ESD 113 Strategic Plan, 2012-2015
A Presentation to the
ESD 113 Board of Directors
September 12, 2012
ESD 113 Strategic Plan
1
Contents
Background ............................................................................................................. 2
1. Equity Goal.......................................................................................................... 4
Equity Action Plans: ........................................................................................... 5
2. Capacity Goal ...................................................................................................... 9
Capacity Action Plans: ...................................................................................... 10
3. Influence Goal ................................................................................................... 16
Influence Action Plans: .................................................................................... 17
September 12, 2012
ESD 113 Strategic Plan
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Background
Process
During the 2011-12 academic year ESD 113 completed the initial phases of a strategic planning process. The resulting plan will guide agency
work for the next 3 to 5 years. The ESD’s previous strategic plan resulted in a revised mission/purpose statement and focused efforts in the
areas of student achievement, organizational redesign, communications and fiscal planning. Reflection on the outcomes at the executive
and administrative team levels indicated the process employed was effective and the influence of the previous strategic plan was clearly
observed in products like the ESD outreach protocol. Therefore the process of revising the current strategic plan is more evolutionary than
revolutionary in its approach.
The ESD followed a planning model that is derived from a mixture of corporate strategic planning and data driven improvement. The
general approach follows the processes of:
Formal and informal data review
Goal setting
Research and investigation of effective practices
Action planning
Development of formative and summative evaluation protocols
Timeline
This planning process began during the summer of 2011 as part of the Administrative Team retreat. During the fall of 2011 general
perceptions regarding the Strengths, Weaknesses, Opportunities and Threats (SWOT) were gathered from the Board of Directors and
Administrative Team. The Executive Team kept the process moving by ongoing attention during their regular weekly meetings. In February
2012 the Administrative reviewed the data collected summarizing the perceived strengths and challenges into three broad areas which
became the priorities within subsequent planning efforts. From those broad priority areas, the Executive Team proposed goals and began
research into effective practices from February to April. The result of these research and study phases of the strategic planning process was
a set of draft action plans presented to the Administrative Team at their May meeting. The proposed goals and strategies for the strategic
plan were presented to the Board of Directors in June of 2012. In the current presentation at the Board’s fall retreat, the Board will receive
the detailed action plans for each goal for review and comment. Once finalized, implementation of those action plans will proceed with
Board status reports occurring once or twice each year.
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Overview of Goal Areas
The analysis of the SWOT perceptions produced three broad categories of emphasis within the ESD 113 strategic plan. Two members of the
Executive Team were assigned to sponsor ongoing planning within each category.
The first category identified within the plan is Expanding Services for Equity. Dana Anderson and Sandy Nelson are the Executive Sponsors
within this goal area. The priority outcome identified within this area is to demonstrate attainment of the ESD 113 mission, namely to close
the opportunity learning gap. Activities emphasize the development of expanded partnerships and growth of programs and services that
create equity of learning from pre-school to college.
The second category is Developing Organizational Capacity. The priorities within this area are to engage in practices that expand the
human capital within ESD 113 and to expand the supports provided through our organizational infrastructure. Chris Russey and Cal Brodie
are the Executive Sponsors within this goal area. Activities emphasize improvements in recruiting, inducting and supporting a diverse
workforce. Additionally this goal area builds upon the generic infrastructure of fiscal, human resource and technology support services.
The final area of emphasis within our strategic plan is Influencing Stakeholders and Policy Makers. Promotion of the ESD, the statewide
ESD Network and expanding our influence on the broader policy context of Washington State are the priorities within this area. Emphasis is
placed on developing a strong ESD 113 ‘brand’ and ensuring the policy and fiscal environment remains supportive of regional services.
Equity
Capacity
Influence
•Leadership Capacity
•ESD Capacity
•Outreach
•Promote Coalitions
•Empolyee Orientation
•Staff Development
•Performance Management
•Communication Standards
•Determine Annual Priorities
•Annual Communication Plan
•Cost/Benefit Analysis
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ESD 113 Strategic Plan
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1. Equity Goal
Goal Team
Executive Sponsors: Dana Anderson, Sandy Nelson
Team Members: Becky Turnbull, Omar Flores, Homero Flores, Abby Bowers, Charlene
Allen, Debi Beagle
Goal Statement
By 2020, students who come from low income homes and vulnerable students within the ESD 113 service area will
demonstrate educational attainment equal to their peers as measured by state assessment results and on time high
school graduation rates.
