Highline Public Schools Strategic Plan

Highline Public Schools Strategic Plan

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SIX Appendices Appendix 1. Step 1: Clear Performance Objectives and Milestones of Progress – Set annual performance objectives, outlining what each group must accomplish. Those objectives include measurable student achievement improvement targets and clear strategies for meeting the targets for student learning and growth. Each objective must have explicit milestones of progress, a pre-assigned lead responsibility, and a completion date. Step 2: Detailed Action Plans – Develop detailed maps of the key tasks that must be completed, including specific date by which each task will be accomplished. For each performance objective and/or milestone of progress, the task analysis ought to include the timeline, lead responsibility, resources needed, and measure of effectiveness or successful completion. Step 3: Continuous Monitoring of Progress – Track progress of key activities and milestones at pre-set time intervals to provide timely feedback on progress and to guide decisions about assistance and intervention, as needed. At the school level, we recommend a Data Summit™ (or equivalent) at the end of each assessment cycle (typically 6-9-week intervals). Furthermore, we recommend that the Superintendent present a progress report to the Board and community every trimester – to keep the Board informed and involved and to communicate progress to external stakeholders. When done right, such transparency would enhance their commitment to the district and its students. The trimester reports could occur each fall (November-December), winter (January-February) and spring (March-May) of the school year. Step 4: Accountability for Performance – Accountability and incentives drive a performance-oriented system. Therefore, it is crucial to recognize and celebrate accomplishment of the performance objectives; take corrective action to enhance individual or collective performance as needed; and invoke sanctions and consequences when appropriate. At the end of the school year or just before the start of the new school year, prepare an annual summary of accomplishments, to serve as the basis for accountability for performance, as the foundation for celebrating accomplishments and for identifying performance objectives for the next planning cycle. Criteria for Setting Annual Performance Objectives A multi-year strategic plan must be implemented by setting annual performance objectives, or areas of focus for each year. As an operational definition, a performance objective must meet all of the following seven criteria. 1. Is it important relative to accelerating student learning and achievement? The performance objective will have a significant impact on achievement of the vital signs of student progress, in general, and the student achievement improvement targets for this year, in particular. 2. Does it empower and enable the work of schools and educators? The performance objectives will make a significant contribution to the ability of schools and school/district staff to better serve the needs of more students and more schools, more effectively and efficiently. 3. Will it build organizational capacity? The performance objective will significantly enhance the organization's capacity and capability, i.e., build real strength in the organization in the short-term and for the future. It will significantly enhance the accomplishment of the goals and objectives outlined in the strategic plan. 4. Does it reflect the perspectives of stakeholders? The performance objective is responsive to the expressed and/or implied priorities of affected stakeholders. 5. Can we achieve it successfully this year? The performance objective is challenging and doable this year. For projects/programs that will require several years for full implementation, the performance objective will describe the portion of the multi-year goal to be accomplished this year. 6. Is accountability for results clear and unambiguous? The performance objective will have an identifiable focal point and assigned responsibility for its accomplishment. Even in instances where multiple departments/ divisions have a role in implementation, it is necessary to identify one person as lead agent. 7. Can we afford it this fiscal year? Each performance objective and all of them together can be implemented within our means, even though we may choose to reallocate resources (i.e., people, money, time, space, technology) from other areas. However, on balance, the performance objective must be something we can fund during this fiscal year. © Performance Fact, Inc. 24

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