3–4 weeks
Phase 1: Overall strategy
Phase 3: Business plan and operational plan
Phase 2: Syndication
5-year overall plan
Mawhiba operating model
2-year detailed initiative definition
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Deliver-ables
• Saudi situation analysis
• International bench-marking
• Literature research and frameworks
• Key design decisions
• National strategy
• Prioritization of key initiatives
• 2-year detailed initiative definition
• 5-yearoverall plan
Business plan
• Syndicated strategy and national program
• Mawhiba operating model
Operational plan
End ofNovember
End of February
End of March
End of May
Diagnostic and bench-marking
1 2Syndicate strategy
Develop strategy
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Outputs
• National strategy• Action plan for next 5 years– Overall implementation plan– Technical planning documents
for the four key initiatives
Inputs
Literature research and frameworksLiterature research and frameworks
• Interviews with senior experts on giftedness and innovation
• Review of literature in giftedness, creativity and innovation
• Workshops with project team and expert panel to develop frameworks
• Feedback from 7 internationally renowned giftedness experts
• Comprehensive review of gifted education and innovation in the Kingdom
• Over 120 interviews and 15 workshops conducted with domestic stakeholders
• Quantitative analysis based on domestic and international information sources and review of key strategic documents and plans
• Assessment of current system and Mawhiba’s performance
Saudi situation analysisSaudi situation analysis
International benchmarkingInternational benchmarking
• Broad system benchmarking of over 20 countries and 90 institutions
• In-depth benchmarking of more than 20 giftedness and innovation institutions in Malaysia, Singapore, Korea, Switzerland, Finland and the U.K. through 2-week trip
Supporting material
• Literature review (giftedness and creativity frameworks)
• Saudi situation analysis• Synthesis of international
benchmarking• 6 country fact packs
The national strategy has been informed by a thorough review of the giftedness literature, Saudi situation, and international best practice
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Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
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The Kingdom of Saudi Arabia is currently facing a unique set of local and international challenges
Challenge is to ensure long-term
competitiveness of Saudi economy
Developments Challenges for Saudi Arabia
Growing youth populationGrowing youth population Increased rate of (youth) unemploymentIncreased rate of (youth) unemployment
Rising emphasis on knowledge-based industries
Rising emphasis on knowledge-based industries
Increasing need for innova-tion and distinctivenessIncreasing need for innova-tion and distinctiveness
Recent admission of U.S.A. to the World Trade Organization
Recent admission of U.S.A. to the World Trade Organization
Increased competitionIncreased competition
International competition for “war for talent” highly skilled personnel
International competition for “war for talent” highly skilled personnel
Major lack of highly skilled personnelMajor lack of highly skilled personnel
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To address these challenges, several initiatives are under way
Implementation of many national plans and initiatives
• Eigth national development plan
• King Abdullah University of Science and Technology
• Industry strategy 2020
• Economic cities
• National plan for Science and Technology
• National plan for communication and IT
• SAGIA plan for Knowledge Based Industries (KBI)
Anticipated outcome in case of success
• Huge economic growth and prosperity for the Kingdom
• Contribution of SAR billions to GDP
• Creation of a large number of jobs
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Mawhiba strategy for fostering giftedness and creativity and supporting innovation
The Mawhiba strategic plan aims to support the success of these national plans and initiatives to face the challenges of the Kingdom
Implementation of many strategic plans, projects, and initiatives • Huge economic growth
and prosperity for the Kingdom
• Contribution of SAR billions to GDP
• Creation of a large number of jobs
Related plans, initiatives, and projects
Implementation requires sufficient number of talented and gifted young leaders
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Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
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Mawhiba will focus on fostering giftedness and creativity, thereby supporting the national innovation system
Inte
rfac
es
to in
no
va
tion
Vision and objectivesA
Primary school
Secon-dary school
Univer-sity/ tertiary
Pre-school
Adult-hood
Policy Policy organizations and governance
Parents
Society Teachers
Gifted/talented
individual
System structureB
EnvironmentC
Vision and objectives
Supported elements of the innovation system
Idea generation
Human capital
Mawhiba framework for giftedness and creativity
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Mawhiba Vision 2022
To be a creative society with a critical
mass of gifted and talented young leaders
who are innovative, highly educated and
well-trained to support the sustained
growth and prosperity of the Kingdom
Source: Team analysis
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The Mawhiba vision will be realized through three consecutive 5-year plans
