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Title: Concord Academy-Petoskey


1
Concord Academy-Petoskey
  • Learning from its History
  • Examining its Present
  • Creating its Future

Presented By Triple L Enterprises Larry L.
Lindquist April 13 14, 2007
2
VISIONING
  • Do not go where the path may lead go where
    there is no path and leave a trail.
  • Ralph Waldo Emerson
  • Where there is vision everyone learns, not
    because they have to, but because they want to.
  • Peter Senge

3
Historical Perspectives on Concord
Academy--Petoskey
  • Presented by
  • Kim Overton
  • Co-Founder
  • Former Director
  • Of
  • Concord Academy-Petoskey

4
FROM THE BEGINNING
TO THE PRESENT
5
FROM THE PRESENT
  • TO THE FUTURE

6
TEAMWORK
WERE ALL IN THIS TOGETHER
7
(No Transcript)
8

9
EYE TEST
  • Count every F in the following text
  • FINISHED FILES ARE THE RESULT OF YEARS OF
    SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF
    YEARS . . . .
  • FINISHED FILES ARE THE RESULT OF YEARS OF
    SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF
    YEARS . . .

10
(No Transcript)
11
Group Reflection
  • Why are you here?
  • What do you hope to gain from this process?
  • What understandings or information do you want to
    leave with that you didnt have before you came?

12
WHAT IS A GREAT ACADEMY?
  • What does a great academy look like?
  • What characteristics does a great academy
    possess?
  • What are the key elements that must be in place
    for Concord Academy--Petoskey to be a great
    academy?

GROUP EXERCISE
13
CHARACTERISTICS OF A GREAT ACADEMY
  • Student Achievement SuccessState and Federal
    guidelines
  • High rate of student retentionReturn rate
  • High rate of staff retentionProgram continuity
  • Positive academy cultureenvironment for teaching
    and learning
  • Established written method to evaluate leadership
  • Facilities that follow the functionassist to
    implement the vision
  • Alignment of vision, mission, beliefs,
    curriculum, instruction, assessment, etc.
  • Human and financial resources directed toward
    implementation of vision, mission, and beliefs
  • Compliance with laws and contracts
  • Strong leadership directed at accomplishing the
    vision, mission, beliefs adopted by the Board of
    Directors

14
GETTING FROM DREAMS . . .
TO REALITY . . .
15
HOW CAN WE DO THIS?
  • First, by recognizing that, in general, education
    has suffered from a terminal disease of
    certainty.
  • If you always do what youve always done, youll
    always get what youve always got.
  • Understanding the need to adapt our mind set
    about education to meet the needs of a changing
    global society.
  • So what changes have effected education over the
    last two decades?

GROUP EXERCISE
16
THE EFFECTS OF CHANGE ON EDUCATIONAL REALITY
  • The trouble with our times is that the future is
    not what
  • it used to be.
  • CATEGORIES OF CHANGE
  • Social
  • Educational
  • Political
  • Economic
  • Demographic
  • Technological
  • Others

17
SECOND AND THIRD WAVE COMPANIESAdapted from John
Sculley, Odyssey, Harper Row,
18
A LOOK AT THE WORK ENVIRONMENT
20th Century Independent Semi-skilled/skilled Ma
nagement as Problem Solvers Supervisor
FocusRoutine Some Data Shared
21st Century Interdependent Multi-Skilled Worker
s as Problem Solvers Supervisor
Focus Improvement Timely/Data-Based Results
19
Work EnvironmentPage Two
  • 21st Century
  • Many Teams
  • Fewer Job Classifications
  • More Flexible Organizations
  • Integrated Support Groups
  • Our Problem
  • Embrace Change

