The role of the school librarian is evolving from keeper of library materials to leader in school reform. The digital age has elevated information literacy from the mechanics of searching and finding to thinking and inquiry. To meet this challenge the library facility is reconceptualized as a learning environment and the collection as a dynamic process of curation and access. Library staff, including paraprofessionals, student peers, and parent volunteers are viewed as instructional support. Allocated budgets are supplemented by funding sources such as grants and donations. The school librarian, trained in Action Research, can realize the library as learning center as she systematically collects evidence, sets priorities, and constructs a Strategic Plan. This module brings together the processes of action research, including identifying a problem in practice, formulating a research question, collecting and analyzing data to conduct a Community Scan and School Library Needs Assessment. She will apply her findings to building a Strategic Plan that will transform the school library into a learning center, or improve its existing functions.
This guide is the fourth and final guide in the series and focuses on evaluating the processes and outcomes in the strategic plan.
Evaluation is central to strategic planning as it allows you to review what is and isn’t working on the school improvement journey. There are 2 types of evaluation you should consider:
Process evaluation examines whether practices have been applied in the way they were planned.
Outcome evaluation examines whether practices are having the desired effect on student learning.
Process and outcome evaluation both play key roles at different stages of a strategic plan’s life cycle.
This guide recommends practical steps for evaluating processes for improving practices, as well as the effect of these practices on student learning. We recommend reading this guide after you have read the third guide in this series, Selecting Practices to Deliver Improvement.
Educational consortiums pool their resources and work together to achieve common objectives. These consortiums have to carefully plan and communicate to ensure that all members benefit through the shared work. For example, smaller members may have access to additional resources but often volunteer to innovate and pilot projects that contribute to the shared knowledge base. It is this delicate balance of preserving member parity that prepares a well-functioning consortium to also keep equitable practices at the center of their work, for the students we ultimately serve as well as their represented districts and other partners. This handbook is the result of over four decades of leadership by CTE Directors representing districts in eastern Oregon and the facilitation of four Regional Coordinators housed by the InterMountain Education Service District. Although much of the operational information is specific to this region and career and technical education, we share it here as one example of how a group of people representing different communities of all sizes and demographics can come together through strategic planning to identify who is being underserved, in what ways, and how regional partners can work together to serve each and every student.
The eighth episode of "The Other Fifty Weeks: An Open Education Podcast", discussing strategic thinking with David Porter.
This guide is the third in a series of 4 and focuses on selecting practices to deliver improvement. Once you’ve prioritised the curriculum, pedagogical and assessment approaches that relate to each goal and target, you need to select practices to improve each approach and plan how to deliver this improvement. For the purpose of this guide, a practice is the practical application of an approach. This guide recommends practical steps for selecting practices that support your prioritised approaches, as well as for planning how to deliver improvement. We recommend reading this guide after you have read the second guide in this series, Prioritising Approaches to Achieve Each Goal. After reading this guide, we recommend you read Evaluating for Continuous Improvement.
Strategic planning is an iterative process that requires a purposeful investment of time. These guides are designed for flexible use alongside system supports, providing a starting point rather than a complete outline of everything schools must do. They are designed to help school leaders with strategic planning directly related to learning. School leaders may also choose to include aspects of school improvement that enable learning (for example, student wellbeing) using a similar approach. Some guidance may not apply in all contexts and may look different in schools of different sizes. Reasonable adjustments should be made to fit school context where necessary. This guide is the first in a series of 4 and focuses on setting goals and targets for student learning. In the context of this guide, a 'goal’ represents an aim for improvement in a learning area. A ‘target’ enables you to monitor progress towards this goal by measuring changes in the learning area over a specified time period (for example, by the end of the school term or year). This guide recommends practical steps for setting goals and targets for student learning. After reading this guide, we recommend you read Prioritising Approaches to Achieve Each Goal.
Root Cause of Inflation, describing Demand led inflation and Supply-led inflation.