Greene County Action Team Meeting Developing the Strategic Plan and Balanced Scorecard February 26, 2009 Who are we?
Beliefs
Mission
Vision
How do we plan to
get there?
Initiatives
Action Plans
Where are we
now?
Performance Data
Financial Data
Stakeholder Input
SWOT Analysis
How will we know
when we have
arrived?
Performance
Objectives Measures &
Targets
Where do we
want to go?
Strategic Goals
(or Goal Areas)
Strategic Priorities
Dr. Barbara Pulliam Superintendent Greene County Board of Education Under the direction of: Scott K. Cowart – GLISI Tony Arasi ‐ GSBA References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 1 LRS References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 2 LRS New Brand for Greene County Schools What should be the new brand of the Greene County School District? Brand Group 1 J. Crew Group 2 Southern Company Explanation Group 5 Milton Ruben Toyota (bought out Ann Taylor Toyota) Obtainable and accessible by all Accepted by the elite •
•
•
•
•
•
•
•
•
Lighting the Way Affordable – 24 (hours a day)/7 (days a week) /365 (days a year) Employee Support / Incentives Mentoring Program Budget Plan Offers full coverage We’re helping you see the way to the future A light upon your path to success! Just Do it Goes with Competitiveness ‐ World Wide Well known and respected Obtainable Durability is proven globally Nike was the “Winged goddess of victory” – (Who sat at the side of Zeus) … Victory/Success Group 3 Nike Group 4 Apple Computers •
•
•
•
•
•
•
•
•
•
•
•
•
•
Small They can move and adapt to changing circumstances Innovative (a head of the curve) o Mac o IPod o 3G Handheld iPhone Even when the critics say they are doomed they come back stronger! Everybody wants one Apple is always bringing QUALITY! •
•
•
•
•
Had a past, but emphasis is on the future Part of a family entity with stability Advert – concern with public perception Durability – re‐emerging bigger and better Wanted; desired – something to meet the needs of everyone. References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 3 LRS Brand Strategies for Greene County Schools •
•
•
•
•
•
•
Stability Perception Durability Quality Competitive Above Average Innovative/Creative References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 4 LRS Performance Culture A Performance Culture is an organizational culture where a critical mass of stakeholders agree to and take responsibility for the identified targeted results of the organization. • A balanced set of indicators of organizational and individuals’ performance towards targets. • A clear focus with aligned plans and resources, and effective strategies for planning, measuring, monitoring, managing and communicating performance. • A culture of engagement and loyalty to organizational, individual, and student success. • Evidence of behavior change and sustainable progress. References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 5 LRS Areas to Consider in a Balanced Approach to Improvement What are some areas that we might look for in a balanced approach to improvement? ™ GROUP- ideas
¾ Diversity of entire community ¾ Balance “traditional” with the “now and innovated” ¾ Students & Staff Resources ¾ Finances are driving the balance ¾ Balance does not always mean equal‐equal‐equal ¾ Perception with reality of what happens ¾ Understand outcome ™ The Science vs. The Art ¾ The “Science” (Deming) ‐ Planning, monitoring, managing, improving, and communicating results, using tools to change practice and thinking ¾ The “Art” (Covey/Collins) ‐ Attracting and retaining the right people in the right roles; optimizing strengths and talents and performance; getting the right people on the bus, in the right seats, going the right direction ™ Strategic Improvement vs. Operational Improvement ¾ Strategic Improvement: ƒ Strategic Plan ƒ Balanced Scorecard Approach ƒ Other Strategic Improvement Approach ¾ Operational Improvement ƒ School or district improvement plan ƒ Action or project plans ƒ Individual improvement plans ™ Student Achievement vs. Other Areas of Performance ¾ Student Achievement ƒ Mandated student performance areas – CRCT, GHSGT, etc. ƒ Other areas of student performance – SAT, AP, etc. ¾ Other Areas of Performance ƒ Organizational Processes ƒ Student & Stakeholder issues ƒ Learning and Organizational growth References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 6 LRS Areas to Consider in a Balanced Approach to Improvement ™ External Expectations vs. Internal Expectations ¾ External Expectations ƒ NCLB – Graduation Rate, Curriculum Test, Attendance ƒ AYP ƒ Class Size ƒ 65% Rule ¾ Internal Expectations ƒ Fine Arts ƒ Athletics ƒ Facilities