DISTRICT 227 CONSULTANTS: THE ECRA GROUP.. BRINGING DECISIONS INTO FOCUS
Rich Township H.S. District 227
From: Dr. Doris Langon, Interim Superintendent, Rich Township H.S. District 227
To: Dr. David Morgan, School Board Member and Chair: Evaluation/Accountability Planning Committee .Email: davidemorgan234567@sbcglobal.net, (708) 975-7001 or (708) 747-6335
ROLES OF THE BOARD AND SUPERINTENDENT IN CONTINUOUS IMPROVEMENT
Dr. Jennifer Norrell, Asst. Supt. for Student Learning & Accountability Phone: (708) 679-5685
CC: Zambrano, Ana. and 21 others.
EVALUATION ACCOUNTABILITY PLANNING COMMITTEE MEETS
WHEN: Wednesday, July 17, 2013 at 6:00 until 7:30 p.m.
WHERE: Rich Township H. S. District 227 Administrative Office,
20550 South Cicero Avenue, Matteson, Illinois
60443, West Side of Cicero Avenue across from the
Matteson Police Dept.
RSVP: Call or email in your response for participation.
On behalf of Board Member Dr. David Morgan, Chair of the Evaluation Accountability Planning Committee and Interim Superintendent Dr. Doris Langon, thank you in advance for volunteering to serve on the Rich Township High School District 227 Board of Education Evaluation Planning Committee.
Our first full committee meeting will be held on Wednesday, July 17, 2013 at 6:00 p.m. The meeting will be at the district office located at 20550 South Cicero Avenue in Matteson, Illinois 60443.
We will revise the district 227's goals of this committee, develop a rubric or template showing continuous improvement progress based upon periodic district assessments, (Using bar graphs, Data Walls, etc.) and assess the planning process as we move forward using a measurable and quantifiable goals-objective student achievement data-based information foundation for implementing goals-setting strategic plan decisions in a board-staff-community-user friendly format. In using the facts to tell our story, we look forward to your attendance, ideas, and involvement on this most essential committee.
To Move forward in the new millenium, we need to know if our organization is firing on all cylinders. We need to know if we are achieving good results at any time of the year, not because we are lucky but because of the result of our work. We can measure continuous improvement with data walls, dashboards and scorecards.
The degree to which progress will take place in our school district will depend upon the degree to which we are leading in our leadership roles. Dr. JoAnn Sternke was Wisconsin's 2013 Superintendent of the Year. We can use Dr. Sternke,s presentations at the April 2013 San Diego, California National School Board Association Convention, as a template that can demonstrate the value and worth of data , to create a laser-like focus on strategic planning initiatives to board of education goals and learning sessions.
We need to improve our performance using data tools to track performance of student achievement, instructional competence, fiscal wellness, human resources, technology, personnel, and buildings and grounds. If there are any further questions please feel free to contact Dr. Jennifer Norrell or the above individuals at the district office or at (708) 679-5685.
Kindest regards,
David E. Morgan, Ph.D., Educational Leadership
School Board Member
Rich Township High School District 227
Olympia Fields, Illinois 60461
Pho (708) 975-7001
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VISION WITHOUT ACTION IS MERELY A DREAM. ACTION WITHOUT VISION JUST PASSES THE TIME. VISION WITH ACTION CAN CHANGE THE WORLD.
MISSION: Effective mission statements start by cogently articulating the organization's purpose of existence. Mission statements often include the following information: (1)Aim(s) of the organization (2) The organization's primary stakeholders: clients/customers, shareholders, congregation, etc. (3) How the organization provides value to these stakeholders, for example by offering specific types of products and/or services. A declaration of an organization's sole core purpose. A mission statement answers the question, "Why do we exist?"
VISION: An intended future or desired state of affairs. A sense of direction toward an intended goal.
GOAL: The result or achievement toward effort or vision that is directed in measurable steps called objectives. Operationalize the district's vision and values into general statements that reflect the desired future of the district.
OBJECTIVES: Purpose, goal, target or the data-driven numerical , measurable, and quantifiable steps taken to reach the intended goal. Something that one's efforts are intended to attain or accomplish. If we are accomplishing our objectives, then we are most assuredly reaching or achieving the intended goal. Identify leverage points, benchmarks, dates, ec. for accomplishing the strategic goals, while remaining true to the mission and vision.
ECCRA, our consulting group's white paper outlines steps toward our plan for the 2013-2014 school year entitled "Creating the Future: Strategic Planning for Schools."
Within this paper, ECCRA outlines the framework for successful steps required for strategic planning, and clarifies organizational priorities by discussing mission, vision, goals, objectives and values in creating future strategic plans for district 227. ECCRA describes how a sound model lays the foundation of a proven successful organizational plan and how guidelines, implementation, and communication win the battle.
In discussing the process, the ECCRA group outlines a framework by describing essential steps in (1) Conducting Research, with Board of Education, focus groups, key stakeholders, reviewing archival data and reports provided by district and state, surveys of key stakeholder populations, performing rigorous analysis of student achievement data and assessing return on investment programs (ROI).
(2) Step 2 involve developing the Strategic Plan through Mission, Vision, Guiding Principles, Research Findings, Strategic Goals, and Objectives.
(3) Step 3 involve reviewing and revising or developing the Strategic Implementation Plan through tactics, Metric/Indicators, execution, and most significant, development of a District Dashboard to Monitor Progress.
Execution means developing information systems essential to monitor adherence to tactics and action plans. Effective strategic planning requires ongoing strategic Educational Leaders management by walking around, etc. Activity results require needs to be quantified, analyzed, and connected to recommendations for future action. It is the execution phase where the district must take ownership of the process and carry out the essential steps to make stakeholders' vision for the future a reality.
Development of a District Dashboard to monitor progress. The final step to monitor and communicate progress toward agreed-upon-strategic-plan-goals in the continuous quality improvement plan is essential toward promoting public trust and proving plan effectiveness with leadership, programming, and operational structures that have been executed.
The Dashboard provides a customized, online-at-a-glance look at the measures selected by the district to determine whether goals are being met. Dashboard indicators operationalize goal statements into observable elements. The external, public dashboard should consist of a sample of metrics established in the implementation plan that illustrate district and school performance in areas essential to the school community as a whole.
In addition to the school board, we also expect the district to also choose to implement an internal quality dashboard for administrators, teachers, and staff to use in monitoring more micro indicators that are important to the continuous quality improvement of curriculum and instructional programs, technology integration, staff development, and internal district culture.
Without effective strategic planning, school leaders will be involved in crisis management, spending time putting out fires instead of lighting fires of passion and learning in students. To accomplish our goal, school leaders must develop plans that are focused and provide consistent monitoring and evaluation. Most essential, administrators who implement strategic plans must begin the process with faith and confidence that their tactics and action plans will support the district 227 vision and goals and truly impact and progress student success.
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