Transcript Slide 1

Charting A Path For The Future:
A Strategic Plan for
Summit Education Initiative
Summary Strategic Plan
June 2010
Ed. 09/20/10
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Strategy 2011
Strategic Vision
SEI creates positive
systemic educational
change, aimed at
achieving educational
excellence and outcomes
for Summit County, by
being a leading resource
for educators in helping
to define, prioritize and
address their specific
needs.
Sample
“Rally Cry”
Metrics
 SEI builds collaborative efforts with education
stakeholders that result in improvements that impact
students across Summit County
 SEI ensures that the Summit County educational
system benefits from the best solutions for meeting its
specific challenges
 SEI’s expertise helps Summit County educators better
leverage existing capabilities in order to provide the
additional resources required to implement solutions
 SEI builds awareness and support among stakeholders
to ensure ongoing engagement and continued
investment in Summit County education




Core Strategic Objectives
 Convene Educators to understand, define
and refine their needs
 Prioritize needs and identify practical,
innovative solutions
 Provide high leverage assistance that
compliments existing educator resources
 Track and publicize results
Students at or above grade level on state testing
Students’ KRA-L results entering kindergarten
Students’ ACT Scores
Post secondary enrollment – college 4-yr., 2-yr, vocational/technical, employment ,other
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Convene Educators To Understand, Define
And Refine Their Needs
Key Components
 Convene and enhance Education-based P-16 Council
− The P-16 Council is used to learn about, understand and share
community-wide educational needs
− The new P-16 Council membership and priorities focus on and
are driven by educators and administrators
− Once a baseline of needs is defined, SEI facilitates a data-driven
council discussion to refine how the top issues are characterized
in Summit County
Implications
Programs &
Services
 Refine and re-launch the P-16 Council
Operations
 Refocus SEI staff efforts on engaging
educators and administrators
Financial
Management
 Create a Development Plan – including
identifying funding to support P-16
Council efforts
 Build strong relationships with administrators
− SEI currently has many good relationships in the community;
enhancing these relationships by soliciting feedback on SEI’s
strategy is the first point of contact for strengthening this existing
network
− Work toward building relationships with 100% of public school
districts in Summit County and a broad range of private schools
ensures the P-16 Council into a true convener of the Summit
County educational community
− SEI is open to actively working with any school district in Summit
County; specific investments of time, energy and staff resources
will be driven by SEI’s strategy, school needs and opportunities
for impact
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Prioritize Needs And Identify
Practical, Innovative Solutions
Key Components
 Incorporate local input, objective data and national best
practices
− SEI enhances and institutionalizes its knowledge of the Summit
County local context, data expertise and community relationships
to validate that local needs are appropriately matched with the
best solutions. It expands its access, knowledge and use of data
− SEI establishes relationships and an information database to
support national best practice input
 Prioritize needs and identify practical, innovative solutions
Implications
Operations
 Develop the internal capacity and/or hire
a research and data expert
 Establish relationships with nationally
recognized educational improvement
efforts
Financial
Management
 Quantify the business case for:
− P-16 Council initiatives to support
prioritization and grant proposals
− SEI’s role as a convener
− SEI considers the needs and priorities of Summit County school
districts (public, private, charter) in identifying solutions
 Engage educators and administrators to drive prioritization,
problem solving and participation
− As an effective convener, SEI uses the P-16 Council as a forum
to ensure that educators drive the process of identifying and
prioritizing needs
 Focus on achieving systemic impact
− SEI focuses on supporting solutions that are broadly applicable,
show measurable impact and have a substantial effect on
educational attainment
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Provide High Leverage Assistance In Securing
The Resources Required To Implement Solutions
Provide High-level Resources
Implications
 Offer data and research expertise to define issues, support resource requests and
track results
− SEI uses its research and data analysis expertise to continually engage the P-16 Council
and advance the dialogue from exploration to execution
− Educators have a clear understanding of what SEI’s research and data capabilities are
and when to leverage SEI for grant writing and assistance in tracking results
 Develop grant writing capacity to augment districts’ capacity, synthesize districts’
expertise contributions and coordinate multi-stakeholder applications
− SEI’s grant writing expertise helps identify available grants related to prioritized
solutions and provides added capacity to increase the number of high quality
applications
− The combination of grant writing expertise and SEI’s role as a respected convener
allows SEI to coordinate input from multiple stakeholders in order to pursue
opportunities no individual stakeholder would be able to pursue
 Engage community, civic and business expertise to support efforts in and out of
the classroom
− SEI enhances and builds deep connections with the local business and civic
communities to create a base of support and assistance that helps educators find
solutions for their needs
− SEI connects school systems with the individuals and groups in Summit County that
can provide needed expertise, volunteer effort and support
Operations
 Develop the internal capacity or hire
grant writing expert
