- Dr. Vodicka outlines a framework for the future of Vista Unified School District that includes a vision, mission, values, goals, and roles and responsibilities. - The goals focus on student enrollment, achievement, graduation rates, college readiness, English learner reclassification, and more. Metrics and targets are provided for each goal. - Dr. Vodicka proposes developing informal and formal networks through school clusters and cross-functional groups to achieve the goals. Modest changes for 2013-14 and more ambitious future steps are outlined. - Questions are posed to the board regarding reactions to the cluster and department proposals, as well as next steps.

1. Framework for the Future:
Roles and Responsibilities
Devin Vodicka, EdD
Superintendent
May 16, 2013

2. Dr. Vodicka’s Ideal Framework
Vision
Mission
Values
Goals
Roles & Responsibilities
25/16/2013

3. Framework for the Future
Vision
• Our vision in Vista Unified School District is to be the model of
educational excellence and innovation.
Mission
• The purpose of Vista Unified School District is to inspire each and
every student to persevere as a critical thinking individual who
collaborates to solve real world problems.
Values
• RESPECT: treating all with dignity
• TRUST: having confidence that every decision focuses on the best
interests of all students
• COLLABORATION: working in a collective partnership with clear
two-way dialogue that builds relationships among home, school
and the community
35/16/2013

4. Goals
Number Goal Metric 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15
1 We will attract and retain more students. Interdistrict Transfer +/- +491 / -
765
Net -274
+533 / -
574
Net -41
+580 / -432
Net +148
+387 / -
247*
Net +140
+200 +300
2a The students that we have will stay with us,
attend school more often, and will improve
in 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 for
college and career.
A-G Completion Rate 23.5%*** N/A N/A N/A 40% 50%
4a To ensure that all students are making
sufficient progress, we will monitor
achievement based on Common Core
measures in ELA and Math. Proficiency in
the visual and performing arts (VAPA) will
also 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 x
1.1
5 We will expect English Learners to reclassify
within five years.
Reclassification Percentage of
EL Students at 5 years
5.5% 10.8% 9.2% N/A 15% 25%
6 To ensure that we are actualizing our
mission to inspire students to solve real-
world problems, we will engage students in
service learning projects tied to the
Common Core standards.
Service Learning Assessments N/A Baseline Baseline x
1.1
7 To ensure that we are actualizing our
mission and our values, we will invite
students, parents, and staff to provide us
with feedback through surveys.
Survey Results N/A Baseline Baseline x
1.1
5/16/2013 4

5. Dr. Vodicka’s Design Principles for
Think Tank Process
1. High Support
2. High Accountability
3. Transparency (Make Performance Quality
Visible)
4. Cross-Functional Networks
5. Intentional Feedback Loops
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6. Think Tank
5/16/2013 6

7. Informal Networks:
Where Are We Now?
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8. Where do we want to go?
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9. Informal Networks:
How Do We Get There?
• Organize schools into clusters
– 5 clusters provides for optimal team size of about six
schools each
– Formalize role of “Cluster Leader” and assign that
designation to two of the principals in each cluster
– Incentivize the role of “Cluster Leader” by providing
annual stipend
– Duties include organizing Cluster Meetings, providing
informal support, participation in Cluster Council
Meetings, submission of related documents
• Organize cross-functional clusters of district
managers
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10. What is the role of these cluster
groups?
• Focused implementation of activities to
achieve 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” to
share information across the network
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11. Agile Development Cycle
http://www.commonplaces.com/blog/agile-vs-waterfall-how-approach-your-web-development-project
5/16/2013 11

12. Formal Networks
• Informal/Agile must be balanced with Formal
Accountability framework in order to provide
balance 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 adjustments
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13. 5/16/2013 13

14. Peter Drucker and Innovation
• “First … the new has be organized separately
from the old and existing.”
• “… There has to be a special locus for the new
venture within the organization, and it has to be
pretty high up.”
• “The most important caveat is not to mix
managerial units and entrepreneurial ones … Do
not make innovation an objective for people
charged with running, exploiting, optimizing what
already exists”
– P. 138-141, The Essential Drucker, 1985
5/16/2013 14

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 position
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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 Executive
Director Position: $135,000
• Net Impact: $23,812
5/16/2013 16

17. Ambitious Future Steps:
Information and Innovation
• Add Assistant Superintendent of Information and
Innovation
• Includes: Charters, Magnet Schools, Digital Learning,
Independent Study, Landscape Scans
• Responsible for facilitating cluster process, cluster
council, efficient use of data
• Program evaluations/Business Intelligence
• Define and implement “lean” / Kaizen / TPS models
across district
• Surveys
• 20% Projects
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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 Schedules
5/16/2013 18

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 Services
5/16/2013 19

20. Ambitious Future Steps:
Business Services
• Facilities
– Industrial Engineer
• Risk Management
• Document Management
• Revenue Generation
– “BTB” models
– Leveraging existing resources
– Grantwriting
5/16/2013 20

21. http://www.ssireview.org/blog/entry/embracing_emergence_how_collective_impact_addresses_complexity
5/16/2013 21

22. Questions for the Board
• Informal Networks:
– What are your reactions to idea of principal stipends
to 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?
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