© 2010 advanced oconee county schools strategic planning: the journey from good to great
TRANSCRIPT
© 2010 AdvancED
Oconee County Schools
Strategic Planning: The Journey from Good to Great
Tom Odom BOE Chair
Mark ThomasBOE Member
Kim ArgoBOE Vice Chair
Dr. Jason BranchSuperintendent
Tim BurgessBOE Member
Wayne BagleyBOE Member
Oconee County Schools
Community Profile
Population 33,366 (27% increase since 2000)
Demographics White 89.8%Black 5.3%Hispanic 4.6%Other .3%
Population Age Under 18 years 26.9%18 to 64 years 60.8%65 years and over 12.3%
Oconee County Schools
1 Primary School
5 Elementary Schools
2 Middle Schools
2 High Schools
6,971 Enrolled (22% increase
since 2000)
– 82% White
– 5.5% Hispanic
– 4.4% African American
– 5.4% Asian/Pacific Islander
– 3% Multiracial
2003-2004
2004-2005
2005-2006
2006-2007
2007-2008
2008-2009
2009-2010
2010-2011
2011-2012
2012-2013
2013-2014
2014-2015
0
1000
2000
3000
4000
5000
6000
7000
8000
58026003
6337 6418 6468 6466 6467 6539 6670 6771 68197010
System Enrollment
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 20140.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
15.98% 16.59% 16.86% 17.17%
19.75%20.94%
21.99%22.95%
23.68% 24.38%
21.72%
Diversity by SocioeconomicsFree and Reduced Lunch Percentages
Diversity by Language26 different languages are spoken in OCS
Spanish (237)Chinese (55)Korean (36)Gujarati (24)Arabic (20)Russian (9)Urdu (8)Hindi (7)Other African (6)
Vietnamese (6)Other Indian (5)Farsi (4)French (3)Japanese (3)Tagalog (3)Turkish (3)Czech (2)Lao (2)
Other Asian (2)Portuguese (2)Amharic (1)German (1)Hebrew (1)Swedish (1)Thai (1)Ukrainian (1)
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• Leadership Changes
• CCGPS and RCD Implementation
• Revised State Assessments
• PARCC
• New Accountability System • AdvancED Changes and
Accreditation Visit
Key Changes 2012
Oconee County SchoolsStrategic Planning
Why did we embarkon this Strategic Improvement Planningprocess?
Oconee County SchoolsDistrict Accreditation
AdvancED/SACSRequired Action:Strategic Planning
Why did we choose to work with GSBA and
GLISI?
Community Engagement
Planning Team
Action Teams
Action Teams Report to Planning Team
Strategic Planning Phase I
How did we engage our
community in the strategic
planning session?
Identification of Facilitators
Communication
District and School Websites
Parent Phone Calls
Parent Letters
Flyers in Local Businesses
Superintendent Blog
Teaching & Learning Newsletter
Local Newspaper
Competition
Community Engagement Meeting
260+ Participants
500+ Responses
How did we prepare for the planning team meeting and
what were the highlights?
Identification of Planning Team Members:
• Teachers• Parents• Students• Community Members/Business
Partners• Principals• Assistant Principals• District Leaders
The Work
Preparation for the meeting:
• Communication
• Meeting Room Organization
• Superintendent Overview
• Data Notebook
• Community Engagement Report
The Work
Planning Team Meeting
The Work
Outcomes
Common Focus
New Belief Statements
Results of SWOT Analysis
5 Strategic Goal Areas
Strategic Priorities
How did we prepare for the
action team meetings and what were the
outcomes?
• Identified Action Team Leaders
• Identified Action Team Members
• Developed Performance
Measures
• Developed Performance
Objectives
• Developed Measurable Targets
• Developed Initiatives and Action
Steps
• Developed a Strategy Map
• Developed a Theory of Change
The Work
Strategic Planning Phase II
Mission Vision Motto Belief statements Five goal areas Performance objectives Priorities Strategy map
BOE Approval
Belief Statements: We believe that:
All students are important and their individual talents contribute to the diversity of the learning community.All stakeholders are valued and essential to the success of our students.Everyone is accountable for excellence. Mission: The mission of Oconee County Schools is to provide a safe and challenging learning environment that inspires all students to capture their dreams.
Beliefs, Mission, Motto, and Vision
Motto: Committed to student success
Vision: Oconee County Schools will be a nationally-recognized leader in academic achievement by ensuring that all students receive a rigorous, balanced education that will enable them to compete in and contribute to a global society.
Beliefs, Mission, Motto, and Vision
Goal Area 1: Teaching & Learning
Goal Area Priorities
What is important to us?
1. High quality instruction
2. Academic growth for all
3. College and career readiness
4. Globally competitive students
Performance Objectives
What will we do?
1. Prepare students for college and career success
2. Increase student achievement
3. Provide high quality professional learning, monitoring and support
Goal Area 2: Stakeholder Engagement
Goal Area Priorities What is important?
1. Students
2. Staff/faculty
3. Parents
4. Community
5. Business
6. Communication
7. Transparency
8. Partnerships
Performance Objectives What will we do?
1. Utilize varied methods of effective communication
2. Develop meaningful business partnerships
3. Develop meaningful higher education partnerships
Goal Area 3: Human Resources
Goal Area Priorities
What is important to us?
1. A high-performing workforce
2. A positive organizational culture
3. Capacity for future staffing needs
Performance Objectives What we will do?