Strategy Statements
Develop leadership capacity to respond to the needs of students from
low income homes within the ESD 113 region.
Expand ESD capacity to serve schools/districts identified for support.
Provide outreach services to identified schools or districts.
Promote coalitions within communities to expand school capacity to
adapt to student learning needs, and provide community-based
resources that address needs beyond the capacity of the K-12 system.
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1. Equity Goal Action Plans
GOAL: By 2020, students who come from low income homes and vulnerable students within the ESD 113 service area will demonstrate educational attainment
equal to their peers as measured by state assessment results and on time high school graduation rates.
Strategy: a. Develop leadership capacity to respond to the needs of students from low income homes within the ESD 113 region.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin & end?
Timeline:
Resources Needed:
Expected Impact:
Monitoring Effectiveness:
Identify learning
targets & needs of
district/school &
teacher leaders.
Using the ESD 113
Data Dashboard.
Lead: Dana
Assist: Exec Team
Support: Student
Support Team (SST)
September/October,
2012 then annually.
Partnership with ESD
113 Student Support
Leadership Team &
Teaching & Learning
Leadership Team to
create a SST.
Students of poverty will
demonstrate increases
in student growth using
a variety of
measurements as
defined by the district
& SST.
∙
Determine structure &
model for delivery of
learning supports.
Lead: Mike
Assist: Dana
Support: SST
Time – SST.
Students of poverty will
demonstrate increases
in student growth using
a variety of
measurements as
defined by the district
& SST.
Steps to be taken
What will occur?
August 2012
What existing & new
resources will be used to
accomplish the strategy?
What measurable change
will be seen?
Provide ongoing
training & support to
regional leaders.
Lead: Dana
Assist: Char
Support: Kathy Budge
2012-2013 School Year
January, February,
March, 2013
$ to support Kathleen
Budge here & rooms.
School staff will
develop empathy with
families & students.
Mentorship provided
for targeted school &
district leaders .
Lead: Dana
Assist: Char
Support: SST
2012-2013
-Set meeting schedule
-Review data
Teams for Support
Who is on school site
team?
Improved leadership
capacity within schools
(using AWSP rubric?).
For each strategy what
formative evidence will
demonstrate progress?
∙
∙
∙
∙
Engagement with 3-5
districts where poverty
is one of their highest
challenges.
Measurable growth
among students in
poverty.
Identification &
implementation of
learning supports.
Evaluations from
Academy.
AWSP Rubric
#8 Achievement Gap
#3 Data
#4 Align Curriculum
#5 Instruction
#7 Community.
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1. Equity Goal Action Plans
GOAL: 1. By 2020, students who come from low income homes and vulnerable students within the ESD 113 service area will demonstrate educational
attainment equal to their peers as measured by state assessment results and on time high school graduation rates.
Strategy: b. Expand ESD capacity to serve schools/districts identified for support.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin & end?
Timeline:
Resources Needed:
Expected Impact:
Monitoring Effectiveness:
Restructure SIPT to
reflect agency
supports.
Restructure core team
to reflect team-based
support model.
Select topics for
shared learning.
Lead: Dana
Assist: Leadership team
May 2012
3 hours planning time.
Expanded team
participation.
Lead: Dana
Assist: Leadership team
May 2012
3 hours planning time.
Teams established &
roles clarified.
Lead: Dana
Assist: New planning
team
Lead: Dana
Assist: New planning
team
Lead: Dana
Assist: Content leads
September 2012
2 hours planning time.
Topics selected.
September 2012
2 hours planning time
Materials (estimate
$500).
2 hours/month.
Learning plan
created/curriculum
calendar established.
Monthly topics
addressed.
Team assessments
conducted.
Learning targets met.
• Members report
increased clarity
regarding shared
learning
• Improved team
satisfaction & cohesion
• More efficient &
increased capacity to
meet client needs
• Field staff perceive they
have the ‘whole picture’
Steps to be taken.
What will occur?
Establish team
learning plan.
Implement team
learning plan/
September 2012- June
2013
What existing & new
resources will be used to
accomplish the strategy?
What measurable change
will be seen?
For each strategy what
formative evidence will
demonstrate progress?