ƒ Community Engagement ƒ Technical Programs ™ Organizational vs. Individual ¾ Organizational ƒ State ƒ District ƒ School ƒ Department ¾ Individual ƒ District ƒ School ƒ Department ƒ Individual faculty & staff ™ Lagging Performance Measures vs. Leading Performance Measures ¾ Lagging Performance Measures ƒ CRCT, GHSGT, SAT, AP, etc. ¾ Leading Performance Measures ƒ Benchmark Test ƒ Common Assessments ƒ Attendance ƒ 9th Graders on track to graduate References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 7 LRS Areas to Consider in a Balanced Approach to Improvement ™ Performance vs. Process vs. Adoption ¾ Performance Measures ƒ Results ƒ Outcomes ¾ Process Measures ƒ Efficiency ƒ Effectiveness ƒ Cost ¾ Adoption Measures Changes in behavior
■
ƒ
™ Hard Data vs. Soft Data ¾ Hard Data ƒ Outputs ƒ Costs ƒ Time ƒ Quality ¾ Soft Data ƒ Adult & Student Habits ƒ Employee Development ƒ Work Climate ƒ Engagement ™ Types of Performance Measures ¾ Resources ¾ Outputs ¾ Productivity ¾ Efficiency ¾ Quality ¾ Consumption ¾ Utilization ¾ Cost Effectiveness ™ Improvement Dimensions: ¾ Planning ¾ Measuring ¾ Monitoring ¾ Managing ¾ Communicating References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 8 LRS Strategic Improvement Plan and Balanced Scorecard A Balanced Scorecard is tool that translates the organizational mission and vision into a comprehensive set of performance measures, linked through a framework of balanced organizational strategic goal areas (perspectives or themes) So, Strategic Improvement Plan with Balanced Scorecard ¾
¾
¾
¾
¾
Creates a tool for continuous improvement planning Provides a performance measurement tool Provides a tool to monitor performance Provides a strategic management tool Becomes a communication tool ƒ Both inside and outside the organization ¾ Eliminates SPOTS References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 9 LRS Goals Areas/Perceptives Ideas (Sub‐group Activity) I.
II.
III.
IV.
V.
Goal Area‐ 1 a. Student Growth b. Student Achievement c. Student Performance Goal Area ‐ 2 a. Community Relations & Communication b. District Culture c. Students/Parent Communication d. Positive Relationships with Stakeholders (i.e.: Students, Parents, & Community) e. Community & Parental Involvement Goal Area ‐ 3 a. Organization Operations & Processes b. Organizational Processes c. Internal Operations d. Internal Effectiveness e. Process of Organizational Effectiveness Goal Area ‐ 4 a. Curriculum & Instruction b. Staff Culture c. District Culture d. Teacher Quality & Learning Goal Area ‐ 5 a. Recruitment & Retention of Highly Qualified Staff b. Recruitment & Retention c. Recruit & Retain References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 10 LRS Goals Areas/Perceptives (Final Goals – approved and voted on by entire group)
Goal Area 1 • Student & Achievement Goal Area 2 • Community Relations Goal Area 3 • Organizational Effectiveness Goal Area 4 • Learning & Growth Goal Area 5 • Recruitment Retention References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 11 LRS Goals Areas/Perceptives – Performance Objectives Within each of the Strategic Goal Areas Performance Objectives must be accomplished in order for an organization to execute its strategy and achieve desired results. Performance Objectives are action terms, beginning with an action verb, such as “improve”, “increase”, etc. ™ Sources of Information for Performance Objectives ¾ Existing Strategic Plans ¾ Existing Improvement Plans ¾ Strategic Goal Areas ¾ Mission, Vision, Value Statements ¾ Performance Data – standardized test scores ¾ SACS or other outside organizational reviews ¾ Student/Parent/Staff Surveys. ™ Performance Objectives Check ¾ Insure each Performance Objective begins with an action verb ¾ Insure no more than 20 Objectives are present ¾ Insure each Strategic Goal Area has at least one corresponding Performance Objective ¾ Insure Objectives are relatively balanced ¾ Objectives are recorded in the Performance Measure Dictionary and the BSC References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 12 LRS Goals Areas/Perceptives – Performance Objectives The action team member split into groups based on their knowledge of expertise to come up with Performance Objectives. •
•
•
•
•
