Minisink Valley CSDMinisink Valley CSDCore Team Orientation & Core Team Orientation & Strategy Plan Session OneStrategy Plan Session One

July 24, 2007July 24, 20078:00 a.m. – 3:00 p.m.8:00 a.m. – 3:00 p.m.

Middle School – Room 108Middle School – Room 108

Published: July 2007

A Consultancy of Trusted AdvisorsA Consultancy of Trusted Advisors

© These materials are the intellectual property of PLC Associates, Inc. and may not be reproduced (mechanically or electronically, in part or whole) without expressed consent.

Suite 300 Bldg 200 * 1250 Pittsford-Victor Rd. * Pittsford, NY 14534Phone: (585) 264 – 0886 * Fax: (585) 264 – 9029 * E-mail: plc200@plcassociates.com *

www.plcassociates.com

Agenda

8:00 – 8:30 a.m. Meet and Greet – Coffee

8:30 – 12:00 p.m. Components of the Strategic Plan

- Roles/Responsibilities - Work Flow and Process

- Deliverables and Timeframes- Reporting Responsibilities - Decision Making Model

12:00 – 12:45 p.m. Lunch

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Minisink Valley Central School District

Core Team Members

Martha Murray SuperintendentPriscilla Holden Assistant SuperintendentSean Michel Assistant SuperintendentRuth Zuclich Director of Pupil Personnel Services Debbie Wilson Supervisor of Special EducationBrian Monahan Director of Personnel Joan Romanyschyn Board MemberJoyce Memmelaar IS PrincipalMichael Giardina MS PrincipalChris Ranaudo HS PrincipalJoe Horner HS Music TeacherPatti Lynn Mitchell IS TeacherAmy Peluso IS TeacherShawne Demberg ES TeacherJanet Marquez MS TeacherLourdes Desplantes Otisville TeacherVil Vaitas ParentWendy Enoch ParentMike Goliber ParentStelly Brunell ParentJoan Mason Parent

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Minisink Valley Central School District

Task Force Members

Curriculum and Instruction

Sean Michel

Curriculum and Instruction (K-5) Ali Reh

Curriculum and Instruction (6-12) Ken Hauck

Special Education

Ruth Zuclich

Staff Development Brian Monahan

Technology Patti Lynn Mitchell

Gifted and Talented Amy Peluso

Performing Arts Joe Horner

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Core Team / Task Force Work Process Guidelines

1. Strategic Planning Core Team/Task Force Ground Rules 1. Remember, we are all important contributors in a highly participatory process.2. Strive for actions/solutions; staying away from over processing

and “minutia.”3. Contribute timely, on-target information; monitor contribution.4. Be respectful in disagreement.5. Build support, conviction and a united coalition.

2.Decision-Making Model 75% of the named membership of the Team set by roster. Team members for decision making purposes must attend 90% of meetings. (Exception granted by Project Leader under special circumstances.)

3.Webinar Communication The Project Leader will hold various Webinar Strategy Sessions for purposes of coordinating work and sharing results. Pass-codes and instructions will be provided.

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4. Task Force Work: Each Task Force has a designated Facilitator (Appointed), who will lead discussions, plan Agendas, post results (Minutes) and coordinate all logistical aspects of the Task Force Work Process. The Task Force must do a calendar match and set its All Member Meeting Schedule. Task Forces are encouraged to break into smaller subgroups as a means of creating efficiency. Data collection is critical. Members should be actively involved in collecting information, researching, investigating and benchmarking “best practices.” There is a very direct correlation between the available data that a Task Force utilizes and its discussion and quality of recommendations.

5. Task Force Facilitator Responsibilities: 1. Set Agendas / Post Minutes and Work In Progress2. Facilitate discussions.3. Function, by position, as a member of the Core Team.4. Meet, as requested with Core Team Facilitators/Task Force Coordinator.5. Provide briefings, as requested, at Core Team/ Board Meetings.6. Meet the target date deadlines of Work Process.

Core Team / Task Force Work Process Guidelines

Continued

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Team: Core Team (CT) Minutes Taker:

Date / Time: July 24, 20068:00 a.m. – 12:00 p.m. ET

Facilitator(s): Dr. Diane Reed

Location: Minisink CSD

Core Team Orientation

Present:

Item Discussion Who Time1.Welcome/Overview Core Team will be welcomed – Meet and Greet. Coffee will be available.

8:00 – 8:30 a.m.

2. Public Commentary Members of the community will be invited to offer input/commentary.

As Needed

3.Work Process - Components of the Strategic Plan- Roles / Responsibilities - Work Flow and Process- Deliverables and Timeframes- Reporting Responsibilities- Decision Making Model

8:30 – 12:00 p.m.