Mawhiba
vision
2022
Focus of following section
Level of implementation
Phase 1
Phase 2
Phase 3
2007/08 2012/13 2017/18 2022/23
First 5-year plan for Mawhiba
Second 5-year plan for Mawhiba
Third 5-year plan for Mawhiba
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Overview of five key Mawhiba initiatives for the next 5 years Agreed priority initiativesLinkage between initiatives
* Transition always depends on suitability of student against selection criteria set by respective programs
Pre-school Primary schoolSecondary school
University/ tertiary
Adulthood
1Mawhiba School Partnerships
3Mawhiba Young Leaders and Scholarship Program
Mawhiba Enrichment Programs• Summer programs• After-school programs
• Competitions and awards (School to university age)
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Mawhiba Creative Work Environment Initiative
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Overarching initiatives
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Mawhiba Awareness and Communication Initiative
Research and policy unitResearch and policy unit
Programs available at all stages of the lifecycle; no automatic transition
between programs*
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International experts were positive about the vision blueprint but cautioned on staging and capability building during implementation
Source: Expert telephone conferences
Experts were cautious about implementation
• Emphasised importance of staging to avoid over extending at the beginning
• Draw on international expertise initially, but keep an eye on internal capability building in KSA in the medium to long term
Name Role Quote
• Director, National Research Centre on the Gifted and Talented, University of Connecticut
Joseph Renzulli “It is an excellent plan and has carefully thought through the issues faced in developing gifted programs for the national system”
• Director, PACE* Center, Yale University
Robert J. Sternberg “In general, I think it is excellent – much better than the large majority of plans seen”
• Executive Director, Center for Gifted Education, College of William and Mary
Joyce van Tassel-Baska “The plan is quite comprehensive and visionary. It is smart to look 15 years ahead”
• Executive Director, National Academy for Gifted and Talented Youth, U.K.
Deborah Eyre “The plan is well designed to meet the needs set out in the situation analysis”
• Director, National Research Centre for Gifted and Talented Education, Korea
Meesook Kim “The strategic plan is very ambitious. Prioritisation of the initiatives will help to achieve the desired impact”
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Consultants were also positive about the vision blueprint and stressed the importance of building partnerships to assist with implementation phase
Source: Saudi expert feedback
Name Role Quote
• Associate Professor, Consultants and Experts Panel
Dr. Osama Majinee “The proposed vision is strong and directly linked to the future orientation of the development plans in the Kingdom. It covers all ages and stages of the gifted”
• Intellectual Assets Management, Saudi Aramco
Dr. Mohammed Al Ansari
“This document is one of the pre-eminent reports that I have ever seen tackling the refurbishment of the Kingdom’s Innovation and Giftedness Program”
• Dean, Dammam Teachers College
Dr. Khaled Al Noeeser
• Department head, MOE Gifted Education (Girls’ section)
Ms. Muna Bahabri
• Former head of summer program
Dr. Eqbal Darandari
Experts were cautions about implementation
• Partnership with other organisations in KSA is crucial
• Define roles and responsibilities of Mawhiba clearly
• Develop giftedness expertise within KSA to gain execution capabilities
“The procedural steps and research efforts on the preparation of the plan by the team indicate that the output will be great and rekindles the hope that the expectations will be materialized”
“Congratulations on this distinguished achievement in the preparation of the strategic plan for fostering giftedness and creativity in the Kingdom”
“We agree with the conclusions of the study that the educational process needs provision of suitable curriculum, competent teachers and a good educational environment… The field is in need of such proposals”
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Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
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1 The Mawhiba School Partnerships – Snapshot of overall system
Set standards for Mawhiba School Partnerships, select Schools as Mawhiba Partner Schools, and monitor ongoing compliance
School selection
Some classes for gifted and talented students
Pre-school to Grade 3 Grade 4 to 12
Common program for all students
Common Classes for all students
• Students admitted into gifted programs following selection process in Grades 4 and 7
• Schools must have incentive systems in place to manage leader performance
• Mechanisms must exist to ensure socio-economically disadvantaged students are not excluded from gifted programs
Mawhiba School Partnerships
Funding model
Provide funds to Mawhiba Schools, directly or indirectly through student/teacher funding
Design curricula for giftedness and creativity nurturing programs and helps schools implement these programs
Curricula design
Student selection and testing
Develop and administer intelligence and creativity tests to select students for Mawhiba Schools
Mawhiba teacher and prin-cipal recruitment and training
