Framework for the Future: Roles and Responsibilities

Devin Vodicka, EdD Superintendent

May 16, 2013

Dr. Vodicka’s Ideal Framework

Vision

Mission

Values

Goals

Roles & Responsibilities

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Framework for the Future

Vision • Our vision in Vista Unified School District is to be the model of

educational excellence and innovation. Mission • The purpose of Vista Unified School District is to inspire each and

every student to persevere as a critical thinking individual who collaborates to solve real world problems.

Values • RESPECT: treating all with dignity • TRUST: having confidence that every decision focuses on the best

interests of all students • COLLABORATION: working in a collective partnership with clear

two-way dialogue that builds relationships among home, school and the community

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Goals Number Goal Metric 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15

1 We will attract and retain more students.

Interdistrict Transfer +/- +491 / -

765

Net -274

+533 / -

574

Net -41

+580 / -432

Net +148

+387 / -

247*

Net +140

+200 +300

2a The students that we have will stay with us,

attend school more often, and will improve

in their behavior.

Graduation Rate 82.5% 80.7% N/A N/A 85% 90%

2b Attendance Percentage 95.97% 96.01% 96.42% 96.59%** 98% 98%

2c Suspensions/Expulsions 8% / 0.3% 7% / 0.3% 6.8% / 0.3% 2.6% /

0.04%

2% / 0.1% 2% / 0.1%

3 More of our graduates will be prepared for

college and career.

A-G Completion Rate 23.5%*** N/A N/A N/A 40% 50%

4a To ensure that all students are making

sufficient progress, we will monitor

achievement based on Common Core

measures in ELA and Math. Proficiency in

the visual and performing arts (VAPA) will

also be monitored.

ELA Proficiency Rate 54.6%

(CST)

56.3%

(CST)

57.9% (CST) N/A 60% 66%

4b Math Proficiency Rate 59.4%

(CST)

59.7%

(CST)

61.6% (CST) N/A 60% 66%

4c VAPA Proficiency Rate N/A N/A N/A N/A Baseline Baseline x

1.1

5 We will expect English Learners to reclassify

within five years.

Reclassification Percentage of

EL Students at 5 years

5.5% 10.8% 9.2% N/A 15% 25%

6 To ensure that we are actualizing our

mission to inspire students to solve real-

world problems, we will engage students in

service learning projects tied to the

Common Core standards.

Service Learning Assessments N/A Baseline Baseline x

1.1

7 To ensure that we are actualizing our

mission and our values, we will invite

students, parents, and staff to provide us

with feedback through surveys.

Survey Results N/A Baseline Baseline x

1.1

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Dr. Vodicka’s Design Principles for Think Tank Process

1. High Support

2. High Accountability

3. Transparency (Make Performance Quality Visible)

4. Cross-Functional Networks

5. Intentional Feedback Loops

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Think Tank

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Informal Networks: Where Are We Now?

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Where do we want to go?

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Informal Networks: How Do We Get There?

• Organize schools into clusters – 5 clusters provides for optimal team size of about six

schools each – Formalize role of “Cluster Leader” and assign that

designation to two of the principals in each cluster – Incentivize the role of “Cluster Leader” by providing

annual stipend – Duties include organizing Cluster Meetings, providing

informal support, participation in Cluster Council Meetings, submission of related documents

• Organize cross-functional clusters of district managers

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What is the role of these cluster groups?

• Focused implementation of activities to achieve district goals

• Include social/unstructured time

• Simple process, simple reporting template – What is your plan?

– What did you do?

– What was the impact?

• Use of district LMS and “Cluster Council” to share information across the network

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Agile Development Cycle

http://www.commonplaces.com/blog/agile-vs-waterfall-how-approach-your-web-development-project

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Formal Networks

• Informal/Agile must be balanced with Formal Accountability framework in order to provide balance and sustainability in the organization

• Modest changes in “Org Chart” in 2013-14

• Ambitious future steps

• Ongoing process of evaluating responsibilities, job descriptions, accountability measures – See Kim et al for reflective prompts

– HR to guide review and adjustments

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Peter Drucker and Innovation

• “First … the new has be organized separately from the old and existing.”

• “… There has to be a special locus for the new venture within the organization, and it has to be pretty high up.”

• “The most important caveat is not to mix managerial units and entrepreneurial ones … Do not make innovation an objective for people charged with running, exploiting, optimizing what already exists” – P. 138-141, The Essential Drucker, 1985

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Modest Changes for 2013-14

• Reframe “Human Resources” department to “Human Relations”

• Create “Information & Innovation Department” – Begin with data expertise (transfer staff)

• Elevate four positions: – C & I: Coordinator to Director, TOSA to Coordinator

– HR: Coordinator to Director

– Business: Director to Executive Director

• Add Receptionist position

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Fiscal Impact

• Estimated Cost of Stipends: $60,000 • Estimated Cost of Elevated Positions: $50,279 • Estimated Cost of Receptionist: $48,553

• Total Expense: $158,812

• Estimated Savings from Vacant C & I Executive

Director Position: $135,000

• Net Impact: $23,812

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Ambitious Future Steps: Information and Innovation

• Add Assistant Superintendent of Information and Innovation

• Includes: Charters, Magnet Schools, Digital Learning, Independent Study, Landscape Scans

• Responsible for facilitating cluster process, cluster council, efficient use of data

• Program evaluations/Business Intelligence • Define and implement “lean” / Kaizen / TPS models

across district • Surveys • 20% Projects

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More Ambitious Future Steps: Instruction

• Behavior Support

• Guidance and counseling

• Early Literacy

• Integrated Before/Afterschool/Extended Year programs (including ASES, AM/PM, 21st Century, etc.)

• Video Productions Department

• Service Learning/Challenge-Based Learning

• Social/Emotional Learning (Character Development)

• Scheduling Gurus

– Elementary Microschedules

– Secondary Master Schedules

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Ambitious Future Steps: Human Relations

• Customer Services – Includes online support forums

• Public Information Officer/Public Relations – Includes website, social media, etc.

• Community Liaison (including Foundations) • Alumni Relations • Employee Succession Documentation • Negotiations Specialist • Employee Ombudsman/Mediations • Legal Services

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Ambitious Future Steps: Business Services

• Facilities

– Industrial Engineer

• Risk Management

• Document Management

• Revenue Generation

– “BTB” models

– Leveraging existing resources

– Grantwriting

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http://www.ssireview.org/blog/entry/embracing_emergence_how_collective_impact_addresses_complexity

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Questions for the Board

• Informal Networks: – What are your reactions to idea of principal stipends

to facilitate development of supportive clusters?

• Formal Networks: – What are your reactions to the ideas related to …

• Human Resources Human Relations • Information and Innovation Department • “Modest Plans” for 2013-14 • Ambitious Future Needs

• What additional information do you need? • What questions do you have?

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