The worldis changingrapidly • Technology  • Science    • Demographics     • DiversityYoung people in school today have gre...
Outcomes for this session• Develop a deeper  understanding of  how school  planning will help  us meet the  growing needs ...
Roles and responsibilities• Take a few minutes to get to know everyone  at the table.• Establish individuals to fulfill ea...
Decades strategiesactivity• Each table is to reflect on life  in a decade.• We request that you depict  each decade as clo...
Reflections• What ideas stand out  most in your mind  about how life has  changed over the  decades?• What things/changes ...
Focusing our energiesFor the next several sessions, we will:                                               • Focus on work...
People who work togetheraccomplish more and achieve               greater quality               work than               th...
Outcome for this session                                                          We will                                 ...
Experiencing synergy                                                                                                      ...
Experiencing synergy•Assign roles in your group. Remember you will need a facilitator, timekeeper, recorder, and reporter....
Reflections•How did we express our difference in motivation and frustration when we worked alone compared with when we wor...
Reflections• What did we learn from this experience?• What is the value of collaboration as we prepare to develop our scho...
As effective teams worktogether, they often useconsensus building as astrategy todevelop• a common senseof purpose and• a ...
Making decisionsby consensusCONSENSUS DECISION MAKING ENSURESSUPPORT OF THE GROUP FOR FULL ANDSUCCESSFUL IMPLEMENTATION AN...
Outcomes for this session  EXPLORE                                                                                      AR...
Assumptions of consensusCONSENSUS IS:• Finding common ground• Developing shared responsibility  for the decision and its s...
Reaching consensus                                  THE MOST IMPORTANT STRATEGY FOR                                  REACH...
Basic questions                        • Has everyone asked                          clarifying questions?                ...
The task•You and your group areasked to determine astrategy for recognizingoutstanding, high-qualitystudent work at anend-...
Reflections                          • What did you learn about                          yourself as you worked toward    ...
Outcome for this sessionTO DEVELOP COMPETENCEMAKING DECISIONSBY CONSENSUS. Practice in reaching consensus will contribute ...
Group reflections                                            •How did you feel about                                      ...
Reflections of the observer•What did you observe that helped the group come to consensus?•What specific examples did you s...
Establishing normsfor working togetherNORMS•Facilitate our working together and building effective relationships•Assist us...
Outcome for this session                                                                      To establish a              ...
Norms•Allow groups to build trust as group members do substantive work together.•Create structures that make it safe to as...
The planning process                                      WE ARE ESTABLISHING A                                      SYSTE...
Outcome for this sessionWe want to be surethat everyone hasa CLEARUNDERSTANDINGof the process thatwe will be using toestab...
ReflectionsWE HAVE DEVELOPED ANUNDERSTANDING OF THE POWEROF SYNERGY AND USINGCONSENSUS TO MAKE DECISIONS.•What thoughts ha...
The planning process• PURPOSE: To lead our school community to  achieve its vision, mission, and goals for all  students• ...
STAGE I:Getting ready to plan                        • Understand our students and their                          needs   ...
STAGE II:Designing a vision• Analyze student data• Research the world in  which our students  live• Clarify and examine  o...
STAGE III:Drafting the plan                                       • Host a planning                                       ...
STAGE IV:Implementing the plan•Assign action plans for implementation•Establish a system for monitoring progress    Nation...
STAGE V:Monitoring and adjustingthe action plans                                  • Monitor implementation                ...
STAGETimeline                                                                                                     V       ...
SESSIONS                                  TIME              PARTICIPANTS                      SESSION A                   ...
SESSIONS                                 TIME                PARTICIPANTS                       SESSION G                 ...
SESSIONS                                 TIME                PARTICIPANTS                           SESSION K             ...
SESSIONS                                 TIME                PARTICIPANTS                         SESSION O               ...
VisionPEOPLE WITH A COMMON VISION ENGENDERPASSION IN OTHERS TO ACHIEVE COMMON GOALS.                                      ...
Outcome for this session                                 We will create a vision                                  of our “...
Our dreamof an ideal schoolWHAT ARE THE ESSENTIAL CHARACTERISTICSOF AN IDEAL SCHOOL?                                      ...
Many external factorsaffect our school:• Shifts in demographics• Social issues• Political issues• Economic issues• Scienti...
Outcome for this sessionDuring this session, we will analyze theevents and conditions outside the schoolthat may have a ma...
Scientific/technology                                                            IMPLICATIONS                             ...
Successful                                                              organizations                                     ...
Outcomes for this sessionPARTICIPANTS WILL ANALYZE DATA RELATED TO:•Student performance•Strengths and weaknesses of the cu...
A strengthand a weakness                                                        A STRENGTH is something                   ...
CATEGORY:Student performanceSTRENGTHS                                                                               WEAKNE...
CATEGORY:                    CurriculumSTRENGTHS                                              WEAKNESSES• In 1998, all gra...
ANALYZING DATAANDSEEKING CAUSAL FACTORS         leads schools         to determine         effective         strategies fo...
Outcome for this sessionThe school faculty will review all ofthe information collected throughoutour planning process and ...
CONTRIBUTING                                               CAUSAL                                               FACTORS   ...
CONTRIBUTING                                                      STRATEGIESCAUSAL FACTORS                                ...
A school planprovides a framework for makingdecisions regarding future actions and forestablishing a direction for achievi...
Outcome for this sessionWE WILL DRAFT KEY ELEMENTSOF OUR SCHOOL PLAN.           These key elements are our:               ...
Day I AGENDA8:30-9:00                               Continental breakfast9:00-9:45                               Introduct...
Day 2 AGENDA7:30-8:00                               Continental breakfast8:00-8:15                               Reflectio...
Rules of consensusWE HAVE REACHED CONSENSUS WHEN:                                                        •We all understan...
Process for workingtogether• 10 minutes                                Facilitator introduces the                         ...
Core values                                    • Core values are our                                    DEFINITION:       ...
Core valuesEXAMPLES:•We believe that focusing on one challenging, complex, integrated curriculum raises achievement for al...
Roles and responsibilitiesFACILITATOR: Manages the group to ensure             everyone participates effectively;         ...
Mission                                       EXAMPLES:                                              • The mission of Exce...
Internal audit                                                     DEFINITION:                                            ...
External auditDEFINITION:The external audit is an analysis of factors andimpacts of attributes outside our control.These f...
ObjectivesDEFINITION:Objectives areshort-term goals thatwill lead us toachieve our mission.EXAMPLES:• Annually, all studen...
