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Strategic Planning and AdvancEd Accreditation

Strategic Planning and AdvancEd Accreditation. In partnership with Quality New Mexico Taos NMSBA Leadership Conference July 13, 2012. We hope to share. The value of the continuous learning cycle The importance of establishing baseline data

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Strategic Planning and AdvancEd Accreditation

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  1. Strategic Planning and AdvancEd Accreditation In partnership with Quality New Mexico Taos NMSBA Leadership Conference July 13, 2012

  2. We hope to share • The value of the continuous learning cycle • The importance of establishing baseline data • Building relationships with Quality New Mexico, AdvancEd New Mexico, and aspirational peers are important • How this process can help you?

  3. What motivated us? • Support from Quality New Mexico • Mentor us in the Baldrige • District accreditation made more sense than just high school accreditation • Internationally benchmarked via AdvancEd • Board belief that we could do better • Led to conversation about what a nationally recognized school district looks like

  4. What motivated the strategic plan initiative? • LAPS does not currently have a system for continuous improvement that helps • align and integrate District and community resources to meet School Board goals and • attain high levels of achievement by all students • Research shows that organizations which use systematic and systemic approaches to performance improvement are more likely to achieve and sustain high levels of performance

  5. Achievement by ALL Students Is the Key to Success All strategic thrust areas are aligned to support student achievement

  6. Why do we want to do this? • Focus on what is important • Target scarce resources • Clearly articulates goals/path to get there • Hold people accountable to duties/timelines • Develop a continuous learning loop • Build a learning culture

  7. Why Strategic Planning and AdvancED Accreditation? • Combines the best of the two processes • Commits to continuous improvement • Establishes inclusive organizational process • Defines strategies (direction) • Aligns resources with the right goals • Provides independent, third-party feedback

  8. QNM – Progress Towards Excellence • Mentorship and Coaching • Training for groups/individuals • Self-assessments (ask the tough questions) • Independent, third-party feedback • Chance to share best practices

  9. AdvancEd Accreditation • Five Standards, accompanying indicators, and performance levels to drive excellence in student performance and organizational effectiveness • Purpose and Direction – commits to high expectations for learning • Governance and Leadership – promotes and supports student performance and school effectiveness • Teaching and Assessing for Learning – curriculum, instructional design, and assessment practices ensure success for all • Resources and Support Systems – support purpose and direction to ensure success for all students • Using Results for Continuous Improvement – data from student learning and school effectiveness – guides continuous improvement

  10. Where are we in the strategic plan? • Use the current LAPS strategic planning initiative to build the foundation of a systematic and systemic process to focus, align, and integrate District and community resources to attain high levels of achievement by all students. • Develop process to identify best practices within the District, learn from them, and help spread them across the District. • Collect and analyze data on measures from 5 thrust area teams, as well as measurement data currently collected by the District, and recommend ways to align and simplify.

  11. Where are we in the strategic plan? • Develop a District dashboard of key measures and implement a sustainable process for District leadership to review Dashboard to manage performance improvement. • Identify aspirational peers, engage them to learn best practices, and develop key improvement actions. • Administer the “Are We Making Progress” survey to get baseline and annual progress data. • Use independent third-party validation and feedback to drive improvement and demonstrate success.

  12. What’s working for us? • Belief system of the School Board • Community and Staff Involvement • Support from Quality New Mexico volunteers

  13. We have been actively learning from others • Quality New Mexico NMEXL workshop with Terry Holliday • Continuing dialogue with Terry Holliday • Gathering input from community leaders • Identify aspirational peers • Input on definition of Top 100 School System • 2011 Summit for Innovative Education • On becoming the “Best in the World” at educating our students • On becoming a “High Reliability Organization” • 2011 National Science Resources Center International Coalition - • Transform K-16 science education in the US and throughout the world • Visited Thomas Jefferson High School (#1 on US New & World Report) • Common Core State Standards Conference • Learn about and develop implementation strategies • Today we want to learn more from you!

  14. How far are we along? • Confirmed AdvancEd Accreditation visit • Moving from Planning to Implementation • Identifying SMART goals for the Five Thrust Teams

  15. Why should you consider this? • Focuses on the entire district – not just educational component • Quality New Mexico staff will assist you • Continuous improvement model • Enables you to set standards of quality • Internationally benchmarking your school district with AdvancEd

  16. Lessons learned • Supports our belief system that we can do better • Align resources to goals • Being inclusive yields better goals and communication • Community • School Board • Staff

  17. THE PDSA LEARNING WHEEL Plan a change aimed at improvement: 1) gather baseline data 2) establish a SMART goal 3) develop a strategy or approach Adjust strategy or, if it worked, implement it widely ACT PLAN DO STUDY Study the results: compare new data to baseline data Carry the plan out on a small scale Adapted from Dr. W. E. Deming

  18. SMART GOALS • Specific, strategic • Measurable • Attainable • Results-oriented • Time bound

  19. LAPS Strategic Planning Process Flow Set Expectations Review & Provide Feedback Approval Approved LAPS Strategic Plan Updates on Progress Kickoff Process Select Steering Committee Approval Approval Present Strategic Plan to Board Analyze Results & Develop Focus Areas Develop Team Assignments Recruit & Form Thrust Area Teams Provide Feedback Synthesize 5 Inputs into Strategic Plan Develop Final Deliverables Develop Draft Deliverables Kickoffs with Steering Committee Report Out to Steering Committee 5/31 & 6/1 /11 Brainstorming Sessions Updates on Progress Updates on Progress Report Out on Strategic Plan End Target 06/28/12 Rev 1

  20. Quality New Mexico • Improve Student, School, and District Performance through the use of the Baldrige Education Criteria for Performance Excellence Retrieved from http://www.qualitynewmexico.org/nm-excellence-learning.shtml on July 9, 2012

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