• Train teachers to teach gifted classes at Mawhiba Schools (including emphasis on creativity)
• Train principals to lead Mawhiba Schools
Support for parents of Mawhiba students to assist with the transition process and to keep them engaged in their children's’ education
Parental support unit
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Competitions and awards• Covering grades 1 to 12 and beyond that university age for
selected competitions and awards• Free access for all students
What the future will look like – Enrichment programs in 2022 and role of Mawhiba for first 5 years
* Faculty will assess performance of students and discuss retention with students/parents/teachers as appropriate
Source: International benchmarking; team analysis
Primary school Secondary school
1Grades
Enrichment programs
Summer programs as ‘flagship’ of
enrichment programs in first 5 years
4 7 10 12
Role of Mawhiba (first 5 years)
• React and support
• Drive and improve
• React and support
• Programs will be open to all students (from both Mawhiba and non-Mawhiba schools)
• Selection will be made from pool of students who passed Stage 1 of Mawhiba tests
• Programs can also build on one another – e.g., after-school programs lead to participation in a national competition
After-school programs• Covering Grades 4-12• Admission interest-based, retention
performance-based*
Summer programs• Covering Grades 4-12• Admission based on student ability and
motivation
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• Courses on variety of topics; e.g.,– Language courses– Entrepreneurship
courses– Research seminars with
experts in relevant fields
Skill-building programs
• Internship opportunities at top Saudi and international companies during summer vacation
• Online job portal• Career information
sessions
Internships Mentorships
Scholarships
Mawhiba Young Leaders and Scholarship Program – Snapshot of overall system
Source: International benchmarking
Mawhiba Young Leaders and Scholarship Program
• Applications are open to all students entering final year of high school
• Selection based on academic performance, personal essays, and interviews
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• Professors in a relevant course of study at the student’s university or industry professional acts as a mentor
• Regular interactions in one-on-one and group meetings
• Scholarships to study at top international universities
• Assistance with university applications
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Mawhiba Creative Work Environment Initiatives – Current view is to raise awareness and share best practices on nurturing creativity in the workplace
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Potential activities
Raise awareness
Description
• Disseminate information about the value of creativity
• Provide links and resources to general information on how to cultivate creativity
• Offer diagnostic tools to assess climate for creativity
Coordinate/develop best practice material
• Share material on international best practices to improve climate for creativity
• Adapt best practice material to KSA context
• Organize conferences to facilitate best-practice sharing among companies
Conduct training and workshops
• Assist and support application of best practice material – Deliver training modules– Devise action plan for companies to improve
climate for creativity based on diagnostic results
Potential target group – employees/ companies
• Understand value of creativity in the workplace
• Learn how to use creativity to drive performance
Potential need
• Companies act as role model for other organizations
• Employees take creativity practices back to their home
Potential influence of target group
• Private sector companiesStake-holders
Assess-ment
• Provides context in which to apply and practice new skills
• Potential for cost savings provides strong incentives for profit-driven corporate to participate
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A communication strategy is vital to align stakeholders around the vision statement
Vision statement 2022
“To be a creative society with
a critical mass of gifted and
talented young leaders who
are innovative, highly
educated and well-trained to
support the sustained growth
and prosperity of the
Kingdom”
1 Secure stakeholder support to endorse the strategy and contribute to the implementation phase
2 Create awareness, understanding, and excitement about participation in Mawhiba programs
4 Build reputation of Mawhiba as a national strategic organization
Objectives of the communication strategy
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3 Raise the awareness on giftedness, talents, and creativity among all stakeholders and the entire society
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Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
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Key success factors for implementation of Mawhiba key initiatives
Description
Set of clear objectivesSet of clear objectives
• Be clear about objectives and resulting key design features of each initiative
Source: Expert interviews
Stringent HR partner selectionStringent HR partner selection
• Select the right mix of skill profiles and backgrounds to staff project teams in particular for pilot phase (e.g., project management experience more valued at project team level compared to expertise in giftedness)
