Week Two - Goals and Data


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Week Two - Goals and Data

  1. 1. Putting Your Data to Work for Student Success<br />Week Two: <br />Goals, Continuous Improvement and Data Measurement<br />09.15.10 – 09.21.10<br />
  2. 2. Learning Objectives<br />Understand the interrelated connection between vision -strategic planning - goal setting and data analysis. <br />Explain and compare the different use of data in the various organizational processes: learning and teaching, continuous school and district improvement planning, and resource and financial planning.<br />Define the meaning of the concepts: intelligent data, data conversations, data-informed leadership, data-based decision-making.<br />
  3. 3. Leadership Roles and Responsibilities<br />Vision: Planning and Goal Setting<br /> <br /> The Board, with participation by the community, envisions the future of the educational program, articulates core values, formulates goals, defines outcomes and sets strategic direction.<br />
  4. 4. Leadership Roles and Responsibilities<br />Structure: Policies and Operations<br />To achieve the collective vision, the Board creates an organizational framework which enables strategic planning, policy development, budget approval, and setting high instructional standards.<br />
  5. 5. Leadership Roles and Responsibilities<br />Accountability: Continuous Improvement<br />    <br /> There is a systematic approach to ongoing assessment of all the organizational components affecting student achievement.<br />
  6. 6. Leadership Roles and Responsibilities<br />Advocacy: Communication<br />  <br />The Board facilitates advancing the community’s interests in education on behalf of all stakeholders. It encourages community engagement and collaboration by providing venues for diverse opinions to be shared and considered. <br />
  7. 7. Leadership Roles and Responsibilities<br />The School Board<br />Decides What and Determines Why<br />Identifies Issues<br />Request Information<br />Creates Policy<br />Approves Plans<br />Approve Hiring and Evaluation Criteria<br />Adopts Budget<br />Govern and Guide<br />The Superintendent<br />Decides How and Determines When<br />Makes Recommendations<br />Provides Information<br />Institutes Policy<br />Implements Plans<br />Supervise and Evaluate Personnel<br />Develops Budget<br />Administer and Manage<br />
  8. 8. Vision Statement<br /> A future-focused statement about what an organization wants to be, where it wants to go and what kind of system and product it wants to create.<br />Mission Statement<br /> A statement that defines what an organization exists to do, reflects its core values and beliefs, and guides all decision making.<br />
  9. 9. Vision Statement<br />South Whidbey School District:<br />Every student will be a successful independent learner empowered for life in the global society of the 21st century.<br />
  10. 10. Strategic - District Improvement Plan <br /> The process an organization uses to envision and foster an atmosphere that promotes growth toward a desirable future, this is often developed with broad-based community involvement.<br />School Improvement Plan<br /> A unit’s continuous cycle of improvement that is aligned with the organization’s vision, mission and strategic plan. <br />
  11. 11. Lack of Focus and Clarity of Vision:<br />
  12. 12. The Acts of Alignment:<br /> A state where all of the organization’s units are in alignment with each other in terms of common vision, organizational goals and theories of action. <br />
  13. 13. Efficiency and Effectiveness<br />"Efficiency is doing things right and effectiveness is doing the right things.”<br />"Management is doing things right and leadership is doing the right things.”<br />"There is nothing so useless as doing efficiently that which should not be done at all.”<br />So, you should continually ask... "Are we doing the right things for the right reason?"<br />
  14. 14. Management by Objectives (MBO)<br />A process of creating objectives within an organization so that management and employees are in agreement and understand the objectives.<br />
  15. 15. Management by Objectives (MBO)<br />The essence of MBO is participative goal setting, choosing course of actions and shared decision making. An important part of the MBO is the measurement and the comparison of the actual performance with the standards set. <br />
  16. 16. SMART Goals:<br />Specific<br />Measurable<br />Achievable<br />Realistic<br />Time Related  <br />S - specific, significant, stretching<br />M - measurable, meaningful, motivational<br />A - agreed upon, achievable, action-oriented<br />R - realistic, relevant, reasonable, results-oriented<br />T - time-based, timely, tangible<br />
  17. 17. Performance Measure:<br />Set of specific data used to examine the performance of a process<br />Measures specific attributes that interest certain stakeholders<br />Measures progress on a specific goal<br />
  18. 18. Data Dashboard<br />A suite of data measures to monitor performance.<br />Management decision making tool<br />Aligns to strategic goals<br />Monitored regularly<br />Used to identify additional initiatives to improve performance<br />
  19. 19. Balance Scorecard<br />The balanced scorecard is a strategic planning and management system that is used extensively in industry, government, and nonprofit organizations to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals.<br />
  20. 20. Next Steps. . .<br />This week’s conversation<br /><ul><li>How would you go about aligning performance measures with your goals? What process would you use?
  21. 21. List the performance measures you choose and explain why you selected them.
  22. 22. How would you review the district’s progress?
  23. 23. Who are the key stakeholders that should be included in conversations about district goals?</li>