Leading indicatorsof effectivenessDEFINITION:                                                                 Leading indi...
Leading indicators of effectivenessEXAMPLES:OBJECTIVE                     INDICATOR                                       ...
School prioritiesDEFINITION:                                         School priorities are areas                          ...
Strategies                                                                       EXAMPLES:                                ...
Plans of     action        arerecipes for achieving        our  school’s  mission.   National Staff Development Council s ...
Outcome for this session                                                                                     We will work ...
Responsibilities ofaction team leaders•To assist your team in developing a deeper understanding of the school’s core value...
After hearing the core                                                      values, vision, mission,                      ...
Plans of action• Plans of action are recipes to  produce specific outcomes that  will lead us to achieve our  vision, miss...
The seven                                    meetings                            Establish understanding of the school pla...
Meeting IPURPOSE• To establish an understanding of the school plan• Define terms in the strategy   - What does “best pract...
Meeting IIPURPOSETo share the research findings among action teammembers focused on a particular strategyACTION TEAM MEMBE...
Meeting IIIPURPOSE• To reflect on the extended research• To establish a vision of how what the team is learning  leads to ...
Meeting IVPURPOSETo establish specific long-term outcomes that must beachieved by the school to achieve the strategysucces...
Meeting VPURPOSETo establish short-term and intermediate goalsACTION TEAM MEMBERS WILL:• Consider a “pathway” to achieve t...
Meeting VIPURPOSE• To determine the steps for each outcome and goal• To determine a cost/benefit analysis for each  action...
Meeting VIIPURPOSETo develop an effective, persuasive presentation for theschool planning teamACTION TEAM MEMBERS WILL:Pla...
Recruiting action                       team members                      • Action team leaders have a major              ...
Action team meeting I                                                                     MEETING OUTCOMES                ...
Definition of terms•Which terms in your strategy do you believe are essential to define?•How would you define or describe ...
A vision of your team’sstrategyWorking alone, draft a description of yourstrategy as you see its contribution toachieving ...
Emerging themesAfter working individually, let’s look for common ground amongall members of your action team.• Are there b...
Developing researchquestions•Your action team will develop research questions that will guide your study and inquiry over ...
Developing                       research                       questions                       •Choose a theme that inter...
Research questions•What are your action team’s research questions?•How do they explore your vision of your strategy?•How a...
Action team meeting II                                                                             MEETING                ...
Action team meeting III MEETING OUTCOMES •Review new  research  findings •Establish the  implication of  research on  the ...
Action team meeting IV                                                                                           MEETING  ...
Establishing long-termoutcome statementsDEFINITION:• Long-term outcome statements are expected results  of our work.• Thes...
Establishing long-termoutcome statementsWHILE WORKING WITH YOUR ACTION TEAM,CONSIDER THE FOLLOWING QUESTIONS:•Are the outc...
Action team meeting VMEETING OUTCOMESFinalize outcome statements for all strategies.• Each team will share its statements ...
Action team meeting VI                                            MEETING                                            OUTCO...
Establishing intermediateand short-term goals• Our long-term outcome is our  transformed school.• Many goals must be achie...
Action plan #Long-term outcome statement/intermediate goal/or short-term goal:Rationale:ACTION                    PERSON  ...
Cost/benefit analysisCost for the plan             Possible funding                    Benefits to spendingof action      ...
Action team meeting VII                                                            MEETING                                ...
Outcome for this sessionWe will engage in aprocess of studyingrecommendationsmade to us by theaction teams andrecommend to...
The process• We will first listen attentively to the presentations of  the action team leaders on each of the strategies.•...
Small grouprecommendationSTRATEGY:LONG-TERM           INTERMEDIATE SHORT-TERM                                   ACCEPT/   ...
Recommending acceptanceof a         long-term outcome,           intermediate goal,             and/or short-term goal• As...
School plans are useful only whenschool staff members take fullresponsibility for achieving themission and goals and movin...
Outcomes for this sessionTHE STAFF WILL:•Accept responsibility for and commit to living the core values and achieving the ...
Outcomes for this sessionSCHOOLS ACHIEVE THEIR GOALS AS LEADERS ON THE TEAMINSPIRE OTHERS TO SHARE THE VISION AND TO ENGAG...
New roles of the schoolleadership team                           THE FACILITATOR:                           • Ensures meet...
Our leadership will:• Set the tone in our school;• Ensure others we will “stay the course”;• Continuously consider how the...
Outcomes for this sessionShared vision develops aseveryone in the school has adeep understanding of thevision of the schoo...
Schools that are mostsuccessful identify key dataand use that data to make            effective            decisions for  ...
Outcomes for this sessionTHE SCHOOL LEADERSHIP TEAM WILL:• Develop and establish systematic approaches to analyzing the sc...
Purpose of Meeting I                We will review                the indicators                of effectiveness          ...
Assessment optionsfor staff• Any department, grade level, or  team may choose other  assessments to complement the  state-...
Team reflectionsWhat recommendations do youhave concerning:•Leading indicators of success and the data related to each?•Th...
Purpose of Meeting IIWE WILL ANALYZE THE DATA AND REPORTS FROM EACHIMPLEMENTATION TEAM BY RESPONDING TO THE FOLLOWINGQUEST...
Purpose of Meeting IIIWe will recommendchanges in ourschool plan.WE WILL CONSIDER:• Recommending no changes other  than to...
Recommendations• We recommend NO CHANGES. Continue the work being done by the implementation  teams on the following goals...
Organizations that                                              are most effective                                        ...
Outcomes for this sessionTHE SCHOOLLEADERSHIP TEAM ANDTHE PRINCIPAL WILL:•Review progress of the implementation teams and•...
As the world changes andneeds of students andstaff change, action plansmust be adjusted for theschoolcommunityto achieveit...
The school leadershipteam and school planningteam will:                                                             •Ensur...
Internal analysisDATA              TRENDS                   FINDINGS                               POSSIBLE               ...
External scanTRENDS: DEMOGRAPHICS,   POLITICAL, ECONOMIC,          TECHNOLOGICAL, EDUCATIONALCATEGORY          FACTOR     ...
Purpose of our meetingTogether, we will continue tomake recommendations in the                 best interest of           ...
The school planning teamrecommendationsAFTER REVIEWING THE ANALYSIS OF OUR DATAAND PROGRESS ON THE SCHOOL PLAN, YOU AS ATE...
