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Effective School Strategic Planning

Effective School Strategic Planning. Strategic Planning – Deep Implementation, One Page Plan Michigan Association of School Administrators Mid-Winter Conference January 28 , 2010. Hopkins Public Schools’ Strategic Planning Team Members. Effective School Strategic Planning. Today’s Focus

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Effective School Strategic Planning

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  1. Effective School Strategic Planning Strategic Planning – Deep Implementation, One Page Plan Michigan Association of School Administrators Mid-Winter Conference January 28, 2010 Hopkins Public Schools’ Strategic Planning Team Members

  2. Effective School Strategic Planning Today’s Focus • One Page Strategic Planning Process Overview • Our Successes at Hopkins Public Schools • Our story – the path to deep implementation

  3. Mastering the Rockefeller Habits Key Connections for School Districts • Every employee plays an integral role in making your school district’s mission and vision a reality for your students • Focus on priorities – all work must be aligned to your vision, what you are all about • Clear, concise format for communicating your vision, mission, goals and strategies with your stakeholders

  4. Mastering the Rockefeller Habits Every employee plays an integral role in making your school district’s mission and vision a reality for your students The One Page Strategic Plan

  5. Mastering the Rockefeller Habits Every employee plays an integral role in making your school district’s mission and vision a reality for your students Middle School Principal’s Perspective • Broke down isolation in school improvement within the district • Able to hear from community members, employees, and students (our stakeholders) what they felt were goals of importance for our district.  • Sense of urgency to improve holistically and collaboratively  • Lead my building toward a common district cause  • Gain individual employee’s commitment to growth

  6. Mastering the Rockefeller Habits Every employee plays an integral role in making your school district’s mission and vision a reality for your students Superintendent’s Perspective • Plan was received with little or no resistance by the staff • they were all involved in the planning & development, it was their plan • Staff see their individual roles through the action steps • Pride when the goals are achieved • Each building tells the same story about where we are going, why we are going there, and how we will get there • Increases ownership and incentive to get the work done and thus move the plan forward

  7. Mastering the Rockefeller Habits Every employee plays an integral role in making your school district’s mission and vision a reality for your students Board Member’s Perspective • Entire plan on one page and every member of the district able to identify his/her role in the outcomes was unique • Reading the book “The Rockefeller Habits” by Verne Harnish was interesting and offered support and guidance to a process that was new and different

  8. Mastering the Rockefeller Habits Every employee plays an integral role in making your school district’s mission and vision a reality for your students “It is amazing what you can accomplish when you get a hundred people all working on just 1 priority, instead of 27.” • Leaders find that when they focus everyone’s energies around one area, it gets fixed much more quickly. • Tipping Point article from 2004 – keeping it focused. • Win small, win often (Jim Collins). • NASA custodian – “I put people on the moon.”

  9. Mastering the Rockefeller Habits Focus on priorities – all work must be aligned to your vision, what you are all about Superintendent’s Perspective • Board of Ed & district staff focused on the 3-5 year targets • Building improvement teams (BIT) goals are tightly aligned with the district goals • Different buildings at different points in implementation of targets • Different abilities to handle change • Different paths to get to the same point • Board of Ed used plan during difficult budget planning • Ensured we stayed focused on the right things and financially supported the important things in our organization

  10. Mastering the Rockefeller Habits Focus on priorities – all work must be aligned to your vision, what you are all about Middle School Principal’s Perspective Goal-setting with employees at the end of each trimester Building Improvement Team planning • Kept the district's goals, and subsequent school goals, out in front of us • Process caused the creation of committees to get the important building improvement work done  • Less is left to chance  • Our actions have immediate impact on student achievement and developmental needs

  11. Mastering the Rockefeller Habits Focus on priorities – all work must be aligned to your vision, what you are all about Rockefeller Habit # 1 – Priorities • Long and short term vision, metrics and priorities are organized on a single page to aid communication and alignment • Use of data to determine priorities and measure progress • All departments and individual staff members document their role and accountability toward reaching district goals

  12. Mastering the Rockefeller Habits Rockefeller Habit # 2 – Data Superintendent’s Perspective Continuous review of data • Built in data-day each trimester for staff • Leadership meetings every two weeks • Informed of our progress • Focused on our plan • Identify the need to adapt • Quarterly reports to the Board of Education Data is not about a number • Trends/patterns we are seeing, what is holding us back

  13. Mastering the Rockefeller Habits Rockefeller Habit # 2 – Data Critical Numbers Reviewed Leadership Team looks at data at every meeting • Student enrollment • School of choice #s up • Administrative walk-through conducted • Need to communicate differently • Liked & wanted us in the classrooms • Student achievement • Learn more about effectiveness through this data-review • Training needed for staff to understand and use data to impact learning