 Identify and establish the relationships
among SEI, community leadership
and educators that will connect school
systems needs with the community
resources that are available to improve
education
 Develop the supporting materials
required to incorporate the business
case for investments in improving
Summit County educational
attainment into grant proposals and
stakeholder communications
 Hire, develop or identify staff with
educational professional development
expertise who can serve as a resource
for connecting schools with
appropriate training resources
 Build school district capabilities by supporting professional development
− SEI builds an expertise of identifying professional development opportunities which
align with prioritized issues facing districts and educators
− School districts proactively ask SEI for assistance in identifying the appropriate
professional development opportunities to address their needs
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Track And Publicize Results
Key Components
 Publicize results to key stakeholders
− SEI regularly communicates with community, civic leaders and
business leaders about progress in raising educational attainment
in Summit County. SEI highlights the role of educators,
administrators and other important contributors
− SEI creates visibility for the tangible successes and individual
contributors to crystallize and foster community support
− Capture SEI’s contributions to Summit County improvements
and publicize them appropriately (e.g., with funders)
 Efficiently track relevant Summit County educational metrics
Implications
Programs &
Services
 Develop the methodology for the three
key metrics that capture efforts to improve
educational attainment in Summit County
Operations
 Establish and launch communications plan
for publicizing systemic improvements in
Summit County and articulating the role
of key contributors
 Hire, develop or identify staff with
communication expertise (initially,
Executive Director)
− SEI positions itself to be the source for important educational
attainment metrics across Summit County
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Align Overall Operations With Strategy
Key Considerations
 Executive Director experience, skills, approach and relationships
include strength in convening stakeholders and earning respect from
educators and administrators
– Executive Director uses the strategy to drive the organization’s staff
positions and daily operations
 Refine board operations to ensure long-term sustainability
– Trusteeship & Recruiting: new board members are added to bring an
education perspective; succession planning for board members is based
on skill gaps/needs; individual board member performance is evaluated
and addressed
– Governance: create new committees aligned with the strategy
– Engagement: individual engagement expectations are clear for board
members
– On-boarding: all members are informed of the new strategy; there is a
mechanism in place to inform new members
– Reporting: SEI provides the board with the right information to
provide strategic, executive and financial oversight
 Programs and Services that are not aligned with the new strategy are
transitioned appropriately
 Employees are aware of the new strategy and their role in fulfilling it
 Stakeholders are aware of the new strategy and help shape how it is
implemented, as appropriate
 Funders are aware of the new strategy and how it creates value in the
community
Implications
Board
 Launch a search and onboard a new Executive Director
 Align board operations
Leadership
– Identify and invite educators to join the board
– Establish board succession plan and member evaluation
process
– Establish new board committees
– Clarify board member expectations
– Develop board education and on-boarding
– Establish reporting guidelines for SEI to update the board on
strategy implementation and impact
Executive Director
 Monitor strategy implementation
 Update staff roles and responsibilities based on strategy and
develop and/or hire accordingly
Programs &
Services
 Develop transition plan for Destination College
beginning with the Class of 2012
 Develop transition plan and timeline for SPARK
 Evaluate how Learning 24/7 and Explore fit with the
new strategy and adapt, transition or sunset.
Operations
 Establish and launch communication plan for employees
 Establish and launch stakeholder engagement plan to
refine implementation
Financial
Management
 Establish funder engagement plan for existing and new
(potential) funders and tie to the business case for SEI
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Execution Timeline Key
 Q1, Q2, Q3, Q4 refer to Calendar Quarters
 1st 90 days begins approximately on July 1st 2010
 Light brown boxes with brown writing
refer to execution steps that are listed in other areas on
other pages, but are important for understanding the
context of pre or post steps
Execution Step
referenced from
another area
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Execution Timeline:
Board Of Directors Leadership
Implications
Launch a search and
onboard a new Executive
Director
Identify and invite
educators to join the
board
Align Board Operations
Establish board
succession plan and
member evaluation
process
Establish new board
committees
Clarify board member
expectations
Develop board
education and onboarding*
Establish reporting
guidelines for updating
the board on strategy
implementation and
impact
1st 90 days
Balance of 2010
Launch search for
Exec. Director with
respected education
credentials
Develop and execute
onboarding process for
new Executive
Director
Identify key educators
to join board
2011 through 2013
Support ED by establishing processes to hold
her/him accountable for strategy execution
(e.g., yearly formal review, regular feedback
meetings & succession plan to develop staff)
Recruit as necessary to complement the Board’s composition and
fill required areas of expertise
Suggested Metrics
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
Finalize search process 6/23/10
New Executive Director selected
by Sept. 1 and onboard by Oct. 1