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1. Equity Goal Action Plans
GOAL: 1. By 2020, students who come from low income homes and vulnerable students within the ESD 113 service area will demonstrate educational
attainment equal to their peers as measured by state assessment results and on time high school graduation rates.
Strategy: c. Provide outreach services to identified schools or districts.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin & end?
Timeline:
Resources Needed:
Expected Impact:
Monitoring Effectiveness:
Analyze ESD Data
Dashboard.
Gather ESD and
district engagement
data.
Assign district liaison.
Lead: Dana
Assist: Admin Team
Lead: Dana
Assist: Admin Team
August 2012
3 hours
∙
August 2012
3 hours
District needs
prioritized.
District engagement
data collected.
Lead: Dana
Assist: Exec Team
Lead: Dana
Assist: Admin Team
Lead: Liaisons
Assist: ESD School
Support Team
Lead: Dana
Assist: District Liaison
Support: District coach?
September 2012
1 hour
Liaison Assigned.
Sept-Oct 2012
1 hour
Team Formed.
Oct-Nov 2012
6 hours
District support plan
created.
Sept 2012- June 2013
2 hours/month
2-3 critical friends
meetings conducted.
Steps to be taken.
What will occur?
Assemble district
support teams.
Co-develop support
plan with district.
Engage with outreach
districts quarterly as
‘critical friends.
What existing & new
resources will be used to
accomplish the strategy?
What measurable change
will be seen?
For each strategy what
formative evidence will
demonstrate progress?
∙
∙
∙
Increased engagement
with districts, based
upon their needs
Increased focus of ESD
resources
District needs addressed
Deeper understanding
of district/community
cultures & contexts
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1. Equity Goal Action Plans
GOAL: 1. By 2020, students who come from low income homes and vulnerable students within the ESD 113 service area will demonstrate educational
attainment equal to their peers as measured by state assessment results and on time high school graduation rates.
Strategy: d. Promote coalitions within communities to expand school capacity to adapt to student learning needs, and provide
community-based resources that address needs beyond the capacity of the K-12 system.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin & end?
Timeline:
Resources Needed:
Expected Impact:
Replicate &
institutionalize the
current Mason County
Consortium for
Student Success in
one county or district.
Lead: Mike
Assist:
Support: Support
Services Division
Fall 2012 – Summer
2013
Staff time
Travel costs
One new project in
place by spring 2013.
Strengthen internal
department
collaboration to
support the outreach
efforts to districts.
Lead: Bill
Assist: Exec Team
Support: Admin. Team
Fall 2012 – Summer
2014
Staff time
Meeting rooms
School Support Team
meets regularly.
Build the capacity of
school building
leadership to build
community
partnerships in their
district areas.
Lead:
Assist: T&L Staff
Fall 2013 – Summer
2014
Staff time.
Travel costs.
Thrive by Five grant
Travel costs.
Incentives & supports
to early learning
providers & school
districts.
∙
Steps to be taken.
What will occur?
What existing & new
resources will be used to
accomplish the strategy?
What measurable change
will be seen?
∙
Monitoring Effectiveness:
For each strategy what
formative evidence will
demonstrate progress?
Increased
understanding of
community
resources.
Increased number of
partnerships that
provide support for
students.
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2. Capacity Goal
Goal Team
Executive Sponsors: Cal Brodie, Chris Russey,
Team Members: Denise Wolff, Gloria Wolslegel, Paul Chasco, Jodi Petrovich, Don
Laurance, Jenny Kropelnicki, Keley Brewster, Stephanie Griffiths
Goal Statement
ESD 113 will proactively develop employees to support and fulfill the ESD Mission.
Strategy Statements
Employee Orientation – Ensure each new, regular employee has a comprehensive understanding of ESD
structure, operations, culture, and the clients we serve.
Staff Development – Identify and provide appropriate tools and resources to support staff career growth and
development.
Performance Management Plans – Establish and implement a collaborative process between employee and
supervisor to measure and/or evaluate job performance and foster employees' professional development.
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2. Capacity Goal Action Plans
GOAL: 2. ESD 113 will proactively develop employees to support and fulfill the ESD Mission.
Strategy: a. Employee Orientation – Ensure each new, regular employee has a comprehensive understanding of ESD structure,
operations, culture, and the clients we serve.
Activities:
Steps to be taken.
What will occur?
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
Timeline:
When will this strategy or
action begin and end?
Resources Needed:
What existing and new
resources will be used to
accomplish the strategy?
