Developing a Dynamic Action Plan
Now, the real fun begins at Guidepost #4. Your core steering committee needs to agree on a vision for your program and anchor it in some solid planning by establishing some measurable goals and the means to achieve those goals. Be certain that the initial draft plan is shared broadly and open to feedback.
One of the tasks associated with this Guidepost is to make that vision clear to all. Make certain that your school or district's mission statement, belief statements, handbook, Web site, faculty and committee agenda reflect these vision and goals. Some schools often find themselves at this Guidepost, believing that the stakeholders do share the vision, but then fail to make them part of school culture in tangible ways. For example, check to see if your district has established core ethical values, as required by N.J.A.C. 6A:16-7. Perhaps this will afford you an opening to promote your program.
Figuring out the ways to achieve those goals is the second half of your dynamic action plan. Here, the research you have done in Guidepost #2 comes into play-determining which specific means will help you achieve your vision. Many strategies are helpful in achieving your goals: meaningful professional development for the whole staff; voluntary staff observation of each other; mentoring by another school with a successful character program; sending your staff to conferences and seminars and utilizing their knowledge to turnkey programs; small group reporting and systematic input by focus groups; developing periodic and structured assessments of progress. You may need to look ahead to Guidepost #7 at this point to make sure you are constructing an assessment process that is logically related to your intended outcomes.
The important way to view your action plan is that it is a truly dynamic vehicle. As you encounter inevitable setbacks due to unanticipated problems or roadblocks or see new opportunities that will take you in unexpected directions or give you opportunities to enrich your original vision, take stock of the impact on your plan, make adjustments to it and share the revisions with your key stakeholders. Your plan needs to be a record of accountability, progress, and a way to take clear bearings for the next phase of your journey.
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