Goal Area ‐ Student & Achievement 1. Mary Moseley 2. Heather Moon 3. Tasha Grier 4. Christa Deissler 5. Ashlie Miller 6. Jeanette Glover 7. DeeDee Mercier Goal Area ‐ Community Relations 1. Linda McGhee 2. Targie (Parks) Folds 3. Judi Collins 4. Dee Kilgore Goal Area ‐ Organizational Effectiveness 1. Ryan Rogers 2. Bill Dunbar 3. Zheadric Barbara 4. Nancy Willis 5. Zelphia Dunham 6. Richard Jones Goal Area ‐ Learning & Growth 1. Barbara Johnson 2. Verley Dotson 3. Susan Young Goal Area ‐ Recruitment Retention 1. Erin Echols 2. Joan Antone 3. Lex Brown 4. Tiffany Alexander 5. Dr. Barbara Pulliam References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 13 LRS Goals Areas/Perceptives – Performance Objectives Below are the performance objectives that were suggested by the Action Team. Goal Area • STUDENT ACHIEVEMENT ¾ Develop a high quality curriculum ¾
¾
¾
¾
Improve instructional delivery process Close achievement gaps Ensure student mastery of curriculum Produce globally competitive students Goal Area • COMMUNITY RELATIONS ¾
¾
¾
¾
Increase community visitations to schools Increase community partnership Increase parental participation in school activities Increase avenues to communicate district news Goal Area • ORGANIZATIONAL EFFECTIVENESS ¾ Ensure effective and efficient administrative process ¾ Ensure effective and efficient Financial & Human resources process ƒ Increase & Expand Revenues ƒ Explore & Obtain Alternative Funding ¾ Ensure effective and efficient Operational Processes ƒ Transportation ƒ School Nutrition ƒ Facilities/Maintenance ƒ Technology ¾ Ensure effective and efficient Communication processes Goal Area • LEARNING & GROWTH ¾ Ensure quality & professional learning for all employees ¾ Ensure performance accountability for all employees Goal Area • RECRUITMENT & RETENTION ¾ Develop a plan for recruiting and obtaining qualified staff ¾ Provide support opportunities & increase incentives for all staff ¾ Increase longevity ¾ Expand partnerships with colleges & universities References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 14 LRS Organizational Strategy Map ™ Articulates the organizational strategy by: ¾
¾
¾
¾
Visually representing how mission is to be accomplished Establishing cause and effect relationships between strategic goal areas and performance objectives Aligning organizational strategy Making strategy everyone’s job ™ Construct the Strategy Map: ¾ Review cause and effect relationships ƒ Is logic sound between Goal Areas? ƒ Is logic sound between Performance Objectives? ƒ Are Goal Areas and Performance Objectives balanced? ¾ Clarify objectives ƒ Do goal areas address the breadth of the organization? ƒ Are the Performance Objectives listed sufficient to accomplish organizational mission and vision? ƒ Are all terms understandable? ™ Strategic Priorities ¾ Strategic priorities are performance measures that are identified to be critical to the success of the school districts strategy. ¾ There should be no more than two to three strategic priorities for each strategic goal area. ¾ Strategic priorities will be tracked and monitored on the strategic dashboard inside the strategic planning software. References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 15 LRS Organizational Strategy Map Design presented by: Group 3 References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 16 LRS Organizational Strategy Map Design presented by: Group 1 (Groups 1, 2, 4, & 5 – all listed goal areas in the same order) References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 17 LRS Organizational Strategy Map Design presented by: Group 4 (Groups 1, 2, 4, & 5 – all listed goal areas in the same order) References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 18 LRS Organizational Strategy Map Design presented by: Group 5 (Groups 1, 2, 4, & 5 – all listed goal areas in the same order) References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 19 LRS The Next Steps ¾ Action Team will continue to work to develop performance measures ¾ Action Team will link strategic initiatives to performance objectives ¾ Action Team will work with school and central office leaders to develop action steps for each strategic initiative. ¾ Input items into GSBA strategic planning software. ¾ Action team finializes report for planning team. ¾ Action team will present plan to the Board of Education ¾ Board of Education adopts new strategic plan with balanced scorecard. ¾ District and schools align improvement plans and action plans to strategic improvement plan. ¾ Develop new school improvement plans on GSBA strategic planning software. ¾ Communicate strategic improvement plan to stakeholders. ¾ Align budget and resources allocation procedures with strategic improvement plan. ¾ Ensure processes and procedures are in place to support strategic improvement plan. ¾ Board reviews plan and balnaced scorecard at least once each year. References: GLISI – Participant Guide and PowerPoint ***D R A F T *** Greene County Action Team Meeting 2‐26‐2009 ***D R A F T*** Page 20 LRS