The document provides an overview of a strategic visioning process being conducted by W.H. Adams & Associates for Vernon Township Community. It outlines the 10 step process, including collecting stakeholder input through surveys, analyzing district data, a steering committee developing a vision and target areas, action teams creating 1-2 year plans, and board approval. The goal is to create a strategic vision and action plans to guide the district's future decisions and resource allocation to address challenges around declining enrollment, resources and changing needs. A timeline at the end outlines key meetings and deliverables through August 2014.

1. Strategic Visioning & Facilities Review:
Vernon Township Community Launch
W.H. Adams & Associates, LLC
February 24, 2014

2. The Four “W’s”
 Who?
 Why?
 What?
 When?
2

3. WHO: W.H. Adams & Associates, LLC
 An Education Resource Organization
 Working in the Present. Planning for the Future.
 Research Based.
 Customization.
3

4. Why? Why Conduct a Strategic Vision?
 Increasingly Difficult Economic Times with Continuing
High Expectations
 Improve organizational performance by measuring what matters.
 Prioritize Initiatives.
 To Foster Proactive Planning
 Focus on the drivers of future performance.
 To Maximize Allocation of Resources that Directly Impact
Student Success
 Align organization strategy with the work people do on a day-to-day basis.
 Expand District Brand
 Stay competitive in challenging times.
4

5. To Address District Challenges:
 Declining Enrollments
 Declining Resources
 Per Pupil Cost
 Changing Demographics
 Changing Community Needs
 Facilities
 Other
5

6. What: Strategic Vision to Pursue A
Successful 21st Century
 What is a Strategic Vision?
(GPS 2 Future)
 GPS for Future Decisions and For the Allocation of Resources
 GPS for Annual or Biennium Goal Setting
 GPS for Assessment of Annual or Biennium Goals and
Implementation Plans
6

7. What continued…
What Will Be Accomplished?
OUTCOMES! (results, results, results)
 SWOT Analysis
 Introduction of 21st Century Skills and Futurist Theories and Projections
 Thorough Review of District Data including:
 Demographics
 Enrollment
 Student Achievement
 Staffing
 Fiscal
 Written District Analysis and Vision
 Recommendations for Plan
 Determine Monitoring Process for Continuous Improvement and
Results.
7

8. Strategic Vision vs. Plan
 Vision: Guide to the future with annual or biennium plans
on how to get to target goals.
 Plan: Three to five year prescriptive plan to reach targeted
goals.
8

9. Strategic Vision Definition:
“The process requires the systematic creation of visions of a
desirable future for an organization or an individual.
Typically, this procedure starts with a review of past events
and the current situation, moves on to envision desirable
futures, and concludes with the identification of specific ways
to move toward the desired future. A visioning procedure
often prepares the way for more formal goal setting and
planning.”
World Future Society, 2012
9

10. A Look into the Future
Creating the Future Vision for Learning

11. Take a Look at This …..
11
By Joe Bush

12. Moore’s Law
“The technology at the leading edge changes so rapidly that you
have to keep current after you get out of school.”
Gordon Moore.

13. Moore’s Law
(Doubling every 18 months!)
Year
1979
1984
2010
2022
RAM
8K
128K
2GB
208TB
Storage
128K
400K
350GB
40TB
Speed
2MHz
10MHz
2.5Hz
1.2THz
Cost
$5,000
$3,900
$400
$1.37
1024K = 1MB
1024MB = 1GB
1024GB = 1TB
Jukes, 2010

14. Moore’s Law
(Doubling every 12 months!)
Year
2010
2018
RAM
2 GB
2,097,152 GB
Storage
350 GB
209,715,200 GB
Speed
2.5 GHz
524,288,000 GHz
Cost
$400
3 cents
1024K = 1MB
1024MB = 1GB
1024GB = 1TB
Jukes, 2010

15. The Future
 POWER INDUSTRY
 Manufacturing power generation units the size of ac units will
go into full production.
 Installation crews will begin to work around the clock.
 The entire national grid will need to be taken down (a 20 year
project). Much of it will be recycled and the recycling process
alone will employ many thousands of people.
 Micro-grid operations will open in every community requiring
a new breed of engineers, managers, and regulators.
15

16. The Future
 AUTO TRANSPORTATION – GOING DRIVERLESS
 The first wave of driverless vehicles will be luxury vehicles that allow you to kick back,
listen to music, have a cup of coffee, stop wherever you need to along the way, stay
productive in transit with connections to the Internet, make phone calls, and even watch
a movie or two, for substantially less than the cost of today’s limos.
 Driverless technology will initially require a driver, but it will quickly creep into everyday
use much as airbags did. First as an expensive option for luxury cars, but eventually it
will become a safety feature stipulated by the government.
 The greatest benefits of this kind of automation won’t be realized until the driver’s hands
are off the wheel. With over 2 million people involved in car accidents every year in the
U.S., it won’t take long for legislators to be convinced that driverless cars are a
substantially safer and more effective option.
16