We want to be sure that, if we arerecommending new objectivesand strategies, we realize:                                  ...
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The Changing Learning Environment: Teacher's Roles in Student's Challenges and Opportunities Today

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A training on the creation of school success through: a focus on working and learning together, gaining synergy and developing strategies for making decisions by consensus, as well as selecting school leadership and planning teams.

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The Changing Learning Environment: Teacher's Roles in Student's Challenges and Opportunities Today

  1. 1. The worldis changingrapidly • Technology • Science • Demographics • DiversityYoung people in school today have greatopportunities and great challenges. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 1
  2. 2. Outcomes for this session• Develop a deeper understanding of how school planning will help us meet the growing needs of our young people• Volunteer to participate in our school’s efforts to plan effectively National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 2
  3. 3. Roles and responsibilities• Take a few minutes to get to know everyone at the table.• Establish individuals to fulfill each of the following roles for the session: s Group facilitator s Timekeeper s Recorder s Reporter National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 3
  4. 4. Decades strategiesactivity• Each table is to reflect on life in a decade.• We request that you depict each decade as closely as you imagine or remember. What were the major discoveries? Fads? Trends? s What was home life like? Business? School life? Churches? Government? s s What were the demographics? s Who were some of the leaders?• You will have about 30 minutes to work. Each group will report out.• Please use the materials provided at your table. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 4
  5. 5. Reflections• What ideas stand out most in your mind about how life has changed over the decades?• What things/changes have the greatest impact on our students?• How do these ideas affect our students? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 5
  6. 6. Focusing our energiesFor the next several sessions, we will: • Focus on working and learning together • Gain synergy and develop strategies for making decisions by consensus • Select a school leadership team • Select a school planning team Consider volunteering to serve! Everyone is essential for our school’s success! National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 6
  7. 7. People who work togetheraccomplish more and achieve greater quality work than those who work alone! Let’s work together! National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 7
  8. 8. Outcome for this session We will experience the effects of synergy. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 8
  9. 9. Experiencing synergy A•Write the 26 letters of the alphabet vertically on a piece of paper.•I am going to read a sentence; write the first 26 letters in the sentence in a B C vertical column to the right of the listed alphabet.•You will have two columns, side by side. D•The two side by side letters represent the first and last initials of a famous person’s name.•What is that name?•Do the best you can in the next 10 minutes! National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 9
  10. 10. Experiencing synergy•Assign roles in your group. Remember you will need a facilitator, timekeeper, recorder, and reporter.•Recorder, please write the 26 letters of the alphabet vertically on a piece of chart paper.•When I read a sentence to you, record the first 26 letters in that sentence.•As a group, develop a second list of famous person’s names. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 10
  11. 11. Reflections•How did we express our difference in motivation and frustration when we worked alone compared with when we worked together?•What about levels of commitment when you worked alone and when you worked with others?•What are the values of working together? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 11
  12. 12. Reflections• What did we learn from this experience?• What is the value of collaboration as we prepare to develop our school plan? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 12
  13. 13. As effective teams worktogether, they often useconsensus building as astrategy todevelop• a common senseof purpose and• a shared commitment to thework they are doing together. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 13
  14. 14. Making decisionsby consensusCONSENSUS DECISION MAKING ENSURESSUPPORT OF THE GROUP FOR FULL ANDSUCCESSFUL IMPLEMENTATION ANDPROBLEM SOLVING.Consensus means:• We understand what each other is saying.• We agree and will support the decision publicly.• We will support the group’s decision. - We recognize everyone’s opinion was heard. - The decision was agreed upon by everyone in the group including me! National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 14
  15. 15. Outcomes for this session EXPLORE ARTICULATETHE POWER THE OF PROCESS OFCONSENSUS AND THE DECISION BENEFITS MAKING OF MAKING DECISIONS BY CONSENSUS National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 15
  16. 16. Assumptions of consensusCONSENSUS IS:• Finding common ground• Developing shared responsibility for the decision and its successful implementation• Building trusting relationships• Not forced by external pressure• Achieved informally through deep, honest conversations• Easiest to reach when input is sought, active listening occurs, and ample time is provided for thinking and reflection National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 16
  17. 17. Reaching consensus THE MOST IMPORTANT STRATEGY FOR REACHING CONSENSUS IS TO GIVE GROUP MEMBERS AMPLE TIME FOR INDIVIDUAL THINKING AS WELL AS CONVERSATION.• Allow individual time.• Group participants into small groups of four or five.• Request that each group discuss all ideas in the small group thoughtfully and come to agreement about their key ideas.• Host a large group in-depth discussion to find common ground. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 17
  18. 18. Basic questions • Has everyone asked clarifying questions? • Has everyone participated? • Has everyone been heard? • Is everyone willing to support this decision publicly? • Is everyone willing to act on this decision privately? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 18
  19. 19. The task•You and your group areasked to determine astrategy for recognizingoutstanding, high-qualitystudent work at anend-of-year banquet, party, or showcase.•Generate three decisions that must bemade about that celebration and determinea plan of action to address one of thosedecisions through consensus. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 19
  20. 20. Reflections • What did you learn about yourself as you worked toward reaching consensus? • What strategies worked best for you? Why? • What strategies did not work? Why?• If you were to repeat the assignment, what would youdo differently to reach consensus?• What do you project will be the impact of consensusdecision making on our school plan? What do we havethat is working well for us?• What will be our challenges? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 20
  21. 21. Outcome for this sessionTO DEVELOP COMPETENCEMAKING DECISIONSBY CONSENSUS. Practice in reaching consensus will contribute to our effective use of these skills when we are developing our school plan. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 21
  22. 22. Group reflections •How did you feel about your discussion? •What strategy did you use to reach consensus? •What did each person contribute?•What might you do differently if you repeated this process?•What did you learn about consensus? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 22
  23. 23. Reflections of the observer•What did you observe that helped the group come to consensus?•What specific examples did you see of the qualities that enabled them to reach consensus?•What barriers did each group face?•How did they overcome those barriers?•What would you have offered the group as suggestions for reaching consensus? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 23
