Strategic Visioning Process

Pleasant Valley District #62 1

 Strategic Planning Process

Where do Where are How will What

we want to we now? we get to are we
be? where we learning?
want to be?

Monitor
Vision Needs Goal Action
Assessment
Adjust
and Setting Planning Improve
Mission

Stakeholder Defining Gap Analysis Best Practice Adjust

Input/ Key Areas SMART Goals Staff Structures
Impacts Strategies Development &Processes
To Improve

Review Implement
Implement
and Revise Strategies
Strategies

Annual- Formative
Multi-Year: Summative

Jim Shipley & Associates, Inc. 2

December 2005
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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.
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 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.

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

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 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.

Jim Shipley & Associates, Inc. 7

Strategic Planning
December 2005
 PART ONE: Determine the
current state of the district

State of District Self-

Strengths
District Assessment
Opportunities
For
Improvement

System Plan Team

Assessment Data
Visit (Optional) Retreat

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 PART TWO: Determine the
“PREFERRED FUTURE”
Current
Strategic Plan
Mission and
Vision
Belief Vision
Plan Team Mission
Visioning Retreat Values/Beliefs
Goals

School/
Community
Writing
Visioning
Team Draft
Forums

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 PART THREE: Setting
Improvement Direction

Visioning
Data Retreat
Retreat
Findings
Findings

Scorecard
Plan Team Goals
Direction Measures
Setting Timelines
Retreat Strategies

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 PART THREE: Setting
Improvement Direction

Scorecard
Visioning Goals
Data Retreat
Retreat Measures
Findings
Findings Timelines
Strategies

Plan Board of
Writing Team Education
Team Revision Refinement
Approval Approval
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 TACTICAL AND OPERATIONAL
BOARD DEVELOPMENT
APPROVAL PLANS INTO ACTIONS

Align school and

Department plans

Spring Align Performance

Goals

Spring, Summer, Fall Plan-Do-Study-Act teams

Align monitoring
Ongoing system

Report Progress
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 Deliverables

• One Page Strategic Plan- Vision, Mission,

Values/Beliefs, Goals, Strategies
• Support Document containing details
related to the One-Page Plan

Jim Shipley & Associates, Inc. 13

Strategic Planning
December 2005
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

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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: 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 Identify and solve complex and meaningful problems
Know their passions, strengths, and challenges Communicate and work well with others
Lead healthy, happy lives Be self-directed, motivated, life-long learners
Be ethical and caring citizens of a diverse world

mission: To form a partnership with our learning community to ensure every child reaches their potential
academically, socially, and emotionally.
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
 District Scorecard
Priority Goal Indicators When B G C
Student Provide an Graduation Rate/Drop out Rate Annual
Achievement/ Retention Rate K-5 Annual
effective Failure Rate 6-12 Quarterly
Learning
Environment instructional ISAT 3-8, PSAE 11 Annual
program to ensure EXPLORE/PLAN/ACT 9- 11 2 x annually
growth for every Aims Web K-6 Trimester
Benchmark Assessments K-8 Trimester
student Benchmark Assessments 9-11 Semester
Attendance Monthly
Discipline Referrals Monthly
Student Engagement 2 x annually

Fiscal Make effective, Budget to Actual Quarterly

Health Annual Financial Report Annual
efficient, and Yearly Fund Balances Annual
equitable use of State Financial Profile Rating Annual
resources
Customer Engage Student Satisfaction Annual
Service Parent Satisfaction Annual
community
partnerships
Quality Attract and retain Staff Satisfaction Annual
Personnel Staff Retention Rate Annual
quality staff in a Continuing Education Semester
self-renewing Grievances 17
organization