CREATING A PLAN FOR SUCCESS AT

MONTGOMERY COUNTY R-II

PRESENTED BY:

DR. DELLA BELL-FREEMAN

MRS. JEANIA BURTON

MS. JENNIFER KRATTLI

MR. CHRIS REDMON

"Leadership is the capacity to translate vision

into reality."

— Warren Bennis

WITH A DESTINATION IN MIND, THE

JOURNEY AHEAD NEEDED TO BE

PLANNED OUT!

It is our vision to be a Professional Learning Community promoting

high levels of student achievement within a safe environment. We

will develop strong family and community partnerships. Our

students will be responsible citizens who are culturally aware, resilient, problem solvers, lifelong learners, and equipped to

effectively use technology in a global economy.

CSIP Team Members:

Michael Gray, Superintendent

Della Bell-Freeman, Assistant Superintendent

Mendi Granneman, SPED Director

Becky Lavy, Teacher, MCMS

Lisa Grosse, Administrator, MCHS

Chris Parker, Administrator, MCMS and MCE, as well as a parent

Madonna Pund, Administrator, MCMS

Maria Stille, BOE member as well as a parent

Leslie Huff, Teacher, JBE

Rhonda Vicente, Teacher, JBE

Jenny Krattli, Teacher, MCHS

Jessica Rodgers, Teacher, MCMS as well as a parent

Brenda Knapp, Parent

Jeania Burton, Administrator, MCE

Scott Davidson, Administrator, JBE

Josh Pierce, Teacher, MCHS

Joe Klekamp, Teacher, MCHS as well as a parent

Gina Hartman, BOE member as well as a parent

Kayla Hart, Teacher, MCE

Sarah Whanger, Student, MCHS

Joey Schlueter, Student, MCHS

Jessie Cobb, Teacher, MCHS

Melissa Stufflebean, Teacher, MCE as well as a parent

Kaley Reagan, Parent

Chris Redmon, Administrator, MCHS

Christina Poggas, Teacher, MCHS

Committee developed in March 2016.

The CSIP team met April 11, 2016, May 5, 2016, May 16, 2016, and May 31, 2016. The drafts of all related

documents were created using Google Documents and shared electronically with the team for input on

an ongoing basis.

WHAT DOES THE ROAD

CONSTRUCTION FOR

MCR-II LOOK LIKE?

Current reality---where are we

starting?

District CSIP Goal: Academic Achievement- The district demonstrates improvement of its

students in the performance on the MAP/EOC/MAPA over time

1. Student performance on assessments required by MAP/EOC/MAPA meets or exceeds

the state standard or demonstrates improvement in performance over time. (75% of

students are proficient or advanced by 2020)

2. Students meet or exceed state growth expectations on MAP/EOC/MAPA. Exceeding—5% improvement based on MPI Gap

On Track—3% but less than 5% improvement based on the MPI Gap

Approaching—1% but less than 3% improvement based on the MPI Gap

SO MANY

QUESTIONS AND

SO FEW

ANSWERS!

L

Where do you start

with a daunting

task ahead?

Where did MCR-II

start?

A FOCUS ON OUR

FUTURE! Creating the Plan: the Structure

A format that will be manageable!

5 objectives: Instruction and assessment;

career readiness; culture; facilities, support

services, instructional resources; governance

Putting together sub-committees with

expertise and diverse perspectives

Gathering resources from other district’s

plans

Looking at MCR-II’s needs and creating a

draft of strategies

USE OF GOOGLE DOCUMENTS TO ENHANCE

COLLABORATION!

FROM SUB-COMMITTEE TO WHOLE GROUP

INPUT TO CREATE A WORKING CSIP

"Teamwork is the ability to work together toward

a common vision. It is the fuel that allows

common people to attain uncommon results." -

Andrew Carnegie

A lesson in choral reading. Please read aloud and finish the

following sentence:

What gets monitored _______ ___________!

THE POWER OF THE

PLAN

How will Montgomery

County R-II benefit from

strategic planning?

WE KNOW THAT WHAT GETS

MONITORED GETS DONE BUT…

What should be monitored? How will it be monitored?

Of those things being monitored, what are the priorities?

How will we know that the priorities are moving forward?

How will we hold people accountable?

How will we know that the change or action is an

improvement?

SO MANY INITIATIVES AND

LIMITED TIME---THIS IS TRUE

OF DISTRICTS OF ALL SIZES

AND LOCATIONS

ACROSS MO!

Planning matters

because it ensures that

all students are given

the same opportunities

to benefit from quality

programs regardless of

assignment to a school

building within a

district.

OUR BASIC PLAN:

-GOALS

-OBJECTIVES

-STRATEGIES/ACTION STEPS

-PERSONS RESPONSIBLE -PROJECTED OUTCOMES

-STATUS OF STRATEGY -A DASHBOARD FOR DATA FOR EACH OBJECTIVE

Our plan was devised to allow for innovation/improvement and to

ensure that successful processes and programs were maintained

regardless of leadership!

