CAMBRIA HEIGHTS SCHOOL DISTRICT

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CAMBRIA HEIGHTS SCHOOL DISTRICT
Strategic Management Framework for the
Development of the Strategic Plan to Implement
Chapter 4 2001-2007 October, 2001
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Introduction

• Framework for Strategic Management
• Strategic Planning
• One of six processes drive continuous improvement
  in standards-based program.
• Strategic management does not replace
  administrative activities, eg.
• budgeting,
• monitoring,
• marketing,
• reporting,
• collaborating.

• Integrates into a broader context, takes into
  account
• external environment,
• internal organizational capabilities
• overall purpose and direction of the schools.
• Creates plans based on assumptions about future
• Uses plans as a blueprint for daily activities
• The six processes are connected as follows

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Introduction

• The Six Processes

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Planning for the Implementation of Chapter 4

• Basic premise of the planning process
• Involves
• planning,
• implementation,
• student results and
• accountability

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The school leaders believe . . .

• With the support of the School Board,
• planning processes will enhance implementation
• Implementation
• focusing on Academic Standards and Assessment,
• student performance will improve.
• Accountability
• is a shared as follows

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School administrators are responsible for

• Analyzing student performance results
• Developing a plan of action
• to improve results.

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Department Chairs are responsible for

• reviewing the performance results for each level
  within the units they coordinate
• promoting the plans for action.

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Teachers are responsible for

• reviewing student performance results
• for implementing plans for improvement.
• These plans will include a
• focus on academic standards
• sufficient instructional opportunities for
  students to meet the school districts
  expectations for the standards.

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Students are responsible for

• putting forth the effort needed in order to meet
  school district expectations for the academic
  standards.

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Parents are responsible for

• getting involved in the education of their
  children
• become a partner in the educational processes

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The School Board is responsible for

• providing the resources to support the
  implementation of the strategic plan and
• for reviewing the progress of implementing the
  plan.

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The Superintendent is responsible for

• monitoring implementation with the involvement of
  school administrators
• for providing the School Board with periodic
  reports on progress
• for the Performance Evaluation Report at both
  mid-year and end of the school year.

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The First Step

• of the Six Processes

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The Second Step
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The Third Step
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Strategic Direction

• Using External Analysis Internal Assessment,
  review is done
• Mission Statement
• organizational goals.
• As a result of review issues are identified
• school must address to achieve its mission.
• Process clarifies
• foundation
• authority for taking specific action.
• Strategic direction represents
• what the school leaders want the organization to
  achieve
• external and internal developments that could
  affect the organizations capacity to achieve
  stated goals.

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Summary of External Analysis and Internal
Assessment

• The environmental scanning process revealed that
• serious challenges exist on
• social,
• economic,
• demographic and
• political arenas
• Challenges impact
• effective implementation of strategic plan
• Improvements in student academic achievement.
• Yet, several developments within the district
  indicate progress is underway
• Trends are summarized as follows

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1 External Analysis Internal Assessment
Summary

• Many social indicators likely to be negative
  during implementation
• Changing structure, values and mores of the
  family,
• Cambria Heights School District
• is small,
• the schools are safe
• many extra-curricular and sports activities are
  available for students.
• Conditions in the school district are
• reasons to be positive about the challenge
• motivation to improve student academic
  achievement.

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2 External Analysis Internal Assessment
Summary

• Economic future of the school community
• a serious concern documented during the
  environmental scanning process.
• Enrollment
• has declined
• but the need for additional support staff
  continues
• Technological resources
• have been acquired
• facilitate student academic achievement.

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2 External Analysis Internal Assessment
Summary

• Changes brought on by
• new political priorities/advances in technology
• Require CHSD to recognize importance of high
  quality, continuing professional education
  opportunities.
• Moreover, require the professional staff to
• design and implement systemic changes
• look beyond short-term remedies
• improve student academic achievement.
• Perhaps the traditions and priorities of the
  school community for athletics can be used to
  address the academic challenges.

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3 External Analysis Internal Assessment
Summary

• Complex interactions among
• economic,
• demographic,
• social and
• political trends
• Cause to consider alternative approaches to
  traditional public school system.
• often use technology to acquire high-quality
  educational opportunities.
• Changes of this magnitude can result in the
  identification of alternative futures for the
  school district.
• Strategy requires community awareness of
  challenges from outside to promote educational
  improvement strategies across the Commonwealth.

