1. Minooka Strategic Planning Strategy Action Plans
PDSA Training
Minooka
Strategic Planning
Strategy Action Plans

2. What do we hope to accomplish today?\
What do we hope to
accomplish today?

3. Purpose/ Outcomes Mine Yours
Review the components of the Strategic Plan
Discuss the formation of a strategy action team. Learn about the roles and responsibilities of team members. Learn about the coordination of all action teams.
Learn about the history and process of the Plan Do Study Act Cycle for Learning and Improvement
Address the each component of Plan Do Study Act
Develop a shared understanding of how to construct and communicate a strategy action plan

4. Mission, Vision, Values
Strategies
Indicators
Measures
Targets
Goals

5. will help us be certain our\
What background
will help us be certain our
work today is grounded
in the context of
previous work?

6. Strategic Plan SWOT Analysis Preferred Future Statement Scorecard
Draft

7. MINOOKA HIGH SCHOOL DISTRICT 111 DRAFT SWOT ANALYSIS
MINOOKA HIGH SCHOOL DISTRICT 111 DRAFT SWOT ANALYSIS
STRENGTHS: What do we consider to be our strengths? What advantages do we have? What do others say our strengths are?
Student safety
Graduation rate
Student attendance
High quality staff
Rigorous and varied curriculum opportunities
Athletics and extra-curricular activities
Teacher retention
Student Pride
Fiscal responsibility: Balanced budget, reducing deficit
WEAKNESSES: What do we consider to be our weaknesses? What are we most criticized for or receive the most complaints about? What do we seem to have a hard time doing well?
Debt management
SAT scores
Achievement gaps
Communication of college and career expectations to students and parents
Cultural awareness and diversity
Current use of and access to technology
Career readiness
Aging Infrastructure
OPPORTUNITIES: What opportunities for improvement do we know about, but have not addressed? Where with a little work could we change a weakness into a strength?
Future integration and use of technology
Accuracy and analysis of data for decision-making
Improved accountability of students and staff
New opportunities to communicate with parents
Grants and other revenue sources to improve and expand programs and facilities
Partnerships with business and other agencies
Use of land and building space to grow to enhance teaching and learning
THREATS: Who or what threatens us the most? What challenges are coming that we must respond to? What might block our progress?
State funding
State and Federal unfunded mandates
Increasing student growth/population
Increasing diversity
Future spending to address critical needs

8. Mastery, Collaboration, & High Expectations, and Success
OUR MISSION
OUR VISION
WHY WE EXIST
WHERE WE ARE HEADED
Strengthen Mastery, Collaboration, High Expectations, and Success for all students.
MCHS students are success-ready when they:
Think critically and demonstrate mastery of academic learning expectations.
Solve problems collaboratively.
Demonstrate a growth mindset through strong effort and continuous improvement.
Embrace individual differences.
Have the interpersonal skills and confidence to be successful in the workplace.
Explore college, career and other post-high school opportunities.
OUR VALUES
WHAT WE STAND FOR
Continuous Improvement
Collaboration
High Expectations
Integrity
Resilience
Respect
Responsibility
Service

9. OUR GOALS AND STRATEGIES
WHAT WE WILL ACHIEVE
WHAT IS OUR PRIORITY WORK
Goal One
Goal Two
Goal Three
Goal Four
Goal Five
Student Growth and Achievement
Supportive Learning
Environment
District, School and Staff Effectiveness
Engaged Families
& Community
Resource
Efficiencies
Improve academic growth and achievement of all students.
Provide a safe, supportive, and productive environment focused on learning.
Recruit, develop and retain great teachers and leaders to achieve the district’s mission and vision.
Enhance learning partnerships by connecting schools, families and communities.
Develop shared accountability and trust through the alignment and transparency of district resources.
Key Performance Measures will be established for all goals and strategies to be able to monitor and report progress.
Strategies Aligned to Goal One
Strategies Aligned to Goal Two
Strategies Aligned to Goal Three
Strategies Aligned to Goal Four
Strategies Aligned to Goal Five
Provide clear learning expectations, quality assessment feedback, and differentiated instruction to ensure college and/or career readiness.
Continue to build a safe environment that promotes social and emotional confidence in students.
Maximize the use of resources and motivate students to be engaged, self-sufficient, life-long learners.
Actively develop a positive workplace environment through effective collaboration and communication, meaningful professional development, opportunities for voice and input, and trust between and among administration and staff.
Implement a district-wide data system to:
Collect and analyze,
inform professional development and instruction,
Monitor progress and report performance.
Develop new ways to engage families and the community to partner in the education of MCHS students.
Proactively enhance programs, services, and district facilities all through allocation and alignment of district resources.
This reflects the Priorities aligned to the current 5 goals and strategies from this past year

