Strategic Planning Update

1
Strategic Planning Update

• March 13, 2007
• Presented to MVSD Board of Trustees
• Ken Benny, Superintendent

2
Why A Strategic Plan?

• Creates the blueprint or vision
• The Boards most important function
• Focuses the work of the District
• Builds community confidence, investment and
  involvement
• Aligns relevant past, current work, current goals
• Gives direction to the mission
• A framework for programmatic and fiscal decisions
• Provides macro for action
• Benchmarks Progress

3
Key Questions

• Does it define what matters most?
• Does it focus on what matters most?
• Does it focus the District on what matters
  most?
• Is it likely to be relevant for at least 3 years?
• Are its goals ambitious AND attainable?
• Does it result in action and measurable results?

4
Decision Making

• Provides broad opportunity for input and feedback
• Guided by Critical Friends
• Evaluates what has already occurred
• Uses what is presently occurring
• Is informed by research and data
• Guided by whats real
• Actively evaluated

5
Board Direction

• A Focused 3-year action document
• Uses current District goals
• Evaluates past progress (2002-2007)
• Recognizes current work
• Provides for focused community input
• Benchmarking and evaluation
• Fiscally responsible

6
Structural Integrity

• Core Team
• Critical Friends
• Knowledge and Information based
• Guides Process
• Listening Post
• Analyzes/Synthesizes

7
Core Team Knowledge Base

• Board
• Foundation
• PTA
• Principals
• Teachers
• CFAC
• CTAC
• Facilities Task Force
• MVTLC
• Parents and Community
• City
• Administration

8
Research and Data

• 2002 Strategic Plan
• 2006 Board Adopted Goals
• Facilities Task Force findings/recommendations
• CFAC documents
• CTAC documents
• MVTLC documents
• Technology Plan
• Technology Work Plan
• Student Assessments
• Facilities Needs Assessment Master Plan

9
Time Line

• Initial core team meetings Late April
• Community Outreach/Input Early/Mid May
• (Includes variety of methods)
• Core team follow up-analysis/synthesis Late
  May/June
• Staff follow-up work for draft Summer
• Draft to core team September
• Draft to Board Sept./October
• Staff revisions/Core team review Oct./Nov.
• Board approval Nov./December

10
Benchmarking and Evaluation

• Staff responsibilities/Operational and Business
  Plan
• Periodic dip stick by core team
• Periodic reports to Board
• Annual evaluations and course corrections
• Community communications