  24. 24. Establishing normsfor working togetherNORMS•Facilitate our working together and building effective relationships•Assist us in completing our work•Assist us in having a greater opportunity for success National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 24
  25. 25. Outcome for this session To establish a set of norms to guide the behavior of group members throughout the planning process National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 25
  26. 26. Norms•Allow groups to build trust as group members do substantive work together.•Create structures that make it safe to ask each other challenging questions.•Build space for listening.•Make the most of people’s time.•Open the opportunity for deep, insightful conversation. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 26
  27. 27. The planning process WE ARE ESTABLISHING A SYSTEMATIC PLANNING PROCESS THAT WILL ALLOW: •Everyone’s ideas to be heard •Our school to establish a focus and directionKNOWING THE PROCESS, ASSISTS US ALL IN•Understanding the components•Using the system to develop our school plan National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 27
  28. 28. Outcome for this sessionWe want to be surethat everyone hasa CLEARUNDERSTANDINGof the process thatwe will be using toestablish ourschool plan. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 28
  29. 29. ReflectionsWE HAVE DEVELOPED ANUNDERSTANDING OF THE POWEROF SYNERGY AND USINGCONSENSUS TO MAKE DECISIONS.•What thoughts have you had concerning synergy and consensus building?•Have you begun to notice how decisions are made in groups and committees?•Have you noticed the impact of decision making by consensus? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 29
  30. 30. The planning process• PURPOSE: To lead our school community to achieve its vision, mission, and goals for all students• OUTCOME: A valuable, thoughtful plan based on the needs of our students that will guide our work for the next several years• TIMELINE: About 8 to 12 months• EXPECTATIONS: - Study and reflect - Participate on teams and in groups - Lead study groups, action teams - Support and contribute National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 30
  31. 31. STAGE I:Getting ready to plan • Understand our students and their needs • Understand the urgency for change • Learn strategies for working together and making decisions by consensus • Educate everyone on the planning process and building interest in participating • Establish school priorities National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 31
  32. 32. STAGE II:Designing a vision• Analyze student data• Research the world in which our students live• Clarify and examine our dreams for our school• Declare our vision National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 32
  33. 33. STAGE III:Drafting the plan • Host a planning session to draft the school’s core values, mission statement, vision, goals, and strategies • Develop action plans National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 33
  34. 34. STAGE IV:Implementing the plan•Assign action plans for implementation•Establish a system for monitoring progress National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 34
  35. 35. STAGE V:Monitoring and adjustingthe action plans • Monitor implementation quarterly • Host annual updates • Use data to redirect and adjust action plans • Share progress National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 35
  36. 36. STAGETimeline V STAGE Repeated as appropriate IV over 2 to 5 STAGE 2 or 3 days, years then III repeated STAGE 4 to 5 as months appropriate II over 2 to 5STAGE 3 months years I3 months • The process for Stages I-III takes 10 to 11 months. • The plan is implemented over 3 to 5 years. • Stages IV-V give ample time to authentically implement new strategies and to achieve the goals. National Staff Development Council ■ www.nsdc.org ■ Transforming Schools Through Powerful Planning 36a
  37. 37. SESSIONS TIME PARTICIPANTS SESSION A 90 minutes • Entire faculty Exploring the urgency • Members and leadership of parent organization of change • Student leaders • Community partners • Individuals from all support services in the school PREPARATION 2 to 3 • School leadership team FOR FOLLOWING SESSIONS weeks SESSION B 45 minutes • Entire facultySTAGE I: 3 MONTHS Experiencing synergy in task • School planning team groups SESSION C 45 minutes • Entire faculty Making decisions • School planning team by consensus SESSION D 45 minutes • Entire faculty Practicing consensus: • School planning team Citizens of the world SESSION E 45 minutes • Entire faculty Establishing norms • School planning team SESSION F 45 minutes • Entire faculty Understanding the planning • School planning team process National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 36b
  38. 38. SESSIONS TIME PARTICIPANTS SESSION G 90 minutes • Entire faculty Visioning • School planning team SESSION H 45 minutes • Entire faculty Conducting • School planning team the environmental scan • Parents • Community membersSTAGE II: 3 MONTHS • School partners SESSION I 90 minutes • Entire faculty Conducting the internal audit • School planning team SESSION J 90 minutes • Entire faculty Setting school priorities PREPARATION 2 to 3 weeks • School leadership team FOR THE FOLLOWING SESSION National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 36c
  39. 39. SESSIONS TIME PARTICIPANTS SESSION K 11/2 days • School planning team Writing the key elements of the school plan PREPARATION FOR 4 weeks • School leadership team THE FOLLOWING SESSIONSSTAGE III: 4-5 MONTHS SESSION L 45 minutes • Action team leaders Training action team leaders SESSION M 7 meetings, • Action team members Facilitating action team 1 hour each planning (See timeline Handout #14) SESSION N 1 day • School planning team Approving the plans of action • Action team leaders National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 36d
  40. 40. SESSIONS TIME PARTICIPANTS SESSION O 45 minutes • Entire faculty Organizing to achieve results SESSION P 45 minutes • School leadership teamOVER 2-5 YEARS Maintaining momentum2-3 DAYS, THEN through shifting the roleAPPROPRIATEREPEATED AS of the leadership team SESSION Q 90 minutes • New faculty members Inducting new staff • New members of the school leadership teamSTAGE IV: members, new members of • New members of the school planning team the school leadership team, or new members of the school planning team SESSION R 3 meetings, • Entire faculty, school planning team Using data to make decisions 45 minutes each SESSION S 90 minutes • School planning team OVER 2-5 YEARS Assessing progress through quarterly APPROPRIATE REPEATED AS quarterly reviews SESSION T 4 meetings, • Entire faculty Conducting annual updates 45 minutes • School planning teamSTAGE V: and adjusting the plans of each action National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 36e
  41. 41. VisionPEOPLE WITH A COMMON VISION ENGENDERPASSION IN OTHERS TO ACHIEVE COMMON GOALS. The clearer the vision to everyone and the more that vision is shared by everyone the greater the success! National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 37
  42. 42. Outcome for this session We will create a vision of our “ideal school.” National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 38
  43. 43. Our dreamof an ideal schoolWHAT ARE THE ESSENTIAL CHARACTERISTICSOF AN IDEAL SCHOOL? •What pictures come to mind? •What would students be doing? •What would staff be doing? •How would parents and community be engaged? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 39
  44. 44. Many external factorsaffect our school:• Shifts in demographics• Social issues• Political issues• Economic issues• Scientific/technological changes• Educational trends National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 40
  45. 45. Outcome for this sessionDuring this session, we will analyze theevents and conditions outside the schoolthat may have a major impact on our schoolover the next 3 to 5 years. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 41
  46. 46. Scientific/technology IMPLICATIONS FOR OUR SCHOOL • Teachers require knowledge and skills to respond to student interests and questions.ISSUES/TRENDS • Integrating technologyStudents today are into all curriculum areasmuch more may increase studentsophisticated in their interest anduse of technology and achievement.the Internet. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 42