11. Professional Development/ Support
Strategy Action Plan Goal One Strategy 1.1: Provide clear learning expectations, quality assessment feedback, and differentiated instruction to ensure college and/or career readiness.
Task
Evidence
Professional Development/ Support
Resources

12. Align the Plan’s strategies to
PDSA action plan steps
Ensure a consistent plan template Ensure a consistent plan process Provide feedback in the development of the plans Approve action plans Understand the power of PDSA PDSA at all levels

13. How do we form a strategy action team? \
How do we form a strategy action team?
What are the roles and responsibilities of team members

14. “The FRONT line is the BOTTOM line.” Stephen Covey
Champions
Action Team Members

15. Selecting the Action Team
What should the size be?
How do we know the team is representative?
How do we encourage expertise?
Who selects?
What are key roles?
Research and investigation
Change agents with commitment
Trusted communicators and collaborators

16. Champion Follow the process
Connect back to SWOT and Mission, Vision and Values
Connect back to Goals and Key Measures
Connect the dots
Break into understandable steps. Keep it simple
Transparency and Clarity
When to push and when not to
Limit and sequence
Prepare and make meetings actionable
Lead the team to make decisions

17. Why is it critical for the district to coordinate and communicate the work of the strategy action teams?

18. Why do we need a systematic process?\
Why do we need a
systematic process?

19. Common
Language
Horizontal Alignment
Systematic
Vertical
Alignment
Systemic

21. Why is it important to begin with a clear understanding of why the strategic plan team selected this strategy as one that needs priority attention?

22. Strategies Aligned to Goal One Strategies Aligned to Goal Two
Three
Strategies Aligned to Goal Four
Strategies Aligned to Goal Five
Provide clear learning expectations, quality assessment feedback, and differentiated instruction to ensure college and/or career readiness.
Continue to build a safe environment that promotes social and emotional confidence in students.
Maximize the use of resources and motivate students to be engaged, self-sufficient, life-long learners.
Actively develop a positive workplace environment through effective collaboration and communication, meaningful professional development, opportunities for voice and input, and trust between and among administration and staff.
Implement a district-wide data system to:
Collect and analyze,
inform professional development and instruction,
Monitor progress and report performance.
Develop new ways to engage families and the community to partner in the education of MCHS students.
Proactively enhance programs, services, and district facilities all through allocation and alignment of district resources.

23. Plan Do Study Act Background information Next steps Set goals
Baseline data
Was strategy successful?
Yes – Implement
No – Analyze why
Plan for Continuous Improvement
Define System
Standardize Improvement
ACT
Analyze data
Assess Current Situation
PLAN
STUDY
Study the Results DO
Compare new data with baseline data
Try Out Improvement Theory
Analyze Causes
Brainstorm strategy for improvement
Implement strategies and collect data

24. PLAN for the improvement
Planning is necessary to:
define the strategy,
determine the data system that will help us measure progress,
research carefully and learn from others what to do differently to make the greatest impact, and
develop the best practices for the action plan.

26. DO: Try out the Improvement
IF THEN
Doing means carrying out the plan.
Test the best practices to ensure they make a difference.
Execute.
Decide the scale.
Document observations, including any problems and unexpected findings.
Collect data you identified as needed during the “plan” stage.
Be sure to align the resources.
Provide sufficient time, support, and professional development as they are critical to effectively implementing the improvement theory.

28. STUDY the results…
Studying means learning about the effectiveness of your execution by progress monitoring and analyzing your data.
This is the progress monitoring and reporting stage. Look for growth and improvement from where we were.
Determine if the change resulted in the desired outcome.

Summarize what was learned.
Look for: unintended consequences, surprises, successes, failures.

30. ACT on what you’ve learned
Acting is making a decision about what is working and what is not working.
Based on what was learned from the study:
Adapt – modify the changes and repeat PDSA cycle.

Adopt – consider expanding the changes in your organization to additional staff, schools, and units. Abandon – change your approach and repeat PDSA cycle.

31. PLAN
ACT DO
STUDY
CONTINUOUS
IMPROVEMENT
Process

32. IMPROVEMENT THEORY

33. \
Reflection
Check for
Understanding

34. What does this look like in\
What does this
look like in
action?

36. Plan Do Study Act Background information Next steps Set goals
Baseline data
Was strategy successful?
Yes – Implement
No – Analyze why
Plan for Continuous Improvement
Define System
Standardize Improvement
ACT
Analyze data
Assess Current Situation
PLAN
STUDY
Study the Results DO
Compare new data with baseline data
Try Out Improvement Theory
Analyze Causes
Brainstorm strategy for improvement
Implement strategies and collect data

37. PLAN for the improvement
KEY QUESTIONS
Define the issue:
Why did the strategic plan team select this as a high priority strategy that needs attention?
Where are we now? What have we been doing?
Where do we want to be? How do we hope to be better down the road?
WHAT ARE THE DESIRED OUTCOMES?
Assess the current situation:
How do we know? What current data and/or information describes the results of our current efforts?
What can we learn from others about our current efforts? How do we build ownership at the start from those on the front line?
How will we know as we address this strategy if we are improving?
WHAT WILL SERVE AS OUR EVIDENCE?
Analyze the current situation:
What will we do differently? (best practice)
What are others doing to address this problem? (investigations)
How will we select one or two best practices to try that will have the greatest impact on our desired outcomes?
What support or resources will we need?
WHAT WILL BE OUR NEW PRACTICESS AND OUR RESOURCES?

