Strategic Visioning Process Pleasant Valley District #62

Strategic Planning Process

Where do we want to be?

Where are we now?

How will we get to where we want to be?

What are we learning?

Vision and Mission

Needs Assessment

Goal Setting

Action Planning

Monitor Adjust Improve

Stakeholder Input/ Impacts

Defining Key Areas To Improve

Gap Analysis SMART Goals Strategies

Best Practice Staff Development

Adjust Structures &Processes

Review and Revise

Implement Implement Strategies Strategies

Annual- Formative Multi-Year: Summative

Jim Shipley & Associates, Inc. December 2005

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.

The Strategic Plan will include:

Mission Vision Values/Beliefs Goals and Key Indicators of Success Strategies

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.
Jim Shipley & Associates, Inc. December 2005

Strategic Planning

PART ONE: Determine the current state of the district

State of District District SelfAssessment

Strengths Opportunities For Improvement

System Assessment Visit (Optional)

Plan Team Data Retreat

PART TWO: Determine the PREFERRED FUTURE

Current Strategic Plan Mission and Vision Belief

Plan Team Visioning Retreat

Vision Mission Values/Beliefs Goals

School/ Community Visioning Forums

Writing Team Draft

PART THREE: Setting Improvement Direction

Data Retreat Findings

Visioning Retreat Findings

Plan Team Direction Setting Retreat

Scorecard Goals Measures Timelines Strategies

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PART THREE: Setting Improvement Direction

Scorecard Goals Measures Timelines Strategies

Data Retreat Findings

Visioning Retreat Findings

Writing Team

Plan Team Revision Approval

Board of Education Refinement Approval

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BOARD APPROVAL

TACTICAL AND OPERATIONAL DEVELOPMENT PLANS INTO ACTIONS

Align school and Department plans

Spring Align Performance Goals

Spring, Summer, Fall

Plan-Do-Study-Act teams

Ongoing

Align monitoring system

Report Progress
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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

Jim Shipley & Associates, Inc. December 2005

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
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core values:
Learner Focus: Environment:
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. 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:

Be recognized as a school district who values each learners 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 creatively Know their passions, strengths, and challenges Lead healthy, happy lives Be ethical and caring citizens of a diverse world Identify and solve complex and meaningful problems Communicate and work well with others Be self-directed, motivated, life-long learners

mission:

To form a partnership with our learning community to ensure every child reaches their potential academically, socially, and emotionally.

Priority 1: Provide an effective instructional program to ensure growth for every student
Align learning, social/emotional standards, multiple assessments, and instruction Increase student responsibility for their own learning Develop and assess intervention programs to close the achievement gap as well as meet the needs/requirements of students who excel Address student discipline to ensure a respectful learning environment Restructure 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 goals Enhance communication and collaboration between the Board and district employees Design and deploy a meaningful, aligned employee evaluation system Act on staff satisfaction data

Priority 3: Engage community partnerships

Enhance 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 stewardship

Sustain financial health and safe, inviting facilities Evaluate and improve effective and efficient use technology Evaluate and improve effective use of capital and instructional resources

District Scorecard
Priority
Student Achievement/ Learning Environment

Goal

Indicators
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 Budget to Actual Annual Financial Report Yearly Fund Balances State Financial Profile Rating

When
Annual Annual Quarterly Annual 2 x annually Trimester Trimester Semester Monthly Monthly 2 x annually Quarterly Annual Annual Annual

Provide an effective instructional program to ensure growth for every student

Fiscal Health

Make effective, efficient, and equitable use of resources Engage community partnerships

Customer Service

Student Satisfaction Parent Satisfaction

Annual Annual

Quality Personnel

Attract and retain quality staff in a self-renewing organization

Staff Satisfaction Staff Retention Rate Continuing Education Grievances

Annual Annual Semester

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