  14. Mastering the Rockefeller Habits Rockefeller Habit # 2 – Data • Identify and define critical numbers • Long and short term vision, metrics and priorities on a single page to aid communication and alignment • #1 function of a leader - the ability to predict customer needs based on the current climate so the organization is prepared to meet those needs

  15. Mastering the Rockefeller Habits Clear, concise format for communicating your… • vision • mission • goals • strategies … with your stakeholders • students • parents • staff • community

  16. Mastering the Rockefeller Habits Clear, concise format for communicating your vision, mission, goals and strategies with your stakeholders Board member’s perspective Huge Success - inviting community, students and key business partners to sit down and discuss what they thought the district should strive for Enlightening & Powerful - over 70 people took an entire day to talk about their community school with staff, administration and board members   Give and Take Openness – between members of our work group (staff members, board and administration) helped formulate what was to become our strategic plan  Participant Buy-in - set the stage for the larger membership to accept this plan more openly and add personal bits to the documents, making it their plan as well as that of the board and superintendent

  17. Mastering the Rockefeller Habits Clear, concise format for communicating your vision, mission, goals and strategies with your stakeholders Implementation Ideas for School Districts • One Page Strategic Plan allows for goals to evolve • New data indicates decreasing and increasing needs across the organization • Can accommodate new State and Federal requirements • Allows for fluidity, resulting in appropriate data-driven goals

  18. Mastering the Rockefeller Habits Key Components of the One Page Plan Purpose • Why do we exist? BHAG! (Big Hairy Audacious Goal) • 10-25 year lofty goal, JFK’s man on the moon • Inspirational – dreaming big for our students • Who are we and, in an ideal world, what could we accomplish? Brand Promise • What defines you? Sets you apart? How is your style of educating students a bit different from your neighboring districts? 3-5 Year Targets • District-wide One Year Goals • By building/department Quarterly Tasks • Individual staff members

  19. Mastering the Rockefeller Habits Connecting all the pieces – are all your pieces on one sheet of paper? Pieces… • Ed YES! • Title programs • Comprehensive needs assessment • School improvement process How it all fits together – making the plan, making it work • One page plan = 10,000 foot view • Strategic plan, school improvement & committee work alignment • Quarterly board reports Hopkins’ one page plan

  20. Effective School Strategic Planning Today’s Focus • One Page Strategic Planning Process Overview • Our Successes at Hopkins Public Schools • Our story – the path to deep implementation

  21. Effective School Strategic Planning Our Successes at Hopkins Public Schools Key pieces of the process • Importance of book study Mastering the Rockefeller Habits by Verne Harnish • Living, breathing process • Everyone knows the story • Flexibility of the plan to ride the storm, rearranging priorities • We have a critical path, a bump got in the way (whiteboards) • 10,000 foot view as core of our business • How do we keep telling the story? How do we keep our BHAG in front of us

  22. Effective School Strategic Planning Our Successes at Hopkins Public Schools Board Member’s Perspective Process • Great use of people, time and talent to draft a plan that creates a road map to affect change Measurement • Measurements taking place each quarter to meet those goals set by the work group which ultimately will  help us to realize the change necessary to achieve our BHAG Feels Real • Real change, real rationale, real measurement and for any worthwhile endeavor to plot out a future, it has been utilized by all of us

  23. Effective School Strategic Planning Our Successes at Hopkins Public Schools One Year Results – DEEP IMPLEMENTATION • Everyone’s energies focused on same thing • Culture change:Learn locally, compete globally • Data now utilized with urgency • Power standards in 100% courses at middle school and high school • MS pacing guides: 63% in hand (41% adjusting to inform instruction) • Common assessments for all elementary math and ELA • Staff members are accountable

  24. Effective School Strategic Planning Today’s Focus • One Page Strategic Planning Process Overview • Our Successes at Hopkins Public Schools • Our Story – the path to deep implementation

  25. Hopkins Public Schools: A-ha Moment Planning Our plan: A-ha moment will captivate audience, set the stage for BHAG and inspire stakeholders to dream big on behalf of students, providing golden opportunities for Hopkins’ students First steps… conspire with co-conspirators We identified a small group of change agents, one from each building and a board member to help plan the initial meeting. They helped make sure the activities would be effective with our community. They took ownership and made the day a success.

