Post on 29-Mar-2015
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Strategic Visioning ProcessPleasant Valley District #62
Jim Shipley & Associates, Inc.December 2005
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Where are we now?
How will we get to where we want to be?
NeedsAssessment
Defining Key Areas
To Improve
Goal Setting
Gap AnalysisSMART Goals
Strategies
Vision and
Mission
Where do we want to be?
ActionPlanning
ImplementStrategiesImplementStrategies
Best PracticeStaff
Development
Review and Revise
MonitorAdjust
Improve
What are we learning?
AdjustStructures &Processes
Stakeholder Input/ Impacts
Strategic Planning Process
Annual- Formative
Multi-Year: Summative
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Guiding Principles related to the Strategic Planning Process
• Strategic planning must include stakeholder participation to ensure ownership.
• Strategic planning must be done in the context of the current reality of the district. It must be continuous.– Build on Strengths– Reflect upon Opportunities for Improvement
• Strategic planning must consider new requirements– New knowledge– Changes in both the internal and external environment
• Strategic planning must set clear direction with measures to monitor and track progress.
• Strategic planning must be strategic. It must set expectations for operational planning.
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Outcomes of the Strategic Planning Process
• To enlist the participation of stakeholder groups- board of education, certified and support staff, administration, parents, students and community to assess the current performance results of the district and envision a preferred future.
• To use data to drive decision making for continuous improvement.
• To determine gaps between the current performance and the preferred future performance.
• To ensure a process to bring the plan to life through actions, monitoring, and tracking/reporting progress.
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The Strategic Plan will include:
– Mission– Vision– Values/Beliefs– Goals and Key Indicators of Success– Strategies
Jim Shipley & Associates, Inc.December 2005
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Process Parts
• PART ONE: Determine the current state of the district. Identify strengths, weaknesses, opportunities and threats
• PART TWO: Determine the “PREFERRED FUTURE” state of the district. Identify how we hope the district will look 8-10 years from now.
• PART THREE: Determine our goals, priorities, strategies and actions to get us from where we are to where we hope to be.
• PART FOUR: Living the plan.
Strategic Planning
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PART ONE: Determine the current state of the district
State ofDistrict
System Assessment
Visit (Optional)
District Self-Assessment
StrengthsOpportunities
For Improvement
Plan Team Data
Retreat
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PART TWO: Determine the “PREFERRED FUTURE”
School/ CommunityVisioning
Forums
VisionMission
Values/BeliefsGoals
WritingTeam Draft
Plan TeamVisioning Retreat
Current Strategic PlanMission and
VisionBelief
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PART THREE: Setting Improvement Direction
Plan Team Direction
SettingRetreat
ScorecardGoals
MeasuresTimelinesStrategies
VisioningRetreat Findings
Data RetreatFindings
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PART THREE: Setting Improvement Direction
PlanTeam
RevisionApproval
ScorecardGoals
MeasuresTimelinesStrategies
VisioningRetreat Findings
Writing Team
Board of EducationRefinementApproval
Data RetreatFindings
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TACTICAL AND OPERATIONAL DEVELOPMENT
PLANS INTO ACTIONS
Align PerformanceGoals
Plan-Do-Study-Act teams
Align monitoring system
Align school andDepartment plans
Report Progress
BOARDAPPROVAL
Spring
Spring, Summer, Fall
Ongoing
Jim Shipley & Associates, Inc.December 2005
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Deliverables
• One Page Strategic Plan- Vision, Mission, Values/Beliefs, Goals, Strategies
• Support Document containing details related to the One-Page Plan
Strategic Planning
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Follow-Up Possible Deliverables
• Development of the District Scorecard• Alignment of School Improvement
Planning Process to District Strategic Plan• Alignment of Senior Leaders Performance
Goals to Strategic Plan• Facilitation of Strategy Action Plans• Facilitation of Monitoring and Reporting
Process
core values:Learner Focus: We will make decisions in the best interests of our students. We believe that students should be for their own
learning. We believe that essential assessment information drive instruction.