AGENCY ORIENTATION:
Create an outline/list
of orientation topics.
Research onboarding
practices of other
organizations.
Survey employees to
gather likes, dislikes,
needs, wants, etc. of a
new-hire orientation
and analyze results.
Identify documents/
resources needed.
Prepare proposal for
orientation delivery
and share with Admin.
Team.
Implement new
Employee Orientation
process.
Lead: Jodi
Assist: Keley, Jenny
Support: HR Staff
Lead: Jodi
Assist: Keley, Jenny
Support: HR Staff
Fall 2012 – Winter 2013
No additional
Fall 2012 – Winter 2013
No additional
Lead: Jodi
Assist: Keley, Jenny
Fall 2012 – Winter 2013
No additional
Lead: Jodi
Assist: Keley, Jenny
Support: HR Staff
Lead: Jodi
Assist: Keley, Jenny
Support: HR Staff
Fall 2012 – Winter 2013
$ TBD
Summer 2013
No additional
Lead: Jodi
Assist: Keley, Jenny
Support: HR Staff
Fall 2013
Expected Impact:
Monitoring Effectiveness:
Fully oriented
employees who have
received consistent
information regarding
ESD structure,
operations, culture and
the clients we serve.
Survey new employees at
90 days as to the adequacy
of the orientation
received, and how it can
be improved.
What measurable change
will be seen?
For each strategy what
formative evidence will
demonstrate progress?
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GOAL: 2. ESD 113 will proactively develop employees to support and fulfill the ESD Mission.
Strategy: a. Employee Orientation – Ensure each new, regular employee has a comprehensive understanding of ESD structure,
operations, culture, and the clients we serve.
Activities:
Steps to be taken.
What will occur?
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
Timeline:
When will this strategy or
action begin and end?
Resources Needed:
Expected Impact:
TBD
New employees have
knowledge of
department and job
specific information.
What existing and new
resources will be used to
accomplish the strategy?
JOB SPECIFIC (PROGRAM) ORIENTATION:
Follow steps as
outlined above to
create job specific
orientation to be
implemented by
supervisors.
Develop orientation
designed for new
supervisors/ managers/
administrators.
Implement Job Specific
Orientation Guide.
Lead: Jodi
Assist: Keley, Jenny
Support: HR Staff
Fall 2013 – Summer
2014
Lead: Jodi
Assist: Keley, Jenny
Support: HR Staff
Fall 2013 – Summer 2014 TBD
Lead: Jodi
Assist: Keley, Jenny
Support: HR Staff
Fall 2013 – Fall 2014
What measurable change
will be seen?
Monitoring Effectiveness:
For each strategy what
formative evidence will
demonstrate progress?
New supervisors will be
prepared to manage the
performance of their
staff.
TBD
September 12, 2012
ESD 113 Strategic Plan
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2. Capacity Goal Action Plans
GOAL:
2. ESD 113 will proactively develop employees to support and fulfill the ESD Mission.
Strategy: b. Staff Development – Identify and provide appropriate tools and resources to support staff career growth and
development.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin and end?
Timeline:
Resources Needed:
Expected Impact:
Monitoring Effectiveness:
Survey employees for
input on desired
training to improve
their daily efficiency,
job specific skills and/or
provide personal and
professional growth.
Develop a
recommended series of
standard training for all
employees with
suggestions of
progression.
Identify internal and
external training
resources and develop
an on-line training
resources "catalogue."
Communicate staff
development resources
and updates at staff
meetings and through
other avenues.
Lead - Cal
Assist - Denise & Don
Annually
st
1 survey Fall 2012
Select Survey Tool
Information obtained
about employee desired
training.
Active employee
engagement in training
resources through
monitoring and feedback.
Lead - Denise
Assist - Cal & Don
Support – Gloria,
HR, Program Directors,
Fall/Winter/Summer
2012-13
No Additional
Identify potential
resources for training.
Lead – Denise
Assist - Cal, Don
Support – Program
Supervisors
Ongoing through Spring
2013
TBD
A catalog of training
opportunities available
to employees.
Lead - Don/Website
Assist - Denise/All Staff
Meetings
Start in Winter 2013
TBD
Increased awareness of
staff development
opportunities.
Steps to be taken.
What will occur?
What existing and new
resources will be used to
accomplish the strategy?
What measurable change
will be seen?
