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HomeMy WebLinkAbout10 Report 00-179 Approval of OCDSB Strategic Plan 2000-2003• OTTAWA- CARLETON DISTRICT SCHOOL BOARD 28 August 2000 Report No. 00-179 to the Board Re Approval of OCDSB Strategic Plan 2000 -2003 ORIGINATOR: James P. Grieve, Director of Education /Secretary of the Board Janice E. Sargent, Management, Policy and Planning Advisor PURPOSE: 1. To provide for information a summary of the results of consultation regarding the proposed OCDSB Strategic Plan 2000 -03, and to recommend its approval by the Board. BACKGROUND: 2. The OCDSB Strategic Plan was presented in draft to a special meeting of the Chairs' Committee on 8 June 2000, in tandem with a preliminary report on the results of a System Audit conducted in May 2000. 3. At the 8 June Chairs' meeting, nine areas for strategic planning, with accompanying strategic objectives, were presented and highlighted by the Director. The System Audit Report was presented by Superintendent Mason, and the Chairs of each of seven audit teams. It was noted by those present that both documents should next be distributed to the Board's stakeholder groups for comment and input. 4. The draft OCDSB Strategic Plan and System Audit Report were received by the Board on 26 June 2000. On this occasion, the Director again highlighted and summarized the nine priority areas included in the proposed three -year Strategic Plan, as well as the objectives for each A set of three questions, to be sent out to interested individuals and groups for comment and input, was included in the presentation. STATUS: 5. The proposed OCDSB Strategic Plan2000 -2003 is attached as Appendix A of this report. In late June, copies of the plan (including questions asked of interested individuals /groups) and the Audit Report were distributed widely. The documents were also posted electronically to BEAM and the Board's web site. The questionnaire was circulated electronically to all Principals, Vice - principals, Managers /Division Heads, School Councils, and Federations /Unions, with a request for response by 21 August 2000. 6. Eight responses were received, as follows: 1 group response from the Ottawa - Carleton Elementary Teachers' Federation (OECTF) 1 group response from OSSTF — Educational Support Professionals (ESP) 2 individual responses from Central staff — one Superintendent, one Manager 4 individual school council member responses (2 did not respond to the questions asked) Since the number of responses was small, no firm conclusions can be drawn. However, it is interesting to observe that there was much commonality in the responses received. For example: • The nine areas for action and sets of accompanying objectives were generally accepted. No responding group or individual suggested modifying, expanding or contracting the areas for action or the strategic objectives included in the Strategic Plan. • Five of six responding groups /individuals included Expectations for Learning /Accountability and Individualized Learning Opportunities among their top three priorities for action. • Three of six responding groups /individuals (including both school council members who responded to the questions) gave Board Structures and Processes high priority. • Two of six responding groups /individuals placed Safe and Caring Schools among their top three priorities. ...2 6 8. As shown in the chart below, there was also substantial commonality in the objectives most frequently cited by respondents. Numbers in brackets indicate how many individuals /groups, of the total who placed each action area among their three highest priorities, gave importance to these objectives (without necessarily specifying whether they were for Year 1, Year 2 or Year 3): 11. The OCETF and ESP groups suggested the addition of the following elements to the Strategic Plan: A. OECTF. Fiscal Planning • Make all school budgets available to the school staff and provide time at a staff meeting for input. • Guarantee equity with a per child, base level of funding for school supplies, to each classroom in the system. B. ESP: (Action area not specified) • Partnership Opportunities • Employee Requirements - to address workload issues, management skills, team building, motivation, morale issues, identification of different work site concerns, provide assistance programs and involvement in the decision - making process, etc. • Identify differences among our schools and assist with resources those which do not have access to the same resources as other locations (e.g. lack of volunteers, financial resources, transient student population, etc.) 12. The two school council members who provided input, but did not respond to the questions asked, listed among a variety of concerns the need for adequate time for consultation (e.g. re school closures, play structures); the issue of consultation with school councils prior to transferring principals; and the issue of respect for parents' views (for example, consideration of community research and input). In addition, they urged that the Board's issues and concerns be communicated to all levels of government, the public (in particular senior citizens) and the private sector. P] P] 1. Expectations for Learning /Accountability • focus on early literacy and numeracy to equip students for the future and prevent later difficulties (5 of 6) • support exceptional students in fulfilling their potential (4 of 6) • set out clear expectations for student achievement, taking into account individual talents and abilities (3 of 6) 2. Individualized Learning Opportunities • provide professional development opportunities for staff, including on -site training and ongoing support for use of student - tailored learning strategies and creative scheduling practices (5 of 5) • develop and co- ordinate individualized student learning opportunities (4 of 5) • actively promote the use of student - tailored strategies in the classroom (3 of 5) 3. Board Structures and Processes • improve communication with internal and external communities (3 of 3) • improve efficiency and effectiveness of conduct of Board business (2 of 3) • establish consistent processes for communicating Board decisions (2 of 3) 4. Safe and Caring Schools • implement consistent application of school codes of conduct (2 of 2) 11. The OCETF and ESP groups suggested the addition of the following elements to the Strategic Plan: A. OECTF. Fiscal Planning • Make all school budgets available to the school staff and provide time at a staff meeting for input. • Guarantee equity with a per child, base level of