  47. 47. Successful organizations conduct regular internal audits as an integral part of their commitment to the vision and continuous improvement.National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 43
  48. 48. Outcomes for this sessionPARTICIPANTS WILL ANALYZE DATA RELATED TO:•Student performance•Strengths and weaknesses of the curriculum, instructional strategies, and school organization•Climate and culture•Causal factors National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 44
  49. 49. A strengthand a weakness A STRENGTH is something that is a part of us already that makes a positive and powerful contribution to the achievement of our mission and vision.A WEAKNESS is a barrier that also belongs tous — anything that could prevent us fromachieving our mission and vision. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 45
  50. 50. CATEGORY:Student performanceSTRENGTHS WEAKNESSES• 98% of 3rd graders passed the 56% of 5th graders reading comprehension section of the passed the math standardized statewide assessment in problem-solving 2003, up from 95% in 2002. section of the• At least 95% of 3rd graders passed standardized the problem-solving section of the statewide standardized statewide assessment assessment, a drop for the last three years. of 27 percentage• For the last three years, the school points over the last has exceeded the Adequate Yearly three years. Progress target in reading. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 46
  51. 51. CATEGORY: CurriculumSTRENGTHS WEAKNESSES• In 1998, all grade • The maps have not been levels developed upgraded since the new curriculum maps standardized statewide aligned with the assessment was developed. state standards and assessments. • New teachers have had no staff development on how to• In 2001, all grade use these maps. levels developed common • Meetings about student work assessments. have not been held consistently at all grade levels. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 47
  52. 52. ANALYZING DATAANDSEEKING CAUSAL FACTORS leads schools to determine effective strategies for achieving their visions.National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 48
  53. 53. Outcome for this sessionThe school faculty will review all ofthe information collected throughoutour planning process and makerecommendations to the schoolplanning team of 5 to 7 schoolstrategies forachieving ourvision. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 49
  54. 54. CONTRIBUTING CAUSAL FACTORS •Factors that we control •The absence of something •Barriers that prevent us from being successfulSTRATEGIES FOR REMEDY•Systematic approaches that will shift our direction and facilitate our change to achieve our mission and vision National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 50
  55. 55. CONTRIBUTING STRATEGIESCAUSAL FACTORS FOR REMEDY• Inconsistent training for • Create a systematic teacher in teaching writing approach to teaching writing has led to inconsistent and use professional student performance on the development in the writing state writing sample. process and holistic scoring.• Varying philosophies and approaches to teaching writing have caused students to lack confidence and competence as writers.• Inadequate understanding and application of holistic scoring of teachers has • Develop and use a system to caused misunderstanding work together to plan and among students on how monitor instruction and its state samples are scored. results in student writing. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 51
  56. 56. A school planprovides a framework for makingdecisions regarding future actions and forestablishing a direction for achieving theschool vision. PLANS THAT TRANSFORM SCHOOLS LEAD SCHOOL COMMUNITIES TO ACHIEVE THEIR DREAMS AND ASPIRATIONS FOR THEIR CHILDREN. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 52
  57. 57. Outcome for this sessionWE WILL DRAFT KEY ELEMENTSOF OUR SCHOOL PLAN. These key elements are our: •Core values •Vision •Mission •Objectives and leading indicators of success •School priorities •Strategies National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 53
  58. 58. Day I AGENDA8:30-9:00 Continental breakfast9:00-9:45 Introductions, purpose, introduction to the process9:45-12:30 Core values12:30-1:15 Lunch1:15-2:30 Vision2:30-4:00 Mission4:00-4:15 Break4:15-5:30 Environmental scan: internal and external analysis5:30-6:00 Closure National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 54
  59. 59. Day 2 AGENDA7:30-8:00 Continental breakfast8:00-8:15 Reflections and setting the stage for the day8:15-10:30 Objectives and leading indicators of success10:30-10:45 Break10:45-12:00 Priorities and strategies12:00-12:30 Closure, lunch, and celebrations National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 55
  60. 60. Rules of consensusWE HAVE REACHED CONSENSUS WHEN: •We all understand what others are saying; •We believe that others understand what we are saying; and •We agree and will support the decision publicly and act on the decision privately. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 56
  61. 61. Process for workingtogether• 10 minutes Facilitator introduces the components of the plan.• 15 minutes Team members work alone.• 45 minutes Small groups formalize recommendations.• 1-2 hours School planning team meets to reach consensus. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 57
  62. 62. Core values • Core values are our DEFINITION: fundamental convictions, beliefs, theories, and assumptions that, if stated and “lived by,” shape our community behaviors. • They are “protocols” to guide our actions and provide a foundation for working together. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 58
  63. 63. Core valuesEXAMPLES:•We believe that focusing on one challenging, complex, integrated curriculum raises achievement for all students.•Community inquiry renews professional learning.•Mutual respect, open communication, and willingness to commit build trust.•All learn best in a caring, nurturing, risk-free environment. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 59
  64. 64. Roles and responsibilitiesFACILITATOR: Manages the group to ensure everyone participates effectively; builds consensus in the small groupTIMEKEEPER: Manages the time; facilitates renegotiation of time, if necessary Writes down major ideas and concepts; recordsRECORDER: suggestions of the group Shares the report, ideas, and suggestions of the groupREPORTER: National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 60
  65. 65. Mission EXAMPLES: • The mission of Excel Elementary School is to ensure that young learners love to learn, explore personal interests, and respect,DEFINITION:The mission participate in, and enjoy the diversity of our global community.of the school • The mission ofis the Excel High School, as a community ofstatement of learners, is toour purpose graduate all students with— our reason the skills, competencies, andfor existence. attitudes to be successful in a complex, multicultural world. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 61
  66. 66. Internal audit DEFINITION: •The internal audit is an analysis of our strengths and weaknesses •These strengths and weaknesses are attributes in our school — attributes we completely control.EXAMPLES:Let’s look at the actual work done by our school staff forexamples. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 62
  67. 67. External auditDEFINITION:The external audit is an analysis of factors andimpacts of attributes outside our control.These factors relate to significant areas ofimpact:• Demographic issues• Education trends• Political issues• Economic implications• Social concerns• Scientific and technological trendsEXAMPLES:Let’s analyze the work of the staff in these areas. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 63
  68. 68. ObjectivesDEFINITION:Objectives areshort-term goals thatwill lead us toachieve our mission.EXAMPLES:• Annually, all students will meet the state standards for mastery of the state curriculum.• All students will engage in non-violent ways of resolving conflict.• All students will participate in extra- and co-curricular activities of their choice that relate to community service. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 64