1. Acquire excellent people for all positions
2. Identify and retain high-performing faculty and staff
3. Increase focus on succession planning
Goal Area 4: Operations and Student Services
Goal Area Priorities – What is Important to us?
1. Safe environment
2. Social, emotional, physical and financial support for all students
3. Accountability
4. Efficiency
Performance Objectives What will we do?
1. Ensure effective and efficient operational processes
2. Ensure safe and healthy environments for students and staff
3. Develop and implement practices to support at-risk students
Goal Area 5: Business Services
Performance Objectives What will we do?
1. Ensure effective and efficient financial practices
2. Develop a collaborative district budgeting process
3. Maximize federal, state, local, and alternative funding sources
Goal Area Priorities
What is important to us?
1. Fiscal responsibility and accountability
2. Put students first
3. Foster partnerships
Oconee County Schools Strategy Map
Human Resources
Stakeholder Engagement
Operations and Student Services
Prepare students for college and career success
Increase student achievement
Provide high quality professional
learning, monitoring and support
Acquire excellent people for all
positions
Increase focus on succession
planning
Identify and retain high-performing
faculty and staff
Develop effective processes and communicate them clearly
Develop meaningful business
partnerships
Develop meaningful
higher education partnerships
Ensure effective and efficient operational processes
Ensure safe and healthy
environments for students and staff
Ensure effective and efficient
financial practices
Develop a collaborative
district budgeting process
Business Services
Maximize federal, state, local and
alternative funding sources
Develop and implement practices
to support at-risk students
Teaching and Learning
Then we will meet every child’s learning needs.
And promote involvement and engagement of all stakeholders through
open, transparent, and effective methods of communication…
And attract and retain a high-performing faculty and staff…
And support students and staff by providing a safe environment and
ensuring accountability for performance…
If we provide fiscal responsibility and accountability and put students first…
Theory of Change
A Vision for Public Education in Georgia
OCS aligned our 5 goal areas
with the goal areas of The Vision Project
The Purpose of Public Education is…
to prepare students for college, career and life.
Our vision is that…
public education in Georgia will provide ALL children an EQUITABLE and EXCELLENT education that prepares them for college, career, and life.
Our Goals:
• Maximize student achievement• Increase the level of trust and support for
public education in local communities
A Vision for Public Education in Georgia
Aligning
School Improvement Plans
to OCS Strategic Plan
Strategic Planning Phase III
Developed OCS Strategic Plan Executive Summary
Identified required performance objectives
Created Guidance document on cascading the system plan to the school plan
Met individually with all principals
Aligning the School Improvement Plans
Aligning the School Improvement Plans
MBES Leadership Team met during the summer to begin aligning our plan to the OCS Strategic plan
Completed a Leadership Team Evaluation to assess strengths and areas for growth
Aligning the School Improvement Plans
Reviewed the OCS strategic planning process
Discussion of AdvancEd/SACS Internal and External review process – both validated need for a strategic plan
Worked with GSBA and GLISI to explore various models for strategic planning
Aligning the School Improvement Plans
Discussion with leadership of the highlights of the strategic planning process:
Comprehensive community engagement component to allow stakeholders to have a voice
Diverse planning team that represented stakeholder groups
A facilitated planning process that assisted the planning and action teams in analyzing strengths and weaknesses and worked with experts within the district to develop initiatives and actions steps to implement the plan
Aligning the School Improvement Plans
The next phase in the process is:
Alignment: the plan will be aligned to the school improvement plans and the budget
Implementation: Involves the execution, monitoring and reporting of the plan, as well as an on-going process to review and update the plan as needed
Aligning the School Improvement Plans
Aligning the School Improvement Plans
Alignment of the MBES SIP:
The Strategic Goal Areas and Performance Objectives are identical in the district and school plans
Development of the MBES SIP
Divide into groupsReview current OCS goal area assignedDiscuss/develop action steps that will
need to be taken by MBES to align with that goal area
Once complete, put the final information on the posters provided
Be ready to present to the group
Development of the MBES SIP
• Received input on the plan from all staff• Continually look to the plan as we make
decisions and to check in on our progress
Development of the NOHS SIP
From Strategic Plan to School Improvement
School Leadership Team reviews Strategic PlanData ComparisonStrengths and Weaknesses of NOHSAreas of Improvement
Development of the NOHS SIP
From Strategic Plan to School Improvement
School Leadership Team produces draft SIP to meet district goals• Use same template as district
Department Chairs present SIP to Department Members
Development of the NOHS SIP
From Strategic Plan to School Improvement
Department Members provide feedback to Department Chairs and Administration
School Leadership Team makes necessary adjustments to SIPReview of resource allocationThinks short-term as well as long-termUtilization of personnel “Addition by Subtraction”
Development of the NOHS SIP
From Strategic Plan to School Improvement
Final SIP presentation at faculty meetingRoles and responsibilitiesTime for question and answerExplanation of processConnect school to systemProvide a vision
Development of the NOHS SIP
From Strategic Plan to School Improvement
Ongoing SIP discussionPresent an aspect of the SIP at monthly faculty meetingReview at leadership team meetingsProvide updates for System Cabinet members on SIP
progress
Implementation
Execution Monitoring Reporting of the plan On-going process to
review and update the plan
Strategic Planning Phase V
What are the next steps and how will this
work drive our district
improvement initiatives in the
future?
Oconee County Schools
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