Presentation on theme: "Strategic Visioning Process Pleasant Valley District #62"— Presentation transcript:
1 Strategic Visioning Process Pleasant Valley District #62
2 Defining Key Areas To Improve Strategic Planning ProcessWhere are we now?How will we get to where we want to be?NeedsAssessmentDefining Key Areas To ImproveGoal SettingGap AnalysisSMART GoalsStrategiesVision andMissionWhere do we want to be?ActionPlanningImplementBest PracticeStaff DevelopmentReview and ReviseMonitorAdjustImproveWhatare we learning?Structures &ProcessesStakeholder Input/ ImpactsAnnual- FormativeMulti-Year: SummativeJim Shipley & Associates, Inc.December 2005
4 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 StrengthsReflect upon Opportunities for ImprovementStrategic planning must consider new requirementsNew knowledgeChanges in both the internal and external environmentStrategic planning must set clear direction with measures to monitor and track progress.Strategic planning must be strategic. It must set expectations for operational planning.
5 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.
6 The Strategic Plan will include: MissionVisionValues/BeliefsGoals and Key Indicators of SuccessStrategies
7 Process PartsPART ONE: Determine the current state of the district. Identify strengths, weaknesses, opportunities and threatsPART 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 PlanningJim Shipley & Associates, Inc.December 2005
8 PART ONE: Determine the current state of the district StrengthsOpportunitiesForImprovementState ofDistrictDistrict Self-AssessmentSystemAssessmentVisit (Optional)Plan TeamDataRetreat
9 PART TWO: Determine the “PREFERRED FUTURE” Current Strategic PlanMission andVisionBeliefVisionMissionValues/BeliefsGoalsPlan TeamVisioning RetreatSchool/CommunityVisioningForumsWritingTeam Draft
10 PART THREE: Setting Improvement Direction Data RetreatFindingsVisioningRetreatFindingsScorecardGoalsMeasuresTimelinesStrategiesPlan TeamDirectionSettingRetreat
11 PART THREE: Setting Improvement Direction Data RetreatFindingsVisioningRetreatFindingsScorecardGoalsMeasuresTimelinesStrategiesBoard ofEducationRefinementApprovalWritingTeamPlanTeamRevisionApproval
12 TACTICAL AND OPERATIONAL Plan-Do-Study-Act teams BOARDAPPROVALTACTICAL AND OPERATIONALDEVELOPMENTPLANS INTO ACTIONSAlign school andDepartment plansSpringAlign PerformanceGoalsPlan-Do-Study-Act teamsSpring, Summer, FallAlign monitoringsystemOngoingReport Progress
13 DeliverablesOne Page Strategic Plan- Vision, Mission, Values/Beliefs, Goals, StrategiesSupport Document containing details related to the One-Page PlanStrategic PlanningJim Shipley & Associates, Inc.December 2005
14 Follow-Up Possible Deliverables Development of the District ScorecardAlignment of School Improvement Planning Process to District Strategic PlanAlignment of Senior Leaders Performance Goals to Strategic PlanFacilitation of Strategy Action PlansFacilitation of Monitoring and Reporting Process
15 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, theThink creativelyKnow their passions, strengths, and challengesLead healthy, happy livesBe ethical and caring citizens of a diverse worldIdentify and solve complex and meaningful problemsCommunicate and work well with othersBe self-directed, motivated, life-long learners
16 Priority 3: Engage community partnerships Priority 1: Provide an effective instructional program to ensure growth for every studentAlign learning, social/emotional standards, multiple assessments, and instructionIncrease 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 requirementsPriority 2: Attract and retain quality staff in a self-renewing OrganizationIdentify, track, monitor, and report performance results around measurable goalsEnhance communication and collaboration between the Board and district employeesDesign and deploy a meaningful, aligned employee evaluation systemAct on staff satisfaction dataPriority 3: Engage community partnershipsEnhance communication and collaboration between the Board and parents/ community so as to improve public perceptionEngage parents as partners in appropriate decision-making that impacts student performanceAct on student, parent and community satisfaction dataPriority 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
17 District ScorecardPriorityGoalIndicatorsWhenBGCStudentAchievement/ Learning EnvironmentProvide an effective instructional program to ensure growth for every studentGraduation Rate/Drop out RateRetention Rate K-5Failure Rate 6-12ISAT 3-8, PSAE 11EXPLORE/PLAN/ACTAims Web K-6Benchmark Assessments K-8Benchmark Assessments 9-11AttendanceDiscipline ReferralsStudent EngagementAnnualQuarterly2 x annuallyTrimesterSemesterMonthlyFiscalHealthMake effective, efficient, and equitable use of resourcesBudget to ActualAnnual Financial ReportYearly Fund BalancesState Financial Profile RatingCustomer ServiceEngage community partnershipsStudent SatisfactionParent SatisfactionQualityPersonnelAttract and retain quality staff in a self-renewing organizationStaff SatisfactionStaff Retention RateContinuing EducationGrievances
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