For each strategy what
formative evidence will
demonstrate progress?
September 12, 2012
ESD 113 Strategic Plan
GOAL:
13
2. ESD 113 will proactively develop employees to support and fulfill the ESD Mission.
Strategy: b. Staff Development – Identify and provide appropriate tools and resources to support staff career growth and
development.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin and end?
Timeline:
Resources Needed:
Expected Impact:
Identify strategies to
mitigate barriers to
employees
participating in
professional
development
opportunities.
Develop monitoring
and feedback loop for
determining the
efficacy of the training
provided and for
adjusting and updating
training opportunities.
Lead – Denise
Assist - Cal, Don
Fall 2012
TBD
Increased participation in
training by employees.
Lead - Denise
Assist - Cal, Don
Spring 2013
TBD
Process of continual
improvement.
Steps to be taken.
What will occur?
What existing and new
resources will be used to
accomplish the strategy?
What measurable change
will be seen?
Monitoring Effectiveness:
For each strategy what
formative evidence will
demonstrate progress?
September 12, 2012
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2. Capacity Goal Action Plans
GOAL:
2. ESD 113 will proactively develop employees to support and fulfill the ESD Mission.
Strategy: c. Performance Management – Establish and implement a collaborative process between employee and supervisor to
measure and/or evaluate job performance and foster employees' professional development.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin and end?
Timeline:
Resources Needed:
Expected Impact:
Monitoring Effectiveness:
Research performance
management models.
Lead: Paul
Assist: Chris, Stephanie,
Gloria,
Fall 2012 –
Winter 2013
A mutually engaging
evaluation process.
∙
Assess current tools
(e.g., software,
documents, etc.) and
their adequacies in
supporting the final
performance
evaluation model.
Research alternatives
as needed.
Convene ESD/Head
Start focus group –
obtain input on
current system and
ideas for
improvement.
Lead: Paul
Assist: Chris, Stephanie,
Gloria
Fall 2012 –
Winter 2013
Committee members
representing agency
departments and
programs.
Committee members
representing agency
departments and
programs (same team
as in item #1).
Lead: Paul
Assist: Chris, Stephanie,
Gloria
Fall 2012
Steps to be taken.
What will occur?
What existing and new
resources will be used to
accomplish the strategy?
What measurable change
will be seen?
Tools will be aligned
and/or developed to
meet accepted model.
For each strategy what
formative evidence will
demonstrate progress?
Performance
Management supervisor
and employee training
completed and model
implemented for 20142015 evaluation cycle.
ESD/Head Start staff.
September 12, 2012
ESD 113 Strategic Plan
GOAL:
15
2. ESD 113 will proactively develop employees to support and fulfill the ESD Mission.
Strategy: c. Performance Management – Establish and implement a collaborative process between employee and supervisor to
measure and/or evaluate job performance and foster employees' professional development.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin and end?
Timeline:
Resources Needed:
Expected Impact:
Present proposed
Performance
Evaluation Process to
the Admin Team to
obtain input, refine as
needed, and finalize
model.
Launch a project to
implement agreed
upon performance
evaluation process
and selected tools.
Lead: Paul
Assist: Chris, Stephanie,
Gloria
Fall 2013
N/A
Proposal made.
Lead: Paul
Assist: Stephanie, Gloria
Winter 2014 - Summer
2014
Project dollars and
resources TBD.
New model
implemented under
appropriate project
management
guidelines.
Steps to be taken.
What will occur?
What existing and new
resources will be used to
accomplish the strategy?
What measurable change
will be seen?
Monitoring Effectiveness:
For each strategy what
formative evidence will
demonstrate progress?
September 12, 2012
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3. Influence Goal
Goal Team
Executive Sponsors: Bill Keim, Mike Hickman
Team Members: Debbie Hale, Todd Johnson, Joe Schwartz, Cindy Jouper, Brandon
Kahler, Lynn Nelson
Goal Statement
ESD 113 consistently advocates for educational equity in our region and effectively communicates ESD solutions to
address local needs.
Strategy Statements
Develop and adopt an agency-wide communication framework and standards.
Develop & implement an annual plan for communicating ESD solutions to address local needs.
Annually determine priority regional equity needs and advocate for those needs with policy makers.
Complete a cost/benefit analysis of ESD communications strategies and modify approach based on results.