  69. 69. Leading indicatorsof effectivenessDEFINITION: Leading indicators of effectiveness are data that may be used to determine and monitor progress toward achieving our objectives. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 65
  70. 70. Leading indicators of effectivenessEXAMPLES:OBJECTIVE INDICATOR ADEQUATE OF EFFECTIVENESS YEARLY PROGRESSAll students will pass The number and percentage In 2005, 156 or 78% ofthe annual of students performing students in grades tested willstandardized successfully on the pass all three levels of thestatewide standardized statewide standardized statewideassessment to assessment of reading, assessment as opposed to 100reflect mastery of mathematics, and writing will students or 50% in 2004.the state curriculum. be monitored annually.All students will • Student participation • Student participation willengage in in peer mediation increase from 25 in 2004 tonon-violent ways of and conflict resolution. 75 in 2005.resolving conflict. • Numbers/percentages • The number of students who of students who commit commit serious offenses in serious offenses at school. school will decrease from 20 in 2004 to 10 in 2005. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 66
  71. 71. School prioritiesDEFINITION: School priorities are areas of concern in which the school must establish strategies if the school is going to achieve its mission.EXAMPLES:• The school must establish a professional learning community if professional development is going to become meaningful to the staff.• The school must establish strategies for engaging parents in their children’s education. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 67
  72. 72. Strategies EXAMPLES: • We will develop and implement a challenging writing•Strategies are systemsDEFINITION: program for all students to ensure that are essential to all our students discover, design, and discover a variety of implement that will ways to express themselves contribute to the effectively. successful achievement • We will become an of the vision and mission. aggressive, caring, compassionate•A school may have learning community several essential as models for our strategies. students. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 68
  73. 73. Plans of action arerecipes for achieving our school’s mission. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 69
  74. 74. Outcome for this session We will work together to develop the knowledge and skills necessary to facilitate the development of powerful action plans. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 70
  75. 75. Responsibilities ofaction team leaders•To assist your team in developing a deeper understanding of the school’s core values, vision, mission, objectives, and strategies;•To facilitate action teams to define their specific tasks and conduct extensive research; and•To develop effective action plans. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 71
  76. 76. After hearing the core values, vision, mission, objectives, leading indicators of success, school priorities, and strategies, what captured your attention? What vision did you see?National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 72
  77. 77. Plans of action• Plans of action are recipes to produce specific outcomes that will lead us to achieve our vision, mission, and objectives.• We write action plans to describe our effective, recommended implementation of our strategies.• Each strategy will have a sufficient number of plans of action to translate research into best practices for our school. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 73
  78. 78. The seven meetings Establish understanding of the school plan, define terms, and establish research questionsMEETING I: Share research findings and develop extended research questionsMEETING II: Establish a vision of how the strategy leads to achievement of the mission and objectivesMEETING III: Establish specific long-term outcomes to be achievedMEETING IV:MEETING V: Design short-term and intermediate goals Establish the essential steps for each goal and conduct cost/benefit analysisMEETING VI: Develop presentation for the school planning teamMEETING VII: National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 74
  79. 79. Meeting IPURPOSE• To establish an understanding of the school plan• Define terms in the strategy - What does “best practices” really mean to us? - What are “professional learning communities” to us?• Establish research questions - What strategies are characteristic of “best practices” in teaching mathematics? - What are the many ways schools have implemented professional learning communities? What barriers did they face? What strategies did they use to remove those barriers and continue successfully? I National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 75
  80. 80. Meeting IIPURPOSETo share the research findings among action teammembers focused on a particular strategyACTION TEAM MEMBERS WILL:• Report on their research and findings;• Reflect on the impact of their research on the school plans of action; and• Establish extended research questions around what they are learning. II National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 76
  81. 81. Meeting IIIPURPOSE• To reflect on the extended research• To establish a vision of how what the team is learning leads to achievement of the school’s mission and objectivesACTION TEAM MEMBERS WILL:• Report on their research and findings;• Reflect on the impact of their research on the school plans of action; and• Draft a vision statement that best describes what people would be doing if the school were effectively implementing the strategy as researched. III National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 77
  82. 82. Meeting IVPURPOSETo establish specific long-term outcomes that must beachieved by the school to achieve the strategysuccessfullyACTION TEAM MEMBERS WILL:Determine specify systems, processes, or programs thathave the best promise of achieving the outcomesestablished.EXAMPLE:Teachers will use common readingcomprehension strategies andassessment strategies across allcontent areas. IV National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 78
  83. 83. Meeting VPURPOSETo establish short-term and intermediate goalsACTION TEAM MEMBERS WILL:• Consider a “pathway” to achieve the mission;• Establish short-term goals for first steps; and EXAMPLE: All teachers will receive intensive training in using comprehension strategies in their curriculum area.• Determine intermediate goals that reflect more significant levels of change over a period of four or five years. EXAMPLE: All teachers will participate in lesson study, and design and teach effective lessons applying what they have learned about reading comprehension strategies. V National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 79
  84. 84. Meeting VIPURPOSE• To determine the steps for each outcome and goal• To determine a cost/benefit analysis for each action planACTION TEAM MEMBERS WILL:• Detail essential steps for each short-term goal, intermediate goal, and long-term outcome. Each goal and outcome is a plan of action.• Determine a cost/benefit analysis based on their research and current market prices. VI National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 80
  85. 85. Meeting VIIPURPOSETo develop an effective, persuasive presentation for theschool planning teamACTION TEAM MEMBERS WILL:Plan carefully a presentation that reflects what theyhave learned, what they are recommending, and howtheir plans will assist the school in achievingits vision and mission. VII National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 81
  86. 86. Recruiting action team members • Action team leaders have a major responsibility in recruiting action team members. • Action team members need to mirror the school community and reflect all perspectives. • Parents, community members, teaching and support staff, and students are vital to powerful action teams. • Final decisions about all action team members will be made by the school leadership team.National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 82
  87. 87. Action team meeting I MEETING OUTCOMES •Establish an understanding of the school plan •Define terms in the strategies •Establish research questions National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 83
