purposes. The first section is established for those wanting a quick picture of the district’s purpose and
long term goals. The second section more specifically defines performance indicators that answer how
stakeholders will know if our goals have been met. The third section details specific actions or tasks
(what will be done); assigned responsibility for each task (who will do it); determined costs and
allocated resources (how we will support it); and the established start and completion dates (when it will
be done). In order to address the diverse backgrounds of those involved, a glossary was developed so the
vocabulary used was consistently understood by all involved. Both long-term purpose and short-term
goals are made crystal clear in the CIP.
To better involve diverse members of the community our most recent CIP process was built around a
new approach for the district. Facilitators from Case Western Reserve University teamed up to engage
the district in a process called Appreciative Inquiry to develop the 2010-2013 Continuous Improvement
Plan. The model had been used by district partners such as the Cleveland Clinic and the Martha Holden
Jennings Foundation to develop bold goals and solid plans to support those goals. The district committed
to the process in an effort to engage a broader group of stakeholders and to stretch goals in an effort to
redefine excellence in Westlake.
As a result, many were engaged at various stages to provide input, culminating with an Education
Summit in June, where the entire community was invited to participate. Over one hundred people were
involved in developing the new plan in various stages including students, corporate and higher education
partners, civic leaders, parents/community members, teachers, support staff, administration and all five
members of the Board of Education. The CIP Core Team planned for a thirty-six member representative
steering committee to engage in the appreciative inquiry process in March. This set the stage for a day
and a half Summit in June for the greater community, where one hundred and nine community members
helped define the critical components that characterize excellence in Westlake. The former Executive
Director of Cleveland’s NASA Glenn Research Center, Dr. Julian Earls, was the keynote speaker, and
all groups had a forum to provide input on capitalizing on our strengths to ensure Westlake builds on the
strong tradition of excellence established over the years.
A committee of nineteen then took the ideas generated from the Summit to write several drafts of the
new CIP. These drafts were then reviewed by additional Summit participants via who expressed an
interest in providing input during the draft process. Lastly, a staff group was called to review the tasks,
responsibilities, resources, and timeline portion of the plan to ensure they were clearly defined and
provided the right guidance and structure to achieve the CIP goals.
An auditing component is an integral part of ensuring the plan is utilized effectively. A representative
stakeholder group from the Summit reviews the plan and progress twice annually. Additionally, the plan
is reviewed on a regular basis internally and utilized when making all district decisions.
Our entire district communication plan is styled to make sure that with every mailing, email, newsletter
and presentation, our mission is clear and our actions are consistent with the values of our community as
defined through this process. The communications themselves are important, but the key to effective
communication is to make sure it is two-way. High involvement in the CIP and district decisions is what
makes our communication and plan work best for our students.
Professionalism
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