© JPC Sr. 2011
EDUCATION CONNECTION
Strategic Planning in the
Region 12 Public Schools
Planning for theFuture of Your District
Introduction andOverview Materials
July 28th, 2011
Here is the Plan for Today
1.What is it and why would you do it?
2.Three foundational principles and three BIG barriers to success…
3.Next steps…© JPC Sr. 2011
It Really Is Pretty Simple
What?
SoWha
t?
NowWha
t?
© JPC Sr. 2009
Why Strategic Planning?
It is the opportunity for a learning community to:
1. Refine, create or re-commit to your district’s Mission, purpose and beliefs.
2. Reflect on past performance, gather data, reflect on current performance and think pro-actively about the future needs of the organization.
3. Build a common goal focus that can serve as the foundation for the future success of your schools.
© JPC Sr. 2009
What Will Success Look Like?
To justify the investment of time and resources, when completed, a good
strategic plan should:
1. Command respect and derive support from a broad cross-section of your public school community.
2. Articulate 2-4 priority strategic goals that will serve as key areas of developmental focus over the next several years.
3. Provide suggested indicators of success, strategies and action plans for continuously improving performance and/or building capacity in those areas of focus.
© JPC Sr. 2009
Think About Change In Schools
Goals Top 2/3 go on 9/10 go on Expectations Rank and sort Skills for all Accountability Move and shuffle No place to hide
SAT for some TESTS for all Responsibility Departments The Faculty Certification Finish the courses Certification Compensation Low wages and Fair wages and and expectations internal pressures external
pressures Curriculum Lists of goals Trace Maps Materials/Tools Books Digital Info Abilities Grouped Integrated Special Learners Isolated 504/LRE Inputs Most Ready Many Not Ready Graduation 59.9 Skill Standards
1981 2011
© JPC Sr. 2011
Three Foundational Principles
1. Linkages and alignment – three levels in three domains.
2. Systems orientation - or – it’s about HOW the work gets done.
3. Dedication to the Pareto Principle.
© JPC Sr. 2009
Strategic Planning Linkages
Three Basic Questions
Improved Student Learning
© JPC Sr. 2009
Alignment is An Implementation Imperative
Aligned With
Aligned With
© JPC Sr. 2009
Improved Student Learning
1a. District Goals1b. School Goals
1c. Individual Administrator and Teacher Goals
3a. District Improvement Plans3b. School Improvement Plans
3c. Individual Improvement Plans
2a. District Measurements2b. School Measurements
2c. Individual Measurements
Three Levels in Three Domains
© JPC Sr. 2009
© JPC Sr. 2009
A Systems Orientation Recognition that all work is part of a
process. Recognition that the way the work is done
defines the process and becomes the system of work.
Recognition that work quality is absolutely driven by that system of work.
The principle of . . . . 85/15 More than any other decision you make,
the WAY you do the work of your district will have the largest impact on how effective your district is in pursuing its goals for learning.
The Pareto Principle
… within any of those systems of work, 20% of the system parts are
responsible for 80% of the effects.© JPC Sr. 2009
Remember 85/15 and then consider…
Pareto Is Not a New Idea
I served with General Washington in the Virginia Legislature and with Dr. Franklin in Congress. I never heard either of them speak to any but the main point that was to decide the question. They laid their shoulders to the great points, knowing that the little ones would follow themselves.
Thomas Jefferson
© JPC Sr. 2009
To Summarize… In other words
There are a very few things in a school district that if you design effective ways of doing them, you will almost
certainly enjoy long-term, sustainable improvement and success.
The problem is that daily events consistently conspire to distract you
from this immutable truth.
© JPC Sr. 2009
Three Profound Barriers
© JPC Sr. 2009
1. Inability to sustain the right perspective through the process.
2. Lack of appropriate focus and systems thinking.
3. Underestimating the inertia of rest, the power of the status quo, and the realities of the change process.
© JPC Sr. 2011
Polishing the Wrong Stone
Strategic Planning is designed to find those issues that are so developmentally important that they require a
systematic and sustained response. By definition, there are only a few very dramatic areas that will rise
to this level of concern.