20th Century Some Teams Many job
classifications Semi-Flexible Organizations Depa
rtmentalized Their Problem Resist Change
20
A CHANGING EDUCATIONAL WORLD??
INFORMATION AGE Learner-Centered Participatory Coo
perative Multiple paths Diverse Results-Based
(Data Driven)
INDUSTRIAL AGE Teacher Centered Authoritarian Com
petitive Single-path Uniform Time-based
21
MICHIGAN CAREER EMPLOYABILITY SKILLS
  • APPLIED ACADEMIC SKILLS
  • CAREER PLANNING
  • DEVELOPING AND PRESENTING INFORMATION
  • PROBLEM SOLVING SKILLS
  • PERSONAL MANAGEMENT SKILLS
  • ORGANIZATIONAL SKILLS
  • NEGOTIATION SKILLS
  • UNDERSTANDING SYSTEMS
  • USING EMPLOYABILITY SKILLS

22
  • According to our sources, chartered public school
    academies are expected to teach good nutrition
    habits give specialized instruction for the
    hearing impaired, the blind, and the
    neurologically impaired treat the emotionally
    impaired train the mentally challenged teach
    the gifted do eye testing, teach first aid,
    insure 100 immunization, provide counseling,
    assist in disease prevention, provide education
    about drug, alcohol and tobacco abuse, help
    students develop political know-how, provide
    anti-bullying techniques, develop civic
    responsibility, maintain birth information and
    age certification data, provide instruction in
    good health care provide civil rights and racial
    tolerance, foster integration, teach the
    principles of free enterprise assist in career
    planning, report suspected child abuse teach
    telephone manners and etiquette, eradicate head
    lice, scabies and other diseases,

23
  • assist in school and community fund raising
    provide vocational training, serve hot lunch and
    breakfast, teach bicycle safety, teach the
    difference between good and bad touching promote
    physical fitness, provide bilingual instruction,
    foster metric education, teach consumer
    education, follow due process when dealing with
    discipline issues, protect student privacy,
    eliminate sexual harassment and discrimination,
    develop an appreciation of other people and
    cultures, promote the use of technology and other
    sources of information, build patriotism and
    loyalty to the ideals of democracy, build respect
    for the worth and dignity of each individual,
    develop entry level job skills, teach money
    management, develop a curiosity and thirst for
    learning, develop leisure time skills, teach
    pride in work, build a feeling of self-worth,
    teach problem solving and critical thinking,
    avoid teaching religion, deal with peanut
    allergies and bee stings, complete the LSSU
    compliance AOIS requirements . . . . . AND

24
  • Oops! I almost forgot . . . . teach reading,
    writing, science, social studies and math too!

25
The implementation of genuine school reform
requires transforming the belief system, norms,
values and underlying assumptions about reality.
. . it represents a mind, heart, and soul
transplant. John HilarySome might say
that this means a total cultural change within a
school.
26
THE CHALLENGE
In the barrage of suggestions for improvement
offered to education every day, we may feel like
a mosquito in a nudist colony, we know what we
must do, we just dont know where to begin.
27
Stages of the Grieving (Change) Process
  • 1. Denial
  • 2. Anger
  • 3. Bargaining
  • 4 Depression
  • 5. Acceptance
  • Elizabeth Kubler-Ross

28
What is the Business of Our Business?
  • Curriculum Frameworks
  • Curriculum Alignment
  • Teaching for Mastery
  • Multiple Assessments
  • School Imp. Frameworks Action Plans
  • Data Based Achievement for Kids

The main thing is to MAKE the main thing, the
Main Thing! George Labovitz and Victor
Rosansky The Power of Alignment
29
  • So how do we get there, that is, to the great
    academy we envisioned earlier this evening?
  • Setting a course for tomorrow . . . .

30
Elements of a Quality Organization (Academy)
  • A Board of Directors with Vision and Tenacity
  • Vision Statement
  • Mission Statement
  • Beliefs Statement
  • Strategic Plan
  • School Improvement Plan (SIF Frameworks)
  • Action Plans with Goals and Objectives
  • Visionary yet Open Minded Leadership
  • Dedicated Staff as Effective Team Members
  • Involved parents and community

31
The Role of a Board of Directors in a
Successful Academy
  • Set direction for the academy vision, beliefs,
    and mission statements
  • Hire and monitor for continuing competent
    leadership
  • Adopt and monitor a strategic plan to implement
    vision
  • Develop, adopt, and monitor the budget
  • Adopt and follow Board policies
  • Monitor student achievement