38. IDENTIFYING BEST PRACTICES TO HELP US REACH OUR DESIRED OUTCOME(S)
Identifying our Improvement Theory

40. Plan Do Study Act Background information Next steps Set goals
Baseline data
Was strategy successful?
Yes – Implement
No – Analyze why
Plan for Continuous Improvement
Define System
Standardize Improvement
ACT
Analyze data
Assess Current Situation
PLAN
STUDY
Study the Results DO
Compare new data with baseline data
Try Out Improvement Theory
Analyze Causes
Brainstorm strategy for improvement
Implement strategies and collect data

41. DO: Try out the Improvement
KEY QUESTIONS
Best Practice: What have we decided is a best practice(s) and something we are not all doing now that might be a good investment for us all to begin to do to change our results?
Desired Outcome: What do we hope to see change in our results from this change in practice?
ARE WE CLEAR ABOUT WHAT WE ARE GOING TO DO DIFFERENTLY AND WHAT RESULTS WE HOPE TO ACHIEVE?
Evidence/Data: What data or other information will we collect to see if our efforts are paying off and we are making progress?
Resources: What resources are critical to the success of this implementation:
Time? Training?
Financial? People-coaching, support, etc?
DO WE KNOW WHAT DATA OR INFORMATION WILL GUIDE OUR GROWTH AND IMPROVEMENT AND DO WE HAVE THE RESOURCES WE NEED TO DO IT WELL?

42. Strategy Action Plan Template
Best Practice
Desired Outcome
Evidence/ Data
Resources

43. In addition to the template there will be a blueprint
that details:
Who
Will do What
By when
With Whom
With what Resources

45. Plan Do Study Act Background information Next steps Set goals
Baseline data
Was strategy successful?
Yes – Implement
No – Analyze why
Plan for Continuous Improvement
Define System
Standardize Improvement
ACT
Analyze data
Assess Current Situation
PLAN
STUDY
Study the Results DO
Compare new data with baseline data
Try Out Improvement Theory
Analyze Causes
Brainstorm strategy for improvement
Implement strategies and collect data

46. STUDY the results… WHAT ARE WE LEARNING?
When will we progress monitor?
How will our evidence be collected and analyzed?
To whom will we report our progress?
How will we celebrate our success?
How will we make adjustments for improvement?
Why will it be important to consider growth?
WHAT ARE WE LEARNING?
How can this data be helpful in setting targets for improvement over time?
How will we make it safe for us to share data and information?
How will we make it safe to take risks, experiment, innovate, make mistakes?
How can we make it safe to learn from one another?
HOW WILL WE ENSURE A SAFE CLIMATE TO LEARN?

47. Compare the results to the baseline data…
What did you expect to happen ?
What ACTUALLY happened ?
What accounts for the difference?

49. Plan Do Study Act Background information Next steps Set goals
Baseline data
Was strategy successful?
Yes – Implement
No – Analyze why
Plan for Continuous Improvement
Define System
Standardize Improvement
ACT
Analyze data
Assess Current Situation
PLAN
STUDY
Study the Results DO
Compare new data with baseline data
Try Out Improvement Theory
Analyze Causes
Brainstorm strategy for improvement
Implement strategies and collect data

50. OR Modified? OR Abandoned?
BASED ON YOUR STUDY DATA AND INFORMATION
Should this plan be implemented?
OR Modified?
OR Abandoned?

51. PLAN
ACT DO
STUDY
CONTINUOUS
IMPROVEMENT
Process

52. Plan Do Study Act Background information Next steps Set goals
Baseline data
Was strategy successful?
Yes – Implement
No – Analyze why
Plan for Continuous Improvement
Define System
Standardize Improvement
ACT
Analyze data
Assess Current Situation
PLAN
STUDY
Study the Results DO
Compare new data with baseline data
Try Out Improvement Theory
Analyze Causes
Brainstorm strategy for improvement
Implement strategies and collect data

53. IMPROVEMENT THEORY

54. What does this look like in\
What does this
look like in
the classroom?

56. \ What are the BIG takeaways from today? What questions are
in your minds?
What excites you?