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Mission Statement Implications

• How will the External Analysis and Internal
  Assessment change the Mission Statement, if at
  all?
• The mission statement included in the strategic
  plan of 1995-2001 will continue to be used as the
  mission statement for this plan.

The Cambria Heights community will enable
students to meet the challenges of life by
becoming lifelong learners and responsible
citizens.
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Implications on Goal Statements

• How will the External Analysis and Internal
  Assessment change the Goal Statements, if at all?
• Since the goals included in the previous
  strategic plan were derived from Chapter 5
  Curriculum, new goals will be developed to
  reflect the focus of Chapter 4 Academic Standards
  and Assessment.

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The Cambria Heights School District Goals

• Nine academic goals of quality education were
  included in the 1995-2001 strategic plan.
• The primary focus of these goals were to guide
• districts curriculum and instruction,
• assessment practices and the programs
• in concert with the mission, vision and beliefs.
  
• The goals were as follows

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Chapter 5 Goals for Quality Education

• 1. Communications
• 2. Mathematics
• 3. Science Technology
• 4. Environment Ecology
• 5. Citizenship

• 6. Arts Humanities
• 7. Career Education Work
• 8. Wellness Fitness
• 9. Home Economics

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Comparison

• Chapter 5 Goals
• 1. Communications
• 2. Mathematics
• 3. Science Technology
• 4. Environment Ecology
• 5. Citizenship
• 6. Arts Humanities
• 7. Career Education Work
• 8. Wellness Fitness
• 9. Home Economics

• Chapter 4 Goals
• 1. Reading, Writing, Speaking Listening.
• 2. Mathematics.
• 3. Science Technology.
• 4. Environment Ecology.
• 5. Social Studies
• (History, Geography, Civics Government,Economics
  )
• 6. Arts Humanities
• 7. Career Education Work.
• 8. Health, Safety Physical Education.
• 9. Family Consumer Science.
• 10. World Languages.

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The Fourth Step
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Strategic Plans

• Specific courses of action that define how to
  address strategic issues

• Educational Goals
• Organizational Goals
• Graduation Requirements
• Planned Instruction
• Local Assessment
• Student Achievement

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The Fifth Step
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Implementation Strategies
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Implementation Strategies

• Organizational Capacity Building Strategies
• Identify how the processes of restructuring these
  factors will be integrated into a comprehensive
  strategy
• program,
• retraining the professional staff,
• redesigning the support system
• reallocating resources

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Implementation Strategies

• 1. How will the educational program be
  restructured to accommodate the academic
  standards?
• Restructuring occurs by integrating the academic
  standards across all courses.
• Changes are being facilitated by the use of
• Curriculum Designer software,
• ABACUS software
• a spreadsheet in the High School
• To document the development of Planned
  Instruction references.

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Implementation Strategies

• 2. How will the professional staff be prepared to
  implement the provisions of this strategic plan?
• Professional development to implement the
  strategic plan will be conducted through the
  provisions of the Professional Education Plan
  (Act 48).
• The school district calendar includes Act 80 days
  and in-service days, all of which will be used
  for professional development.
• Among the activities included in the Professional
  Education Plan are
• intermediate unit workshops,
• state meetings and
• provisions for the professional staff to be
  reimbursed for appropriate college credits.

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Implementation Strategies

• 3. How will the support system be redesigned to
  provide the services needed to implement the
  strategic plan?
• The concerns about the support system are
  described in the Personnel Issues section of this
  plan.
• A study of the support system to be conducted to
• identify the needs
• changes justified to implement the strategic
  plan.
• See the Personnel Issue report on page 16.

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Implementation Strategies

• 4. How will resources be reallocated to support
  the initiatives included in the plans to
  implement a standards-based program?
• Concerns about resources to implement the
  strategic plan are described under the resource
  issues section of the Strategic Issues section on
  page 14.

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Implementation Strategies

• 5. What activities will be implemented in the
  strategic plan during the 2001-2002 school year?
• The following agenda will be implemented during
  the 2001-2002 school year
• Orient the professional staff, parents, School
  Board and students to the provisions of the
  strategic plan
• Conduct the study of proficiency and the
  graduation requirements.
• Identify the number of students that qualify for
  additional instructional opportunities.
• Develop a plan for a Summer School.
• Train teachers in the use of ABACUS software to
  monitor student progress and Curriculum Designer
  to document curriculum.