32
The Role of a Board of Directors in a
Successful Academy
  • Monitor customer satisfaction
  • Model a cooperative working spirit teamwork
  • Conduct Board self-assessments
  • Monitor progress at achieving the Boards vision
  • Ask tough questions and expect follow up
  • Establish high expectations for success
  • Ensure compliance with legal and contract
    requirements

33
Components of a Strategic Direction
  • Beliefs . . .

What we honor and believe, thus how we do things
at CA-P (Core Values)
Mission . . .
Why do we exist, what business are we in? What
do we do?
Vision . . .
The mental picture of the future you wish to
create. Where are we going?
34
BELIEF STATEMENTS
  • We believe that every child can and must learn
    the academic knowledge, personal management
    skills and attitudes necessary for success in
    life.
  • We believe our most important task is to help
    each student develop a positive self-image both
    personally and academically.
  • We believe our students must learn to be
    effective and conscientious citizens in our local
    and world community.
  • We believe we must foster cooperative commitment
    to education among our students, parents, staff,
    community and governmental agencies because such
    cooperation is prerequisite to a successful
    educational program.

35
BELIEF STATEMENTS
  • We believe that we have the responsibility and
    ability to adjust the learning environment so
    that all students will learn.
  • We believe in the worth of every student.
  • We believe that we must achieve quality in all we
    do.
  • We believe our students must understand and
    contribute to the needs and well-being of others.
  • We believe our students must acquire the basic
    skills, habits and attitudes needed for
    successful careers and life-long learning.
  • We believe that we must set high expectations for
    staff and students alike.

36
  • WHAT ARE THE BELIEFS (CORE VALUES) HELD TO BE THE
    PILLARS OF
  • CONCORD ACADEMYPETOSKEY?

GROUP EXERCISE
37
MISSION STATEMENTS
  • A mission statement is a short, succinct,
    statement that describes the major purpose of the
    organization.
  • The mission statement addresses the following
    points What do we care most about? What
    business are we in? What is so important about
    what we do? What is the driving force for our
    actions?
  • A mission statement clearly expresses the groups
    commitment, beliefs, and acceptance/ownership of
    responsibility.
  • A mission statement focuses on the bottom line of
    the groups purpose and impact on those it
    purports to serve.
  • A mission statement inspires attitudes and
    actions consistent with the noble cause
    expressed in the groups vision statement.

38
SAMPLE MISSION STATEMENTS
  • ABC Academy recognizes and accepts the
    responsibility to educate each student to become
    a productive caring member of an ever-changing
    global society.
  • XYZ Academy will transition high risk girls into
    productive and healthy adulthoods through a
    comprehensive continuum of care that
  • Fosters emotional healing
  • Creates a safe and stable environment
  • Improves family relationships
  • Builds moral development consistent with
    individual beliefs
  • Increases personal competency and responsibility
    in relationships, and
  • Improves educational and vocational
    performance.
  • Do these mission statement meet the criteria
    that we just reviewed? Why or why not?

39
Concord AcademyPetoskeyMission Statement
  • Concord will provide an inspiring and
    challenging educational environment conducive to
    critical and creative thinking by integrating a
    strong fine arts program into the traditional
    academic curriculum.
  • Does the Concord AcademyPetoskey mission
    statement meet the criteria we just reviewed?

40
TEAM/TEAMWORK
  • WHICH OF THE FOLLOWING WORDS OR PHRASES BEST
    DESCRIBES THE WORD TEAM OR TEAMWORK ? WHY?
  • Serving one constituency Synergy
  • Reporting to one boss Co-operation
  • A group of people Sharing one aim
  • Whole gt Sum Working together

41
Vision
The future of PSA depends on the of
its Board of Directors!
42
VISIONING
  • When Alice in Wonderland was wandering in
    Wonderland, she came to a crossroad where she met
    the Cheshire Cat.
  • Which path should I take from here? asked
    Alice.
  • The cat replied, That depends on where you
    want to get to.
  • I dont much care where, said Alice.
  • Then it doesnt matter which path you
    take, said the cat.