Criteria for representative mix of
educators approved 6/23/10
New education representatives
join board by end of 2010
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Individual bd. member
participation rate in committees
and board meetings
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Strategy implementation
oversight approach finalized by
early Q3, 2010
Full committee structure
determined by Q3, 2010
Create and implement succession plans and member evaluation process (e.g., board
member score cared) for current board members and all new board members
Determine approach to
Board oversight of strategy
implementation (e.g.,
Implementation Committee)
Determine roles needed
for board and define
expectations of board
Determine committees and
required capabilities based
on strategy
Align current and new board with
expectations, roles and committees
Update and formalize board recruiting and
onboarding* processes to align with strategy
and committee needs
Identify metrics and
reporting process to
monitor strategy
implementation
Create and update
committee work plans as
necessary
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
100% of board members actively
participate in at least one
committee

Implementation metrics in place
by end of Q3, 2010
Update as necessary
Create and implement board education process
and update as needed
Continue to monitor and adjust strategy
implementation as necessary
Implement communication process to share strategy
implementation with stakeholders
*onboarding refers to a process for educating new board members and bringing them up to speed on SEI’s strategy, work and board operations, roles and responsibilities
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Execution Timeline:
Executive Director Leadership
Implications
Monitor Strategy
Implementation
1st 90 days
Balance of 2010
Work with board and staff
to identify metrics to be
used to monitor strategy
implementation
2011 through 2013
Suggested Metrics

Implementation metrics and
status of in-progress initiatives
reported at all Board meetings

New staff roles finalized within
30 days of new Executive
Director joining SEI
100% of staff roles filled
within 120 days of new
Executive Director joining SEI
Implement and monitor outcomes
Use regular staff meetings to share updated implementation progress, provide guidance that shapes a
culture focused on engaging educators, address staff concerns and explain changes
Update staff roles and
responsibilities based on
strategy and hire accordingly
Execution Step
referenced from
another area
Confidential
Develop and execute
onboarding process for
new Executive
Director
Finalize job
descriptions for
all staff roles
Transition current staff
into new roles or fill with
new hires as appropriate
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Execution Timeline: Programs & Services
Implications
Refine and re-launch
the P-16 Council
1st 90 days
Balance of 2010
Identify appropriate
educational
stakeholders for
refocused P-16
Council
Transition Plan For Programs
SPARK
L 24/7
EXPLORE
Confidential
Identify 2- 4 “Rally
Cry” metrics to
build support for
organization
Identify potential destination
organizations to assume
responsibility for the program
Evaluate fit with
new strategy based
on educators’ needs;
Identify in P-16
Identify more detailed
education attainment and
process metrics to measure
incremental progress toward
“Rally Cry” metrics
Finalize transfer agreement
and create transition plan
Identify potential destination
organizations to assume
responsibility for the program
OR
Transfer
program
Ongoing program
delivery
ID potential destination org,
finalize agreement and develop
transition plan
 “Rally Cry” metrics
developed by Council by
end of 2010
 Tracking metrics developed
and tracking methodology
in place by Q2 2011
 Program transitioned by
end of Q2 2011
Transfer
program
Finalize transfer
agreement and create
transition plan
Adapt to new
strategy
Suggested Metrics
 % of targeted education
leaders actively participating
in Council meetings
Recruit representative membership and
structure Council discussions to build
engagement by focusing on the process of
defining educational goals and needs in
Summit County
Develop methodology for
capturing the three key
metrics that capture efforts
to improve educational
attainment in Summit
County
Destination
College
2011 through 2013
Transfer
program
 Program transitioned by
end of Q1 2011
 Strategic fit determined by
Q3 2010
 Strategic fit determined by
Q3 2010
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Execution Timeline: Operations (1 of 2)
1st 90
days
Add New
Capabilities
Fill Staff
Roles
Implications
Research & Data
Expert
Grant Writing
Expert
Communications
Development
Professional
Development
Develop the supporting
materials required to
incorporate the business case
for investments in improving
Summit County educational
attainment into grant
proposals and stakeholder
communications
Establish relationships with
nationally recognized
educational improvement
efforts
Balance of
2010
Finalize job
descriptions
for all staff
roles
Suggested
Metrics
2011 through 2013