September 12, 2012
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3. Influence Goal Action Plans
GOAL: 3. ESD 113 consistently advocates for educational equity in our region and effectively communicates ESD solutions to address local needs.
Strategy: a. Develop and adopt an agency-wide communication framework and standards.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin and end?
Timeline:
Resources Needed:
Expected Impact:
Monitoring Effectiveness:
Develop & post RFP
for ESD 113
communications
contract.
Review & scoring of
RFP responses.
Lead: Mike
Assist: Bill
Support:
Winter 2012
Staff time.
Ad costs.
Slate of interested
respondents.
∙
Lead: Mike
Assist: Bill
Support: Goal Team
Lead: Mike
Assist: Bill
Support: Goal Team
Lead: Mike
Assist: Bill
Support: SCJC
Spring 2012
Staff time.
Selection of contract
finalists for interviews.
Spring 2012
Staff time.
Mini project costs.
Selection of consultant.
Summer 2012
Consultant contract.
Staff time.
Suggested process
steps.
Lead: SCJC
Assist: Mike
Support: Goal Team
Fall 2012 following
completion of Strategy
c. annual plan
development.
Consultant contract.
Staff time.
Refreshed ESD 113
communications
branding.
Lead: Mike
Assist: Bill
Support: SCJC
Winter 2013
Consultant contrac .
Staff time.
Improved consistency
with new look & feel for
ESD communications.
Steps to be taken.
What will occur?
Interview finalists &
select contractor.
Solicit communication
audit & plan
development
suggestions from SCJ
Communications.
Revise ESD 113 brand
as appropriate
including logo, tagline,
color pallet,
typography.
Prepare and distribute
ESD 113 comm.
framework &
standards guide.
What existing and new
resources will be used to
accomplish the strategy?
What measurable change
will be seen?
For each strategy what
formative evidence will
demonstrate progress?
∙
∙
Selection of ESD
Communications
contractor.
Completion of initial
plan for a
communications audit.
Development of new
ESD 113 brand with
communication
framework and
standards.
September 12, 2012
ESD 113 Strategic Plan
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3. Influence Goal Action Plans
GOAL: 3. ESD 113 consistently advocates for educational equity in our region and effectively communicates ESD solutions to address local needs.
Strategy: b. Develop and implement an annual plan for communicating ESD solutions to address local needs.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin and end?
Timeline:
Resources Needed:
Expected Impact:
Monitoring Effectiveness:
Complete situational
analysis/background.
Lead: SCJC
Assist: Mike
Support: Goal Team
Lead: Bill
Assist: Goal Team
Support: SCJC
Lead: Bill
Assist: Goal Team
Support: SCJC
Lead: SCJC
Assist: Mike
Support: SCJC
Lead: Bill
Assist: Goal Team &
Admin Team
Support: SCJC
Lead: SCJC
Assist: Mike
Support: Goal Team
Lead: SCJC
Assist: Mike
Support: Goal Team
Fall 2012 and annually
revised by Oct.
Consultant contract &
staff time.
∙
Fall 2012 and annually
revised by Oct.
Consultant contract &
staff time.
Fall 2012.
Consultant contract &
staff time.
Improved
understanding of ESD
context.
Clearly articulated
communication goals &
objectives.
Identification of ESD
113 target audiences.
Fall 2012 with periodic
stakeholder feedback.
Consultant contract &
staff time.
Feedback from key
stakeholders.
Fall 2012 and annually
revised by Oct.
Consultant contract &
staff time.
Improved message
clarity & consistency.
Steps to be taken.
What will occur?
Establish ESD 113
communication
goals/objectives.
Identify target
audiences both
internally & externally.
Develop and
Implement
communications audit.
Develop key
messages.
Finalize annual
communication plan.
Implement annual
communication plan.
What existing and new
resources will be used to
accomplish the strategy?
What measurable change
will be seen?
For each strategy what
formative evidence will
demonstrate progress?
∙
∙
Completion of the
communications audit.
Annual plan with key
messages & target
audiences.
Improved stakeholder
awareness and client
access of ESD services.
Fall 2012 and annually
revised by Oct.
Beginning Oct. each
year.
September 12, 2012
ESD 113 Strategic Plan
19
3. Influence Goal Action Plans
GOAL: 3. ESD 113 consistently advocates for educational equity in our region and effectively communicates ESD solutions to address local needs.
Strategy: c. Annually determine priority equity needs and advocate with policy makers.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin and end?
