About Us » Strategic Plan

Strategic Plan

 

EAST VALLEY SCHOOL DISTRICT

Strategic &

District Improvement

Plan

 

2017 - 2021


 


 

East Valley School District Improvement Plan Process

 

History

 

2001                   East Valley School Board adopted achievement goals

2002 – 2007       Achievement goals are reviewed, enhanced, and modified annually by district administrators and approved by the school board

2007 –                 A strategic plan was developed

2008 – Present    East Valley School District receives “in improvement status” and builds upon previous work to annually refine the District Improvement Plan

2011                    East Valley School District Strategic Plan Committee reviewed and updated the District Strategic Plan for years 2011 – 2015

2013                    East Valley School District Strategic Plan Committee reviewed and updated the District Strategic Plan for years 2013 – 2017

2017                    East Valley School District Strategic Plan Committee reviewed and updated the District Strategic Plan for years 2017 – 2021

 

Purpose

The District Improvement Plan is designed to be a living document, flexible to be modified upon review at least annually. East Valley school board, district administrators, and principals will use this as their guiding document for improvement.

 

Revisions

Revisions to this document can be made through the approval of the district ILT (instructional leadership team), the superintendent, and the East Valley school board.

 

Monitoring of the implementation of this document will be conducted by the Superintendent and Assistant Superintendent on an ongoing basis.


 


Initiative #1

Ensure continuous student academic improvement

 

GOAL 1:      Provide students with a relevant, engaging, standards-based education that includes materials and instruction that transitions from level to level ensuring alignment with the East Valley School District adopted standards.

 

Strategy

Activities

Date

Expected / Completed

Person/People Responsible

Lead Person/Other

Evidence of Implementation & Impact

Review instructional materials to ensure alignment with district grade level adopted standards.

 

1.  Align district instructional material with district grade level adopted standards.

 

2.  Identify gaps in materials needed to address the appropriate standards.

Annually, content to be determined by the adoption cycle.

 

 

 

Lead: Asst. Supt.

Support: Principals, Teachers, DIET

 

Instructional materials alignment tools as appropriate

 

Provide necessary research-based instruction materials.

 

 

 

 

1.  Adoption committees are formed to determine needs for instructional materials for adoption.

 

2.  DIET reviews work of adoption committees, reviews materials for bias, alignment and recommends adoption to board.

 

3.  Materials ordered for distribution

Annually

 

 

Prior to recommendation to School Board

 

 

 

By May of each year

Lead: Asst. Supt.

Support: Adoption Committee, DIET

Teachers in appropriate content areas use approved materials.

Ensure Alignment of School Improvement Plans with District Improvement Plan.

1.  DIET will review each School Improvement Plan to ensure alignment with the district goal of continuous student achievement meeting local expectations

 

November of each year

Lead: DIET

Support: Building Leadership Teams

DIET report to Supt.

 

 

Note: Adoptions cycle

 

Budget year

Material/ content area(s)

2017-18

Science

2018-19

Performing Arts, Fine Arts

2019-20

Social Studies

2020-21

Electives, Gifted, CTE

2021-22

Health & Fitness, foreign language

2022-23

ELA/ELL

2023-24

Math

 

Initiative #1

Ensure continuous student academic improvement

 

GOAL 2:      Provide classroom activities for students that are relevant, rigorous and engaging.

 

Strategy

Activities

Date

Expected / Completed

Person/People Responsible

Lead Person/Other

Evidence of Implementation & Impact

Review common formative/summative assessment data to determine the strategies for continuous program improvement.

1. Annually, each ILT and/or BLT will review and report on assessment data from a variety of sources to compare or monitor current school improvement plan.

Ongoing

Lead: DIET, building reps.

Support: Asst. Supt.

Report to School Board the adjustment or justification of current plan.

Review data, i.e. discipline, attendance, dropout, walk-through data, to determine student engagement in learning.