4.Lunch 12:00 – 12:45 p.m.

Orientation and Training

The Core Team Members will be briefed on:

• Components of the Strategic Plan

• Roles/Responsibilities

• Work Flow and Process

• Deliverables and Timeframes

• Reporting Responsibilities

• Decision Making Model

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Includes 5 Strategy Sessions – 2 Hours & 15 Minutes Each

Strategy Session # 1 – July 24, 2007

• Conduct Force Field Analysis

• Discuss Vision

• Discuss Beliefs

Strategy Session # 2 – August 21, 2007

• Continue with Work in Process Vision and Beliefs

• Begin Strategic Intents

• Discuss Mission

Strategy Session # 3 – October 14, 2007

• Refine Work In Process Vision, Beliefs and Mission

• Discuss Parameters

• Refine Strategic Intents/Draft Targets

Core Team Work Process Phase One

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Core Team Work Process Phase One

Strategy Session # 4 – Date TBD

• Discuss Task Force Charges

• Review Charge/Critical Issues

• Refine all Work in Process

Strategy Session # 5 – Date TBD

• Finalize Vision, Beliefs, Mission, Parameters and Strategic Intents

• Hold Final Support Check (75% Membership)

Target Date: June 2, 2008

All sessions are open to the public. It includes a commentary opportunity. Agenda will be preset, available

to the public. Session outcomes will be available to the public within 2 business days.

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Minisink Valley CSDMinisink Valley CSDStrategic PlanningStrategic Planning

Published: July 2007

A Consultancy of Trusted AdvisorsA Consultancy of Trusted Advisors

© These materials are the intellectual property of PLC Associates, Inc. and may not be reproduced (mechanically or electronically, in part or whole) without expressed consent.

Suite 300 Bldg 200 * 1250 Pittsford-Victor Rd. * Pittsford, NY 14534Phone: (585) 264 – 0886 * Fax: (585) 264 – 9029 * E-mail:

plc200@plcassociates.com * www.plcassociates.com

First Order Of Business 1

Professional Learning Communities 2

The Creation of The Strategic Plan 3 - 5

Strategic Intents 6 - 9

Vision 10

Mission Statement 11

Beliefs 12

Parameters 13

Key Initiatives 14

Action Plans 15

Strategic Plans Core Team/Task Force Strategy Session Template 16

Beginning Our Work 17

Setting Up For Success 18

Effective Decisions 19

Roles 20 - 21

Table of Contents

First Order Of Business

Welcome and Congratulations!

Thank you for making the commitment to an undertaking which is so critically important to our success as a district.

And - Wouldn’t it be great if…

We were able to establish this as the new benchmark for how a community works in collaboration with purpose and conviction

to achieve great things?

PLC Associates, Inc.

Key Question:

What, in this initiative, should we/could we do differently so that this is our end result?

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The most promising strategy for sustained substantive school improvement is developing the ability of school

personnel to function as professional learning communities.

Richard DuFour and Robert Eaker Professional Learning Communities At Work,

1998The Characteristics:

• Shared Vision, Mission, Beliefs

• Collective Inquiry

• Collaborative Teams (Engaged in Critical Work)

• Action Orientation and Experimentation

• Continuous Improvement

• Results Orientation

Key Question:

How does this relate to our roles and work together?

Professional Learning Communities

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The Strategic Planning Workbook

A Consultancy of Trusted AdvisorsA Consultancy of Trusted Advisors

Our Strategic Planning Model Reference

3

Mission

The Core Team

Task Forces

Vision

Key Initiatives: District Wide

Beliefs

Parameters Parameters

Strategic Intents (5 Years +)

The Creation of The Strategic Plan

Site Based Plans

SPW pp 2-5

4

Core Team

The Strategic Plan Work Flow

Conveners will be designated for each Task Force and the Core Team. Diane Reed to facilitate all Core Team

Strategy Sessions.

Curriculum and

Instruction

Curriculum and

Instruction(K – 5)

Curriculum and

Instruction(6 - 12)

Special Education

Staff Development

Technology

Gifted And

Talented

PerformingArts

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Definition:

The Strategic Intent Statements are student/organizationally-centered. They target specific results for the organization to achieve over a period of five years, unless otherwise stipulated. Typically, they have qualifiers

which include time and benchmarks. Strategic Intent Statements are measurable, observable and clearly written.

Examples:

By _____, 80% of community survey respondents will indicate they have a positive/highly positive view of the school district.

By _____, 90% of students will graduate with a Regents Diploma, 20% will graduate with an Advanced Distinction Regents Diploma.

By _____, 90% of all students shall be passing courses at the Middle/High School level as measured at marking period points.

By _____, our district Elementary and Middle Schools shall qualify for Exceeding State Standards in the ELA/Math areas according to the SED

criteria.

