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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