1. ILT and/or BLT will review with staff to improve student engagement in learning.

 

As determined by BLT

Lead: Principal,

Support: ILT, BLT

Submitted Pro. Develop. Plan

Examine all classes for evidence of student engagement, relevance, rigor, and accountability to district adopted standards.

1. ILT and/or BLT to collect and review data leading to staff development for improved student achievement.

 

As directed by Superintendent

Lead: Principal, Superintendent,

Support: ILT, Asst. Supt.

Submitted Pro. Develop. Plan

 

 

 

Initiative #1

Ensure continuous student academic improvement

 

GOAL 3:      Enhance and align intervention and enrichment opportunities.

 

Strategy

Activities

Date

Expected / Completed

Person/People Responsible

Lead Person/Other

Evidence of Implementation & Impact

Research and evaluate instructional methods for use in highly capable, gifted, advanced placement, ELL,

Title I/LAP, and Students with Disabilities programs.

 

 

 

 

 

 

 

 

1.  Research literature to find examples of effective strategies which address district or building learning priorities.

 

2.  Collect examples known to staff and parents from other schools, information from conferences, etc.

 

3. Explore opportunities available in the region through collaboration with other schools and agencies.

 

4. Recommend implementation of new instructional strategies and/or revisions of present, less effective approaches.

 

Ongoing

 

 

 

Ongoing

 

 

 

Ongoing

 

 

 

Ongoing

Lead: ILT

Support: Asst. Supt.

 

 

 

 

 

 

Lead: Asst. Supt.

Support: ILT, Director of Special Programs

 

Recommendations to the ILT and professional development occurs.

 

Encourage participation in highly capable/gifted and advanced placement programs at all grade levels.

1. Increase student opportunities for participation in higher academic opportunities and extended learning opportunities

 

2. Build pathways and encourage diversity among students enrolled in programs identified as academically advanced.

 

As appropriate

Lead: Secondary counselors, elementary principals, Director of Special Programs, SLICCs

 

Annually review course and program enrollment data

 


 

 

Initiative #1

Ensure continuous student academic improvement

 

GOAL 4 (ELA): 80% of students will make 1 years growth or more, which will result in the percentage of our students at or above benchmark/standard increasing by 5% or more as measured by the Smarter Balance (if available) and District Benchmark Assessments. In addition, each school will have a Washington State Achievement Index of 5.67 or higher.

 

Strategy

Activities

Date

Expected/Completed

Person/ People Responsible

Lead Person/Other

Evidence of Implementation & Impact

Assess students using the DIBELS, STAR Reading, and adopted program assessments in reading and the annual State assessment

1. Analyze student performance data to identify focus areas and develop strategies to enhance student achievement

 

 

Each September, January and May

 

 

 

 

Lead: Building principal, SLICC, PLCs

Support: Building leadership team

 

 

Summary analysis by school to Asst. Supt.

 

 

 

 

Monitor and adjust instruction to best meet the Common Core State Standards and district goals.

 

 

1. Evaluate current student interventions strategies and modify as necessary to serve the individual learning needs of students (formative assessment)

 

2. Complete an alignment of adopted instructional materials used in ELA to the Common Core State Standards and identify supplemental and interventional materials needed.

Ongoing

 

 

 

 

 

Ongoing

Lead: SLICC, PLCs

Support: Building leadership team

 

 

 

Lead: SLICC, PLCs

Support: Grade Level District Teams

Formative/Summative student data

 

 

 

 

Report to ILT

Assess teachers’ skills and use of best instructional strategies

1. Implement and strengthen the Big 5 standards

 

 

 

2. Provide teacher training to support the learning needs of our teachers for students

Throughout the school year.

 

 

 

 

As determined by Building Leadership Team

Lead: Building Principal

Support: Teacher Leader Cadre

 

 

 

Lead: Building Principal

Support: Building Leadership Team

Enduring Understandings, Teacher Evaluations using Charlotte Danielson Model

 

 

 

 

 

Initiative #1

Ensure continuous student academic improvement

 

GOAL 5 (MATH):     80% of students will make 1 years growth or more, which will result in the percentage of our students at or above benchmark/standard increasing by 5% or more as measured by the Smarter Balance (if available) and District Benchmark Assessments. In addition, each school will have an Washington State Achievement Index of 5.67 or higher.

