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Operating Principles

These operating principles ensure that our work is focused on systematic change or change that involves new ways of applying resources to underlying causes. Systemic change happens when an outcome or goal has been attained; the result is either that the cause of the problem is eliminated, or programs, policies funding streams and/or services are permanently altered to reduce the impact of the problem on a long-term basis.

  1. Enable all learners to be successful.
  2. Align support for district Local Control and Accountability plans.
  3. Honor and value multiple and diverse needs and perspectives. 
  4. Shared commitment and responsibility for educating toward a thriving and prosperous community.
  5. The work is generational. 
  6. Comprehensive and multifaceted approach.
  7. Achieve the Countywide Vision goal of preparing all children from Cradle to Career.

Guiding Principles (Behavioral Norms)

  1. Agendas of individuals and organizations are left at the door.
  2. Boards and teams adhere to and support the defined principles, structure and process. 
  3. Resources are shared when possible, and competition between and among participating organizations. 
  4. The board and teams process is collaborative. 
  5. Conversations should represent multiple perspectives in the room; air time/input should be monitored and managed so that all voices are heard.
  6. Board and team members share responsibility for providing input.  Silence means consent. 
  7. Members hold each other accountable for results. 

Process Principles

  1. Teams design plans and projects around specific, measurable outcomes including the Cradle to Career Roadmap success indicators and Alignment SBC outcomes. In phase 1, teams are working to support the Linked Learning Regional Hub of Excellence.  
  2. Boards and teams clearly align developed plans and projects, initiatives, teams and resources behind  district LCAPs, Alignment SBC outcomes and the Countywide Vision goal of preparing all children from Cradle to Career. 
  3. Teams are primarily tasked with determining how to accomplish support needed (as defined in #1).  The Operating Board and Action Teams may choose to undertake work that supports areas in #1; however, this is not their primary function. 
  4. Teams are accountable to the Operating Board.
  5. Operating Board is accountable to Executive Board. 
  6. Executive Board is responsible for communicating with the Operating Board and (by proxy through the Operating Board) Action Teams.