PUBLIC SCHOOLS District-Wide. Strategic Plan

Transcription

1 PUBLIC SCHOOLS District-Wide Strategic Plan

2 STRATEGIC PLAN OVERVIEW Through the past year and half the Pendleton School District has been engaged in the development of a Strategic Plan. Under the facilitation of Koch Consulting, the process was launched. To gain a sense of current practices, to identify positive attributes of the district, and to identify areas in need of improvement, the facilitators conducted sensing interviews with approximately 300 patrons, parents, students, and staff, who represented a cross-section of the school district. Using the information gathered from the sensing interviews, an Initial Strategic Planning Team of 25 members completed the first phase of our Strategic Planning process. The outcome from this planning phase, developed through a consensus process, was very substantive and of high quality. The School Board adopted the Vision, Mission, Values and Beliefs, and Strategic Initiatives developed in Phase One. The next phase of the process was to share the outcomes from the first planning phase with all interested employees and community members. Volunteers were then recruited to serve on Action Planning Teams. These teams developed action plans for the Strategic Initiatives defined by the Initial Strategic Planning Team. The process of developing a strategic plan included a separation of function and authority: The Initial Strategic Planning Team described the vision of what the Pendleton School District will become; next the Action Planning Teams described how to make that vision a reality. For every Strategic Initiative contained in the Strategic Plan, an action team of 10 to 15 people was formed including people who were not on the Initial Strategic Planning Team to create operational plans to implement that strategy. These teams worked three to four months to create the detailed plans. At the end of that time, these action plans were presented by the action team leaders to the Initial Strategic Planning Team and, ultimately, to the School Board. The Pendleton School Board adopted the Strategic Plan in June The Strategic Plan will establish the focus for the Pendleton School Districts energies for the next five years. It is clear that the local commitment is ever strong to sustain the high level of program for which Pendleton schools have long been recognized. The Strategic Plan will provide the blue print for assurance that our schools remain current and that our students are fully equipped for success in the 21st Century. The direction is set! With effective use of our time, efforts, and resources we are confident the results will enhance our total education system. We express appreciation for all participants in every stage of the process for the commitment to improving Pendleton Schools. Board Members David Baetkey Jake Cambier Greg Galloway Chuck Jenson Dave Krumbein Michelle Monkman Elizabeth Scheeler

3 STRATEGICPLANDistrict Vision Explanation of Vision The vision is realistic, credible, attractive future for the district. The vision for Pendleton School District: We are a collaborative professional learning community ensuring a quality education for every student. District Mission Explanation of Mission The mission statement expresses the unique purpose for which we exist and the specific function we perform. The mission of Pendleton School District is to maximize all available resources to create a learning environment that ensures all students gain the knowledge, skills and character to be successful lifelong learners.

4 ValuesSTRATEGICPLAN Beliefs Explanation of Beliefs Belief statements express our fundamental convictions and character. They are the underlying foundation of the entire Strategic Plan. We believe all students deserve equal and equitable access to a quality education and the opportunity to learn. We believe all students learn in different ways, at different rates and with different teaching methods. We believe a safe, positive and caring school climate is essential to learning. We believe that we are all responsible for improving student achievement. We believe education and learning are a shared responsibility of the school district, home and community, and recognize parents are their child s first and most important teacher. We believe effective education requires quality programs, well-maintained facilities, adequate support and cutting edge technology. We believe in using all community, regional and state resources to maximize the educational experience for students. We believe that a strong K-12 educational system is a critical building block for the economic viability of the total community. We believe in a continuous school improvement process based upon research, district-wide collaboration, data-driven instruction and best practices. We believe all policies, administrative directives and instructional support should be aligned with district values and beliefs. Explanation of Values The specific attitudes, behaviors and commitments that must be demonstrated in order to advance the district s vision. We value the active engagement of district and building administration in school programs. We value a school board that is accessible and committed to educating all students. We value and encourage being proactive in the effort to amend or establish laws and programs to improve schools and student learning.

5 Svalue open, honest and timely NWe TRATEGICPLA communication. We value staff participation in quality professional development. We value professional and ethical staff interactions in accordance with the Oregon TSPC ethical educator standards. We value highly committed educators who show passion for their profession and commitment to helping students. Strategies Explanation of Strategies Strategies are the means for achieving our mission. They tell us that to be successful in fulfilling our mission we need to accomplish these specific actions. CURRICULUM IMPROVEMENT: Align the K-12 curriculum and assessment process in all subject areas; provide staff training and development while recognizing that students learn in different ways with different teaching methods. Standardize curriculum and enhance professional development to significantly enhance services to students. ORGANIZE RESOURCES: Organize leadership responsibilities to ensure students are getting the most out of personnel, finances, and community resources in support of instructional improvements. Ensure effective and efficient use of all resources. COMMUNICATION: Develop and implement an effective communication plan both within the district and external to the district that is comprehensive and serves the community and the district. Ensure that the community has a clear understanding of the district s Strategic Plan and implementation efforts. SCHOOL IMPROVEMENT PROCESS: Re-evaluate the role and function of site councils and train them in a comprehensive effort. Link this effort with the comprehensive school improvement process that includes Site Councils and District teams, councils and cabinets. 5. RESOURCE DEVELOPMENT: Identify and utilize all local community and regional resources to enhance the learning experience for all students. Align resources with the District Continuous Improvement Plan and develop long term collaborative relationships.

