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HomeMy WebLinkAboutWA Strat Plan 2010-2015 20 :0 - 2015 . 4 w r _ xy x y. ce a •w � x z � -- m w r gg _ _ a ry b Westlake 'Am cademy e- rat , Plan W NIEM � WESTLAKE ACADEMY—STRATEG I C PLAN! This page left intentionally blank, Westlake Academy Mission/Vision Statement I Westlake Academy WESTLAKE ACADEMY—STRATEGIC PLAN'; Table of Contents Westlake Academy Mission/Vision Statement.......................................................................................4 Howdid we get here?.............................................................................................................................5 TheVillage Blacksmith........................................................................................................................5 Whereare we going?........................................................................ ...................................................6 Vision and Mission guide resources.......................................................................................................6 Achieving our Vision and Mission...........................................................................................................7 Westlake Academy's Desired Outcomes................................................................................................7 OurProcess.............................................................................................................................................5 Creating a Balanced Scorecard System.................................................................................................10 Figure 1 -Strategic Balanced Scorecard System Logic............................................................................7 Figure 2 -Westlake Academy Strategy Map.........................................................................................11 Westlake Academy r MaV20, 201 WESTLAKE ACADEMY—STRATEGIC PLAN z Westlake Academy Mission/Vision Statement "Westlake Academy is a nurturing, community-owned International Baccalaureate charter school whose mission is to achieve academic excellence and to develop life-long learners who become well- balanced and responsible global citizens." 4 ° T Y F Westlake Academy Mission/Vision Statement Westlake Academy WESTLAKE ACADEMY—STRATEGIC _PLAN How did we get here? On September 2, 2003rthe vision of many was made a reality when the Academy doors opened to the first class of Westlake Academy students. Many obstacles had to be traversed just to reach this point, but as the students and teachers entered the Academy for the first time, their expectations high,we realized that this decision will change the lives of hundreds of students and their lives will make an impact felt around the world. The Village Blacksmith He goes on Sunday to the church, Under a spreading chestnut tree And sits among his boys The village smithy stands, He hears the parson pray and preach, The smith, a mighty man is he, He hears his daughter's voice, With large and sinewy hands; Singing in the village choir, And the muscles of his brawny arms And it makes his heart rejoice. Are strong as iron bands. It sounds to him like her mother's voice, His hair is crisp, and black, and long, Singing in paradise? His face is like the tan; He needs must think of her once more, His brow is wet with honest sweat, How in the grave she lies; He earns whate'er he can, And with his hard, rough hand he wipe And looks the whole world in the face, A tear out of his eyes. For he owes not any man. Toiling,--rejoicing,--sorrowing, Week in, week out,from morn till night, Onward through life he goes; You can hear his bellows blow, Each morning sees some task begin, You can hear him swing his heavy sledge, Each evening sees it close, With measured beat and slow, Something attempted, something done, Like a sexton ringing the village bell, Has earned a night's repose. When the evening sun is low. Thanks, thanks to thee, my worthy friend, And children coming home from school For the lesson thou host taught! Look in at the open door; Thus at the flaming forge of life They love to see the flaming forge, Our fortunes must be wrought; And hear the bellows roar, Thus on its sounding anvil shaped And catch the burning sparks that fly Each burning deed and thought! Like chaff from a threshing floor. Henry Wadsworth Longfellow Westlake Academy �- WESTLAKE ACADEMY—STRATEGIC PLAN= Where are we going? At Westlake Academy we spend our days with the future leaders of the world and provide a framework that allows each child to reach their potential. We help them to develop their natural curiosity and build skills that allow them to continue to learn as they grow. This natural inquiry leads to knowledge, a foundation on which they will be able to build thoughtful, reasoned and ethical decisions, r r` .t _gib '-is-io aiv,g As they grow,we help them to better understand and exp &�� (�k 5 i _ Ih their ideas Vriting,verbally, in multiple languages, and jaltheir ability to work collaboratively with others. Their understanding _m and appreciation of the world helps them to become open- = . minded and caring,while having the courage to take risks, _ €yx , exploring new ideas and malting a positive impact in the lives of others. Most important our future leaders must be well-balanced and reflective, understanding the importance theirstrengths and limitations, and using them to their advantage as a life-long learner. Vision and Mission guide resources cx a , The Academy's vision and mission determine where resources are allocated and provide the basics 1 road map to where we are going. If the vision and mission are not clear,then we may end up 7 i somewhere we never intended going. The Board of Trustees' provides a direction of where we are 1 going. The Board provides the necessary resources to the Academy to ensure that the mission and !Y4( vision are financially supported.. Our administration supports the teachers in their never ending process of discovery in the - classrooms. By providing adequate support to the teachers,they are able to focus on tf tudents and their learningPon4he end what will ultimately accomplish our vision and mission. Using the framework of