 

Strategy

Activities

Date

Expected /   Completed

Person/People Responsible

Lead Person / Other

Evidence of Implementation & Impact

Students will participate in STAR Math, i-Ready Math testing and interim block testing.

1.     Analyze building assessment data and related building improvement plans, to identify strategies to enhance K-10 student performance in math, through our PLC’s.

2.     Monitor success of student performance relative to implemented strategies

 

Ongoing

 

 

 

 

During each school year

 

Lead: Principals

Support: math teachers

 

 

 

Lead: Asst. Supt.,

Support: Principals, Math Instructors

ILT report by principals

 

 

 

 

Use of Homeroom to analyze data.

 

 

 

Initiative #1

Ensure continuous student academic improvement

 

GOAL 6 (SCIENCE):     The number of students not meeting standard in science on the annual State assessment for grades 5, 8, and 10, will decrease by at least 10% from the previous assessment.

 

Strategy

Activities

Date

Expected /   Completed

Person/People Responsible

Lead Person / Other

Evidence of Implementation & Impact

Provide on-going professional development for K-12 teachers on the Next Generation Science Standards

 

1. Develop and implement professional development plan to train K-6 teachers using materials from the ESD coop.

 

2. Develop and implement a professional development plan to train 7-12 teachers.

Ongoing

 

 

 

Ongoing

Lead: Asst. Supt.

Support:

Science Leadership Team

ESD sign-in sheets

 


 

 

Initiative #1

Ensure continuous student academic improvement

 

GOAL 7(ELL):     English Language Learners (ELL) students will make adequate yearly growth on the ELA state assessment as measured by the State AMAO’s.

 

Strategy

Activities

Date

Expected /   Completed

Person/People Responsible

Lead Person / Other

Evidence of Implementation & Impact

Provide instruction to English language learners and assess using district and state assessments to measure expected growth.

 

 

 

1.     Recruit bilingual/bi-literate teachers or train English speaking teachers in ELL strategies to meet the needs of second language learners.

2.     Assess, develop, and implement instructional models with a proven success record for our ELL students.

 

Ongoing

 

 

 

Ongoing

 

 

 

Lead: Principals

Support Human Resources Dir., Spec. Prgms. Dir.

 

Lead: Special Prog. Director

Support: Principals

 

Documented H.R. efforts to recruit and/or list of teachers having ELL training

Report to Asst. Supt.

 

 

 

Increase the ELL instruction skills of all teachers.

 

1.     Provide training opportunities in ELL strategies to teachers.

 

Ongoing

 

Lead: Special Prog. Dir.

Support: Principals

 

Professional development report to Asst. Supt. in June

 

Support and enhance the dual language program

1.     Determine ways of enhancing the program

 

Ongoing

Lead: Asst. Supt. Support: Special Prog. Dir., Dual Language teachers.

Report to the Board


 

 

Initiative #1

Ensure continuous student academic improvement

 

GOAL 8 (DATA-DRIVEN DECISION-MAKING): Continue to develop as a data-driven district by implementing a PLC process focused on student learning.

 

Strategy

Activities

Date

Expected /   Completed

Person/People Responsible

Lead Person / Other

Evidence of Implementation & Impact

Use district/state wide assessment data to inform system-wide instructional decisions.

 

1.     1. Evaluate the district-wide assessments for modification/revision based on

a.      Purpose of assessment

b.     Usefulness of data

c.      Vertical alignment/continuity

2.     Provide training for appropriate staff, DIET, and administrators to better utilize district and state assessment data to guide system-wide instructional decisions

3.     Make student assessment data accessible to all staff. Include all four types of data (demographic, school processes, perceptual and student assessment) annually to determine and prioritize district areas of improvement need

 

As per adoption cycle

 

 

 

 

Annually

 

 

 

Ongoing

 

 

Lead: Asst. Supt.,

Support: principals and student learning improvement coordinators

Lead: Asst. Supt.