SPPerformance Goals
Operational Concerns
Annual or building based: Every year, these data driven goals are set and monitored to focus improvement issues on particular programs or issues of short tern concern.
Strategic Planning: Every 3-5 years, those data driven issues that are so important that they
require the sustained effort of the whole school to change and will effect everyone in the school.
Personal or constituent based: These experience based issues occur at anytime and are usually very content specific and are short term in nature.
We think this textbookIs inappropriate.
Our writing performanceneeds to improve.
Are we headed in theright direction?
Strategic Litmus TestsIf your considered goals will not
impact every K-12 educator in your system, they are not strategic or systemic.
If your considered goals are focused on improvements within the existing model and are based on the current set of operating assumptions, they are probably tactical and not strategic.© JPC Sr. 2010
What is the “Right Stone?”
Only Region 12 can answer that question for Region 12, but trend data would suggest
strategically you should be planning for:
Goals, data, accountability, and performance (student) based evaluations – this has the potential to change everything.
Digital transition issues (both managerial and instructional) - inevitable shift away from print to digital.
New models for learning and schooling enabled by digital processes and the ongoing fiscal crisis – many of old assumptions are faulty and our current funding structure is broken.
© JPC Sr. 2011
North Salem Mission Statement
Engage students to continuously learn,
question, define and solve problems through
critical and creative thinking.
© JPC Sr. 2009
A Standard Is a Lens That Focuses Your Efforts
“Alex, I have come to the conclusion that productivity is the act of bringing a company closer to its goal. Every action that brings a company closer to its goal is productive. Every action that does not bring a company closer to its goal is not productive. Do you follow me?”
The GoalEliyahu M. Goldratt and Jeff Cox, North River Press
© JPC Sr. 2008
Improvement LinkagesThree Basic Questions
Improved
Student Learning
© JPC Sr. 2008
Systems Alignment + Focus = Achievement
Improved Student
Achievement
Curriculum
Instructional Materials
Assessments
Time
Teacher Evaluation Middle
School Elementary School
Budgets
Parents
High School
Research
Professional Development
Accountability
Middle School
Elementary School
Elementary School
Standards
Central Office
Board of Education
Technology
Administrator Evaluation
Data
InstructionalMethodologies
© JPC Sr. 2008
© JPC Sr. 2007
Systems Drive the Work
Curriculum InstructionAssessment& Data
Prof. Development
Teacher Evaluation
Goals &Planning
Leadership &Communication
Budgeting
Change IS a Process
Change is a
process, not an event.
Dr. Gene Hall, UNLVDo you agree? What are the implications
of this statement for leaders?© JPC Sr. 2009
The Thoughtful Support of Change
Current State Improved Practice
This shift Requires
Behavioral Changes which only occur when we..
1. Have vision (goals/clarity of direction), 2. Make a case (accountability), and3. Provide a pathway (show them how).4. Share a common language (terms and
meaning)© JPC Sr. 2009
The Plan for The Plan: Next Steps
1.Establish Planning Structures:a) Identify and recruit Core Planning Team participants (60/40)b) Set milestone planning meeting dates (September-February)
2.Core Team Establishes Foundational Assumptions:
a) Define criteria for planning successb) Create and distribute planning materials
3.Core Team Reviews Essential Planning Questions:
a) Review internal and external research questionsb) Determine data collection parameters
4.Data Collection:a) Establish data collection teams and leadersb) Pursue and collect identified data targets
5.Data Analysis and Goal Setting:a) Review success criteriab) Analyze findingsc) Set planning priorities
6.Planning for Action:a) Define criteria for goal successb) Research best practice and external modelsc) Plan for first six months of strategic action
© JPC Sr. 2011
Leadership Essentials
My all-time top three planning references.
1. Good to Great – Jim Collins
2. The Goal – Eliyahu M. Goldratt
3. Results – Mike Schmoker
© JPC Sr. 2008