43
Vision What is it?
  • Webster Dictionary Definition (vi-sion) n.
  • A picture formed in the mind visions of
    greatness.
  • Bill Blockker Definition of Vision (adapted) A
    succinct statement that uses simple, but emotion
    laden words to describe the ideal.
  • Marilyn Semonics Definition of Vision Vision is
    a clear, specific and inspiring description of
    the desired state.

44
VISION
  • A vision is . . .
  • Your mental PICTURE of the FUTURE YOU PREFER TO
    CREATE . . .A detailed description of what your
    organization will look like when operating at its
    IDEAL BEST.

45
Characteristics of Vision
  • It must conjure up a vivid picture of the ideal.
  • It must be both in ones head and heart.
  • It must stretch the group for which it is
    designed.
  • It must be magnetic for everyone in the
    organization.

46
SAMPLE VISION STATEMENTS
  • ABC Academy is dedicated to providing a safe and
    nurturing environment for women and their
    families so that they reach their full potential.
    Our focus is to build strong individuals and
    families with a positive foundation of values
    while providing a quality education leading to
    gainful employment thus ending the cycle of
    abuse, neglect and poverty.

47
SAMPLE VISION STATEMENTS
  • Every ABC Academy student will attain mastery of
    essential academic skills, demonstrate exemplary
    character, and understand his/her unique
    giftedness, becoming confident leaders and
    life-long learners.
  • The vision of ABC Academy is to become an
    exemplary, fully accredited public school academy
    that provides academic skills that are mastered
    by 100 of our students who will be prepared to
    contribute to society and continue to learn.

48
  • SAMPLE VISION STATEMENT
  • Bright Star Academy will ensure that
  • No less than 95 of its students master and apply
    academic skills at a level that exceeds State
    standards
  • All students become adaptable, flexible life-long
    learners capable of meeting the needs of our
    ever-changing society and world
  • The academy produces self-aware, intrinsically
    motivated students who master and demonstrate
    exemplary oral and written communication skills
    as a platform to ensure the future success of
    each graduate
  • The academy becomes the center of community
    physical, cultural, and educational development.

49
Vision Statement Criteria
  • Do the previous sample vision statements
  • Offer a mental picture of the future that the
    academy wishes to create?
  • Do these statements provide
  • A detailed description of what the academy will
    look like when operating at its ideal best.
  • Do the statements
  • Conjure up a vivid picture of the ideal.
  • Appeal to both ones head and heart.
  • Stretch the group for which it is designed.
  • Appear to be magnetic for everyone in the
    organization.

50
SAMPLE VISION STATEMENT FORMATS
  • Concord Academy-Petoskey will ____________________
    _
  • Every student at Concord Academy-Petoskey will
    _______________
  • The vision of Concord Academy is to
    ____________________
  • Concord Academy-Petoskey will educate its
    students to become ______________________

51
WHAT SHOULD WE INCLUDE IN OUR VISION?
  • Targeted student population
  • Grade Levels Served (Elementary, MS, Secondary,
    K-12)
  • Academically gifted
  • College Preparatory
  • Academically challenged
  • Culturally underprivileged
  • Homeless
  • Suspended/expelled youth
  • Program based
  • Career Preparatory
  • Community Service
  • Learning Styles Based
  • Collaborativeparents, students, staff, community
  • Character Development
  • Community Center based
  • Integrated Technology
  • Leadership Development
  • Arts Integration

52
WHAT SHOULD WE INCLUDE IN OUR VISION?
  • Personal Qualities
  • Develop the whole child physically, morally,
    emotionally, socially
  • Good written and oral communicators
  • Civic mindedcommunity involvement
  • Focused on common good
  • Family atmosphere
  • Collaborative spirit
  • Caring, self-disciplined students
  • Achieving above State standards
  • Good conflict management skills

53
  • What is your
  • VISION
  • For Concord Academy--Petoskey?
  • Using the information from the previous slides,
    we (you) are going to create a vision statement
    for Concord AcademyPetoskey!