funding for school supplies, to each classroom in the system. B. ESP: (Action area not specified) • Partnership Opportunities • Employee Requirements - to address workload issues, management skills, team building, motivation, morale issues, identification of different work site concerns, provide assistance programs and involvement in the decision - making process, etc. • Identify differences among our schools and assist with resources those which do not have access to the same resources as other locations (e.g. lack of volunteers, financial resources, transient student population, etc.) 12. The two school council members who provided input, but did not respond to the questions asked, listed among a variety of concerns the need for adequate time for consultation (e.g. re school closures, play structures); the issue of consultation with school councils prior to transferring principals; and the issue of respect for parents' views (for example, consideration of community research and input). In addition, they urged that the Board's issues and concerns be communicated to all levels of government, the public (in particular senior citizens) and the private sector. P] P] F 13. The proposed Strategic Plan before you this evening is the result of extensive consultation and input from a broad range of stakeholders, beginning in May 1999 with the Future Search Conference, at which seven of the nine strategic areas for action were first identified. The initial work has been validated through the continuing work of the seven Futures action groups and the January, 2000 follow -up conference. The May, 2000 System Audit further confirmed the need for action in these seven areas. To complete the plan, two target areas have been added this spring: Corporate Management, and Fiscal Planning. 14. Following confirmation of OCDSB Strategic Plan 2000 -2003, work will begin immediately to develop operational plans in support of the nine strategic action areas, and the objectives it encompasses. This work will lead to a staged Three -year Operational Plan, to be completed and presented to the Board for information in the fall of 2000. This Operational Plan will receive the active attention and focus of this Board's entire management team and staff. As action is taken and improvements are made, reports will be brought to the Board to demonstrate progress in fulfilling the directions established by the Board through the overall Strategic Plan. RECOMMENDATION: That the Ottawa - Carleton District School Board Strategic Plan for 2000 -2003, attached as Appendix A, be approved. James P. Grieve Director of Education /Secretary of the Board Appendix A F. I� �l OTTAWA-CARLETON DISTRICT SCHOOL BOARD Strategic Plan 2000 -2003 To Board for Approval 28 August 2000 Mission Statement The Ottawa - Carleton District School Board challenges all students to achieve personal excellence in learning and responsible citizenship within a safe, equitable, diverse and caring environment. 28 August 2000 Q OTTAWA- CARLETON DISTRICT SCHOOL BOARD Background Starting Point: Future Search May 1999 Initiatives in seven action areas emerged from the 15 May 1999 Futures Conference, and were further refined by seven action groups: Expectations for Learning /Accountability Student - Tailored Learning Staff Training and Support The School as Hub in the Community Safe Schools Volunteerism Board Structures and Processes ➢ The Board endorsed this initiative as a component in development of a long -term strategic plan for the OCDSB over the next two -three years (Nov 1999) ➢ 28 January 2000: Follow -up Futures conference was held to assess progress, refine plans December 1999 -April 2000: Conducted Mission focus groups to establish a new mission statement for the OCDSB May 2000: Conducted system audit based on recommended indicators of the seven action groups June 2000: System Audit Report and draft Strategic Plan based on the seven action areas from the Futures process are aligned June 2000: Draft strategic plan includes two additional target areas ➢ Corporate Management ➢ Fiscal Planning 28 August 2000 /o. Strategic Plan Components 1. Vision statement for each focus area (7 developed by Futures action group members) 2. Strategic Objectives 3. Operational Plans — to be developed Fall 2000 in line with strategic objectives, based on: • System audit results • Departmental reviews (e.g. Facilities and Finance) • EIC recommendations • Inventory of current planning expectations (schools /central departments) 4. Continued work of Futures action groups based on system audit results and strategic plan Strategic Plan Vision and Objectives 1. Expectations for Learning /Accountability Vision In order to accomplish our mission we will partner with our community to: a ensure every child arrives at school ready to learn continue to expand our focus on early literacy and numeracy create a learning environment which allows a graduate to claim, with confidence, that whatever the future may bring "I have the skills to follow my chosen path in life; I will be able to adapt to change and compete globally ". Strategic Objectives establish and ensure equitable access to 'family of schools' and 'system' programs and services focus on early literacy and numeracy to equip students for the future and prevent later difficulties support exceptional students in fulfilling their potential set out clear expectations for student achievement, taking into account individual talents and abilities dearly explain the curriculum and learning expectations to parents and students measure and demonstrate achievement results assess areas for improvement publish and communicate continuous improvement plans for every school promote and celebrate student successes track and obtain information from our graduates on their preparedness for post- secondary education and employment 2 28 August 2000 2. Staff Training, Development and Support Vision Recognizing our staff as a vital asset, we will promote opportunities for professional development, men toring and leadership in a supportive working environment at all levels of the organization. A sense of shared purpose and mutual respect will unite staff in preparing OCDSB students for the future. Strategic Objectives intensify professional development and training opportunities for all staff expand mentoring program to support and retain our staff review and improve principal /vice - principal intern programs and professional training opportunities D seek efficiencies and promote use of new technologies in delivering professional training implement professional growth