Strategic Intents (CT)

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Additionally, Critical Indicators will be examined at Marking Period points as a means of assessing progress and predictability of achieving

the target.

1.B Advanced Designation

1.C International Baccalaureate

Year 2006-2007

2007-2008

2008-2009

2009-2010

2010-2011

Goal 85% 87% 90% 92% 95%

Actual 86% 87% 91% 94% 95%

Gap +1% OT +1% +2% OT

By: 2011

Each Strategic Intent will have a Measurement Matrix indicating Goal/Actual/Gap on an annual basis.

Example 1.A Regents Designation

Strategic Intents: Considerations

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Strategic Intents: Considerations

1. Academics / DesignationBy _____, x % of students will graduate with a Regents Diploma; x % will graduate with an Advanced Designation Regents Diploma; x % will receive an International Baccalaureate Degree.

2. Academics / Pass RateBy _____, x % of all students shall be passing courses at the middle (by grade) / high school (by key content) level as measured at marking period points.

3. Academics / ELABy _____, x % of 4th and 8th grade students will achieve Level 3 or higher on the ELA Assessment; x % will achieve “with distinction” at Level 4.

4. Academics / MathBy _____, X % of 4th and 8th grade students will achieve Level 3 or higher on the Math Assessment; x % will achieve “with distinction” at Level 4.

5. Academics / SPIBy _____, our Elementary and Middle School will achieve the School Performance Indicator (SPI) as designate by the SED, making Adequate Yearly Progress (AYP).

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6. Academics / Special EducationBy _____, we will achieve an x % increase in the number of identified Special Education students who are achieving Level 3 on the ELA / Math, grades 4 and 8 Exam.

7. District Perception / SurveyBy _____, x % of those responding to the district wide electronic survey will indicate that they are either satisfied (3) or highly satisfied (4) with our district’s programs, results, transportation and future direction.

8. Early Childhood By _____, x % of our preschoolers will enter Kindergarten at the district reference point for readiness according to the District Kindergarten Survey Assessment.

9. Extra Curricular By _____, X % of our Middle School / High School Students will be involved in either an extracurricular activity or athletic team.

10. Drop Out RateBy _____, our district drop out rate will be reduced to x %.

Strategic Intents: Considerations

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Definition:

A compelling description of the desired future state.

It is our vision to create a learning organization which is the centerpiece of the community, where all are welcomed and

valued as part of a caring, educationally challenging environment. Here, challenges are embraces, problems

resolved, and energy and inquiry abound. People are valued and recognized as vital to the organizational health and success of all we do. This is a place permeated with cooperation, respect, trust, creativity and commitment. Students, staff, parents and community learn and work together in an environment where

diversity is valued an evident. The culture of this organization is reflected in the focus on teaching and learning, the high standards for all, and the shared commitment toward

continuous improvement. This is an exciting place to live and work. It is a place where learning is paramount and promoted

for all as a life-long pursuit.

SPW pp 17-18

Vision (CT)

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Mission Statement (CT)Definition:

A focused statement that outlines the purpose of the organization.

Examples:

As the Riverhead Central School District, we are committed to serving our students. We seek to create informed, self-directed, productive and caring life-long learners through comprehensive

instructional programs.

The mission of the Elmira City School District is to inspire all students to acquire a foundation for making responsible life

choices and fulfilling their dreams.

The Stueben-Allegany BOCES is an organization of professionals with vision and expertise. Driven by a passion for excellence, we deliver the highest quality instructional and support services to

our education community. Our BOCES is unique. We are intensely committed to

maximizing each learner’s potential, providing hope for a promising future.

SPW pp 19-21

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Beliefs (CT)

Definition:

A set of deeply held convictions which reflect the organization’s values and character. These are pervasive truths that flow from

the core of the organization.

Examples:

Respect returns respect.

High expectations enable high achievement.

Students must come first.

Effective communication is everyone’s responsibility.

Leading by example and practice is more powerful than words.

All people can learn throughout their lifetimes.

Personal commitment and accountability are expected.

Organizational vitality is linked to the capability and energy of people.

Our educational community is both internal and external.

Professional excellence in every situation and interaction is critical and necessary.

Expectations drive outcomes.

People must have hope.

Risk taking is necessary for growth.

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Parameters(CT)

Definition:

Boundaries or reference points for defining the work of the organization. Includes what we will not do.

Examples:

• All of our work will conform with the stated Mission and Beliefs of the organization.

• We will not add/eliminate/revise any program or service without detailed analysis.

• Those who are closest to the job know it better than anyone else.

• We will hire and retain only those who function at the organizational reference points and operate in a manner consistent with our Strategic

Plan.

• Decisions may not exceed one’s level of authority and information.

