The Strategic Planning Committee (SPC) commissioned to help guide the District's five-year strategic plan recommended Goals and Aspirations for the Cleveland Heights-University Heights CSD Board on Tuesday, May 19, 7 p.m. at the Board Office. The proposed aspirations: mission, vision, values and five goals were presented to the Board by SPC Chair Saroya Tabor based on input from the various stakeholders--students, parents, teachers, staff and community partners and members. Community input was gathered through online surveys, small group discussions and a larger community meeting. The proposed aspirations also reflect the recommendations made at the joint April14 Board-SPC strategy session.
(Picture: March 4, 2015 Community Meeting in Heights High Social Room)
The Board was asked to inform the SPC if the work is moving in the right direction in terms of “what” the District needs to be doing before efforts are made to move into the “how” the District does the work.
The Board was very appreciative and encouraging of all the work the SPC has done, advised that the current Vision remain and suggested statements be as short as possible. It also agreed that District staff should begin working on developing the implementation section of the plan. Board members are eager to learn what will be done to achieve the Aspirations.
Next steps will include the administrators, teachers and support staff developing the implementation section of the Strategic Plan. The implementation section for each of the five goals will detail objectives, strategies, metrics and milestones, responsible parties, required resources and a timeline. Goal teams have been established and this work will take place through July.
The SPC will meet again on July 28 from 9 a.m. – 1 p.m. at the BOE to review, modify and vote to recommend the proposed implementation section of the plan. The plan is expected to be finalized and presented to board members for a vote at the August 4 Board meeting. The plan will be shared with all teachers, staff, students, families and community partners and members, put into practice, and monitored per performance measures.
Here is the list of proposed and revised Aspirations:
Mission - Core Purpose: Clearly defines why the organization currently exists, what it is in the business to do and seeks to achieve for whom. Mission helps to guide decision-making.
Proposed: Our schools provide a challenging and engaging education to prepare all our students to become responsible citizens and succeed in college and career.
Vision – Desired Future: Image of what success looks like, what the organization hopes to create and make happen and what the impact would be if the organization fulfilled its mission over the long-term.
Current: Per Board decision on 5.19.15: Preparing All Students for Success in a Global Economy (P.A.S.S.A.G.E.)
The Cleveland Heights-University Heights School District is deeply committed to educational equity and providing an excellent education for all of our students in every one of our schools.
Within a culture of trust, respect and integrity we are committed to our:
Students: they know they are valued and can achieve
Diversity: it strengthens us
Partnerships: collaborations that benefit our students are essential
Responsibility: each of us is accountable for student success
Stewardship: community resources are managed wisely
Educational Equity addresses the policies, practices, programs, personnel and resources required to eliminate barriers to educational opportunity and achievement for all students.
Goals – End results. The District will be laser focused on achieving its goals over the course of the next five years. Goals are measurable and describe what successes look like in key strategic areas relating both to organizational effectiveness (impact & outcomes).
Looking ahead, the Implementation Section of the plan will detail objectives, strategies, performance measures (action steps and tactics), responsible parties, timetable and relevant partners. Required resources to accomplish the objectives and strategies will also be identified. Goals 4 and 5 re: Human Capital and Operational Resources are ‘cross cutting’ goals – they underpin everything the District seeks to accomplish.
Goal 1: Student Outcomes – Expectations, Mastery & Proficiency: Every student graduates ready to pursue college and career.
Goal 2: Educational Approach – Equity, Empowerment and Opportunities: Excellent education is provided to all students in every District school.
Goal 3: Parent & Community Engagement, Support and Partnerships: Parents and community partners are welcomed and fully engaged in supporting and enhancing student learning.
Goal 4: Human Capital & Culture of Excellence: The CH-UH City School District attracts and retains caring and highly qualified staff with diverse experiences and backgrounds who work collaboratively.
Goal 5: Operational Resources – Finances, Technology, Facilities and Communication: The District has the necessary resources and uses them responsibly to achieve strategic priorities, and keeps the community informed about school and student performance.
Proposed Decision-Making Criteria
In addition to being intentional about what the District will work to accomplish, it is important to be intentional about how decisions will be made. Setting and consistently employing decision-making criteria to make strategic trade-offs during and beyond the strategic planning process will serve the District well.
The District will establish strategic priorities by involving those who will have implementation responsibility and taking into consideration:
- Effectiveness: What evidence & research supports the likelihood of success for our students & having a direct, equitable impact on as many students as possible? How effective is the solution/approach likely to be in CH-UH schools? What data will the CH-UH District use to measure progress, systemic changes? Has the solution/approach been developed with, and garnered buy-in from, those who have implementation responsibility?
- Alignment & Prioritization: How well does the solution/approach align with the District’s Aspirations? Capitalize on other (existing and new) initiatives & efforts in the District, in the community? Is there sufficient stakeholder support, including from parents and students?
- Feasibility: How easy or difficult will it be to adopt & implement? Does the solution/approach build on District strengths? Do we have the necessary capacity and resources for successful implementation, or is developing them realistic?
- Benefits & Costs: What are the benefits and for whom? What are the costs and for whom? Will the needed investment of money, people and infrastructure be sustainable, deliver sufficient return on investment?