Hire, or identify current
staff with expertise, for
full-time position

Incorporate new capabilities
required by the strategy into
legacy roles or new staff roles
based on the capabilities or
development potential of the
individuals
Data, research
and grant writing
expertise
onboard
Data and research
expertise onboard
Develop the business
case* for investing in
Summit County
education
Develop the business
case for SEI’s role in
improving Summit
County education
Incorporate
business cases*
into
communications
plan, grant writing
approach and
development
efforts with SEI
funders
Develop and implement plan to build and enhance
relationships with nationally recognized efforts
based on P-16 defined areas of focus
New staff roles
finalized within 30
days of new
Executive Director
joining SEI
100% of staff roles
filled within 120 days
of new Executive
Director joining SEI
 SEI’s operations
reflect the Business
cases* by mid 2011
 Data and research
manager’s individual
development plan
incorporates areas
of focus by 2011
Execution Step
referenced from
another area
*business case refers to the compelling story SEI tells about the importance of their strategy, the impact SEI will have on its target audience including both the tangible and
intangible benefits and the investment required to have the desired impact
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Execution Timeline: Operations (2 of 2)
1st 90 days
Implications
Establish and launch
stakeholder engagement plan
to refine implementation
Establish and
launch
communications
plan
Refocus SEI staff efforts on
engaging educators and
administrators
For
employees
For Summit
County
Identify & establish
relationships between SEI,
community leadership and
educators to connect schools
to community resources
Execution Step
referenced from
another area
Confidential
Engage current
network to solicit
input on strategy,
additional
stakeholders to
engage and
implementation
focus
Develop
communications
plans
Engage current
network to
solicit input on
implementation
Balance of 2010
2011 through 2013
Suggested Metrics
Identify appropriate
educational stakeholders
for refocused P-16
Council
Refine SEI strategy and
implementation phasing, timing
and focus based on input
Define relationship
management responsibilities
for all SEI staff members
Regularly engaging employees regarding strategy
implementation progress
Communicate SEI’s
new strategy, including
the relaunch of P-16
Publicize systemic
improvements in Summit
County and articulating the
role of key contributors
Engage broad range of Summit County
stakeholders to determine the spectrum
of current educational improvement
efforts in Summit County

Revisit at
important
milestones

Map the top P-16
priorities to existing
efforts or match with
other resources
Internal and external
communications plans revisited
annually by the Board
Contact hours, financial
resources provided, # of
individuals and businesses
engaged supporting schools
efforts in P-16 focus areas
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Financial Management
Implications
1st 90 days
Balance of 2010
2011 through 2013
Suggested Metrics

Create development strategy with staff and
board responsibilities, tailor based on supporting
P-16, SEI’s high leverage educational assistance
and legacy programming
Create a development plan
Quantify the business
case for:
Establish funder engagement plan for
existing and new(potential) funders
and tie to the business case for SEI
P-16 Council initiatives to
support prioritization and
grant proposals
SEI’s role as a convener
Execution Step
referenced from
another area
Confidential
Engage key funders as
part of engaging Summit
County stakeholders on
strategy and
implementation

Engage existing
and new funders
based on the
business cases for
P-16 initiatives
and SEI’s role in
improving Summit
County education
Data, research
and grant writing
expertise
onboard
Develop the business
case for investing in
Summit County
education

Conversations with all key
funders completed by August 1,
2010
Financial metrics based on
strategy and revised operational
model proposed to Board by
Finance Manager by Q3 2010;
regular reporting by Q4 2010
Business cases completed by Q2
2011
Develop the business
case for SEI’s role in
improving Summit
County education
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evaluate. inspire. profit.
Strategy 2011
Strategic Vision
Core Strategic Objectives
 Convene Educators to understand, define and refine their needs
− Convene and enhance Education-based P-16 Council
− Build strong relationships with administrators
 Prioritize needs and identify practical, innovative solutions
− Incorporate local input, objective data and national best practices
SEI creates positive systemic
− Consider the needs of all participating districts and adapt solutions accordingly
educational change, aimed at
− Engage educators and administrators to drive prioritization, problem solving and participation
achieving educational excellence and
− Focus on achieving systemic impact
outcomes for Summit County, by
 Provide high leverage assistance in securing the resources required to
being a leading resource for educators
implement solutions
− Offer data and research expertise to define issues, support resource requests and track results
in helping to define, prioritize and
− Develop grant writing capacity to augment districts’ capacity, synthesize districts’ expertise and
address their specific needs.
coordinate multi-stakeholder applications
− Engage community, civic and business expertise to support efforts in and out of the classroom
− Build school district capabilities by supporting professional development
 Track and publicize results
− Publicize results to key stakeholders
− Efficiently track relevant Summit County educational metrics
Sample “Rally
Cry” Metrics
Confidential




Students at or above grade level on state testing
Students’ KRA-L results entering kindergarten
Students’ ACT scores
Post secondary enrollment – college 4-yr., 2-yr, vocational/technical, employment, other
#142060
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evaluate. inspire. profit.