PLANNING TO PLAN

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PLANNING TO PLAN
If you dont know where you are going, any path
will take you there. Sioux proverb
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What is ePeGS?

• electronic Planning
• electronic Grants System

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Goals

• a Consolidated School Improvement Plan (CSIP)
  that covers the needs of all programs
• a grant application system that is tied to the
  CSIP plan
• a cohesive place where grants can be planned and
  applied for together from multiple sources
• a system that reduces the need for programmer
  intervention to establish a new grant or plan

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Planning Tool - CSIP

• Developed to assist LEAs in planning how to
  achieve NCLB directives
• District/School Improvement Plans
• Recommended Goals
• Recommended Strategies
• Direct Connection to Funding Applications
• Ability to see that separate goals/plans are
  NOT needed for each grant

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Why have a CSIP?

• MSIP standard 8.2
• The district has an ongoing, written
  Comprehensive School Improvement Plan which
  direct the overall improvement of its
  educational programs and services.

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What is a CSIP?

• A long-range (5-year) road map providing
  direction to improve the districts overall
  performance.

• Step-by-step determination of
• Where you are,
• Where you want to go,
• How you wish to get there,
• When you want to arrive,
• Who will do the work,
• How much are you willing to pay.

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Planning doesnt guarantee success it improves
the odds of success

• A quality CSIP allows a district to
• allocate resources (facilities, personnel,
  revenue),
• redefine, add or eliminate programs,
• focus on improvement of student achievement
  and performance levels.

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Planning Process
CSIP Document
Getting Started
Preliminary Planning
Discovery
Visioning
Defining the Plan
Implementation
Assessment Feedback
Marketing
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Getting Started

• Identify likely Planning Committee participants
• Define roles and responsibilities for completing
  the planning process
• Assign roles and responsibilities
• Assign the role of Facilitator for the planning
  process
• Nominate a Committee Chair
• Specify the target audience

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Preliminary Planning

• Logistics
• Schedule a kick-off meeting
• Determine future meeting frequency and dates
• Determine the venue(s) for meetings and if there
  is an appropriate budget for amenities such as
  food service.
• Establish Strategic Planning Committee tools for
  communication exchange
• Resource Planning
• Assess what resources are available and how any
  existing gaps can be bridged
• Document and understand the impact of any
  relevant constraints to the planning process
  itself (time, money, people availability)

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Preliminary Planning

• Schedule
• Identify any timing considerations, such as grant
  application deadlines, or other planning efforts
  (such as statewide IT plans)
• Develop milestone dates for completing the plan
• Organization
• Establish sub-committees as necessary and ensure
  that subcommittee chairs understand what is
  expected of them
• Identify factors that will ensure a successful
  planning process
• Develop templates for capturing information in a
  structured manner, for example, develop a form
  for the Planning Committee to list strengths and
  weaknesses

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SCHOOL IMPROVEMENT PLAN FOR _____________________D
ATE _________
Goal/Objective
Data Source
Baseline
COST/ RE-SOURCES
STRATEGY
ACTION STEPS
TIME-LINE
PERSON RESPON-SIBLE
BENCH-MARKS/EVAL-UATION
PROFESSIONAL DEVELOPMENT
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SCHOOL IMPROVEMENT PLAN FOR _____________________D
ATE _________
ABC School
APRIL,2006
Increase rigor and consistency in 7th grade math
Goal/Objective
Quarterly comparisons of classroom grade
distributions MAP performance levels
Data Source
Room A55 A,20 B, 10 C, 10 D, 5 F
0 Advanced, 30 Proficient,10 Level2, 60 Level
1 (List data from other rooms)
Baseline
COST/ RE-SOURCES
STRATEGY
ACTION STEPS
TIME-LINE
PERSON RESPON-SIBLE
BENCH-MARKS/EVAL-UATION
PROFESSIONAL DEVELOPMENT
April, 2006- Sept, 2006
Stipends/ PD Funds
Written curriculum submitted Sept. 2006
Establish curriculum committee
Align written curriculum with GLEs
Principal Smith
GLE Curriculum writing training
Align taught curriculum across classrooms
Grade Level Represent-ative Mrs. Jones
Common Planning Time
Create Common Assessments
Sept. 2006- May, 2007
Common Assessments administered Quarterly
Common Assessment Looking at Student Work
Training
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Discovery

• Review existing CSIP
• Review existing mission/vision/belief statements
• Review any mandates or local policies that impact
  the current activity
• Review other documents and materials that are
  relevant to this effort (MSIP requirements,
  achievement data, ePeGS, etc.)

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Visioning

• Define your Mission
• Mission statements often seem canned, written
  to meet some requirement rather than addressing
  what the organization is passionate about.
• The mission statement should briefly, in a
  sentence or two, identify the basic purpose and
  desire of the district. It makes a concise
  statement that can be used to make decisions
  about the districts future.

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Visioning

• Fundamental questions
• What do we do?
• Who are our clients?
• Why do we exist?
• How do we conduct ourselves?
• What matters most to us?
• No involvement No commitment

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Visioning

• Hewlett, Packard, Merck, Johnson, and Watson
  didnt sit down and ask, What philosophy would
  look nice printed on glossy paper? or What
  beliefs would please the financial community?
  No! They articulated what was inside themwhat
  was in their gut, what was bone deep. It was as
  natural to them as breathing, Its not what they
  believed as much as how deeply they believed it
  (and how consistently their organizations lived
  it). Again, the key word is authenticity. No
  artificial flavors. No added sweeteners. Just
  100 percent genuine authenticity.
• James C. Collins and Jerry I. Porras, Built to
  Last

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Visioning

• Analyze Strengths, Weaknesses, Opportunities, and
  Threats (SWOT)
• Does the Mission Statement support your
  understanding of the SWOT?
• Compare SWOT to identified goals (ePeGS)
• Itemize, prioritize, refine, and validate
  objectives designed to meet stated goals
• Develop strategies for realizing each objective
• Identify any roadblocks or barriers and tactics
  for overcoming them

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• Weve tried that before
• The (community, board, staff, students)
• wont go for it
• It will take too much time, money, etc.
• Its a waste of time, money, resources,
  personnel, etc.
• It wont work
• It cant be done
• Its too radical a change
• We are too small, big, etc.
• We dont have the expertise
• Who else has tried it
• It cant be any better than it already is
• Weve never done it that way before
• We cant

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You cant expect to get different results, if you
continue to do the same thing over and over.

• How can we make it better?
• We can be the first
• Lets look at it from a different perspective
• Well reevaluate priorities
• We learned from the experience
• Think of the possibilities
• We can make it work

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Defining the Plan

• Generate consensus among involved stakeholders
• Draft a preliminary plan
• Identify and solicit feedback from external
  reviewers
• Incorporate feedback as appropriate
• Complete revisions as necessary

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Implementation and Marketing

• Publish the CSIP
• Identify objectives/strategies with a quick win
  potential and use them to show early progress
• Develop a marketing strategy to promote the
  plans goals, objectives, and strategies
• Enlist political champions

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Leadership is about change. Its about taking
people from where they are now to where they need
to be. Noel M. Tichy, The
Leadership Engine
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Resources

• RPDC
• Strategic Planning Process Map
• Applied Geographics, Inc
• Strategic Planning Handbook for Cooperatives
• Jerry C. Namken and Galen W. Rapp USDA/RDA
  Cooperative Services
• Strategic Planning What are the basic Steps?
• Alliance for Nonprofit Management
• National School Boards Association
• The Mega System
• Sam Redding
• The Four Roles of Leadership
• Franklin Covey Co.
• A special THANK YOU to Steven Johnson of the
  NWRPDC