School

Year

Academic Achievement Subgroup Achievement Graduation Rate NEE Indicator 4.1: Instructional strategies leading to student problem

solving and critical thinking

Points

Possible

Points

Earned

Percent

Earned

Points

Possible

Points

Earned

Percent

Earned

Points

Possible

Points

Earned

Percent

Earned Points

Possible

Points

Earned

Percent

Earned

2014-2015 56 49 87.50% 14 12 85.70% 30 30 100% 7 4.31 62%

2015-2016 56 49 87.5% 14 12 85.7% 30 30 100% 7 4.62 66%

2016-2017 56 14 30

2017-2018 56 14 30

2018-2019 56 14 30

2019-2020

GOAL #1: ACADEMIC ACHIEVEMENT

OBJECTIVE #1: INSTRUCTION AND ASSESSMENT

MSIP STANDARD: 1.1, 1.2, 1.3, 1.4, 2.1, 2.2, 2.3,

2.4,5 Progress Measure:

Strategy

Person(s)

Responsible Projected Outcomes

Status of

Strategy

1. Ensure that our local curriculum is aligned to the

Missouri Learning Standards.

1. Utilize a centralized location to store our curriculum

maps for the district, with universal components.

Revisit the Essential Learning Outcomes for each

level/course to review and revise as necessary.

Administration

Teachers

1. Make revisions to our curriculum to

ensure that there are no gaps

between the local curriculum and

expectations within the Missouri

Learning Standards. Complete

curriculum work by May 2017.

2. Every subject/ every course will have

a curriculum map in Mastery Connect

by May 2017. Maps will be reviewed

annually.

P

This work has

begun and will

continue

throughout

the school

year.

1. Use locally adopted common formative and

summative assessments and state assessments (ie:

Mastery Connect, benchmark testing, USA Test Prep,

CDT, MAP assessments, EOC, TSA, formative

assessments) to inform instruction.

Administration

Teachers

1a. Assessments will be given

according to the building assessment

schedules.

1b. Assessment administration

guidelines will be followed.

P

1. Use the NEE teacher evaluation to assess teacher

effectiveness and support teacher growth through

professional development related to indicator 4.1

which states the teacher uses instructional strategies

that lead students to problem-solving and critical

thinking.

2. Evaluate student data to monitor the effectiveness of

instructional strategies in classrooms.

Administration

Teachers

1. Indicator 4.1 will increase from the

baseline average. Monitor annually.

2. Increased student achievement

from pre to post-test.

P

WE WERE HAPPY WITH OUR PLAN, BUT WE WANTED

THIS TO BE MORE THAN A PLAN. WE WANTED THIS

TO BECOME A REALITY FOR OUR DISTRICT, OUR

STUDENTS, AND OUR STAFF. WE WANTED TO

IMPROVE!

“Plans are only good intentions unless they

immediately degenerate into hard work!”

Peter Drucker

A STRUCTURE FOR STRENGTHENING OUR WORK

RELATED TO THE CSIP WAS NEEDED

LEARNING ABOUT PROJECT MANAGEMENT

HOW PM ENSURES THAT A PROJECT OR PLAN

SUCCEEDS! OVERCOMES THESE BARRIERS:

UNCLEAR EXPECTATIONS

US VERSUS THEM ---NOT ENOUGH WE

OVER-DEPENDENCE ON ONE INDIVIDUAL

LACK OF MANAGEMENT SUPPORT

ROLES NOT UNDERSTOOD BY TEAM MEMBERS

LACK OF MONITORING FOR SCHEDULES, DEADLINES, BUDGETS/RESOURCES

LACK OF OR POOR COMMUNICATION

PM’s research base includes Edward Deming’s work

GUIDING QUESTIONS FOR STRATEGIC PLANNING

1. GOALS ANSWER THE QUESTION: WHAT BIG PICTURE THING MUST THE

DISTRICT/SCHOOL ACCOMPLISH?

2. OBJECTIVES ANSWER THE QUESTION: WHAT ARE THE MAJOR, MEASURABLE SUB-

COMPONENTS OF THE GOAL OR GOALS?

3. STRATEGIES ANSWER THE QUESTION: HOW WILL WE GO ABOUT ACCOMPLISHING

OUR OBJECTIVE?

4. ACTION STEPS ANSWER THE QUESTION: WHO(NAMED PERSON) IS GOING TO DO

WHAT(SPECIFIC, MEASURABLE TASK) BY WHEN(DATED TIMELINE)?

After revisiting goals, objectives and strategies, the bulk of our time

was spent on fleshing out the action steps!