  88. 88. Definition of terms•Which terms in your strategy do you believe are essential to define?•How would you define or describe those terms in light of the vision shared by members of the school planning team? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 84
  89. 89. A vision of your team’sstrategyWorking alone, draft a description of yourstrategy as you see its contribution toachieving our mission.CONSIDER THE FOLLOWING QUESTIONS:• What would our school look like if we were successfully implementing your strategy? – What would staff be doing? – What would students be doing? – What would parents and/or community members be doing?• How do you see this strategy leading us closer to achieving our school vision and mission?• How does the strategy contribute to our ability to live by our core values? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 85
  90. 90. Emerging themesAfter working individually, let’s look for common ground amongall members of your action team.• Are there big ideas that have emerged that are common among all statements from individual members in your action team?• What are these big themes or ideas? DRAFT A COMMON VISION STATEMENT CAPTURING THE MOST DESCRIPTIVE AND COMPELLING IDEAS THAT EMERGED FROM YOUR CONVERSATION. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 86
  91. 91. Developing researchquestions•Your action team will develop research questions that will guide your study and inquiry over the next several months.•Consider areas, ideas, or themes of greatest interest to you.•What would you want to know about these big ideas or themes? – What does the literature say about these ideas? – What schools are implementing these ideas? – How do they know they are successful? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 87
  92. 92. Developing research questions •Choose a theme that interests you. •Assemble a small research team for each major idea or theme. •Meet with your small research team and draft open-ended research questions to guide your work for the next three weeks.National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 88
  93. 93. Research questions•What are your action team’s research questions?•How do they explore your vision of your strategy?•How are they open-ended investigations worthy of study? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 89
  94. 94. Action team meeting II MEETING OUTCOMES •Share and discuss research •Extend thinking by developing new research questions based on findings National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 90
  95. 95. Action team meeting III MEETING OUTCOMES •Review new research findings •Establish the implication of research on the school plan and the vision for our strategy National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 91
  96. 96. Action team meeting IV MEETING OUTCOME Establish goals to achieve the strategy National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 92
  97. 97. Establishing long-termoutcome statementsDEFINITION:• Long-term outcome statements are expected results of our work.• These results are essential and sufficient to achieve the strategy successfully.• They describe the desired outcomes of the work established in the steps of the plans of action. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 93
  98. 98. Establishing long-termoutcome statementsWHILE WORKING WITH YOUR ACTION TEAM,CONSIDER THE FOLLOWING QUESTIONS:•Are the outcome statements clear, specific, and easy to understand?•Are the expected results essential to achieve the strategy?•If we achieve all of these outcomes, will we have sufficiently addressed the strategy? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 94
  99. 99. Action team meeting VMEETING OUTCOMESFinalize outcome statements for all strategies.• Each team will share its statements and the research to support these outcomes.• We will give each other feedback using the questions on Slide 94.• We will examine all outcome statements to look for gaps, overlaps, and contradictions. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 95
  100. 100. Action team meeting VI MEETING OUTCOMES •State intermediate and short-term goals to achieve the long-term outcomes •Establish sequential, logical steps to achieve each outcome and goal National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 96
  101. 101. Establishing intermediateand short-term goals• Our long-term outcome is our transformed school.• Many goals must be achieved for us to truly accomplish this.• We will establish initial “first steps,” or short-term goals and intermediate goals that lead us to our long-term outcome.• Sequencing these goals reflects a thoughtful, effective change process to ensure our success. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 97
  102. 102. Action plan #Long-term outcome statement/intermediate goal/or short-term goal:Rationale:ACTION PERSON RESOURCES TARGET DATE FOR EVALUATIONSTEP/PROCESS RESPONSIBLE NEEDED COMPLETIONList discrete steps. State the name of State essential State a specific State the strategyStart with a verb. the individual resources including date on the that will be used toThink about the responsible for time, professional calendar for the measure not onlylogical order of ensuring the action development, year of completion butevents that will is taken. materials, people. implementation. impact of this steplead the school to on achieving theachieve the goal. goal. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 98
  103. 103. Cost/benefit analysisCost for the plan Possible funding Benefits to spendingof action sources these revenues to achieve the mission National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 98a
  104. 104. Action team meeting VII MEETING OUTCOMES • Finalize plans of action • Prepare for presentation to the school planning team National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 99
  105. 105. Outcome for this sessionWe will engage in aprocess of studyingrecommendationsmade to us by theaction teams andrecommend to theprincipal and schoolleadership team thoseoutcomes and goals that have the greatestpromise of leading us to achieve ourmission. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 100
  106. 106. The process• We will first listen attentively to the presentations of the action team leaders on each of the strategies.• We will recommend to the principal and school leadership team those outcomes that are essential to achieve our strategies.• We will make our recommendations based on – How well the long-term outcome will assist us in achieving our vision and mission – The logic of the change process being recommended – The clarity of the outcome• After we hear each presentation, we will work in small groups to make recommendations about each outcome and each intermediate and short-term goal.• We will come to consensus on all recommendations to the principal and the school leadership team. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 101
  107. 107. Small grouprecommendationSTRATEGY:LONG-TERM INTERMEDIATE SHORT-TERM ACCEPT/ REJECT/OUTCOME GOAL GOAL RATIONALE RATIONALE National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 102
  108. 108. Recommending acceptanceof a long-term outcome, intermediate goal, and/or short-term goal• Assessing the value of each outcome or goal is not based on our likes or dislikes, our comforts or discomforts.• Carefully consider the following questions before making your recommendation: – Is the outcome/goal essential to achieve the strategy? – Does it move us closer to the vision and mission of our school? – Is it aligned with our core values? – Is it a powerful leverage point? – Is the entire set of outcomes and goals comprehensive and logical? – Are there gaps that need addressing? – Do the benefits outweigh the costs?• If you and your group wish to make modifications, ask us for approval. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 103
  109. 109. School plans are useful only whenschool staff members take fullresponsibility for achieving themission and goals and movingtoward the vision. LET’S COMMIT TO DEVELOPING A SHARED VISION! National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 104
  110. 110. Outcomes for this sessionTHE STAFF WILL:•Accept responsibility for and commit to living the core values and achieving the mission;•Commit to lead implementation and achievement of our goals for the next two years;•Establish an implementation team for each goal; and•Celebrate completion of the school plan! National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 105