Timeline:
Resources Needed:
Expected Impact:
Monitoring Effectiveness:
Connect with ESD 113
Equity Goal Team to
ensure alignment with
their work.
Communicate equity
priorities identified by
ESD 113 to school
district leadership.
Work with school
district leadership to
identify educational
policy needs.
Adopt design standards
for regional
communication tool(s).
Develop/update
regional educational
legislative/policy
communication plan.
Implement regional
communication plan.
Lead: Bill
Assist: Mike
Support: Jenny
Based on annual
strategic plan revision
timeline.
Staff time.
Consistent messaging,
and efficient use of
resources.
∙ Annual regional
Lead: Bill
Assist: Mike
Support: Jenny
Fall of 2012 or as
available.
Document production
Staff time.
Supt. mtg. agenda time.
Awareness and action at
local level to address
equity priorities.
Lead: Bill
Assist: Mike
Support: Jenny
Fall 2012.
Staff time.
Supt. mtg. agenda time.
Consistent regional
message.
Lead: Bill
Assist: Mike
Support:
Lead: Bill
Assist: Exec. Adv. Com.
Support: Jenny
Fall 2012.
Consultant time.
Staff time.
Supt. mtg. agenda time.
Consultant time.
Staff time.
Supt. mtg. agenda time.
Lead: Bill
Assist: Exec. Adv. Com.
Support: Jenny
Fall 2012, updated as
necessary.
Appropriate format for
consistent regional
messaging.
Identification of
audiences, messages,
and methods of
communication.
More consistent regional
voice on educational
policy issues.
Steps to be taken.
What will occur?
Fall 2012, updated
annually.
What existing and new
resources will be used to
accomplish the strategy?
Document production.
Consultant time.
Staff time.
Supt. mtg. agenda time.
What measurable change
will be seen?
For each strategy what
formative evidence will
demonstrate progress?
superintendents’ policy
communication plan.
∙ Creation of regional
superintendents’
communication design
standards.
September 12, 2012
ESD 113 Strategic Plan
20
3. Influence Goal Action Plans
GOAL: 3. ESD 113 consistently advocates for educational equity in our region and effectively communicates ESD solutions to address local needs.
Strategy: d. Complete a cost/benefit analysis of ESD communications strategies and modify approach based on results.
Activities:
Responsibility:
Who will lead the work?
Who will assist the work?
Who will support work?
When will this strategy or
action begin and end?
Timeline:
Resources Needed:
Expected Impact:
Monitoring Effectiveness:
Determine annual,
ongoing cost of
contracted services.
Review other ESDs’
communication staff
costs.
Explore alternatives &
costs for ESD
communications staff.
Complete comparative
analysis of in-house vs.
contract staff.
Review current nonstaff expenditures.
Lead: Mike
Assist: Bill
Support: Goal Team
Lead: Mike
Assist: Bill
Support: Goal Team
Lead: Mike
Assist: Bill
Support: Goal Team
Lead: Mike
Assist: Bill
Support: Goal Team
Lead: Mike
Assist: Bill
Support: Goal Team
Lead: Mike
Assist: Bill
Support: Goal Team
Lead: Bill
Assist: Mike
Support: Goal Team
Summer 2013
Staff time.
Clear understanding of
annual contract costs.
∙ Cost-benefit analysis of
Steps to be taken
What will occur?
Explore alternatives
and related costs of
non-staff expenses.
Decide future
communications
approach & budget.
Spring 2013
What existing and new
resources will be used to
accomplish the strategy?
Staff time & input from
other ESDs.
Fall 2013
Staff time.
Winter 2014
Staff time.
Winter 2014
Staff time.
Winter 2014
Staff time.
Spring 2014
Staff time.
Admin. Team & Board
input.
What measurable change
will be seen?
Potential range of costs
for in-house
communications staff.
Potential range of costs
for in-house
communications staff.
Understanding of
relative value of inhouse vs. contract staff.
Clear understanding of
annual non-staff costs.
For each strategy what
formative evidence will
demonstrate progress?
contract vs. in-house
staff.
∙ Cost-benefit analysis of
non-staff expenditure
alternatives.
∙ Decision and budget
estimates on future
direction for ESD
communications.
Clear understanding of
alternative annual nonstaff costs.
Establish future
direction with ESD
communications costs.
September 12, 2012