A Multi-stakeholder Approach for Developing a Vision
The first recommendation is to establish a purpose or vision statement for advisory by means of a committee of all stakeholders. If organizational change is the task of a single person, there may be continued lack of buy in. However, by utilizing multiple levels of influence (Burke, 2008), and by empowering committee members (Stanford-Blair & Dickman, 2005), the organizational change will be perceived as group process not just an administrative dictate. The Advisory Committee or Design Team should include a range of teachers, students, administrators, and parents. Additionally it is important to include union members, community members, someone from higher education (if at all possible) as well as staff members from both guidance and special education. It has been my experience that meeting monthly for a 9-15 month period is common if the committee is going to be responsible for making recommendations regarding the vision statement, the goals and structure for advisory, and how the advisory program will be evaluated. Seeking a commitment from the committee participant is best accomplished by letting them know about the expectations for the committee and the important impact their work will have.
To truly approach this as an honorable and transparent process, all stakeholders need to have a voice in the development of the program from the onset. It is a dubious practice to have teachers and administrators develop the vision for advisory and then merely ask the other stakeholders to rubberstamp their recommendations. By including all stakeholders from the beginning, the committee will consider all perspectives as they craft their vision statement and goals. Since one regularly stated goal of advisory is to improve family-school partnerships through having a point person for every student, it is important that strengthening these partnerships begins with valuing the parent, student and community member input and perspective with integrity.