the International Baccalaureate programme,the administration and . ......... . .. ......... .. teachers are able to develop the systems and tools necessary to accomplish our mission and reach our vision. Our teachers are the OEMWhere are we going? I Westlake Academy i WESTLAKE ACADEMY—STRATEGIC PLAN frontline in this process,working with each student at their own level of understanding, helping each of them to reach their potential. Achieving our Vision and Mission In order to better achieve our mission and reach our vision of the future we are moving into a Balanced Scorecard system as a strategic and performance management tool. The Balanced Scorecard system provides a framework that aligns the work we do with our mission,vision,and strategy. It will help to communicate to internal and external stakeholders of the organization our strategic intent. Board ...................................._ Strategic — Administrative Altitude P6sent&' ',. -----­----- 30,000 ft. L. .. hpi.... etf5 I ji Mission What is our purpose?What do we do? vts�on What is our picture of the Future? i i Whot uerfnrmarlce lenses should we use V a(Iles - tD eVpiflLiFe restllis? 25,000 ft. tVhat are our n3crin focus oretls("Pillars of 5tr-i❑tic Themz5&Results �xtellerrc j?Afhat results do we need to crahiave? Goals/objectives Whet carstinuaus im„rovement ocrivities Ore needed to get results? ( they Map How da we create and commuoicote our value to eustanrers? 15,0(10 ft. `ow will sue koo if we are achieving the Pertorrnance Measures& arpets rl;cafrS WC YJartt: Strategic Is'rttatives tVlrat sFrateyic pro}eels will"drive` desrted restrits? Programs&Services W!!at{rrogroms,selvrres,atrdgcTddrtres should we pursue? Budget FJ ratiorta#�Iins What budget levels areopproptiote? Ground I how should we communicate our plvns? The Balanced Scorecard forces us to ask these questions: What are we trying to accomplish? Are we doing the right things, and if so, are we doing things right? There are many advantages to creating an integrated system that aligns daily activities and financial and human resources with e mission and vision of the Academy. - LL Wa4ti' - S C/ .� C Westlake Academy's Desired Outcomes a�L ijr7 o Westlake Academy's strategic plan is the result of many hours of review an discussion with the Board of Trustees, and Westlake Academy staff,which spanned a year-long process where we +kA- gathered information, discussed our long-range goals and developed comprehensive guidelines to ensure student success. C j'[L yVLS ! ktq!�&emy IMMMMU__�WESTLA.KEACADEMY—STRATEGIC PLAN; The Board met, during a retreat,to develop the mission/vision statement and identify the values that were important to the Academy. The plan was then expanded to include five st:� <<<es ,peclesired outcomes: ee5 t e, 1. High Student Achievement- Develop inquiring, knowledgeable, caring and disciplined young people who use their unique talents to create a better and more peaceful world through intercultural understanding and respect. 2. Strong Parent&Community Connections-To involve all stakeholders in building a better Westlake Academy community. 3. Financial Stewardship&Sustainability-To ensure sufficient, well-managed resources to support and advance the mission of Westlake Academy. 4. Student Engagement&Extracurricular Activities-To ensure that all athletics,community service and extracurricular activities are held to the same standard of excellence as the curricula programs to promote well-balanced students. 5. Effective Educators&Staff- Recruit, develop and retrain a core faculty and staff with the personal qualities, skills and expertise to work effectively with the IB inquiry-based, student- centered curricula The Westlake Academy Leadership Team has taken the groundwork which has been developed over the years by the Board of Trustees and Westlake Academy's faculty and staff. It ha�ofthe b ld i an actionable document that allows for better implementation,tracking, and mon strategic plan. (eIY r 'roC 0 What we P e to accomplish with the implementation of the Balanced Scorecard at Westlake L, Academy is an alignment between the day-to-day operations and our mission and vision. As this is � I�Q/ another system that utilizes continuous improvement,the process is never complete, but a loop t(+bLKt U` that constantly reviews what we are doing, and whether or not we are doing it well. Joel 4V0 15 jNttPK WiI Our Process I Westlake Academy WESTLAKE ACADEMY—STRATEGIC PLAN', Figure 2-Process Mop of WA E"SC 1 1 Mission j Vision Values Desired Outcomes Strategic Plan 113 Standards & Practices Stakeholder Involvement Balanced j Financial Stewardship Scorecard Educational &Administrative Methods Leadership, Growth & Learning t Dashboard Specific Improvement Measurable Plans Attainable _ Realistic Timely Logic Model Resources/I n puts Budget/ Activities Resource Outputs Allocation Outcomes Impact Westlake Academy < r =W ESTLAKE ACADEMY—STRATEGIC ALAN Creating a Balanced Scorecard System There are two phases that contain nine steps to fully implement a Balanced Scorecard system. Phase one consists of six steps: 1. Organizational assessment to determine th pains enablers, and values. 2. Strategy, customer and stakeholder value propositions are defined and used to create the organization's strategy. 3. Strategic objectives are developed. 4. Strategy Maps are created to show causal relationships. 5. Performance measures and targets are used to create strategic measures and track execution. 6. Identification of new Strategic Initiatives to close performance gaps. Phase two consists of three steps: 7. Automation of performance data (Dashboard Reporting) 8. Cascading the Balanced Scorecard throughout the organization 9. Evaluation (Plan, Do, Study,Act) Currently the staff is working on steps five and six. We are identifying performance measures and targets that are in line with our strategic plan and the IB standards and practices. As these are fully developed they will be placed into a dashboard that will provide an intuitive graphical report that will allow the Board and Administration to monitor the execution of the strategic initiatives and their impact on accomplishing our mission. 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