6 StrategiesSTRATEGICPLANAlign the K-12 curriculum and assessment process in all subject areas; provide staff training and development while recognizing that students learn in different ways with different teaching methods. Standardize curriculum and enhance professional development Action Plan Executive Summaries Explanation of Action Plans The following Action Plans were developed by four Action Teams composed of over 66 people from the school staff and community. Using the Values and Beliefs, District Vision and District Mission agreed to by an Initial District-Wide Strategic Planning Team, the Action Teams studied and discussed ways of implementing their particular strategic initiative for about 3 months. The chairperson for each Action Team presented the team s recommendations in person to the Initial District-Wide Strategic Planning Team with time allowed for questions and discussion. Of the action plans submitted, the following Action Plans were accepted by the Initial District-Wide Strategic Planning Team and approved by the school board. The goal is to have the action plans implemented within the next three to five years. Prioritization and sequencing will relate to complexity, time requirements, and financial constraints. Most importantly, the strategic plan is not static. It will be reviewed each year and revised as needed. Excellence requires total concentration of effort, not confused dissipation. Strategic planning has given our district the opportunity to clarify its values and beliefs, mission, and vision and to establish strategic initiatives that if given total concentration of our efforts, will lead to an even higher level of excellence in Pendleton schools. STRATEGY #1 Curriculum Improvement Action Plan to significantly enhance services to students. We will: 1. Align K-12 curriculum process for all content areas. 2. Train teachers to work in collaborative groups using Professional Learning Communities concepts. 3. Teachers will be trained in Differentiated Instructional Strategies.

7 #2 NSTRATEGY TRATEGICPLASchool Improvement/ Organizing Resources Organize leadership responsibilities to ensure students are getting the most out of personnel, finances, and community resources in support of instructional improvements. Ensure effective and efficient use of all resources. Re-evaluate the role and function of site councils and train them in a comprehensive effort. Link this effort with the comprehensive school improvement process that includes site councils and district teams, councils and cabinets. We will: 1. Amend Board Policy and Administrative Rules to clearly link the purpose of site councils with district on-going school improvement plans. 2. Provide on-going training for building principals and site council members. 3. Identify a clear line of communication between all levels and groups involved in the District School Improvement Process. STRATEGY #3 Communication Develop and implement an effective communication plan both within the district and external to the district that is comprehensive and serves the community and the district. Ensure that the community has a clear understanding of the District s Strategic Plan and implementation efforts. We will: 1. Create an oversight committee to ensure that the district keeps the Strategic Action Plans a top priority and that all approved individual action plans are implemented and reviewed in a timely fashion. 2. Create a communications committee that will address the everchanging communications challenges facing the district. Key Communicator Network Develop Weekly Communicator Enhanced Relationships between district leadership and building staff Business After Hours 3. Create a Web site that is user-friendly for parents, teachers and relationships.sthe community. 4. Improved contact information 5. Maximize the use and effectiveness of non- Internet media, such as newspapers, radio, television and other non-media forms of communication. 6. P a r e n t / C o m m u n i t y Involvement Pendleton School District will identify and meet with groups representing our ELL and Native American populations to improve communications. STRATEGY #4 Resource Development Identify and utilize all local community and regional resources to enhance the learning experience for all students. Align resources with the District Continuous Improvement Plan and develop long-term

8 (Strategy #4 continued...) We Will: 1. Create an on-going alumni association to add both monetary and non-monetary resources to our school district. 2. Develop a database of local employers and citizens that can be divided into the six career pathways to support Career Related Learning Experiences (CRLE) for all students. 3. Establish a Resource Development Committee PUBLIC SCHOOLS Strategic Planning Team Bill Alexander Shauna Altman Jerry Archer David Baetkey Joyce Barth Brad Bixler Colette Blakely James Cahill Tami Calvert Jake Cambier Jerry Copeland Katie Curtis Susan DeMarsh Jim Davis Greg Galloway Brenda Giesen Brice Gundlach Lori Hale Celia Hampton Jodie Harnden Gene Helicker Greg Holden Shirley Hollibaugh Gary Humphries 4. composed of school district and community volunteers with the purpose of (1) matching identified teacher needs to potential funding resources, (2) identifying additional resources that can be developed to meet district needs, (3) establishing a Needs Assessment Committee (4) establishing an Experts and Speakers Committee, (5) Organize a District-Wide In- Service Day on Grant Writing. Explore personnel options and make recommendations Brett Jackman Chuck Jenson Marilyn Johnson Tracy Kenyon Jim Keene Dave Krumbein Dan Lange Steve Larson Erika Lasater Michelle Liberty Shelley Liscom Tom Lovell Zenaida Lyles Angela Mahaffey Sara Marks Jack Matlock Debbie McBee Teri McCoy Debbie McIntosh Maureen McLaughlin Laura Miltenberger Michelle Monkman Paul Nolan Rocky Penn for securing grant funds. Jon Peterson Jennie Price Kristina Quaempts Bob Reese Julie Reese Elizabeth Scheeler Cheryl Scholl Michelle Sitz Julie Smith Ronda Smith Sandra Sperl Debbie Straughan Pat Sullivan Curt Thompson Julie Thompson Lon Thornburg Tony Turner Bridget VanCleave Eric Volger Cathy Walters Marcia Walters Casey White Dave Williams Matt Yoshioka Publication by: InterMountain Communications Part of the Umatilla-Morrow ESD