Environment: We recognize that everyone shares in the responsibility of creating a safe, nurturing environment in which students and supported and encouraged to learn. Keep learners on “winning streaks”, not “losing streaks.”
Continuous: We are committed to continual improvement; improvement in all initiatives by using the processes of planning, implementing, studying, and reflecting. Continuous improvement processes cause us to be better and more efficient in what we do.
Quality Employees: We recognize that our ability to attract and retain quality employees enhances our ability to achieve our mission and vision.
Innovation/ Training: We believe that continued learning for faculty and staff keeps the district current, leading-edge, aligned to best practices, and better equipped to ensure our mission and vision. We know that technology can enhance both teaching and learning.
Learning Community: We will keep a sharp focus on learning, collaboration, and results as we monitor our progress. We support a shared vision and commitment to collaboration and communication. We recognize that a partnership with parents and community enhances our success.
Accountability: We will be accountable to our community that created, maintains, and sustains us. We will be responsible for our successes or failures.
Communication: We will adhere to the practice of listening to all stakeholders and responding with clear, frequent, open, thoughtful and honest communication.
Integrity/Respect: We will demonstrate the highest ethical standards of behaviors in all of our interactions with staff, students, parents, community, and business partners. We will treat each other with kindness, and dignity. We will embrace
diversity. We will treat each other like we would want to be treated.Resources: We will align our resources of people, time and money to make progress.
vision:
mission: To form a partnership with our learning community to ensure every child reaches their potential academically, socially, and emotionally.
Be recognized as a school district who values each learner’s unique strengths, challenges, and needs, and holds a vision of high expectations that each student leave high school able to be successful education, the
Think creativelyKnow their passions, strengths, and challengesLead healthy, happy livesBe ethical and caring citizens of a diverse world
Identify and solve complex and meaningful problemsCommunicate and work well with othersBe self-directed, motivated, life-long learners
Priority 1: Provide an effective instructional program to ensure growth for every studentAlign learning, social/emotional standards, multiple assessments, and instruction Increase student responsibility for their own learningDevelop and assess intervention programs to close the achievement gap as well as meet the needs/requirements of students who excelAddress student discipline to ensure a respectful learning environmentRestructure Crete Monee High School to ensure success with state requirements
Priority 2: Attract and retain quality staff in a self-renewing Organization Identify, track, monitor, and report performance results around measurable goalsEnhance communication and collaboration between the Board and district employees Design and deploy a meaningful, aligned employee evaluation systemAct on staff satisfaction data
Priority 3: Engage community partnershipsEnhance communication and collaboration between the Board and parents/ community so as to improve public perception Engage parents as partners in appropriate decision-making that impacts student performance Act on student, parent and community satisfaction data
Priority 4: Maintain resource stewardshipSustain financial health and safe, inviting facilitiesEvaluate and improve effective and efficient use technologyEvaluate and improve effective use of capital and instructional resources
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District ScorecardPriority Goal Indicators When B G C
Student
Achievement/ Learning Environment
Provide an effective instructional program to ensure growth for every student
Graduation Rate/Drop out Rate
Retention Rate K-5
Failure Rate 6-12
ISAT 3-8, PSAE 11
EXPLORE/PLAN/ACT 9- 11
Aims Web K-6
Benchmark Assessments K-8
Benchmark Assessments 9-11
Attendance
Discipline Referrals
Student Engagement
Annual
Annual
Quarterly
Annual
2 x annually
Trimester
Trimester
Semester
Monthly
Monthly
2 x annually
Fiscal
HealthMake effective, efficient, and equitable use of resources
Budget to Actual
Annual Financial Report
Yearly Fund Balances
State Financial Profile Rating
Quarterly
Annual
Annual
Annual
Customer Service
Engage community
partnerships
Student Satisfaction
Parent Satisfaction
Annual
Annual
Quality
PersonnelAttract and retain quality staff in a self-renewing organization
Staff Satisfaction
Staff Retention Rate
Continuing Education
Grievances
Annual
Annual
Semester