17. The Future
 AUTO TRANSPORTATION – GOING DRIVERLESS
 Delivery dispatchers
 Traffic monitoring systems, although automated, will require a
management team.
 Automated traffic designers, architects, and engineers
 Driverless “ride experience” people.
 Driverless operating system engineers.
 Emergency crews for when things go wrong.
17

18. The Future:
BOTS
Jobs Going Away
Fishing bots will replace fishermen.
Mining bots will replace miners.
Ag bots will replace farmers.
Inspection bots will replace human
inspectors.
Warrior drones will replace soldiers.
Robots can pick up building material
coming out of the 3D printer and begin
building a house with it.
New Jobs Created
Robot designers, engineers, repairmen.
Robot dispatchers.
Robot therapists.
Robot trainers.
Robot fashion designers.
18

19. The Future:
Shopping
ON DEMAND SHOPPING!
3-D “PRINTER”
IN EVERY HOME
New Jobs Created
* 3D printer design, engineering, and
manufacturing
* 3D printer repairmen will be in big demand
* Product designers, stylists, and engineers for
3D printers
•3D printer ‘Ink’ sellers
19

20. Some Thoughts ….
“Certainly there’s a downside to all this. The more technology we rely on, the more breaking
points we’ll have in our lives.
 Driverless drones can deliver people. These people can deliver bombs or illicit drugs as easily
as pizza.
 Robots that can build building can also destroy buildings.
 All of this technology could make us fat, dumb, and lazy, and the problems we thought we
were solving become far more complicated.
 We are not well-equipped culturally and emotionally to have this much technology entering
into our lives. There will be backlashes, “destroy the robots” or “damn the driverless car”
campaigns with proposed legislation attempting to limit its influence.
Thomas Frey
20

21. Sample of 21st Century Skills and
Futurists
 Living on the Future Edge: Windows on Tomorrow. (2010)




21
Ian Jukes, Ted McCain, Lee Crockett
Teaching Digital Natives: Partnering For Real Learning.
(2010) Marc Prensky
The Singular Is Near (2005) Ray Kurzweil
The World Future Society, www.wfs.org
The Partnership for 21st Century Skills, www.p21.org

22. 21st Century Fluencies & P21 Definitions
(or, what will students need to be able to do in the latter 21st Century)






Solution Fluency:
This is about whole-brain thinking – creativity and problem-solving skills applied in real time. Solution
fluency is at the core of “just-in-time” learning.
Creativity Fluency: The process by which artistic proficiency adds meaning through design, art, and storytelling. It is no
longer enough to have functional product. Creative fluency extends beyond visual creative skills to using the imagination to create
stories, and to create products which tell stories.
Collaboration Fluency:
The teamworking proficiency that has reached the subconscious ability to work
cooperatively with virtual and real partners in an online environment to create original digital products.
Media Fluency:
There are two components to media fluency. The first component is the ability to look
analytically at any communication media to interpret the real message, determine how the chosen media is being used to shape
thinking, and evaluate the efficacy of the message. The second component is the ability to create and publish original digital
products, matching the media to the intended message by determining the most appropriate and effective media for that message.
Information Fluency: There are two parts to information fluency. Being able to access raw information from the most
appropriate high-tech and low-tech sources is the first part. This may be from a textbook, but may just as easily be a cell phone,
wiki, social network, other digital or nontraditional source.
Secondly, information fluency is the ability to critically evaluate the data. Information fluency is also the ability to determine bias
in the information we retrieve, assessing the accuracy of the data by analyzing the methodology of how it was gathered and crossreferencing it to multiple sources that verify and support the specific information that is found.
Source:
Jukes, I., McCain T., & Crockett, L. (2010). Living on the Future Edge. Kelowna BC, Canada: 21st Century Fluency Project and Corwin Press, p. 115-116.
22

23. Review of 21st Century Fluencies
Solution Fluency
Information
Fluency
Solution Fluency
Creativity Fluency
Media
Fluency
Digital
Citizen
Creative
Fluency
Collaboration
Fluency
Media Fluency
Collaboration
Fluency
Jukes, 2010
Information Fluency

24. Strategic Vision Definition:
“The process requires the systematic creation of visions of a
desirable future for an organization or an individual.
Typically, this procedure starts with a review of past events
and the current situation, moves on to envision desirable
futures, and concludes with the identification of specific ways
to move toward the desired future. A visioning procedure
often prepares the way for more formal goal setting and
planning.”
World Future Society, 2012
24