plans for all staff expand staff recognition programs and incentives 3. Individualized Learning Opportunities Vision (W Authentic student- tailored learning will take into consideration learning styles, learning pace and learning environments, and will permit students at all levels to select from a variety of learning opportunities. These opportunities will include face to face sessions, online units and courses, self - directed multimedia activities, creative scheduling, integration of units, and programs designed to support differentiated learning. Strategic Objectives incorporate the concept of student - tailored learning within the Board's corporate vision and strategic plan n develop and co- ordinate individualized student learning opportunities actively promote the use of student - tailored strategies in the classroom n provide professional development opportunities for staff, including on -site training and ongoing support for use of student - tailored learning strategies and creative scheduling practices ➢ improve technological support and build staff capacity in the use of computers and on -line learning promote and share 'best practices' across the system 28 August 2000 4. School as Hub of the Community Vision Our schools will be the hub of their communities, enabling each to build on unique and diverse assets and capabilities in collaboration with social services, health services, and academic and corporate partners. Strategic Objectives strengthen active, productive partnerships with the wider community communicate and promote the need for community hub activities and funding to all levels of government develop and implement a system -wide plan for hub activities initiate sustainable community hub projects, evaluate and communicate successes plan new schools that incorporate hub concept in collaboration with the community, identify and assist high needs schools and students at risk of failure 5. Safe, Caring Schools Vision Our schools will be safe and caring learning environments. We will ensure mechanisms are in place for intervention, prevention and support to students, staff and the school community. Strategic Objectives assure continuous updating and consistent application of Safe Schools policies and procedures develop and enhance preventive strategies through curriculum and other means ensure ongoing staff training and student awareness in maintaining safety implement consistent application of school codes of conduct explore creative alternatives for students experiencing repeated suspensions continue to expand community linkages and partnerships to enhance school safety promote and share 'best practices' of safe, caring schools 4 28 August 2000 6. Volunteers Vision IS. Our volunteers will be crucial partners in building student success and in enhancing the school's capacity to promote student opportunities in a safe and caring environment. Strategic Objectives encourage volunteer participation of parents, students, staff and community members in all our schools deploy volunteer resources to assist students with high needs n promote awareness and training for staff in the use of volunteers n ensure consistent implementation of Volunteers policy and procedure, including appropriate orientation, training and supervision of volunteers honour volunteer work by implementing Board and school recognition plans communicate and celebrate volunteer efforts to assist our students enhance work with and by school councils to benefit our students and schools 7. Board Structures and Processes Vision Our decision - making processes and structures at all levels of the organization will be transparent to all. Decisions will be clearly communicated and explained. Individuals and groups will understand their roles and responsibilities as contributors who inform decision- making through appropriate consultation. Strategic Objectives D implement and communicate OCDSB Strategic Plan 2000 -2003 increase understanding of roles and responsibilities at Board and school levels n define appropriate consultation and implement consistent models improve efficiency and effectiveness of conduct of Board business establish consistent processes for communicating Board decisions 9 improve communication with internal and external communities 5 28 August 2000 /Y. 8. Corporate Management Vision A co- ordinated, collaborative approach will infuse all management decision - making. Planning will be cross - functional, with integrated solutions where possible. Future needs will be accurately projected and met in timely fashion. Physical assets will be protected and enhanced. Strategic Objectives develop and implement cross- functional, staged operational improvement plans designed to meet Strategic Plan 2000 -2003 objectives obtain and utilize best available data for corporate management and planning continue to improve forecasting of future demographic patterns and future facility needs integrate and enhance internal financial, human resource, informatics and planning systems and controls achieve further operating efficiencies and savings where feasible, and re- invest savings wisely in the system enhance staff recruitment and succession planning improve community liaison and consultation 9. Fiscal Planning Vision Our use of financial resources will be prudently planned. At all levels of the organization, accurate and timely reporting will ensure consistency and transparency of projected and actual fiscal requirements and expenditures. Funds approved in the annual budget process will be fairly distributed and deployed to maximum advantage. Strategic Objectives :;- ensure accurate, transparent reporting processes are in place at all levels of the organization 9 intensify school and central administrative staff training at all levels in order to meet new reporting requirements improve clarity and conduct of Budget process, including reporting and explaining expenditures of budgeted funds refine and improve consistent, timely presentations of our needs for increased financial support to the provincial government expand our search for external funding in areas of identified need 6 28 August 2000 Strategic Plan Approval ➢ Draft to interested groups June 2000 with request for views on key issues: 1. Three highest priorities among the nine strategic areas for action? 2. Within each of these nine strategic areas, top three objectives for each of the next three years (Year 1, Year 2, Year 3)? 3. Any objectives which should be added in relation to System Audit 2000? ➢ August Board approval of Strategic Plan 2000 -03 28 August 2000 /5.