1. District Leadership Team 2010-11 Stakeholder Involvement in the District Strategic Plan! Session #1 September 9th, 2010

2. Welcome! Introductions ◦ Name, Stakeholder Group, School Find someone you don’t know and introduce yourself Share a reason why you are interested in serving on this committee

3. Housekeeping… Use of email & web site 3 Ring Binder Possible Sub-Committees Future Meetings ◦ November 16th, 2010  6-8pm; DVMS ◦ January 20 th, 2010  6-8pm; Ridgeview ◦ April 12 th, 2010  6-8pm; DHS

4. Click on “Strategic Planning” on the left side main menu- District web site

6. Our Purpose The purpose of the District Leadership Team is to provide oversight and the “voice of the customer” during the implementation of the 3-5 year District Strategic Plan.

7. 2010-11 Key tasks/Timelines Monitor the District Strategic Plan ◦ Review SMART goals & Action Plans ◦ Review Balanced Score Card Provide Input on District Initiatives ◦ Serve as the “Voice of the Customer” ◦ Stakeholder Satisfaction Surveys (2010-11) ◦ Early Release for Teacher Planning (2011-12)

8. Characteristics of High Performing Schools 1. Common mission, vision, values and goals. 2. Ensuring achievement for all students with systems for prevention and intervention. 3. Collaboration focused on teaching and learning. 4. Using data to guide decision-making and continuous improvement. 5. Gaining active engagement from family & community 6. Building sustainable leadership capacity.

9. SET AND COMMUNICATE DIRECTION! Vision & Mission Core Values Goals & Strategies

10. District Strategic Plan “The focus is on achieving a shared vision, and all understand their role in achieving the vision”

11. All facilities now have a large framed poster of the District Plan on a Page!

12. Random Acts of Improvement Aim of the Organization Goals and Measures Aim of the Organization Aligned Acts of Improvement Goals and Measures “Everybody knows where they are going and why”

13. The School’s Mission The School’s SMART Goals

14. Department Mission Department SMART Goals

15. Classroom Mission Classroom SMART Goals

16. District Strategic Plan District Leadership Team School/Dept. Leadership Teams PLC’s (Grade/Content) Classroom Learning Community

17. Ground rules created by students Classroom mission statements Classroom and student measurable goals Quality tools and PDSA used regularly The Continuous Improvement Classroom Classroom data centers Classroom meetings facilitated by students Student-led conferences Student data folders

18. Building a Mission Statement …their mission statement! 4 th grade used an Affinity Diagram to build…

20. Data Centers

21. Classroom Goals…

22. SMART Goal Examples

23. “Critical Few” GOALS District Strategic Plan Aligned Acts of Improvement Schools Classrooms PLC Teams Students Leadership Teams: Setting & Communicating Direction “The focus and vision are developed from common beliefs and values, creating a consistent direction for all involved”

25. District SMART Goals/Action Plans

27. SMART Goals/Action Plans Everyone has a copy of all 8 goals/plans Number off by 8 Review the SMART goal and action plan Provide a “high level summary” to the group in your own words… ◦ Read the SMART goal ◦ Summarize key steps in the action plan ◦ Provide any other comments, suggestions related to the SMART goal/action plan

28. Dunlap Balanced Scorecard Each of the 5 goals in the strategic plan have identified “indicators” or “measures” Historic data as well as projections (coming soon!) DLT will review the scorecard and data when it is available Moving toward a data warehouse that will provide real time “dashboard” of results

30. Voice of the Customer Scorecard measures satisfaction levels ◦ 2.A Increase elementary students overall satisfaction with school ◦ 2.B Increase middle school students overall satisfaction with school ◦ 2.C Increase high school students overall satisfaction with school ◦ 2.E Increase the % of students who feel safe and accepted at school ◦ 3.B Increase certified staff satisfaction ◦ 3.C Increase support staff satisfaction ◦ 4.A Increase parent overall satisfaction ◦ 4.B Increase community member overall satisfaction ◦ 4.C Increase the % of parents who agree that "school is welcoming and friendly" ◦ 4.D Increase effective communication with parents ◦ 4.E Parents feel positively about school safety and climate

31. 31 Underlying Theory  If you do not measure it, you will not change it  Not all problems are equal. Some have more IMPACT than others  Satisfaction/Motivation are key attitudes which are leading indicators of performance  Attitudes are formed from experience  Identify experiences that relate most to satisfaction *

32. 32 Harris Interactive School Poll Topic Areas Teachers/Staff  School Atmosphere  Equipment/Facilities  Computer Technology  School Leadership/ Administration  Communications/ Involvement  Parental Support  Career  Students  Other Staff  Other Issues Parents  Equipment/Facilities  School Bus  Computer Technology  School Leadership/ Administration  Communications/ Involvement  Child’s Teachers  Curriculum/Training  Budget  Other Issues Students  School Atmosphere  Equipment/Facilities  School Bus  Computer Technology  Main Teacher/ Teachers (five subjects)  School Leadership  Counselor  Other Staff  Other Issues

33. 33 Elementary Students: School Atmosphere Harris Interactive Inc. Please give an overall rating for your SCHOOL ATMOSPHERE by filling in one oval on the A to F scale provided?

34. 34 Sample

35. 35 Sample

36. Satisfaction Surveys Next Steps Timeline for survey administration: April, 2011 (results back in late May/early June) ◦ Run a survey campaign to generate interest and a high return rate Dunlap may customize up to 10 questions for students, parents and staff ◦ DLT will help formulate the extra questions) Next meeting: ◦ More details of the survey, review of sample reports, drafting of additional questions

37. Voice of the Customer Release time for teachers to engage weekly in a Professional Learning Community (PLC)! There is currently no “time” built into the schedule for teachers to meet weekly PLCs are a key strategy in the deployment of the strategic plan

38. In a Professional Learning Community educators create an environment that fosters mutual cooperation, emotional support and personal growth as they work together to achieve what they cannot accomplish alone. --PLC at Work “Staff is highly involved in school improvement.”

39. Paradigm Shift (School Improvement- PLC’s) A small group of teachers were included on the school improvement team Most people did not know the goals and action plans Actions were random Everyone is included on an improvement team Everyone is working toward common and shared goals No one escapes continuous improvement Continuous ImprovementTraditional Approach

40. Example of Creating “Time” Add 15 minutes to the school day: ◦ Monday- add 15 minutes ◦ Tuesday- add 15 minutes ◦ Thursday- add 15 minutes ◦ Friday- add 15 minutes +60 minutes Release 60 minutes early on Wednesdays for PLC time (replace with the additional 60 min.) Instructional time and contract day neutral!

41. Need Stakeholder Input! Subcommittee to recommend a proposal to the board: Strategy for creating “time” for PLCs to meet Input from stakeholders (parents, teachers and other “impacted” stakeholders Complete a Force Field Analysis to determine driving and restraining forces to implement this initiative Recommend solutions to items identified as a “restraining force” to optimize implementation ◦ Create a communication plan to inform stakeholders and the community