Support: principals, TLC

 

 

Lead: Asst. Supt.

 

 

 

Asst. Supt. notes,

ILT notes, Report of findings

 

Professional development report

 

 

Current assessment data-base

 

Use classroom and district/state- wide assessment data to inform building/grade level instructional decisions

1.     Provide in-service to all administrators and teachers on data driven instruction decisions including:

Student learning data available (state, district, school, classroom, etc)

Accessing and gathering data

 

Each fall

 

 

Lead: Asst. Supt

Support: Principals

Collaborative team action logs or meeting notes that include data analysis and plans of action based on the data

 

Principals will observe teachers using data to make instructional decisions


 

 

Initiative #1

Ensure continuous student academic improvement

 

GOAL 9 (GRADUATION): The number of high school seniors who begun in the fall of their senior year with senior status (18 credits), but do not graduate in June will decrease by 10% each year.

 

Strategy

Activities

Date

Expected / Completed

Person/People Responsible

Lead Person / Other

Evidence of Implementation and Impact

Utilize data systems that support a realistic diagnosis of the number of students who drop out and that help identify individual students at high risk of dropping out (diagnostic).

Collect data to answer the following questions. What is the scope of the dropout problem?

Which students are at high risk of dropping out?

Why do individual students drop out?

When are students at risk of dropping out?

Yearly --

·        September - initial data collection

Ongoing - update data quarterly throughout the school year

Lead: Principal/Assistant Principal

 

Support: Student Assistance Team

Collection of baseline data and regular updates

Assign adult advocates to students at risk of dropping out (targeted intervention).

Continue to have grade specific ‘Devil Time’ classes to connect small groups of students to a staff member and provide targeted interventions on a regular basis.

 

Continue to update the ‘Devil Time’ to maintain relevancy for students and focus on meeting the needs of students.

Ongoing

Lead:

Principal/Assistant Principal

 

Support:   Counselors/‘Devil Time’ Coordinators

‘Devil Time’ classes exist and meet on a regular basis.

 

‘Devil Time’ is updated and implemented with fidelity by the staff.

Provide academic support and enrichment to improve academic performance (targeted intervention)

Offer additional opportunities for instruction in reading and math outside the school day.

Math tutoring

Collection of Evidence classes

 

Offer additional opportunities to retrieve credits in programs offered during and outside the school day.

Ongoing

 

 

 

 

Ongoing

Lead: Principal/Assistant Principal

 

Support: Teacher Tutors, Credit Retrieval Teachers, Counselors, ‘Devil Time’ Teachers

 

Documentation of number of students who take advantage of an afterschool tutoring lab.

 

Documentation of students’ grade improvement as a result of participation in afterschool tutoring.

 

Collect data on the number of credits earned by students in this program and its impact on achieving their goal of graduation.

 

Recognize student accomplishments. Continue Renaissance Program with focus of recognizing students who do the right thing.

 

 

 

Reward students for small successes (as they may be big to an at-risk student) with positive notes, phone calls home, etc.

 

On-going

Lead:

Principal/Assistant Principal

 

Support: Counselors, Intervention Specialist, Community Resource People

 

Documentation of student participants choosing to improve behavior and social skills and its impact on their academic achievement.

 

Data collection of response of student/parent from positive recognition

Promote extracurricular activities.

 

 

 

Encourage students to participate in extra- and co-curricular activities.

On-going

Lead: Principal/Faculty Council

 

Support: Entire Staff

Monitor grades of at-risk students who show an increased participation in school activities.

Provide students with the skills needed to graduate and serve them after school.

 

Work with students to complete a High School and Beyond Plan that allows them to see the multiple paths available to them to achieve their goals

 

Provide students with career or theme based educational pathways to pursue in high school to facilitate the achievement of their post-high school goals.

