Highline Public Schools Strategic Plan

THREE Our Planning Process The primary aim of planning is unity of purpose, or alignment – getting people, practices and programs on the same page, going in the same direction, at the same time. Without a plan, there is no focus or clear direction. A results-focused plan is the first step toward turning the future we envision into reality. This alignment process enables our school system and our community partners to develop a continuous improvement plan that focuses everyone on the district's core mission: ensuring successful learning for every student, without exception. Misalignment The purpose of our strategic planning process was to develop a plan that: 1. Establishes Highline's goals for student achievement; 2. Outlines the roadmap for accomplishing those goals; 3. Embraces the diverse voices of our internal and external stakeholders; and 4. Mobilizes leadership for courageous action at all levels. The planning process was developed and facilitated by Performance Fact, Inc., led by Mutiu O. Fagbayi, President/CEO. Performance Fact's strategic planning framework emphasizes in-depth analysis of student data from multiple perspectives, identifies the root causes of the current state of student achievement, and develops concrete solutions to address the root causes. In addition, Imago LLC designed and implemented a parallel family and community engagement process designed to give full voice to the concerns, needs, and aspirations of Highline's community members. Angela Powell, founder of Imago LLC, facilitated those community forums. Alignment Core Planning Team A Core Planning Team of 47 people – broadly representative of school district employees, parents, community leaders, government officials, union leadership, and Board members – spearheaded the development of the overarching strategic plan. The Core Planning Team was responsible for clarifying many of the key components of the strategic plan, including the Promise, the six Goals for student achievement; and the Strategic Priorities whose implementation is critical to accomplishing those goals. The Core Planning Team met in full-day sessions for a total of five days between December 2012 and May 2013. This team integrated the input from all the other teams and stakeholder groups. Members of the Core Planning Team also participated in "reality check" sessions and community engagement meetings. Instructional Focus Team VOICE FOR ALL The Instructional Focus Team – comprised of principals and a teacher representative from every school, as well as district administrators and central office staff – guided the development of the companion Instructional Focus document. Superintendent Enfield and the Board of Directors defined broad-based participation of Highline Public Schools' internal and external stakeholders as a critical success factor for the strategic planning effort. The planning process provided multiple opportunities for the district's diverse stakeholders to participate in the process between November 2012 and June 2013. The team met for a total of four days. The team's work included: analyzing student data; finding root causes of the current state of student achievement; defining the Four Pillars of the Instructional Focus and the corresponding professional practices; and identifying the indicators of effectiveness of teaching practices, leadership practices, and organizational practices. STRATEGIC PLAN 2013-17 for Highline Public Schools 5

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