The first step in developing more effective schools is describing the school you seek to become.

Or as Yogi Berra says, "If you don't know where you are going, you probably aren't going to get there." Identifying where you want to go in relation to where you are is the key to identifying those areas where you need to improve. Your school community needs to create a shared vision for your school based on a set of core beliefs to which your school community can commit. The vision will need to reflect your school district vision and goals as well as the state standards. Your school improvement priorities need to be aligned with your school vision. Though creating a shared vision is a slow process, it is not a difficult one. It requires staff and other stakeholders to identify and share their core beliefs and describe how their ideal school would look. Exercises that could be used for this purpose are linked below. After staff has identified and shared their own beliefs and ideas, the process of consensus building begins. A school that can identify its core beliefs and values has created an empowering framework for monitoring how well the school is doing and whether individual strategies and activities are aligned with the core values. For example, the Stevenson High School staff agreed on five core values: 1. We will teach to the agreed upon course objectives and provide evidence of student achievement of those objectives. 2. We will make full use of the instructional time allotted to us.

set Lane is committed to a rich and challenging tradition of excellence, where every decision is made with the students' best interest in mind. We recognize the value of each student as an integral member of the school community. With a partnership of parents, staff, and students, we are dedicated to making a positive and dynamic impact on our world. At Sunset Lane all students are empowered to achieve success.

I. Curriculum Students receive a balanced, rigorous, standards-based curriculum. The school articulates the outcomes it seeks for all students and monitors student progress using a variety of assessments. Curriculum and instruction are guided by specific, clearly stated, challenging goals for each grade level. Students reflect on their work and evaluate their progress. Differentiated instruction ensures that we are meeting the needs of all students. Instructional strategies are utilized to support individual learning styles, actively engage students, promote independence. Technology is integrated into the curriculum to support state and district standards.

II. Attention to Individual Students Sunset Lane recognizes the value of each student. Every student is an integral member of the school community. Students behavior, academic progress, and emotional well-being are monitored. Students understand grade level standards and expectations. Special support is available for students who require special assistance. Students are responsible for their learning, decision making, and actions.

III. Staff The staff at Sunset Lane is committed to ensuring the success of every student. Staff consistently supports each other. Staff is guided by shared goals and a common sense of purpose. Every school member has high expectations for student achievement and accepts responsibility for helping students meet those expectations. Staff members collaborate with one another on a regular

basis on curriculum, instruction, individual students, and school improvement initiatives. Staff members continually self-evaluate and self-assess their effectiveness as educators and professionals.

IV. School Climate Sunset Lane School provides an orderly yet inviting climate that is conducive to learning and protects instructional time. Diversity is valued among the entire school community. Staff members work collaboratively for the good of all students. There is a commitment to providing an emotionally and physically safe, supportive environment. School rules are consistently enforced by the entire staff.

V. Community Support Sunset Lane will continue to work closely with parents, community members, and representatives from California State University Fullerton (CSUF). Parents play an active role in the education of their children, monitor their childrens academic performance, and work with teachers to emphasize the importance of education. The community has access to the schools resources and facilities. Our partnership with CSUF ensures that we are keeping abreast of current best practice in education. Sunset Lane staff supports the partnership through demonstration lessons, master teachers, etc.

Creating a Vision
When you begin the process of strategic planning, visioning comes first. When visioning the change, ask yourself, "What is our preferred future?" and be sure to:
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Draw on the beliefs, mission, and environment of the organization. Describe what you want to see in the future. Be specific to each organization. Be positive and inspiring.

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Do not assume that the system will have the same framework as it does today. Be open to dramatic modifications to current organization, methodology, teaching techniques, facilities, etc.

Key Components for Your Vision Incorporate Your Beliefs Your vision must be encompassed by your beliefs.
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Your beliefs must meet your organizational goals as well as community goals. Your beliefs are a statement of your values. Your beliefs are a public/visible declaration of your expected outcomes. Your beliefs must be precise and practical. Your beliefs will guide the actions of all involved. Your beliefs reflect the knowledge, philosophy, and actions of all. Your beliefs are a key component of strategic planning.

Create a Mission Statement Once you have clarified your beliefs, build on them to define your mission statement which is a statement of purpose and function.
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Your mission statement draws on your belief statements. Your mission statement must be future oriented and portray your organization as it will be, as if it already exists. Your mission statement must focus on one common purpose. Your mission statement must be specific to the organization, not generic. Your mission statement must be a short statement, not more than one or two sentences.

Here is an example mission statement: "By providing quality education, we empower individuals to become caring, competent, responsible citizens who value education as a lifelong process." Benefits of Visioning The process and outcomes of visioning may seem vague and superfluous. The longterm benefits are substantial, however. Visioning:
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Breaks you out of boundary thinking. Provides continuity and avoids the stutter effect of planning fits and starts. Identifies direction and purpose. Alerts stakeholders to needed change. Promotes interest and commitment. Promotes laser-like focus. Encourages openness to unique and creative solutions. Encourages and builds confidence. Builds loyalty through involvement (ownership). Results in efficiency and productivity.

Vision Killers As you engage in the visioning process, be alert to the following vision killers:
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Tradition Fear of ridicule Stereotypes of people, conditions, roles and governing councils Complacency of some stakeholders Fatigued leaders Short-term thinking "Naysayers"

Exercise in Creating a Vision Take the time to assimilate this information, use the following example to exercise your planning techniques: It is five years from todays date and you have, marvelously enough, created your most desirable district. Now it is your job, as a team, to describe it - as if you were able to see it, realistically around you. Respond to the following questions:
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How has the job market changed? What have we done to prepare our students for success in this world? What do we as board members spend most of our time doing? How are our meetings structured?