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Roles and responsibilities information item may 2013

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Roles and responsibilities information item may 2013

  1. 1. Framework for the Future:Roles and ResponsibilitiesDevin Vodicka, EdDSuperintendentMay 16, 2013
  2. 2. Dr. Vodicka’s Ideal FrameworkVisionMissionValuesGoalsRoles & Responsibilities25/16/2013
  3. 3. Framework for the FutureVision• Our vision in Vista Unified School District is to be the model ofeducational excellence and innovation.Mission• The purpose of Vista Unified School District is to inspire each andevery student to persevere as a critical thinking individual whocollaborates to solve real world problems.Values• RESPECT: treating all with dignity• TRUST: having confidence that every decision focuses on the bestinterests of all students• COLLABORATION: working in a collective partnership with cleartwo-way dialogue that builds relationships among home, schooland the community35/16/2013
  4. 4. GoalsNumber Goal Metric 2009-10 2010-11 2011-12 2012-13 2013-14 2014-151 We will attract and retain more students. Interdistrict Transfer +/- +491 / -765Net -274+533 / -574Net -41+580 / -432Net +148+387 / -247*Net +140+200 +3002a The students that we have will stay with us,attend school more often, and will improvein their behavior.Graduation Rate 82.5% 80.7% N/A N/A 85% 90%2b Attendance Percentage 95.97% 96.01% 96.42% 96.59%** 98% 98%2c Suspensions/Expulsions 8% / 0.3% 7% / 0.3% 6.8% / 0.3% 2.6% /0.04%2% / 0.1% 2% / 0.1%3 More of our graduates will be prepared forcollege and career.A-G Completion Rate 23.5%*** N/A N/A N/A 40% 50%4a To ensure that all students are makingsufficient progress, we will monitorachievement based on Common Coremeasures in ELA and Math. Proficiency inthe visual and performing arts (VAPA) willalso be monitored.ELA Proficiency Rate 54.6%(CST)56.3%(CST)57.9% (CST) N/A 60% 66%4b Math Proficiency Rate 59.4%(CST)59.7%(CST)61.6% (CST) N/A 60% 66%4c VAPA Proficiency Rate N/A N/A N/A N/A Baseline Baseline x1.15 We will expect English Learners to reclassifywithin five years.Reclassification Percentage ofEL Students at 5 years5.5% 10.8% 9.2% N/A 15% 25%6 To ensure that we are actualizing ourmission to inspire students to solve real-world problems, we will engage students inservice learning projects tied to theCommon Core standards.Service Learning Assessments N/A Baseline Baseline x1.17 To ensure that we are actualizing ourmission and our values, we will invitestudents, parents, and staff to provide uswith feedback through surveys.Survey Results N/A Baseline Baseline x1.15/16/2013 4
  5. 5. Dr. Vodicka’s Design Principles forThink Tank Process1. High Support2. High Accountability3. Transparency (Make Performance QualityVisible)4. Cross-Functional Networks5. Intentional Feedback Loops5/16/2013 5
  6. 6. Think Tank5/16/2013 6
  7. 7. Informal Networks:Where Are We Now?5/16/2013 7
  8. 8. Where do we want to go?5/16/2013 8
  9. 9. Informal Networks:How Do We Get There?• Organize schools into clusters– 5 clusters provides for optimal team size of about sixschools each– Formalize role of “Cluster Leader” and assign thatdesignation to two of the principals in each cluster– Incentivize the role of “Cluster Leader” by providingannual stipend– Duties include organizing Cluster Meetings, providinginformal support, participation in Cluster CouncilMeetings, submission of related documents• Organize cross-functional clusters of districtmanagers5/16/2013 9
  10. 10. What is the role of these clustergroups?• Focused implementation of activities toachieve district goals• Include social/unstructured time• Simple process, simple reporting template– What is your plan?– What did you do?– What was the impact?• Use of district LMS and “Cluster Council” toshare information across the network5/16/2013 10
  11. 11. Agile Development Cycle 11
  12. 12. Formal Networks• Informal/Agile must be balanced with FormalAccountability framework in order to providebalance and sustainability in the organization• Modest changes in “Org Chart” in 2013-14• Ambitious future steps• Ongoing process of evaluating responsibilities,job descriptions, accountability measures– See Kim et al for reflective prompts– HR to guide review and adjustments5/16/2013 12
  13. 13. 5/16/2013 13
  14. 14. Peter Drucker and Innovation• “First … the new has be organized separatelyfrom the old and existing.”• “… There has to be a special locus for the newventure within the organization, and it has to bepretty high up.”• “The most important caveat is not to mixmanagerial units and entrepreneurial ones … Donot make innovation an objective for peoplecharged with running, exploiting, optimizing whatalready exists”– P. 138-141, The Essential Drucker, 19855/16/2013 14
  15. 15. Modest Changes for 2013-14• Reframe “Human Resources” department to“Human Relations”• Create “Information & Innovation Department”– Begin with data expertise (transfer staff)• Elevate four positions:– C & I: Coordinator to Director, TOSA to Coordinator– HR: Coordinator to Director– Business: Director to Executive Director• Add Receptionist position5/16/2013 15
  16. 16. Fiscal Impact• Estimated Cost of Stipends: $60,000• Estimated Cost of Elevated Positions: $50,279• Estimated Cost of Receptionist: $48,553• Total Expense: $158,812• Estimated Savings from Vacant C & I ExecutiveDirector Position: $135,000• Net Impact: $23,8125/16/2013 16
  17. 17. Ambitious Future Steps:Information and Innovation• Add Assistant Superintendent of Information andInnovation• Includes: Charters, Magnet Schools, Digital Learning,Independent Study, Landscape Scans• Responsible for facilitating cluster process, clustercouncil, efficient use of data• Program evaluations/Business Intelligence• Define and implement “lean” / Kaizen / TPS modelsacross district• Surveys• 20% Projects5/16/2013 17
  18. 18. More Ambitious Future Steps:Instruction• Behavior Support• Guidance and counseling• Early Literacy• Integrated Before/Afterschool/Extended Year programs(including ASES, AM/PM, 21st Century, etc.)• Video Productions Department• Service Learning/Challenge-Based Learning• Social/Emotional Learning (Character Development)• Scheduling Gurus– Elementary Microschedules– Secondary Master Schedules5/16/2013 18
  19. 19. Ambitious Future Steps:Human Relations• Customer Services– Includes online support forums• Public Information Officer/Public Relations– Includes website, social media, etc.• Community Liaison (including Foundations)• Alumni Relations• Employee Succession Documentation• Negotiations Specialist• Employee Ombudsman/Mediations• Legal Services5/16/2013 19
  20. 20. Ambitious Future Steps:Business Services• Facilities– Industrial Engineer• Risk Management• Document Management• Revenue Generation– “BTB” models– Leveraging existing resources– Grantwriting5/16/2013 20
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  22. 22. Questions for the Board• Informal Networks:– What are your reactions to idea of principal stipendsto facilitate development of supportive clusters?• Formal Networks:– What are your reactions to the ideas related to …• Human Resources  Human Relations• Information and Innovation Department• “Modest Plans” for 2013-14• Ambitious Future Needs• What additional information do you need?• What questions do you have?5/16/2013 22