Strategic Visioning Process

Pleasant Valley District #62

Strategic Planning Process

Where do
we want to
be?

Where are
we now?

How will
we get to
where we
want to be?

Vision
and
Mission

Needs
Assessment

Goal
Setting

Action
Planning

Monitor
Adjust
Improve

Stakeholder
Input/
Impacts

Defining
Key Areas
To Improve

Gap Analysis
SMART Goals
Strategies

Best Practice
Staff
Development

Adjust
Structures
&Processes

Review
and Revise

Implement
Implement
Strategies
Strategies

What
are we
learning?

Annual- Formative
Multi-Year: Summative
Jim Shipley & Associates, Inc.
December 2005

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.
4

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.

The Strategic Plan will include:

Mission
Vision
Values/Beliefs
Goals and Key Indicators of Success
Strategies

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.
December 2005

Strategic Planning

PART ONE: Determine the

current state of the district
State of
District

District SelfAssessment

System
Assessment
Visit (Optional)

Strengths
Opportunities
For
Improvement

Plan Team
Data
Retreat

PART TWO: Determine the

PREFERRED FUTURE
Current
Strategic Plan
Mission and
Vision
Belief

Plan Team
Visioning Retreat

School/
Community
Visioning
Forums

Vision
Mission
Values/Beliefs
Goals

Writing
Team Draft

PART THREE: Setting

Improvement Direction

Data Retreat
Findings

Visioning
Retreat
Findings

Plan Team
Direction
Setting
Retreat

Scorecard
Goals
Measures
Timelines
Strategies
10

PART THREE: Setting

Improvement Direction

Data Retreat
Findings

Writing
Team

Visioning
Retreat
Findings

Plan
Team
Revision
Approval

Scorecard
Goals
Measures
Timelines
Strategies

Board of
Education
Refinement
Approval
11

BOARD
APPROVAL

TACTICAL AND OPERATIONAL

DEVELOPMENT
PLANS INTO ACTIONS

Align school and

Department plans
Spring

Align Performance
Goals

Spring, Summer, Fall

Plan-Do-Study-Act teams

Ongoing

Align monitoring
system

Report Progress
12

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.

December 2005

Strategic Planning

13

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
14

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 learners 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

mission:

Identify and solve complex and meaningful problems

Communicate and work well with others
Be self-directed, motivated, life-long learners

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

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 9- 11
Aims Web K-6
Benchmark Assessments K-8
Benchmark Assessments 9-11
Attendance
Discipline Referrals
Student Engagement

Annual
Annual
Quarterly
Annual
2 x annually
Trimester
Trimester
Semester
Monthly
Monthly
2 x annually

Fiscal
Health

Make effective,
efficient, and
equitable use of
resources

Budget to Actual
Annual Financial Report
Yearly Fund Balances
State Financial Profile Rating

Quarterly
Annual
Annual
Annual

Customer
Service

Engage
community

Student Satisfaction
Parent Satisfaction

Annual
Annual

Staff Satisfaction
Staff Retention Rate
Continuing Education
Grievances

Annual
Annual
Semester

partnerships
Quality
Personnel

Attract and retain

quality staff in a
self-renewing
organization

17