• We will not accept failure by anyone.

• We will never compromise the dignity and honor of any person.

• We will practice participatory decision making throughout our system.

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Definition:

Multi-year Initiatives aimed at moving the organization toward its Desired State and achieving the Strategic Intents. Based upon

approval with 75% support from the Task Force.

Examples:

• We will create a strategy to hire, retain and develop personnel who model and reflect high performance skills and strategies consistent with

the Strategic Plan.

• We will create a communication network that will comprehensively connect the community providing ongoing and timely information

regarding the work and results of the district.

• We will align our shared decision making process with the Strategic Plan and create a consistent planning model for use throughout the

organization.

• We will infuse data-driven decision making and current relevant research into all components of the organization.

• We will identify essential learner outcomes for each appropriate level (grade/content area) as well as the means for assessing whether the

outcomes have been achieved.

• We will establish a program which will expand the extracurricular offerings at the Middle School level.

Key Initiatives (TFs)

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Definition:

Narrowly written results which meet criteria and receive 75% Task Force support. Stated as an end result, Observable and measurable, “Doable” within a year, Necessary to achieve

the Key Initiatives and Assignable to person(s) or groups for monitoring.

Examples:

• To train all employees in the strategies and skills of effective listening, sending clear messages and conflict management.

• To develop and publish selection criteria, consistent with the beliefs of the Strategic Plan, for new/potential hires.

• To create community forums which will involve the public in topic-specific discussions.

• To schedule two, three-part staff development activities series on cloze reading instructional strategies.

• To design and implement district-wide, standardized protocols for meeting structure, agendas and minutes reporting.

• To utilize faculty meetings on a quarterly basis for reporting, analyzing and interpreting school report card data.

Action Plans (TFs)

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Team: Minutes Taker:

Date: Time:

Present:

Item Who TimeWelcome/OverviewDiscussion Points:

<5

Open Commentary (As Needed)Discussion Points:

15

Review Of Action ItemsDiscussion Points:

5

Other Agenda Items as per Work ProcessDiscussion Points:

1 Hour 45 +

Closure Next Session Review Assignments/Action Items Quick Process CheckDiscussion Points:

5

SPW pp 42

Strategic Plan Core Team / Task ForceStrategy Session Template (Minutes Takers)

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Beginning Our Work

Core TeamFollow the Recommended Work

Process

Task ForcesFollow the Recommended Work

Process

Set up logistics Conduct Force Field Analysis Draft Strategic Intents, Vision,

Mission, Beliefs, Parameters Respond to Key

Initiatives/Action Plans of Task Forces

Prepare Strategic Plan for presentation

Set up logistics Clarify the Charge Conduct SWOT

Collect/Analyze data Identify Critical Issues

Conveners Report Out, as requested

As the work of the BOE, Core Team and Task Forces is interdependent, it is critical that all groups have timelines. If the Work Process is not

on schedule, please inform the Strategic Plan Facilitator, immediately.

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Setting Up For Success

Ground Rules

- Actively Participate- Stay Issue Specific - Act as Colleagues

- Operate within the Process- Focus on results and solutions

Decision Making Model(The Core Team / Task Forces)

- Work for Consensus - Decisions will be made with 75% Support of

the named membership- In the event that 75% Support is not realized, it will be “so noted” in the presentation of the

Strategic Plan to the Board

Interesting aspect about true peak performers - their willingness to embrace the guidelines and ground rules which allow them to work

optimally, with others…is extraordinary.

PLC Associates, Inc.

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Effective Decisions

ED = f (Q x A x I)

Q = Quality

A = Acceptance

I = Implementation

If we take out any one of these components, we are reducing our predictability of success.

PLC Associates

Use data; think critically

Go for Critical Mass Support

Set up by design; anticipate the organizational

response

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The Strategic Plan Facilitator Directs the process. Assures that all the Teams meet deadlines. Prepares work processes, conducts regular briefings with the Board, Superintendent and monitors all aspects of Strategic Planning.

Task Force FacilitatorsLead the Task Force discussions, collect data, monitor teamwork, prepare Summary Report after each session (SPW p 33), report out as requested, propose Key Initiatives/Action Plans.

Internal CoordinatorAssist the Strategic Plan Facilitator as needed. Prepare the Summary Report (SPW p 33) at the end of each session.

Roles

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Roles

Additional Support Roles:

Recorder (R) – Writes on newsprint, keyboards if using LCD.

Minutes Taker (MT) – Completes Minutes using Strategic Plan Strategy Session Template. Indicates

Discussion Points/Action Items. (SPW p 31-32)

Time Keepers (TK) – Watches time, offers alerts.

All Minutes and Summaries go to the Strategic Plan Facilitator within two days of the Session.

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