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Operating Standards For Ohio Schools Committee Checkpoint 1 1/14/14

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Operating Standards For Ohio Schools Committee Checkpoint 1 1/14/14. Operating Standards.

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slide1
Operating Standards

For Ohio Schools

Committee

Checkpoint 1

1/14/14

operating standards
Operating Standards
  • ……. written procedures established with prescribed methods to be routinely followed for the performance of designated operations or in designated situations aimed at obtaining a desired outcome.

Essentially – how to run a school

  • Currently a hodgepodge of laws, rules, recommendations which have been modified over a period of years without regard to functionality or consideration on how to “operate a school.”
  • Goal is to make the Operating Standards clear and comprehensive as a useful tool encompassing the OAC, ORC and offer school districts guidance as to how they can implement.
revision process guiding principles
Revision Process Guiding Principles
  • Increase flexibility for school districts by eliminating unnecessary requirements, especially for high performing and innovative school districts.
  • Move the state’s regulatory focus towards outputs from inputs.
  • Streamline the standards by removing requirements that just duplicate or reference the Revised Code.

(our primary focus thus far)

initial changes discussed
Initial Changes Discussed

1. Reorganize rules into new topical sections

2. Create a guidebook for each rule that elaborates the rules intent and gives recommendations for how districts should implement the rule

  • The guidebook is voluntary and advisory in nature
  • It can serve as a clearinghouse for sections of revised code relevant to districts
  • The guidebook can be updated every year to reflect changes in statute, policy, and best practice

3. Create an interactive web page during our work with revisions and new rules which would inform stakeholders of which rules are under consideration and the time table for review  and allow for comments; Creates transparency and expands stakeholders

initial changes discussed1
Initial Changes Discussed

3 part interactive web page

a. Operating Standards with revisions

b. Guidebook – best practices, recommendations, and suggestions

c. Interactive clearinghouse of ORC – links to ODE, OAC, and other relevant pages

why checkpoints
Why Checkpoints?
  • This committee is looking at a dramatic change in format to make the standards more functional and user friendly
  • Very important process – Get it right and involve multitude of stakeholders

Impacts almost every school in Ohio

All traditional public schools and districts must comply with the operating standards.

Nonpublic schools that are chartered must comply with a subset of the operating standards.

Nonpublic Schools that are not chartered and do not receive any state funding must still comply with a small number of general requirements.

  • Currently reviewed once every five years – this process will allow for more timely revisions
why checkpoints1
Why Checkpoints?
  • Process is a marathon not a sprint – current schedule evolving, entire package to be approved at end
    • Checkpoints give us the opportunity to review and evaluate the body of work and how it “looks” and how it applies to our guiding principles
initial stakeholder comments september meeting
Initial Stakeholder CommentsSeptember Meeting
  • “give us a blueprint not a handbook” OSBA
  • “inclusive rationale process” OEA
  • “tell us the what, we will figure out the how” BASA
stakeholder comments december roundtable meeting participants
Stakeholder CommentsDecember Roundtable MeetingParticipants

Theresa Bowser - Ohio Catholic Conference

Dan Dodd - Ohio Association of Independent Schools

Cindy Hartman - Coalition for Rural and Appalachian Schools

Deb Tulley - Ohio Federation of Teachers

Scott DiMauro - Ohio Education Association

Mike McCarty - Clinton-Massie School District- School Board Member

Jerry Klenke - Buckeye Association of School Administrators

Rob Delane - Ohio School Boards Association

Melissa Cropper - Ohio Federation of Teachers

stakeholder comments december roundtable meeting
Stakeholder CommentsDecember Roundtable Meeting
  • “… do not remove everything ”
  • “… like the ‘one stop shop’ philosophy”
  • “…public and non-public schools are different entities and rules have to be distinguished for each”
  • “…make sure things are consolidated and downsized as well as being user friendly”
  • “…make sure the final product is clear for each entity”
  • “…provide examples from various community situations, economic situations, etc. and maintain local flexibility.”
  • “…definitions in the standards should remain consistent.”
part 1 operating standards
Part 1 Operating Standards

The Operating Standards currently consist of fifteen rules that each addresses a specific aspect of district and school administration.