  111. 111. Outcomes for this sessionSCHOOLS ACHIEVE THEIR GOALS AS LEADERS ON THE TEAMINSPIRE OTHERS TO SHARE THE VISION AND TO ENGAGE INTHE JOURNEY OF TRANSFORMATION.The school leadership team will assumeresponsibility for:•Implementing the plan;•Monitoring progress on achieving school goals; and•Inducting new members. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 106
  112. 112. New roles of the schoolleadership team THE FACILITATOR: • Ensures meetings run smoothly; • Establishes agendas; • Ensures we abide by our norms; • Designs strategies to assist us in accomplishing our outcomes for the meetings; and• Facilitates the professional learning for the school leadership team.THE RECORDER:• Develops a history of our work;• Publishes agendas and sends them to us before our meetings; and• Records major decisions. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 107
  113. 113. Our leadership will:• Set the tone in our school;• Ensure others we will “stay the course”;• Continuously consider how the core values, vision, mission, and objectives affect everyday life in our school;• Monitor the work of implementation teams;• Study the progress on our objectives that students are making using the leading indicators of success; and •Communicate our progress to others. National Staff Development Council ■ www.nsdc.org ■ Transforming Schools Through Powerful Planning 108
  114. 114. Outcomes for this sessionShared vision develops aseveryone in the school has adeep understanding of thevision of the school and itsdirection.NEW MEMBERS WILL:•Understand the mission of the school, the direc- tion the school is taking to achieve it, and the leadership and commitment needed from everyone.•Understand the planning process and how to become involved. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 109
  115. 115. Schools that are mostsuccessful identify key dataand use that data to make effective decisions for increasing student performance. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 110
  116. 116. Outcomes for this sessionTHE SCHOOL LEADERSHIP TEAM WILL:• Develop and establish systematic approaches to analyzing the school’s effectiveness;•Analyze findings and possible causal factors;•Modify the school plan;•Lead celebrations! National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 111
  117. 117. Purpose of Meeting I We will review the indicators of effectiveness and develop a system for continuouslygathering and monitoringstudent performance. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 112
  118. 118. Assessment optionsfor staff• Any department, grade level, or team may choose other assessments to complement the state-like instruments to help us determine how well students are performing.• Such common assessments as research projects, culminating demonstrations, or authentic tasks are encouraged and often essential. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 113
  119. 119. Team reflectionsWhat recommendations do youhave concerning:•Leading indicators of success and the data related to each?•The system for collecting and aggregating data? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 114
  120. 120. Purpose of Meeting IIWE WILL ANALYZE THE DATA AND REPORTS FROM EACHIMPLEMENTATION TEAM BY RESPONDING TO THE FOLLOWINGQUESTIONS:• What trends, if any, are emerging in our data? – Are some groups of students doing better than others? – Are some grade levels/teams or departments making greater progress? – How are students performing by classroom teacher? – Are parents and student perceptions changing over time?• What statements of findings can we make?• What are possible causal factors? – What impact do we believe our efforts in implementing our goals are having on these data? – What successes are we seeing? – What challenges are we facing?• What are the essential next steps?• Should we make any shifts in direction at this time? National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 115
  121. 121. Purpose of Meeting IIIWe will recommendchanges in ourschool plan.WE WILL CONSIDER:• Recommending no changes other than to continue the work being doing by the implementation teams;• Recommending minor change to refocus the work; and• Recommending stopping the efforts, doing additional research, and redesigning the action plans. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 116
  122. 122. Recommendations• We recommend NO CHANGES. Continue the work being done by the implementation teams on the following goals:• We recommend MINOR CHANGE to refocus the work on the following goals. They are:• We recommend STOPPING the efforts, doing additional research, and redesigning the action plans for the following goals. Our rationale is:• We COMMEND the implementation team for the following:SIGNATURES OF TEAM MEMBERS DATE National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 117
  123. 123. Organizations that are most effective in achieving their goals monitor their progress regularly and adjust their directions to ensure their success.National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 118
  124. 124. Outcomes for this sessionTHE SCHOOLLEADERSHIP TEAM ANDTHE PRINCIPAL WILL:•Review progress of the implementation teams and•Recommend necessary adjustments. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 119
  125. 125. As the world changes andneeds of students andstaff change, action plansmust be adjusted for theschoolcommunityto achieveits mission. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 120
  126. 126. The school leadershipteam and school planningteam will: •Ensure that the school plan is current and •Address new and emerging issues that impact achievement of the mission. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 121
  127. 127. Internal analysisDATA TRENDS FINDINGS POSSIBLE POSSIBLE CAUSAL RECOMMENDATIONS FACTORSStudent Student • 80% of all students Teachers have • Continueperformance performance in grades 3 and 5 had extensive effortsdata in data on passed the professionalwriting in standardized standardized state development • Commendgrades 3 and state writing writing assessment, in the writing teachers for5 assessments an increase of 35 process and their work has percentage points in write with • Initiate an continued to three years. students daily. Author’s go up over Conference to the last three • Students competently use the highlight the years successes of writing process and the state rubric to students and produce quality work. staff.2nd data item3rd data item National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 122
  128. 128. External scanTRENDS: DEMOGRAPHICS, POLITICAL, ECONOMIC, TECHNOLOGICAL, EDUCATIONALCATEGORY FACTOR IMPACT RECOMMENDATIONSEconomic Reduced Slowing down • Persist over time to funding implementation of ensure all staff for the the school’s staff members are school development plan. trained. Only 25% of teachers • Initiate peer had professional coaching and development this year mentoring program in the writing process. to assist teachers not trained yet and those struggling with implementation.2nd category3rd category National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 123
  129. 129. Purpose of our meetingTogether, we will continue tomake recommendations in the best interest of our students and the vision and mission of our school. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 124
  130. 130. The school planning teamrecommendationsAFTER REVIEWING THE ANALYSIS OF OUR DATAAND PROGRESS ON THE SCHOOL PLAN, YOU AS ATEAM MAY RECOMMEND THAT WE: • “Stay the course”; • Make minor modifications in our direction; • Adopt addition goals; • Stop work, conduct additional research, and revise our plans of action; or • Add new objectives or strategies. National Staff Development Council ■ www.nsdc.org ■ Transforming Schools Through Powerful Planning 125
  131. 131. We want to be sure that, if we arerecommending new objectivesand strategies, we realize: •New action teams will be formed; •Research will be conducted; •New indicators of success established; and •New data systems organized to gather data. National Staff Development Council s www.nsdc.org s Transforming Schools Through Powerful Planning 126

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