 

Provide students with opportunities to conduct a job shadow in their chosen career area.  

 

Provide opportunities for students to access and have assistance with the entire college process including FAFSA, college selection, college entrance requirements, appropriate academic testing, visitations, scholarships, etc.

On-going

 

 

 

 

On-going

 

 

 

On-going

 

 

On-going

Lead: ‘Devil Time’ Coordinators

 

 

Support: ‘Devil Time’ Teachers

 

Support: ‘Devil Time’ Teachers, Chamber of Commerce

 

 

Lead: Gear-Up Coordinator, Counselors

 

Support: ‘Devil Time’ Teachers

Every student has a High School and Beyond Plan in their portfolio.

 

Evidenced by the numbers of students who take college entrance exams, apply to college, apply for scholarships, attend visitations, etc.

 

Initiative #2

Build strong partnerships with parents and community to support student learning.

 

GOAL 1: Involve parents and volunteers as partners for student academic improvement and reinforce significant role parents play in academic achievement of their children.

 

Strategy

Activities

Date

Expected /   Completed

Person/People Responsible

Lead Person / Other

Evidence of Implementation & Impact

A. Provide regular information to parents and the community on student academic progress.

 

 

 

 

 

1.   Conduct regular meetings to explain student performance on state tests in a manner that is meaningful and encourages parent/community active involvement.

 

2.   Student achievement data will be communicated in district newsletter

 

At least

once a year

 

 

 

Each Fall

 

 

Lead: Principals

Support: Asst. Supt, DIET

 

 

Lead:Director of Communications

 

Parent academic night

PTA,PTO /Booster Club Meetings

 

 

See newsletter

 

 

B. Invite parents to serve on school-related committees.

1. Recruit parents to serve on district-wide and building committees.

2. Encourage ethnic diversity of parent participation.

 

3. Announce opportunities for participation in buildings and district

ongoing

 

ongoing

 

ongoing

 

Lead: Superintendent

Support: Principals

Lead: Principals

 

 

Lead: principals

Support: PTA, PTO Boosters, staff,

Invitations presented as needed

Report of progress to Superintendent

 

Report of progress to Superintendent

 

C. Actively support parent organizational leadership efforts to increase parent participation in school-related activities.

1. Provide time at annual meetings near beginning of year for parent support groups to recruit (school events, conference week & throughout the year).

 

2. Provide link for parent support groups’ page on school web site.

 

 

ongoing

 

 

 

 

ongoing

 

 

 

Lead: PTA, PTO, Boosters

 

 

 

Lead: Director of Communications

Support: PTA, PTO, Boosters

Notes of annual meeting

 

 

 

Website link

 

D. Establish communication channels between school and parents.

 

1.   District website, newsletters, reader boards, informational fliers, and message service

 

 

ongoing

 

 

Lead: Bldg./Director of Communications

Support: PTA, PTO, Boosters

 

 

District website, newsletters, School Messenger, reader boards, informational fliers, and message service.

 

 

E. Provide parents with specific activities and examples of how they can assist and support their children’s academic work.

 

 

 

 

1. Family Nights PreK -5

2. Transition Night EVC

3. Conferences K-12

 

One - Three times per year

 

 

 

Lead: Principals, SLICCs,

Pre-K Leadership Team

Support: Staff, PTA, PTO, Boosters

 

 

 

 

Sign-in sheets, meeting agendas, invitations

 


 

 

Initiative #2

Build strong partnerships with parents and community to support student learning.

 

GOAL 2:      Create partnerships with agencies, businesses, parents, community members and others to maximize resources and coordinate services, activities and programs.

 

Strategy

Activities

Date

Expected /   Completed

Person/People Responsible

Lead Person / Other

Evidence of Implementation & Impact

A. Promote community support and knowledge of school programs through the media and student presentations.

 

 

 

 

 

 

 

 

 

B. Continue opportunities for students, staff, community members and administrators to contribute to district-wide decision-making process and leadership.