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Implementation Strategies

• 5. What activities will be implemented in the
  strategic plan during the 2001-2002 school year?
• The following agenda will be implemented during
  the 2001-2002 school year
• Implement the school district Curriculum
  Committee.
• Develop the High School spreadsheet in which the
  academic standards will be linked to curriculum.
• Conduct meetings of the academic departments to
  discuss assessment and instructional issues.
• Develop the Cambria Heights Proficiency Exam for
  Grade 11 students.
• Design the Culminating Project including the
  responsibilities of students and advisors.

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Implementation Strategies

• 6. What are the estimated costs of implementing
  the initiatives in this plan during the 2000-2001
  school year?
• Estimated cost factors to implement the
  2001-2002 agenda are as follows
• Cost of communications (postage, newsletter,
  etc.)
• Time costs for the professional staff to meet.
• Other time costs for meetings.
• Personnel, materials and facilities to conduct
  the Summer School.
• Professional education consultants and materials.

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The Sixth Step
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Performance Evaluation
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Performance Evaluation

• Performance evaluation is
• The comparison of actual results with desired
  results.
• Process serves to keep the strategic management
  process on target by
• informing key participants
• how well the organization is using its resources,
  
• whether desired results are being attained
• concerns about schedule issues.
• Monitoring and reporting processes are
• continuous
• with periodic output to key groups and annual
  evaluations.

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Performance Evaluation

• 1. How will the actual results of implementation
  be compared with the desired results?
• The desired results?
• are represented by the implementation agenda.
• The actual results?
• will be documented by the administrative staff
• at mid-year and
• the end of the school year.

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Performance Evaluation

• 2. What processes will be used to report the
  performance evaluation results to key
  participants?
• The Performance Evaluation report
• developed by the administrative staff
• first presented to the Steering Committee
• then to the professional staff and School Board.

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Performance Evaluation

• 3. How will the performance evaluation process
  identify the resources used during the
  implementation of the initiatives during the
  year?
• The Performance Evaluation report
• prepared by administrative staff.
• Costs of implementation
• documented by this group
• as reports are developed.

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Performance Evaluation

• 4. What periodic reports will be made regarding
  the performance evaluation and who will receive
  these reports?
• The Performance Evaluation
• developed two times each school year.
• In addition,
• reports on student performance on academic
  standards to be made
• to support review in Performance Evaluation.

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Performance Evaluation

• 5. Who will prepare the annual evaluation and how
  will these reports be disseminated?
• The administrative staff!

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Next Step?

• The Six Processes are cyclical!

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Finally

• Whats to determine what we do and dont
  do?

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Mission Statement

• A brief description
• Why does this organization exist?
• What should it be doing?
• The CHSD Strategic Plan of 1995-2001 included the
  following mission statement

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Mission Statement

• The Cambria Heights community will enable
  students to meet the challenges of life by
  becoming lifelong learners and responsible
  citizens.

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Vision Statement

• The vision of the Cambria Heights School
  District is to be a center for learning where
  individuals will reach their fullest
  developmental and personal potential to enrich
  their lives and in return enrich the community.

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Belief Statements of the Cambria Heights
School District

• 1 All students can learn, but at different
  rates.
• 2 Parent-Teacher cooperation is critical to
  student success and development.
• 3 Our educational program fosters a sense of
  civic duty and community involvement.
• 4 Successful programs fit the needs of the
  community and change as those needs change.
• 5 Education encourages lifelong learning.
• 6 Students will be encouraged to respect the
  rights of all individuals.
• 7 Our schools are at the center for organized
  learning in conjunction with home, church,
  community, etc.
• 8 A sense of initiative, cooperation,
  accomplishment and enthusiasm by staff and
  students is essential for success.
• 9 High expectations coupled with realistic
  goals encourage high achievements.
• 10 Ongoing staff development is essential for
  effective education.
• 11 Meaningful recognition of achievements
  encourages individuals to reach their potential.
• 12 Rules enforced consistently are essential
  for an orderly and productive social and learning
  environment.

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Ideally

• If its not part of the Mission, Vision or
  Beliefs, its not to be!

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Questions?