  • Proposed changes will streamline / consolidate / condense rules by primarily eliminating and reorganizing rules which are currently in law and focus on those which are left to the creation of the SBOE.
  • Reorganize rules into new topical sections. For example, create a rule for health & safety, blended learning, etc.
  • Important to clarify that rules are not being deleted, just reorganized.
slide12
3301-35-03 Strategic planning and continuous improvement.
  • (A) The proper governance, leadership, organization, administration and supervision of a school district or school require effective and focused strategic planning. A strategic plan guides the school district or school and key stakeholders in the ongoing measurement of school district or school performance to assure adequate progress is being made toward strategic goals and objectives. Strategic planning identifies short- and long-range goals and the strategies necessary to achieve them. Strategic planning is the responsibility of the board of education, the superintendent and other key stakeholders.
  • (1) Effective strategic planning is:
  • (a) Based on the personalized and individualized needs of current and future students and other stakeholders of the school district or school; and
  • (b) Used to develop strategic goals and objectives for the school district or school that are focused, well-defined and have a specific timetable for being met.
slide13
3301-35-03 Strategic planning and continuous improvement.
  • (A) The proper governance, leadership, organization, administration and supervision of a school district or school require effective and focused strategic planning. A strategic plan guides the school district or school and key stakeholders in the ongoing measurement of school district or school performance to assure adequate progress is being made toward strategic goals and objectives. Strategic planning identifies short- and long-range goals and the strategies necessary to achieve them. Strategic planning is the responsibility of the board of education, the superintendent and other key stakeholders.

MOVE TO GUIDEBOOK

(1) Effective strategic planning is:

(a) Based on the personalized and individualized needs of current and future students and other stakeholders of the school district or school; and

(b) Used to develop strategic goals and objectives for the school district or school that are focused, well-defined and have a specific timetable for being met.

slide14
3301-35-03 Strategic planning and continuous improvement.
  • (A) The proper governance, leadership, organization, administration and supervision of a school district or school require effective and focused strategic planning. A strategic plan guides the school district or school and key stakeholders in the ongoing measurement of school district or school performance to assure adequate progress is being made toward strategic goals and objectives. Strategic planning identifies short- and long-range goals and the strategies necessary to achieve them. Strategic planning is the responsibility of the board of education, the superintendent and other key stakeholders.
slide15
3301-35-02 Guiding Principles From rules 2,3, 4 and 5(B)
  • The board of education, superintendent, treasurer, faculty and staff develop and communicate the school district's vision, mission, guiding principles, priorities, and strategies for addressing stakeholder needs, especially those of students.
  • To assure that the school district operates as a successful thinking and learning organization, the board, superintendent, treasurer, faculty, and staff should serve as positive role models, reinforce best practices and provide strong leadership.
  • The board of education shall be responsible for developing policies governing the school districts' operations and educational programs, which are consistent with applicable local, state, and federal law and regulations.
  • The proper governance, leadership, organization, administration, and supervision of a school district or school require effective and focused strategic planning. A strategic plan guides the school district or school and key stakeholders in the ongoing measurement of school district or school performance to assure adequate progress is being made toward strategic goals and objectives. Strategic planning identifies short-and long-range goals and the strategies necessary to achieve them. Strategic planning is the responsibility of the board of education, the superintendent and other key stakeholders
  • The organizational design of the school district or school shall promote communication, cooperation, and the sharing of knowledge and skills across work functions, units and locations.
  • All staff shall know and demonstrate knowledge of and commitment to the school district and school vision, mission, philosophy, goals, objectives, strategic and continuous improvement plans, and performance expectations and results.
  • The school district or school shall continually evaluate its work environment and improve it to support school district, school and student goals.
  • Faculty and staff shall strive to create and maintain an environment of encouragement, trust and mutual commitment to school district and school goals.
  • Faculty and staff shall work within a healthy, safe environment and help maintain and improve a healthy, safe environment conducive to student learning and performance excellence.

SAMPLE NEW RULE

web based operating standards orc and oac
Web Based Operating Standards (ORC and OAC)

Searchable laws and rules regarding education topics of interest

web based operating standards orc and oac1
Web Based Operating Standards (ORC and OAC)

Point and click to access ORC, OAC and links to further

information

web based operating standards orc and oac2
Web Based Operating Standards (ORC and OAC)

Brief summary of topic in plain language

web based operating standards orc and oac3
Web Based Operating Standards (ORC and OAC)

Easily updated and revised as necessary

slide23
Schedule a meeting to review desired format with all ODE stakeholders. (i.e. technology)
  • Is what we are wanting feasible or do we need to change?
  • If feasible, potentially create a template of new OS website to input future proposed changes as we move forward to get a sense of look, format and functionality, as well as feedback from stakeholders.
  • Review / discuss each rule as to how it works with new web page. Does it make sense?
  • Continue to utilize current OS web page for stakeholder feedback.
slide24
Schedule a meeting to review desired format with all ODE stakeholders. (i.e. technology)
  • Is what we are wanting feasible or do we need to change?
  • If feasible, potentially create a template of new OS website to input future proposed changes as we move forward to get a sense of look, format and functionality, as well as feedback from stakeholders.
  • Review / discuss each rule as to how it works with new web page. Does it make sense?
  • Continue to utilize current OS web page for stakeholder feedback.
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