Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto Lakeland Catholic School District Education Planning Project Objectives, Work Plan, Input David Muddle October 15, 2014

Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto Project Objectives  Set the context for the development of the new Three Year Educational Plan.  Review Alberta Education planning guidelines and requirements.  Identify major internal and external trends and developments that impact the school district’s operating environment. Review and reflect on previous year; Special focus throughout from guest speaker Ian Jukes (“Strategies for Digital Learners” and “Education in the Age of Disruptive Innovation.”).

Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto Project Objectives  Reach agreement on outcomes to be achieved, supporting strategies and improvement priorities for each of the six key strategic goals – specifically: 1.Enhance the District’s Catholic Christian identity. 2.An Excellent Start to Learning (Alberta Education Goal 1). 3.Success For Every Student (Alberta Education Goal 2). 4.Quality Teaching and School Leadership (Alberta Education Goal 3). 5.Engaged and Effective Governance (Alberta Education Goal 4). 6.Ensure the District has the organizational capacity to deliver is service mandate. Framing this is the overarching approach to “21 st Century Learning” and underpinning it is “Organizational Capacity & Culture.”

Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto Project Objectives – Cont’d  Establish related performance measures and targets.  Document the Plan in the format prescribed by Alberta Education.  Obtain required Board and Alberta Education approvals.  Utilize as the Plan as a foundation document to develop school Educational Plans.

Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto Project Work Plan  Task 1: Clarify Project Objectives and Deliverables: Initial meeting with the Superintendent to establish the project objectives, work plan and timelines.  Task 2: Communications to Staff: Brief communication to staff outlining the project objectives, approach and schedule.  Task 3: Documentation Review: Review relevant documents including existing plans, Alberta Education planning guidelines, statistical data, etc. to provide the context for the planning activities.  Task 4: Principals’ Input Session: Facilitated session with the principals to get their initial input regarding strengths and growth priorities. Coordinate questionnaire to school staff to gather their input.

Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto Project Work Plan - Cont’d  Task 5: Board Planning Session: A Board planning session to provide initial Board input into District priorities.  Task 6: School Input: A short questionnaire will be developed and utilized to collect input from staff on issues, priorities and recommended strategies. The school representatives on the District Planning Team will be responsible for facilitating a meeting designed to get staff input into the planning process. The result from the session will be documented by the principal or designate and submitted to the CEO for inclusion in the data to be used to support the District planning session(s).

Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto Project Work Plan - Cont’d  Task 7: Conduct Engagement Session: A 2-day planning retreat will be held at which: Presentation to set the context for the planning session will be provided; Alberta Education planning guidelines and requirements will be reviewed; Major internal and trends and developments that impact the school district’s operating environment will be identified; Input will be gathered on growth priorities and related strategies for each of the six key strategic pillars in the planning framework.

Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto Project Work Plan - Cont’d  Task 8: Develop Draft Plan: Utilize the outputs from the planning session to develop a preliminary draft plan. The plan will be aligned with Alberta Education goals and planning requirements. The plan will include: An accountability statement; Foundation statements – mission, beliefs, operating principles, etc.; Provincial and local goals and related outcomes, strategies, performance measures and targets; Provincial and local priorities for improvement; and Highlights of the District’s financial and capital plans.

Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto Project Work Plan - Cont’d  Task 9: Review Draft Plan: The Superintendent will vet the draft educational plan with the senior staff and principals. Modifications required as a result of this review will be incorporated into a Draft final plan for Board review.  Task 10: Board Review and Approval: The final Draft Plan will be presented to the Board, required modifications incorporated, and board approval of the revised plan will be obtained.  Task 11: Submission to Alberta Education: The approved Plan will be submitted to Alberta Education.  Task 12: Implementation: Lead role responsibilities, resource requirements and implementation timelines will be established. The District Plan will form the foundation document for the subsequent development of school annual educational plans.

W e s t e r n M a n a g e m e n t C o n s u l t a n t s TIMELINE Long-Term – Stable Years 5 Years 1-3 Years 1 Year Quarterly UNCONSTRAINED CONSTRAINED The Hour Glass Approach to Strategic Planning 10

W e s t e r n M a n a g e m e n t C o n s u l t a n t s Vision  Example: “ Strong, vibrant communities where youth develop their paths to career success” 11 A vision describes a realistic, credible, attractive and inspiring future for the organization or the community. It paints a picture of the long-term future to which the community aspires; that is, the broad targets they would like to achieve.

W e s t e r n M a n a g e m e n t C o n s u l t a n t s Mission  Example: “Our mission is to increase the capacity of people to care for one another.” (United Way). “A Catholic community of learners…opening hearts, minds and doors.” 12 The mission defines the primary role the organization seeks to fill. A good mission statement emphasizes the distinctive, unique nature of the organization and is the cornerstone upon which the organization defines its purposes. It is usually written in one sentence.

W e s t e r n M a n a g e m e n t C o n s u l t a n t s Environmental Scan and SWOT  The environmental scan considers the natural and man-made factors impacting the strategy, including the economy, trends, strengths, competitive assessment, and ultimately the SWOT - strengths, weaknesses, opportunities and threats. 13

W e s t e r n M a n a g e m e n t C o n s u l t a n t s 14 Strategic Priorities focus the finite energy and resources of the organization on those issues/priorities that are most critical to the organization’s success. They are usually longer term. Strategic Priorities Example: Growth: Substantially grow the industry base and capacity to accommodate student placement.

W e s t e r n M a n a g e m e n t C o n s u l t a n t s 15  Key Results are statements of the specific outcomes that an organization wishes to achieve relative to a strategic priority. They represent what the organization wants to accomplish and are written in specific enough terms to be measureable. They are usually shorter term.  Example: Key Results By 2017 increase the number of industry placements by a minimum of 20% annually.

W e s t e r n M a n a g e m e n t C o n s u l t a n t s 16 STRATEGIES are the broad statements about how to deploy the organizations resources to achieve the desired outcomes. Key Results are the what; the Strategies are the how. Example: Identify and target potential new industry segments for engagement in Careers’ programs. Strategies

W e s t e r n M a n a g e m e n t C o n s u l t a n t s Action and Implementation Plans  What the organization would like to achieve in the next year. “What are we trying to do as part of achieving this outcome?” “What are the specific targets?”  They are shorter term targets that can be measured: “S”pecific “M”easurable “A”ttainable “R”ealistic “T”ime bounded 17

Catholic Christian Identity Catholic Christian Identity Strategies Outcomes An Excellent Start to Learning An Excellent Start to Learning Success for Every Student Success for Every Student Engaged and Effective Governance Engaged and Effective Governance Organizational Capacity & Culture Outcomes Strategies Vision, Mission & Values Strategic Goals Quality Teaching And School Leadership Quality Teaching And School Leadership Outcomes Strategies LAKELAND CATHOLIC STRATEGIC PLANNING FRAMEWORK

Delivering Results Since 1975 Vancouver Calgary Edmonton Toronto LAKELAND CATHOLIC EDUCATION PLAN DEVELOPMENT PROCESS LAKELAND CATHOLIC EDUCATION PLAN DEVELOPMENT PROCESS 21 st Century Directions In Learning Provincial Developments and Directions Board/Local Priorities New Draft 3-Year Educational Plan Board and Alberta Education Approval IMPLEMENTATION Community Conference Priorities