1. Strategic Visioning Process Pleasant Valley District #62

2. Defining Key Areas To Improve
Strategic Planning Process
Where are we now?
How will we get to where we want to be?
Needs
Assessment
Defining Key Areas To Improve
Goal Setting
Gap Analysis
SMART Goals
Strategies
Vision and
Mission
Where do we want to be?
Action
Planning
Implement
Best Practice
Staff Development
Review and Revise
Monitor
Adjust
Improve
What
are we learning?
Structures &Processes
Stakeholder Input/ Impacts
Annual- Formative
Multi-Year: Summative
Jim Shipley & Associates, Inc.
December 2005

4. 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.

5. 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.

6. The Strategic Plan will include:
Mission
Vision
Values/Beliefs
Goals and Key Indicators of Success
Strategies

7. 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
Jim Shipley & Associates, Inc.
December 2005

8. PART ONE: Determine the current state of the district
Strengths
Opportunities
For
Improvement
State of
District
District Self-
Assessment
System
Assessment
Visit (Optional)
Plan Team
Data
Retreat

9. PART TWO: Determine the “PREFERRED FUTURE”
Current Strategic Plan
Mission and
Vision
Belief
Vision
Mission
Values/Beliefs
Goals
Plan Team
Visioning Retreat
School/
Community
Visioning
Forums
Writing
Team Draft

10. PART THREE: Setting Improvement Direction
Data Retreat
Findings
Visioning
Retreat
Findings
Scorecard
Goals
Measures
Timelines
Strategies
Plan Team
Direction
Setting
Retreat

11. PART THREE: Setting Improvement Direction
Data Retreat
Findings
Visioning
Retreat
Findings
Scorecard
Goals
Measures
Timelines
Strategies
Board of
Education
Refinement
Approval
Writing
Team
Plan
Team
Revision
Approval

12. TACTICAL AND OPERATIONAL Plan-Do-Study-Act teams
BOARD
APPROVAL
TACTICAL AND OPERATIONAL
DEVELOPMENT
PLANS INTO ACTIONS
Align school and
Department plans
Spring
Align Performance
Goals
Plan-Do-Study-Act teams
Spring, Summer, Fall
Align monitoring
system
Ongoing
Report Progress

13. Deliverables
One Page Strategic Plan- Vision, Mission, Values/Beliefs, Goals, Strategies
Support Document containing details related to the One-Page Plan
Strategic Planning
Jim Shipley & Associates, Inc.
December 2005

14. 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

15. 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 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

16. Priority 3: Engage community partnerships
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

17. District Scorecard
Priority
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
Aims Web K-6
Benchmark Assessments K-8
Benchmark Assessments 9-11
Attendance
Discipline Referrals
Student Engagement
Annual
Quarterly
2 x annually
Trimester
Semester
Monthly
Fiscal
Health
Make effective, efficient, and equitable use of resources
Budget to Actual
Annual Financial Report
Yearly Fund Balances
State Financial Profile Rating
Customer Service
Engage community partnerships
Student Satisfaction
Parent Satisfaction
Quality
Personnel
Attract and retain quality staff in a self-renewing organization
Staff Satisfaction
Staff Retention Rate
Continuing Education
Grievances