I am posting two strategic plans, in separate posts, that I would like for you to read over. I made comments for improvement on each plan, but, overall, they addressed the elements of the rubric well.
Planning for Strategic Planning
Objective 1: To a design and implement a belief statement, a vision, and a mission that are workable and representative of the needs and interests of our students, school, and community.
Objective 2: To conduct accurate and meaningful research that will enable us to identify areas where improvement is necessary, while forming a foundation from which appropriate action plans can be developed.
Objective 3: To address all areas of the school environment; fiscal responsibility, academic achievement, global awareness, community relations, student wellness, learning environment, maintenance and improvement of infrastructure, special programs, compliance with state and federal programs, and staff development.
Objective 4: To maintain the course of our plan, monitoring its progress, in order to make informed and accurate modifications when necessary.
Objective 5: To include the community, district, staff, and students in the development of the strategic plan making clear to all the role each plays the implementation of the plan and informing them of our progress on a regular basis.
Planning for the Strategic Plan
The time frame from the development of the strategic plan to the start of its implementation will be around five months. The Lead Committee will be established and begin work in early March. At this time the Lead Committee will continue to develop the strategic plan's framework, timeline, and begin preliminary research. Staff and the community will be informed of development in mid April. All committees will be established by late April; committee research will begin at this time. Research will continue through the beginning of June. By mid June action plans will be written, reviewed, and then adopted by mid July. A public meeting will be held at the end of July to present a workable plan to the community. Staff will attend a Strategic Planning Seminar in early August to make individual roles clear, and review accountability methods that will be used to monitor the plan's progress. The plan will be put into action in August. We will have a parent-staff luncheon a week before the start of school. At the luncheon I will give a short presentation of our plan, praise my staff for their hard work, and recognize key individuals who went above and beyond their regular duties to help construct the plan.
Staff and committees will meet weekly; submitting progress reports or, if needed, plans to modify their current course of action. My staff and I will monitor all areas of the plan using daily (at first), weekly, and monthly checklists. Monthly progress reports will be given to the school board and to the community, addressing needs, concerns, and progress. I will read all progress reports and action plans to insure accurateness and completeness. If I have any questions, concerns, or suggestions, I will consult the head of the committee that submitted the document. New data will be collected as it becomes available and will continue to be collected and analyzed for the duration of the plan. Complete evaluation of all parts of the strategic plan will take place on a yearly basis, all aspects of the plan will be reviewed and, if needed, modified. Prompt changes within certain areas of the strategic plan may be needed over the duration of its implementation. If an overhaul is needed, I will head the adjustment committee and ensure that the needed changes are made as prompt and effectively as possible. It may take up to 10 years for this plan to have a lasting effect and changes will need to be made as new information becomes available. Our goal is to see measurable results in all areas of the plan by the end its third year of implementation.
Both qualitative and quantitative forms of data will be collected. The external environment will be determined by observation and research of issues and trends at community, district, state, federal, and global levels. A close relationship with the community will be fostered and maintained in order to understand the needs and goals the community shares. The internal environment will be carefully observed. Staff will be encouraged to share their concerns, goals and visions, both at individual levels and for the school as a whole. We will gather quantitative data on external and internal environmental factors. We will then compare external data to internal data to better understand our school environment and areas we can or need to improve in. Doing this will help us recognize our strengths, weaknesses, and also trends that we may not be currently aware of. Some examples of quantitative data we will gather are: standard test scores, dropout rates, attendance rates, income rates, labor market information, expenditures, tax rates, and population trends.
The planning team will be selected based on the following criteria: ability to conduct research, area of expertise, and leadership skill. Committees will be established to research the four general areas of the strategic plan: academic, budget and infrastructure, staff development and recruitment, and school environment. Each of these committees, with the exception of the Budget and Infrastructure Committee, will be headed by a teacher leader. Committee leaders will then choose staff members with the knowledge and skills needed to complete the task assigned to the committee. I will personally head the Budget and Infrastructure Committee. Committee leaders will form the Lead Committee of which both myself and the vice principals will be part of. The Lead Committee will design templates for each committee to follow for brainstorming, research, and action plan writing. The creation of templates for research and action plans is particularly important. They will serve as a guideline for committees to work from and increase the uniformity of our data, which will allow for easier processing by the Lead Committee.
Our belief statement will be developed through the combination of the Lead Committee's understanding of what is known as best practice and an assessment of our community's beliefs. The belief statement will be the foundation of both our vision and mission statements will rest upon.
The creation of our belief statement will help us envision the potential of our team, community, and students. It is crucial that we know who we are as individuals, team members, community members, and members of the human race to set a goal of where we want to be. The vision statement will express what we strive for, and work to inspire all who read it.
The mission statement development will be a team effort. The mission statement will reiterate why we as a school team are here, and what we are doing now to develop ourselves and our students.
Format
The format of the plan will be similar to that of a legislative bill. This will allow us to create specific goals and give an appropriate time frame for reaching each goal. This format will also allow us to easily track the plan's content and ease the process of changing specific goals when needed.
Lead Committee Meeting Format
The Lead Committee will follow Robert's Rules of Order for regular meetings. Special meetings that address one specific topic will be less formal in order to encourage creative thought. In regular meetings the Lead Committee will analyze action plans and committee's justification for these action plans. Committee heads will analyze information before the meeting begins, and be ready to present their concerns, changes, and progress reports in a timely manner. If a committee member has a special issue it will be addressed after all other committee business is concluded, to enable the committee to focus full attention to the issue.
Regular Committee Meeting Format
Committee heads will be allowed to conduct their meetings in the format of their choice. If meetings are not productive I will step in as mediator, review collected information, and make suggestions for more productive meetings.
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