Saydel Strategic Plan
Saydel Strategic Plan
Targeted Strategy 1: Culture of Excellence
Targeted Strategy 1: Culture of Excellence
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A culture of excellence is founded on principles of continuous improvement and is contingent upon the collective power of the organization to carry out the mission, vision, and goals. Another vital component of this targeted strategy relies on a system's ability to understand past and current realities as a path to the future. This includes coherent expectations for the future, supported by gold standard metrics measuring results, hence providing the system invaluable feedback for continuous improvement in an ongoing, iterative fashion.
1.1 Culture and Climate
1.1 Culture and Climate
Mindset Shift: As an organization, Saydel CSD is changing from both the systems and humanistic perspectives.
Mindset Shift: As an organization, Saydel CSD is changing from both the systems and humanistic perspectives.
Conduct ongoing self-studies of our organization and responding with intentional actions that will ultimately lead to greater efficacy in serving people of our district
Implement intentional efforts to build culture and climate at each of our attendance centers by aligning all actions to our mission, vision, and board goals.
Engaging in work around Equity in efforts to increase our cultural proficiency and responsiveness across our organization and school community.
Power of Positivity: Healthy culture and climate that promotes positivity as a primary driver in how Saydel CSD goes about business.
Power of Positivity: Healthy culture and climate that promotes positivity as a primary driver in how Saydel CSD goes about business.
Safety for all
High Behavioral Expectations (How we go about business internally and externally)
Reduce Politics
Minimize Confusion
High Morale
High Productivity
1.2 Maximizing Human Capital
1.2 Maximizing Human Capital
Relationship Building: With an effect size of .72, hence a high-impact strategy, we understand building relational capacity with students is paramount in the teaching and learning environment. This includes building relationships founded on the following:
Relationship Building: With an effect size of .72, hence a high-impact strategy, we understand building relational capacity with students is paramount in the teaching and learning environment. This includes building relationships founded on the following:
Student, Parent/Guardian, and Staff agency, Collective-Efficacy, Self Efficacy, and Respect
Listening, Empathy, Caring, and having a Positive Regard for others
Team and Collective Efficacy: Resulting in a 1.44-1.57 effect size, the capacity to capture collective potential holds great power in making a significant difference in our comprehensive results as an organization. This includes our ability to implement the following enabling conditions:
Team and Collective Efficacy: Resulting in a 1.44-1.57 effect size, the capacity to capture collective potential holds great power in making a significant difference in our comprehensive results as an organization. This includes our ability to implement the following enabling conditions:
Advanced influence
Goal consensus
Knowledge about one another's work
Cohesive staff
Responsiveness to one another
Effective system intervention
Clarity / Communication: Successful communication, across the organization, clarifies our purpose, targeted strategies (goals), and moves Saydel CSD toward the established mission.
Clarity / Communication: Successful communication, across the organization, clarifies our purpose, targeted strategies (goals), and moves Saydel CSD toward the established mission.
1.3 Marketing Plan
1.3 Marketing Plan
Telling “Our Story”: As we continue to audit our system, it is advantageous to understand and celebrate Saydel CSD's rich history. Manifesting this understanding into a cohesive marketing plan bridges our past to our future as we build successful marketing structures for the district.
Telling “Our Story”: As we continue to audit our system, it is advantageous to understand and celebrate Saydel CSD's rich history. Manifesting this understanding into a cohesive marketing plan bridges our past to our future as we build successful marketing structures for the district.
Writing "Our Future Story": As we engage in this collective work, we hold the great gift of crafting how this story progresses into the future.
Writing "Our Future Story": As we engage in this collective work, we hold the great gift of crafting how this story progresses into the future.
1.4 Retaining People
1.4 Retaining People
Students: We will enrich the educational experiences for our constituency by the following:
Students: We will enrich the educational experiences for our constituency by the following:
Increasing relational capacity
Deepening our understanding of our stakeholders
Adjusting system attributes in meeting the changing needs of our communities
By providing opportunities to engage students academically and through extra-curricular activities.
Staff: Ensuring staff is valued through meaningful professional learning experiences in the workplace (NIET/TAP), coupled with celebrations and affirmations, are key factors in retaining high-quality staff at Saydel CSD. Additionally, hiring practices will reflect our goals as we search for employees that reflect the mission, vision, and goals of our organization.
Staff: Ensuring staff is valued through meaningful professional learning experiences in the workplace (NIET/TAP), coupled with celebrations and affirmations, are key factors in retaining high-quality staff at Saydel CSD. Additionally, hiring practices will reflect our goals as we search for employees that reflect the mission, vision, and goals of our organization.
Families: Building a strong rapport with stakeholders to better partner in our purpose of preparing future citizens for success. This includes strong communication structures, expectations for one another, and accountability for our collective mission.
Families: Building a strong rapport with stakeholders to better partner in our purpose of preparing future citizens for success. This includes strong communication structures, expectations for one another, and accountability for our collective mission.
1.5 Learning Environment
1.5 Learning Environment
Student achievement: At the center of our work is our ability to prepare students for success in life. We will harness NIET (Targeted Strategy 3) to promote excellence in the teaching and learning experience for both teachers and students.
Student achievement: At the center of our work is our ability to prepare students for success in life. We will harness NIET (Targeted Strategy 3) to promote excellence in the teaching and learning experience for both teachers and students.
Physical Environment: In addition to the atmosphere (culture and climate) and safety of our people, we will ensure the physical environment is updated and modernized for optimal learning. Furthermore, we will work to maintain, with high visual standards, the facilities and grounds across all district campuses through a rigorous master planning process.
Physical Environment: In addition to the atmosphere (culture and climate) and safety of our people, we will ensure the physical environment is updated and modernized for optimal learning. Furthermore, we will work to maintain, with high visual standards, the facilities and grounds across all district campuses through a rigorous master planning process.
Supporting Documents:
"Culture eats strategy for breakfast!” ~Peter Drucker
"Culture eats strategy for breakfast!” ~Peter Drucker
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