25. “Full Throttle” 10-Step Model
 Highly collaborative, 10-step process integrating all stakeholders
 Thorough review of data: district demographic, achievement, fiscal,







technology and staffing.
SWOT
Ongoing Blog Communication/Discussion
Steering Committee of Internal & External Stakeholders
Action Teams write Initial Implementation Plans
5-6 months (approximately 6-7 Face 2 Face meetings/additional
electronic meetings, if necessary)
Customized Surveys: Community, Staff, Student
Outcomes:
 Written District Analysis & Vision
 Recommendations for Plan
25

26. Strategic Visioning: Ten Steps
Board &
Leadership
Team
* Present, Discuss &
Customize Model
*Interview Board
Members
* Identify Steering
Committee
Presentation of
Results
Stakeholder
Input
* Surveys of
Stakeholders for
perceptions of
district's strengths,
weaknesses,
opportunities &
threats
Collect
Review and
Analyze Data
Steering
Committee
Reviews Data
And
Develops Vision
Core Committee Blog for Ongoing Communication
26
Steering
Committee
Identifies
Target Areas &
Goals

27. Strategic Visioning: Ten Steps
Action Teams
Prioritize Goals &
Develops 1-2 Year
Action Plans
Steering Committee
Review Plans & Make
Recommendations
BOE Review,
Input,
Modification
and Approval
Stakeholder &
Community
Announcement
Core Committee Blog for Ongoing Communication
27
District Team
Review &
Follow-up

28. Step #1: The Board
 Present, discuss and customize model.
 Interview board members
 Identify Core Committee
 Identify Internal District Project Manager/Liaison –
 Fred Podorf
 Customize survey
 Completed January, 2014
28

29. Step #2: Stakeholder Input
#1 Face-2-Face Input
 Survey of stakeholders for perceptions of district’s strengths,
weaknesses, opportunities and threats.
#2 Customized Online Surveys
 Survey to be 10-20 questions, online.
 Community – Launch February 22; Close March 12
 Staff – Launch February 26; Close March 7
 Student (High School and Grades 7 & 8) –Week of March 3
29

30. Step #3: Collect, Review and Analyze
Data
 Survey
 Enrollment
 Staffing
 Budget
 Student Achievement
 Demographic (birth rates, etc.) – Update 2011 Study
 Technology Plan
 Facilities Use and Grade Transitions
30

31. Step #4: Presentation of Results ~
Steering Committee Develops Vision,
Identifies Target Areas & Goals
 Weeks of April 7 & 14, 2014: (4 meetings)
 Usually 5-8 target areas
 May include:
 Instruction
 Curriculum
 Facilities
 Communication
 Technology
31

32. Step #5: Action Teams in-depth review
of target areas
 At least one member of Steering Committee in each Action Team
 At least one member of Administrative Council in each Action
Team. It is recommended that Admin Council member chair
each committee, as appropriate.
 Deep dive into Data & SWOT Analysis
 Timeline:
 Action Teams Commence Meetings Early May 2014
 Initial Action Plans Due July 25 – August 1, 2014
32

33. Step #6: Steering Committee Review
and Recommendations
 Planned meeting where each Action Team Chair presents
recommendations from investigation to Steering Committee.
 Steering Commitee offer input and compile
recommendations.
33

34. Step #7: BOE Review, Modifications &
Approval
 Action Team Committee Chair presents recommendations to
Board of Ed.
 BOE make modifications and approves.
34

35. Step #8: Stakeholders & Community
Announcement

36. Step #9: Implementation of 1-2
Year Plans
36

37. Step #10: District Team Review &
Follow-up
37

38. Timeline:
January 27 & 28
Interview Board Member & Steering Committee (Vernon
Leadership)
February 22
Launch Community Survey Online
February 24
Strategic Vision Community Launch Meeting
February 24
First Meeting with Steering Committee: Explain Process &
Introduce 21st Century Futurist Thoughts
February 26
Launch Staff Survey – Close March 5
March 3
Launch Student Survey – Close March 7
March 12
Close Community Survey
Week of April 7TH 2 Meetings with Steering Advisory Committee – Data Download
Week of April 14TH 2 Meetings with Steering Advisory Committee – Data Download
Cont., Vision Creation & Target Areas Determined
Week of May 5/12 Steering Advisory Committee – Goals Determined
Week of May 19th Action Teams commence work on Action Plans
Week of August 4th Action Teams presented to Steering Advisory Committee
August 21*
Present Vision, Demographic Update & Action Plans to BOE
NOTE: Spring Break April 18 - 24, 2014
38
*Presentation of Vision tentative date

39. Questions?