ACTION STEPS PROVIDE GRANULAR LEVEL

ACCOUNTABILITY, MEASURABILITY OF LARGER

PLAN COMPONENTS, AND EFFECTIVE

MONITORING OF THE ENTIRE PLAN REQUIRES

ACTION STEPS

Collaboration is required!

ACTION STEP PLANNING FORCES US TO ANSWER: HOW WILL YOU KNOW WHEN AN ACTION STEP IS DONE?

100%, 50%, 25%, 75% MARKERS 100%: HOW WILL YOU KNOW WHEN IT’S DONE?

50%: IF THAT IS WHAT IT WILL LOOK LIKE WHEN IT IS COMPLETED, HOW WILL

YOU KNOW WHEN IT’S HALFWAY COMPLETED?

25%: IF THAT IS WHAT IT WILL LOOK LIKE WHEN IT IS HALFWAY COMPLETED, HOW

WILL YOU KNOW WHEN YOU ARE HALFWAY TO THE BENCHMARK?

75%: GO BACK TO THE DIFFERENCE BETWEEN 50% AND 100% AND ASK, HOW WILL

YOU KNOW WHEN THAT WORK IS HALFWAY COMPLETED?

Repeat this process for all action steps!

ACTION STEPS WITH DEADLINES=RAPID-CYCLE

IMPROVEMENT

AVOID PARALYSIS BY ANALYSIS

“An organization’s ability to learn, and translate that learning into

action rapidly, is the ultimate competitive advantage.” Jack Welch

Strategy Number CSIP Language Strategy Start Date End Date 25% 50% 75% Completion Evidence

Person(s)Responsible Plan Progress Scale

Projected Outcomes Barriers

1 Collaborate to develop and maintain respectful and professional adult-to-adult relationships through PLC and following established norms.

1. Administer a survey to staff related to climate and culture.

2. Explore incentives to reward staff attendance.

1. May 2016 CSIP committee created survey. Pre Cycle: Complete pre- survey by the end of the 2nd week of school. Post Cycle: Complete post-survey the week following spring break.

2. May 2017

1. Data collected and analyzed by the 4th week of school. Reflection occurs at the following admin. meeting Collect and analyze data within a week of completion of surveys. Reflect at the following

admin. meeting. 2. Ongoing Revisit annually

1. Develop a survey related to climate and culture by the start of 2016-2017 school year.

2. Collect data identifying the financial impact of staff absences.

Administer the survey pre and post annually.

2. Survey staff to explore incentives to reward staff with regular attendance.

Collect and analyze data on spring survey.

2. Create an incentive plan for staff attendance.

Reflect and respond with appropriate plans (which may include agendas, norms and other PLC processes) based on trends within survey data. 80% of staff complete the survey

80% of those completed express they agree or strongly agree with culture and climate indicators from the survey. This supports strong staff attend. 2. Push out the attendance incentive plan

Dr. Della Bell-Freeman Mr. Chris Redmon Mr. Chris Parker, Ms. Jennifer Krattli Mrs. Jeania Burton

1. Staff will model respectful and collaborative behavior to foster a professional environment. Monitor continuously. 2. A positive climate will result in fewer absences by staff. Goal: 100% of staff will have no documented dock time. We will fill 100% of absences with substitute teachers.

1.Have a quality list of substitute teachers available to work. 2. Budget restrictions for incentives.

MONITORING SYSTEM FOR ACCOUNTABILITY WITHIN ACTION STEPS

ACCOUNTABLE PARTIES REGULARLY REPORT PROGRESS USING A SCALE: 5: THE ACTION STEP HAS BEEN ACCOMPLISHED AND COMPLETION EVIDENCE

IS AVAILABLE

4: THE ACTION STEP HAS BEEN IMPLEMENTED AND PROGRESS IS AHEAD OF

SCHEDULE

3. THE ACTION STEP HAS BEEN IMPLEMENTED AND IS PROGRESSING ALONG THE TIMELINE.

2: THE ACTION STEP IS BEING IMPLEMENTED BUT THERE IS A BARRIER TO

PROGRESS THAT MUST BE REMOVED IF THE ACTION STEP IS TO BE

ACCOMPLISHED BY THE DEADLINE. 1. THE ACTION STEP CANNOT BE IMPLEMENTED DUE TO SIGNIFICANT BARRIERS

TO PROGRESS.

Why is this important and how can it change your work? Turn and

talk to a neighbor.

Short term learning cycles: Plan, Do,

Check/Study, Act/Adjust

DELIVEROLOGY: HONORS WHAT

ORGANIZATIONS ARE DOING WHILE

PROVIDING A STRUCTURE, CONSISTENCY,

AND RIGOR FOR THEIR WORK

Four guiding questions:

How are we trying to do it?

What is our system trying to do?

At any given moment, how will we know whether we are on track to succeed?

If we are not on track, what are we going to do about it?

“Building a visionary company requires one

percent vision and 99 percent alignment” —

Jim Collins and Jerry Porras, Built to Last