Chapter 2: Creating a Vision for Learning

1. Chapter 2: Creating a Vision for Learning Dr. Rob Anderson Spring 2011

2. Agenda • Tallahassee update • Chapter Two: Creating a Vision for Learning • Developing a Vision: Lake Nona High School • Case Study

3. Major Themes • The importance of a vision and it’s relationship with success • Developing a systemic vision • Mission and goal statements • Strategic plans and school improvement

4. Florida Principal Leadership Standards • Standard 9: Communication.  Effective school leaders practice two-way communications and use appropriate oral, written, and electronic communication and collaboration skills to accomplish school and system goals by building and maintaining relationships with students, faculty, parents, and community.  The leader: • Actively listens to and learns from students, staff, parents, and community stakeholders; • Recognizes individuals for effective performance; • Communicates student expectations and performance information to students, parents, and community; • Maintains high visibility at school and in the community and regularly engages stakeholders in the work of the school; • Creates opportunities within the school to engage students, faculty, parents, and community stakeholders in constructive conversations about important school issues. • Utilizes appropriate technologies for communication and collaboration; and • Ensures faculty receives timely information about student learning requirements, academic standards, and all other local state and federal administrative requirements and decisions.

5. The Systemic Vision • Dependent upon the relationships between • District vision, mission and goals • School vision, mission and goals • School strategic action plan (School Improvement Plan) • Considered values of the principal, teachers, staff and community

6. Creating a Vision • Connecting where the school has been, where it currently is and what the school desires to become • Dependent on reflection and commitment

7. Conditions to Grow a Vision • What does the principal believe and value? • Students’ diverse backgrounds must be valued. • Principal must be student centered • Genuine commitment from the principal • The principal must be able to clearly articulate the vision. • Continuous and repetitive dialogue – everything must be centered around the vision

8. Shepherding the Vision

9. Connection – Vision to Reality

10. Vision/Mission Statements • When is it appropriate to revisit a vision and mission statement? • What processes should be followed? • Who should be included? • What should the outcome look like?

11. Studying Mission Statements – Fortune 500 • Which mission statements resonate with you? Why? • Does your schools mission statement evoke the same reaction from you? Why or why not?

12. Steps to developing a Mission Statement

13. Mission Statement • Mission or Purpose is a precise description of what an organization does. It should describe the business the organization is in. It is a definition of “why” the organization exists currently. Each member of an organization should be able to verbally express this mission.

14. Example: Lake Nona High School • Opened in 2009 • New community – not many established traditions and values from previous schools • Changing landscape throughout the area • Medical City

15. Step One: Evaluate • Seeking input • What was the district’s vision for the school • Survey the community – what was their vision • The vision of Tavistock and the Medical City community

16. Challenges

17. Aligning the Community • Everyone wanted a successful school with • Strong Academic Programs • Innovative classrooms • Latest in technology • A “Winning Team” for their community

18. Starting with Core Values • Established Collaboration, Innovation and Leadership as the core values of Lake Nona High School which would lead/guide the development of the school

19. A Clear Vision • Key to developing a clear vision is keeping it in the forefront • Established a communication plan to share the school vision and develop a commitment from all stakeholders • Cottage Meetings • Engaging the feeder pattern • Staff meetings

20. Developing the Mission Statement • Involved key stakeholders • PTSA/SAC • Teacher leaders • Community leaders and partners • Facilitated a process that developed draft versions with revisions until a mission statement was developed

21. The Result • A community committed to fulfilling the mission of the school • A clear statement of what we are all about

22. Vision/Mission – Lake Nona High School • Vision • Our vision is to be the top producer of college ready graduates in Central Florida • Mission • Our mission is to provide all students with a world class education. • Values • We believe through the power of collaboration, innovation and leadership we can work together with our community to provide rigorous and relevant educational opportunities for all students. • We believe that through the diverse backgrounds of our students and community we can provide a wealth of perspectives and opinions that will promote and hone students’ critical thinking and problem solving abilities.

23. Next Question: Are you fulfilling your mission? • Define the quantitative and qualitative measures that answer this question • Develop strategic plans to stay the course

24. Connection – Vision to Reality

25. Setting Quantitative Indicators • Once a mission statement is established, how do you connect where you want to go to your results? • What data can you collect? • How do you manage it? • How does it all tie together?

26. Lake Nona High School - WSR • Weekly Service Review • Identify weekly indicators measured towards a goal • A sense of where we are each and every week.

27. Balanced Scorecard: A real life Case Study • Atlanta Public Schools • Beverly Hall • 2009 National Superintendent of the Year

28. Questions to Ponder • What happens when your school’s mission is to raise your FCAT reading scores? • With such a focus on test results will schools stay true to the vision and mission or compromise this in desperate efforts to increase test scores “at all costs” • How are these behaviors encouraged by the DOE • District Rankings • School Rankings

29. Review • Developing a school vision and mission needs to be a collaborative process that involves and respects all stakeholders • The vision and mission should drive a school’s strategic plan – not test scores

30. For Next Week • Read Chapter Three • Presentations • Michelle – Ahead of the Curve by Doug Reeves • Gwen – If you Don’t Feed the Teachers They Eat the Students: A Guide to Success for Administrators and Teachers by Neila Connors • Sabrina – Motion Leadership – The Skinny on Becoming Change Savvy by Michael Fullan