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Region 12 Board of Education Strategic Planning Overview Presentation - 7/28/11

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  • 1. JPC Sr. 2011 EDUCATION CONNECTION Strategic Planning in the Region 12 Public Schools Planning for the Future of Your District Introduction and Overview Materials July 28th, 2011

2. 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 3. It Really Is Pretty Simple What? So What? Now What? JPC Sr. 2009 4. Why Strategic Planning? It is the opportunity for a learning community to: 1. Refine, create or re-commit to your districts 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 5. 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 6. 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 7. Three Foundational Principles 1. Linkages and alignment three levels in three domains. 2. Systems orientation - or its about HOW the work gets done. 3. Dedication to the Pareto Principle. JPC Sr. 2009 8. Strategic Planning Linkages Three Basic Questions Improved Student Learning JPC Sr. 2009 9. Alignment is An Implementation Imperative Aligned With Aligned With JPC Sr. 2009 10. Improved Student Learning 1a. District Goals 1b. School Goals 1c. Individual Administrator and Teacher Goals 3a. District Improvement Plans 3b. School Improvement Plans 3c. Individual Improvement Plans 2a. District Measurements 2b. School Measurements 2c. Individual Measurements Three Levels in Three Domains JPC Sr. 2009 11. 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. 12. 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 13. 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 14. 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 15. 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. 16. 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. SP Performance 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 textbook Is inappropriate. Our writing performance needs to improve. Are we headed in the right direction? 17. Strategic Litmus Tests If 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 18. 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 19. North Salem Mission Statement Engage students to continuously learn, question, define and solve problems through critical and creative thinking. JPC Sr. 2009 20. 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 Goal Eliyahu M. Goldratt and Jeff Cox, North River Press JPC Sr. 2008 21. Improvement Linkages Three Basic Questions Improved Student Learning JPC Sr. 2008 22. 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 Boardof Education Technology Administrator Evaluation Data Instructional Methodologies JPC Sr. 2008 23. JPC Sr. 2007 Systems Drive the Work Curriculum InstructionAssessment & Data Prof. Development Teacher Evaluation Goals & Planning Leadership & Communication Budgeting 24. Change IS a Process Change is a process, not an event. Dr. Gene Hall, UNLV Do you agree? What are the implications of this statement for leaders? JPC Sr. 2009 25. 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), and 3. Provide a pathway (show them how). 4. Share a common language (terms and meaning) JPC Sr. 2009 26. 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 success b) Create and distribute planning materials 3. Core Team Reviews Essential Planning Questions: a) Review internal and external research questions b) Determine data collection parameters 4. Data Collection: a) Establish data collection teams and leaders b) Pursue and collect identified data targets 5. Data Analysis and Goal Setting: a) Review success criteria b) Analyze findings c) Set planning priorities 6. Planning for Action: a) Define criteria for goal success b) Research best practice and external models c) Plan for first six months of strategic action JPC Sr. 2011 27. 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