Atlanta Board of Education

AdvancED/SACS “Required Actions” Project Team

January 26, 2011

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Welcome and Introductions

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Project Core Team – Members of the Atlanta Board of Education

Stakeholder Engagement Committee – TBD

Project Staff

— Dr. Alexis Kirijan – Chief Strategy and Development Officer / Project Facilitator

— Ms. Sharron Pitts – Chief of Staff

— Ms. Veleter Mazyck – General Counsel

— Mr. Stephen Alford – Director of Communications

— Mr. Keith Bromery – Director of Media Relations

— Ms. Panya Yarber – Special Assistant to the Chief Strategy and Development Officer/ Project Assistant Facilitator

— Dr. Howard Grant – Board Administrator

— Facilitators – APS Strategy and Development Team Members (as needed)

— Consultants, Mediator, Superintendent Search Firm, Policy Expert

— Representative Stacey Abrams and Beth Beskins – Governor’s Liaisons

— Dr. Mark Elgart or designees – SACS

Project Team

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Meeting Overview

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Agenda

Welcome and Introductions

Meeting Overview

Working Together

APS Project Management Framework

Break

Facilitated Discussions

Closing

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By the end of tonight’s meeting

Objective 1 – The Board will set meeting norms for how the meetings will be conducted

Objective 2 – The Board will approve a high-level timeline for completing the work and develop a work schedule for moving forward

Objective 3 – The Board will approve AdvancED/SACS Required Actions Project Charter

Objective 4 – The Board will finalize the Stakeholder Engagement Committee

Objective 5 – The Board will establish timelines and actions to:

— Secure a mediator/organization

— Secure a superintendent search firm

Meeting Objectives

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Working Together

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S-y-n-e-r-g-y

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Apollo 11 Space Mission (1969)

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Secretariat 1973 Triple Crown Champion

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Fall of the Berlin Wall (1989)

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World Wide Web Available to Public (1991)

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New Orleans Saints – Super Bowl Champions (2010)

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What Success Looks Like

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Mission – gives team direction and purpose. Teams have a clear mission. It may be short-term or long-term. The team must mutually agree upon purpose and mission

Commitment – team members must be committed to the purpose and the mission. Commitment may occur immediately or develop over the course of the work.

Rules of Engagement – The are the norms that provide the team with guidelines and a common set of procedures by which to operate. To be successful the whole team needs to play by the rules agreed upon.

Fundamental Elements of Teams

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Activity 1 – Setting the Working Norms

Activity 2 – Defining the Purpose

Fundamental Elements of Teams

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APS Project Management Framework

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APS Framework for AdvancED/SACS “Required Actions”

Develop Timeline

Develop Communication

Strategy

Plan and Approve Budget

Execute Action Plans Monitor Progress

Report Progress to Applicable Stakeholders

Documentation & Evidence

Submit Required Action Closure

Report

GETTING STARTED PLAN DO CHECK ACT REPEAT

CYCLE

Translate Strategy into Action Plans

Assign Project Manager

Conduct “As Is” vs. “To Be” Gap

Analysis for Each Required Action

Develop Strategies to Address the

Gaps

Map Action Plans to Ensure Alignment

and Optimize Resources

Adjust Actions as Needed

Lessons Learned/Next Steps

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High-Level Proposed Timeline

(January 2011 – September 2011)

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Activity 3 – Draft Calendar Development

Activity 4 – Review and Approve Project Charter

APS Project Management Framework

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Break

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Facilitated Discussions

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What makes a successful team?

What are the characteristics of an effective team member?

What are the strengths on this team to get the work done?

Building Effective Teams

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Why have a stakeholder engagement committee for this project?

to assure that the decision addresses as many different stakeholder interests as possible;

to increase the probability of a creative outcome;

to build broad-based support for the decision made by the board; and

to assist in communicating and facilitating implementation of the decisions.

Other-----

Building Effective Teams

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1. Appropriate level of engagement: What is the expectation of this committee?

Educating: board makes decisions and provides information to stakeholders about policies that affect them.

Soliciting Input: board generates strategies and gains input from stakeholder group in interactive work sessions.

Recommending: Stakeholder committees work independently and bring recommendations to the board to accept or reject.

Approving:

Disseminating information

Other involvement---------

Board Decisions Prior to Selecting Stakeholder Engagement Committee Members

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2. Establish meeting formats and locations for stakeholder engagement committee:

Where will meetings be held?

Times and dates?

Type of meeting?

Board Decisions Prior to Selecting Stakeholder Engagement Committee Members

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3. Decide on the composition of the stakeholder engagement committee:

What stakeholder groups should be represented on the committee?

Board Decisions Prior to Selecting Stakeholder Engagement Committee Members

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Board Decisions Prior to Selecting Stakeholder Engagement Committee Members (3)

3. Decide on the composition of the stakeholder engagement committee: • What stakeholder groups should be represented on the committee?

Organizations:

Students

Parents

Employee

Community-at-Large

Non-Profit Community

Office of the Mayor of Atlanta

Office of the Governor of Georgia

Georgia State Board of Education

Georgia business Community

Atlanta Education Fund

Representative from the Georgia Higher Education Community (Colleges/Universities)

Other

Organizations:

Students

Parents

Employee

Community-at-Large

Non-Profit Community

Office of the Mayor of Atlanta

Office of the Governor of Georgia

Georgia State Board of Education

Georgia business Community

Atlanta Education Fund

Representative from the Georgia Higher Education Community (Colleges/Universities)

Other

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Board Decisions Prior to Selecting Stakeholder Engagement Committee Members (4)

4. Characteristics of stakeholder engagement committee members:Representatives • have support and confidence of their groups• are able to communicate effectively the work and the decisions of the team to the stakeholders they represent.• have a proven record of working effectively with others who may have different work styles and interests• can make time commitment to actively participate in the entire process•are able to listen to and acknowledge the perspective of others.•are willing to acquire the information through the process that is required for effective participation• are directly impacted by the decisions•have information, experience, insight that will be helpful in developing strategies•have influence to help implement strategies and support or block progress•Have a sincere vested interest in the work• have been champions or critics of your work in the past•Other criteria you think is important--------

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Activity 5 – Selecting a Stakeholder Engagement Committee

Project Team

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Matrix

The stakeholder identification matrix helps to bring transparency and clarity to the process of identifying stakeholders

Step 1 – List potential stakeholder groups

Step 2 – Suggestions from Board members

Step 3 – Differentiate from the long list clusters that might be grouped as one

Step 4 – Review the rationale of why stakeholders are considered important

Step 5 – Determine relevant stakeholders that need to be considered:

— Important to the project

the project directly affects them

Influence others and positively impact the project’s outcomes

influence is in fact the extent to which a stakeholder is able to communicate in a positive way the many variables that affect the project

Impacts the project’s outcomes positively

impact is resources the stakeholders bring to the table for success of the project

Step 6 – Finalize stakeholder committee

Step 7 – Personal contact to perspective stakeholder

Step 8 – Board resolution naming stakeholders

Step 9 – Introduction of stakeholders to the public

Step 10 – Invitation to stakeholder engagement committee kick-off meeting

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Solicitation Process

Mediator/Organization and Superintendent Search Firm

Review solicitations

Timeline

Next Steps

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Closing

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Closing

For the good of the order

Review of action items

Homework

Agenda building for next meeting

Meeting evaluation