• Importance of strong top team to organize and motivate subsidiary teams• Need to have implementation top team in place prior to partner selection • Importance of school leadership and teachers to implement successfully at school level
Stakeholder support Stakeholder support
• Ensure continuous support of top political leadership• Involve all critical stakeholders early on (e.g., important to have continuous support of
government leadership)• Have stakeholders contribute to the process to create sense of ownership• Create incentives for them to participate (e.g., reputational benefits)
Monitor and supportMonitor and support
• Ensure full transparency of implementation in schools by using standardized reports• Have project staff member on the ground to ensure swift response– Understand what is happening in schools– Make corrections in coordination with central project management as soon as issues are
realized
Get practical quicklyGet practical quickly
• Quickly launch pilots for initiatives to test and refine concept design in co-operation with implementation partners
• Scale up quickly to achieve broad coverage
Use partnershipsUse partnerships• Establish partnerships with international and national organizations to bring in
experience and implementation support
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Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
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Scenarios for outcome targets
For each of the initiatives, three different scenarios are considered – realization of scenarios will depend on availability of funding
Number of participants in programs
High
Medium
Low
Source: International benchmarking; expert interviews
2017/2018
2012/2013
2007/2008
2022/2023
High scenario
Medium scenario
Low scenario
Target For
Mawhiba
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Year 5 outcome targets for the first three Mawhiba initiatives
Number of students in programs
Source: International Benchmarking
YEAR 5 TARGETS
Mawhiba School Partnership
Mawhiba Enrichment Program
Mawhiba Young Leaders and Scholarship program
Low
8,500
Medium
13,600
High
4,500 6,600 9,000
3,000 5,000 8,000
1,000 2,000 3,000
20,000Total
Focus on the following
Focus on the following
1
2
3
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Approximately 28,000 students will benefit from Mawhiba programs within the first 5 yearsNumber of students in programs
* 6,600 students in 2011/12 plus additional 550 Grade 10 entrants from 2008/09** Assuming non-overlapping participants over the years*** Assuming average length of scholarship program of 3 years
Source: International benchmarking
Mawhiba School Partnership
Mawhiba Enrichment Program
Mawhiba Young Leaders and Scholarship program
2007/08
2,000
2008/09
4,050
2009/10
0 550 1,700
2,000 3,000 4,000
0 500 1,000
6,700Total
2010/11
4,500
4,500
1,500
10,500
2011/12
6,600
5,000
2,000
13,600
MEDIUM CASE
1
2
3
Grand total2007/08–2011/12
7,150*
18,500**
2,500***
~28,000
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Considering all students at Mawhiba partner schools and their families, up to 280,000 people will be affected by Mawhiba programs in the first 5 years
* Assuming average Saudi family size of 5.6** Including regular students being taught in parallel with Mawhiba students at Mawhiba partner schools
All family members of affected students*
Total number of students affected**
Number of students in Mawhiba
programs
~28,000
~50,000
~280,000
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Mawhiba’s two other initiatives will also have significantimpact in Saudi Arabia
Source: International Benchmarking
Mawhiba Creative Work Environment Initiative
Mawhiba Awareness and Communication Initiative
Description and scope of impact
• Improve the creative environment at major Saudi corporations through a series of targeted offerings
• Scope of impact: thousands of company employees and the millions of customers receiving better products and services
• Spread awareness in the general public on the issues of giftedness, creativity, and on Mawhiba’s offerings for gifted and talented students
• Scope of impact: millions of Saudi citizens nationwide
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5
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Agenda
• Introduction
– Objectives and project approach
– Synthesis of findings from Saudi situation analysis
• The Mawhiba vision blueprint
• The Mawhiba action plan
– Detailed description of Mawhiba initiatives
– Implementation guiding principles
– Outcome targets
– Role of Mawhiba
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Mawhiba will orchestrate the initiatives but rely on its network of partners for program delivery
Role of Mawhiba
Concept developmentConcept development
• Co-ordinate with domestic and international partners to finalize design issues
• May have to take the lead if no single partner is able to play this role
Program deliveryProgram delivery
• Commission program delivery by set of implementation partners• Set performance targets with implementation partners• Manage implementation partners against these targets
Sponsorship/ fundingSponsorship/ funding
• Communicate funding needs to potential sponsors• Secure funding for initiatives• Allocate resources among the various initiatives
Communi-cation/ awareness raising
Communi-cation/ awareness raising
• Approach key stakeholder groups to seek feedback and buy-in • Co-ordinate communication and awareness campaign for initiatives
Domestic and international partners to be engaged in
program delivery