54
  • GROUP EXERCISE
  • Divide into groups
  • Elect a secretary and spokesperson who will write
    and report your results
  • Discuss what key statements you would like to see
    in the Concord Academy--Petoskey Vision
    Statement. What is the ideal that you wish to
    create? Use the keys that were presented about
    what a vision statement should include or be like
    as a guide for your work.
  • Post your results on the wall.
  • We will identify priorities using a group
    process, and then compare the results as a whole
    group.

55
SO NOW WHAT???
  • You have belief, mission and vision statements
    that should provide the emotion, content and
    direction necessary for Concord Academy-Petoskey
    to become a GREAT ACADEMYLike the academy first
    identified last night.
  • There are few if any excuses for failure to
    implement vision, but, . . .

56
SIGNS OF A STRUGGLING SCHOOL CULTURE
  • Focus is not on the business of our business
  • Focus on personalities not vision, mission,
    beliefs, SI goals
  • Appearance of destructive sub-culturesus versus
    them lack of teamwork
  • Tolerate mediocrity in the interest of
    tranquility
  • Failure to use the established vision as a
    decision screen
  • Lack of intentionality--lack of a strategic plan
    or long-range goals
  • School Improvement Plan isnt used to drive
    change
  • Limit professional development
  • Dont acknowledge or reward employees who perform
    well for fear others will be jealous.
  • Never, ever change. Do things the way they have
    always been done.
  • Individual people or groups of people try to
    maintain control.
  • Unwillingness to listen to and involve all
    constituencies.

57
KILLER PHRASES
  • A SWELL IDEA, BUT . . . WEVE NEVER DONE IT
    THAT WAY . . . .
  • ITS TOO MUCH WORK . . .
  • WE DONT HAVE THE TIME . . .
  • ITS TOO EXPENSIVE . . . .
  • WEVE TRIED THAT BEFORE . . .
  • TOO MUCH PAPERWORK . . . .
  • THERE ARE BETTER WAYS THAN THAT . . .
  • I JUST KNOW IT WONT WORK . . . .
  • LETS NOT STEP ON THEIR TOES . . .
  • IF THIS IS SUCH A GOOD IDEA, THE TRADITIONAL
    PUBLIC SCHOOL WOULD BE DOING IT . . . .
  • WERE TOO SMALL FOR THAT . . .
  • HAS ANYONE ELSE TRIED IT? . . . . WE DONT
    HAVE THE MONEY . . .
  • TOO MODERN . . . .
  • THATS NOT THE WAY STEVE AND KIM WOULD HAVE
    DONE IT . . .
  • TOO OLD FASHIONED . . .
  • WHY START SOMETHING NEW? . . . .
  • THE TEACHERS ARE TOO NEW . . .

58
DECISION MAKING
  • Consensus
  • Positional
  • Input
  • Site Based

59
  • The art of not blocking
  • (Get on the train or find another trainJim
    Collins From Good to Great
  • Sounds so simple, but oh how hard it is sometimes!

60
TEAMWORK VERSUSCONFLICT
  • Conflict is the natural tension that sometimes
    arises among those who share different
    perspectives on similar topics or ideas. When
    this occurs, conflict can result because were
    not all on the same train. Consequently,
    teamwork and group productivity suffer.

61
  • PRACTICE DISCREPANCY LEADERSHIP

62
NEXT STEPS
  • Now that you have Belief Statements, Vision and
    Mission Statements and you recognize some of the
    pitfalls of not focusing on them where do you go
    from here?
  • Strategic Plan
  • Goals/Objectives
  • Alignment of curriculum, instruction, assessment,
    budgeting, staff development, SIF
  • School Improvement Action Plans to implement the
    items above
  • Development of conflict resolution model as
    needed

63
The Success Cycle
  • The smarter you work

COGNITIVE and AFFECTIVE DOMAINS
The more you like it
The better you perform
The better you feel
64
  • Accomplish all of this and you will be well on
    the road to becoming . . . . . . . .
  • THE GREAT ACADEMY YOU DESCRIBED LAST NIGHT!!
  • Best wishes as you journey
  • down that pathway to success!

65
Concord Academy-Petoskey
  • Learning from its History
  • Examining its Present
  • Creating its Future

Thanks for the opportunity to share with you
this weekend
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