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© 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

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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

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It Really Is Pretty Simple

What?

SoWha

t?

NowWha

t?

© JPC Sr. 2009

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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

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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

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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

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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

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Strategic Planning Linkages

Three Basic Questions

Improved Student Learning

© JPC Sr. 2009

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Alignment is An Implementation Imperative

Aligned With

Aligned With

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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

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© 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.

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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…

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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

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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

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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.

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© 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?

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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

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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

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North Salem Mission Statement

Engage students to continuously learn,

question, define and solve problems through

critical and creative thinking.

© JPC Sr. 2009

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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

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Improvement LinkagesThree Basic Questions

Improved

Student Learning

© JPC Sr. 2008

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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

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© JPC Sr. 2007

Systems Drive the Work

Curriculum InstructionAssessment& Data

Prof. Development

Teacher Evaluation

Goals &Planning

Leadership &Communication

Budgeting

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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

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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

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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

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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


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