Qualities of an Effective Organization for High Student Achievement Results

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Mission driven. The mission drives priorities, use of resources, alignment of all
responsibilities. All roles and major activities are explained in reference to the mission.
Organizational structure. Designed around strategic priorities related to the mission,
as well as major functions for organizational performance and sustainability.
Role definition including decision making limits and extent of responsibility.
Goals. Toward what tasks and outcomes are we driving and for which is each individual
accountable?
Leverage leadership impact. Reduce overlapping/redundant leadership activity.
Recognize need for both communication and approval. Clarify when this is need-toknow, monitoring, advising, or approving.
Leverage use of time (especially in meetings): agendas, prioritization, purposes,
facilitation, timekeeping, clarity around decision v. discussion v. sharing.
Prioritization. Focus energies on highest priorities v. squeaky wheels. Ensure
investment in long-term goals in the face of short-term demands.
Enable action. Consistency and follow-through; not holding others back when followthrough can't happen. Consider defaults: when x doesn't happen by y time, z will move
forward as opposed to z can't move until x happens.
Culture of trust and reliability: data driven, reliable, accountable, urgent; supportive,
trusting, forgiving. Help each other to avoid gossip and negativity; support each other to
be accountable and hold others accountable; build relational trust within the team and
organization.
Regulatory compliance. This is necessary but not the rationale for major activities or
decisions. The mission is the rationale for major activities and decisions; regulations
establish parameters within which we must operate.

 EXECUTIVE ROLES AND KEY RESPONSIBILITIES
Superintendent – As District Chief Executive
retains ultimate responsibility and
accountability for all district staff.

CAO

External face and head of the district
R/A

Oversee Educational Program including
curriculum, instruction and assessment
R/A

Oversee community engagement and PR;
defining key messages on issues
R/A

Oversee student services: special education,
health services, wrap-around support services,
discipline
R/A

Oversee press relations, publications,
communications
R/A

Oversee strategic planning process
R

Oversee board relations and governance, board
professional development
R/A

Oversee professional development of principals
(leadership team) (in consultation with Exec
Team)
R/A

Oversee relations with external stakeholders, e.g.,
CDE, CASE, CASB, Town Councils
R/A

School improvement planning
R/A

Regulatory compliance for governance, SAC,
1338 Council
R/A

Regulatory compliance with CDE, OCR, as
applies to curriculum, instruction, graduation
requirements, civil rights
R/A

Extended learning opportunities through
community partnerships; manage contracts and
relationships (Exec Team as ‘S’)
R/A

Supervise Programs: ECE, Pre-collegiate, Family
Resource Center

Supervise Elementary and Middle Schools

Supervise High Schools and Turnaround Schools

R/A

R/A

Oversee leadership team functions and meetings
R/A
Oversee Athletics
R/A

Proposed Team Norms (DRAFT)

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Fully support one another: demonstrate respect for one another via honest
communication; espouse key values and decisions; speak publicly with one voice
Leverage strengths and style differences.
Use the RASCI model to define team roles; play our positions; ownership but not a blank
check; don’t write checks out of other people’s ledgers.
Look to the future.
Establish meeting norms to increase efficiency and effectiveness: agendas, outcomes,
facilitation, timekeeping, digital invites, etc.
Honor deadlines and commitments; allow work to move forward when you can’t
complete your part.
Stay mission driven and strategic: honor time (2x monthly) for strategic planning and
monitoring; commit to check-ins (2x monthly) to communicate and problem-solve;
reference decisions to strategic goals and values

RASCI
To create clarity and efficiency leading to great teamwork
R THE "R"- person who is RESPONSIBLE (imp’t: 1 PERSON only)
A APPROVER- person who makes the final decision
S SUPPORT(ers)- person(s) who do some leg work for "R"
C CONSULTS- people who provide insight to help (do not do work per se, nor get a vote)
I INFORM- people the “R” tell what is happening at the end
Project Planning Tool (DRAFT)
Project Name:
Start Date:
Finish Date:
Project Purpose: Why are we doing this?
Project Goal: What’s the goal of the project; what’s the expected outcome?
Evidence of Success: How will we know when we’re done?
Major Milestones/Deliverables and Due Dates:
Who needs to be involved to get it done?
(R) Responsible Project Manager:
(A) Project Approver:
(S) Project Supports:
(C) Project Consultants:
(I) People who need to be Informed:

 Special Projects and Project Leads
Superintendent

CAO

Oversee update of board policies

Strategic plan oversight and implementation

R/A
R/A
Pass the Bond
R/A
Ensure reciprocal and responsive modes of
community engagement

R/A
Communications plan for every school (build on
district templates)

Ensure facilities designs meet educational
program needs
R/A
Shift from emphasis on evaluation to emphasis on
coaching; create new evaluation tools, rubrics in
keeping with SB191 but not bound by state work
products
R/A
Newcomers program and wrap-around support

R/A
R/A
Capitalize on community resources: RFS
Foundation; other partners
R/A

Alternative Education

Expanded learning opportunities through
community partnerships

Advisory crews and character education program
development and implementation
R/A

R/A

R/A
Coordinate community and parent surveys

Coordinate staff and student surveys

R/A
Enhance customer service in schools and
throughout the district
R/A

Create a college-going culture: graduation
requirements; college counseling; pre-collegiate
program
R/A
High quality leader in every school: induction, PD,
goal-setting model
R