  26. Hopkins Public Schools: A-ha Moment Planning Key Points we wanted to make… • We’re working hard, but are we working on the right thing? • Education exists in the larger context of society • When society changes, so too must education if it is to remain viable • Two forces today are driving worldwide cultural change - technology and globalization (William Daggett)

  27. Hopkins Public Schools: A-ha Moment Planning Our Agenda for the A-ha Moment • Speaker(s) • Identification of Core Values/Beliefs • Review district mission and vision statement, to determine Purpose • Create a draft of Hopkins’ BHAG (Big Harry Audacious Goal) • Role of stakeholders/commitment to participate in making the BHAG come true for Hopkins’ students

  28. Hopkins Public Schools: A-ha Moment Planning A-ha Moment: March 31, 2008 Results… how did it go… • Invited Participants – parents, business, students and staff • Energy with purpose • Roadmap for next steps

  29. Mastering the Rockefeller Habits Involving the District Leadership Team… Rolling up our sleeves and getting to work • Leadership Update • State of the district update • Top priorities: Rockefeller Habits Checklist • One page strategic planning • Finalize BHAG and purpose statement • Define core values process • Actions: To live values, purpose and BHAG • Draft opportunities and threats

  30. Mastering the Rockefeller Habits Involving the District Leadership Team… Rolling up our sleeves and getting to work • One page strategic planning • Finalize BHAG and purpose statement • Define core values process • Actions: To live values, purpose and BHAG • Draft opportunities and threats Our Hopkins perspective: • Results of full day co-conspirator gathering –total buy in • Accountability based on team input • Striving for far reaching goals together • Focus the community on student learning • Common direction

  31. Mastering the Rockefeller Habits Strategic Planning Process: Continuing the Process with our Team DLT Homework • Core values exercises with staff • 3 Staff questions Community Forums • Stakeholders & DLT to share final BHAG and purpose with staff and community • Gather stakeholder feedback to adjust as necessary Our Hopkins perspective: • Interest and enthusiasm of the participants carried beyond the initial meetings • Educating the community at large to create partnership in the school

  32. Mastering the Rockefeller Habits Strategic Planning Process: Continuing the Process with our Team Critical data for decision making: Data collected to determine targets and goals Our 3-5 Year Targets: the power of data • Rigor – do we ensure a rigorous and aligned curriculum for each student? • Relevance – can any student, on any day, in any class tell us why they are learning what they are learning? • Relationships – do all students feel connected to at least one adult in our organization? • Results – are we seeing the results we anticipated as a result of our efforts? Our Hopkins perspective: • Breaking the data into the four categories was an important step • This process insured that we were working on the right stuff • Using the data helped connect where we are to where we need to be

  33. Mastering the Rockefeller Habits Strategic Planning Process: Continuing the Process with our Team Continued Planning Sessions • Targets, sandbox, key thrusts/capabilities, smart numbers, brand promise • Goals (1 year) key initiatives, 1 or 2 critical numbers • Celebration of success Building and department teams complete right side of strategic plan Our Hopkins perspective: • This is where the plan goes from plan to action • Will get us to deep implementation • All members of the organization will have a role in the implementing the plan • The different parts of the organization and community will see the work we have done.

  34. Mastering the Rockefeller Habits Strategic Planning Process: Hopkins’ Timeline Initial Planning Session March 31, 2008 Community Forum (AHA PowerPoint) Development Sessions – April 21st / 28th, 2008 Leadership Team Feedback (4/28/08) Result – Beginning of One Page Strategic Plan Results discussed – June 18th, 2008 Possible concerns in regard to community wide effort: Answer – Communication Letter from Superintendent on Website as well as initial School Newsletter for community Letters to the entire staff through our the remainder of the summer (copies of the letters attached) July 1st and July 21st

  35. Mastering the Rockefeller Habits Strategic Planning Process: Hopkins’ Timeline, Cont. 8/7/08: Leadership Team (Planning Strategy) • Continue One Page Strategic Plan – Sandbox, critical numbers, etc... 8/27/08: Presented Strategic Plan to Staff on Opening Day 9/8/08: Presented Plan to BOE Work Session 9/25/08:Presented to Board of Education for Approval 10/1/08: Community Forum Discussion • Staff members accountability (individual plans) • Continue importance of communication (forum discussion) • Business • Community • Students • Family BIT Team - One page work plan

  36. Mastering the Rockefeller Habits Influencer by Kerry Patterson • Clearly defined measurable and time sensitive goals • Personal, social and structural District Leadership That Works by Robert Marzano • Ensure collaborative goal setting • Establish nonnegotiable goals for achievement and instruction • Create alignment with and support of the district goals • Monitor achievement and instruction • Allocate resources to support the goals for achievement and instruction

  37. Effective School Strategic Planning Strategic Planning – Deep Implementation, One Page Plan Michigan Association of School Administrators Mid-Winter Conference January 28, 2010 Hopkins Public Schools Chris Stephens, Superintendent Cynthia Lowman, Board Member Ken Szczepanski, MS Principal Monica Verplank christep@hpsvikings.orgmonicaverplank@gmail.com

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