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FORUM 2004
Theme 1
RESULTS MATTER
Session A. Strategic Planning: Action to Results
This session explored options for district and community leaders to take collective responsibility for learning, implementation, and results. Tools were discussed that can help district and community leaders adopt new practices to get meaningful and sustained action for markedly different results. Participants in the session also assessed the capacities that local, state, and national reform support organizations can use to further results-driven district redesign.
Session Focus:
- How do you get district and community leaders to take collective responsibility for learning, implementation, and results?
- How are tools helping district leaders adopt new practices to get meaningful and sustained action for markedly different results?
- What capacities do local, state, and national reform support organizations need to further results-driven district redesign?
Key Points from the Discussion:
- Tools aren't enough for districts to reinvent themselves: local, state partners are essential.
- Importance of ownership: internal and external, as well as reaching all voices.
- Wide participation in implementation, not just planning. The district cannot reinvent itself without a strong third party. Hard to find doable negotiable roles: Not all can participate in the same way. Caution: Some constituencies may want resources but not a say.
- Engaging people responsible for implementation v. traditional audit.
- Capacity and know-how to implement our plans. Messiness and continuousness of process need to be acknowledged. Shift from dissemination of information v. coaching and professional development. Requires new kinds of funding and support.
- Relentless focus on student achievement and measurable goals. Focus should remain on learning and student performance (culture, instruction, and structures to facilitate).
- Centralization v. decentralization: It takes a combination of both, not one or the other. Grassroots and grasstops need to be engaged.
- Leadership factor: not shying away from decision making and action at leadership level (school board, local education fund, commissioner, governor, superintendent, district leadership). Organizational alignment at all levels: accountability; leverage.
Background to the Discussion:
- Strategic Planning: Actions to Results
Download PDF [3 pages, 110 KB]
- Portland (Oregon) Public Schools
Strategic Planning Mission Statement
- CORRE in Design and Practice, AISR, 2004
Download PDF [9 pages, 95 KB]
Text file
- James P. Connell, "Getting Off the Dime toward Meaningful Reform in Secondary Schools: Lessons on How Model Developers and School Districts Can Facilitate the Success of School Reform," Benchmarks 4:3 (Summer 2003), NCCSR.
Presenters:
- Frank Barnes, Senior Associate, Annenberg Institute for School Reform
- Mary Canole, Superintendent, Newport Public Schools
- Gordon MacInnes, Assistant Commissioner of Education, Division of Abbott Implementation, New Jersey Department of Education
- Judith Pelchat, Principal Associate, Annenberg Institute for School Reform
- Lolenzo Poe, Vice Chair, Portland Public School Board
- Marla Ucelli, Director, District Redesign, Annenberg Institute for School Reform
Facilitator:
- Gregory Hodge, Independent Consultant, Oakland
Further Resources:
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