 

 

 

C. Plan and implement career preparation presentation for all students 8-12. Formal career orientation program developed to meet needs of all students.

 

1.     Articles about school programs presented to news media (radio, newspapers).

2. Reader board kept up to date with school activities.

3. Web site used to inform community about upcoming events.

4. District newsletter will contain articles and calendar of events about school programs and opportunities.

 

 

 

 

 

 

Encourage Membership/Leadership in the following:

1. School board

2. School board work sessions

3. Committees

4. Associated Student Body

5. Parent – Teacher Association organizations/booster

6. Budget sessions

 

 

1. Speakers from at least three different pathways will be brought to school to address students annually.

2. CTE leadership clubs for programs currently offered. (changes every year)

3. Expand CTE program to meet interests of students.

Ongoing

 

 

Ongoing

 

Ongoing

 

 

Update as needed

Monthly

 

 

 

 

Ongoing

 

 

 

 

 

 

 

 

Annually

Lead: Director of Communications

 

Lead: Principals

 

Lead: Director of Communications

Support: Staff,

 

Lead: Director of Communications

Support: All administration

 

Lead: All Administration

Support: Staff

 

 

 

 

 

 

 

Lead: Counselors, CTE Director, Special Education Staff

Support: Teachers,

Principals

 

Articles

 

Reader Board

 

Website

 

 

Newsletters

 

 

 

 

 

 

Attendance Rosters

 

 

 

 

 

 

 

 

Course Guide

 

 

Initiative #2

Build strong partnerships with parents and community to support student learning.

 

GOAL 3:      Cultivate and maximize the use of volunteers to improve student achievement.

 

Strategy

Activities

Date

Expected /   Completed

Person/People Responsible

Lead Person / Other

Evidence of Implementation & Impact

A. Focus efforts across the district to identify effective uses for volunteers and seek to fill those roles with trained people

 

 

 

 

1. Identify district volunteer needs and match with available parents and community members.

2.  Provide training/orientation program for parents and volunteers where they are matched with district and classroom needs.

 

On Going

 

 

 

 

 

 

Lead: teachers

 

 

 

 

 

Publish list of district volunteers


 

 

Initiative #2

Build strong partnerships with parents and community to support student learning.

 

GOAL 4:      Establish and implement an effective communication, decision-making, and accountability system based on transparent communication and feedback.

 

Strategy

Activities

Date

Expected /   Completed

Person/People Responsible

Lead Person / Other

Evidence of Implementation & Impact

A. Communicate with public and educational team within the district, the mission, vision, and core beliefs.

 

Produce and update newsletters, district website, district brochure

ongoing

Lead: Superintendents, Support: board, administration

District newsletters, district website, brochure

B. Expand the school system’s presence, identity, initiatives, and accomplishments throughout the community

 

Access to communications expanded to increased numbers and diversity of constituents throughout East Valley School District using a variety of media, including the school system’s website, newsletters.

 

ongoing

Lead: DIET

Support: Superintendent, board, administration

DIET review newsletters, website.

C. Increase the involvement of parents and the community in support of school system goals and objectives as outlined in the current Strategic Plan

 

 

Provide school district information packets; communications materials developed for each major initiative.

 

Make presentations to the community.

At least annually

 

 

 

 

Lead: Superintendent

Support:, board, administration, DIET

School improvement plans


 

 

 

Initiative #3

Effectively manage facilities, maintenance and transportation programs to ensure a safe school learning environment.

 

GOAL 1:      Ensure the safe, reliable and efficient use of facilities and district transportation fleet.

 

Strategy

Activities

Timeline

Person/People Responsible

Evidence of Implementation & Impact

Assess current status of facilities, grounds and transportation, and develop a long-range plan to address identified needs.

 

 

Prioritize resources related to facilities, maintenance and transportation.

 

Determine facilities/transportation needs (including current and future needs).

 

 

 

 

 

Work with transportation, facilities, maintenance and fiscal directors to prioritize resources.

 

Annually – by June

 

 

 

 

 

 

Annually – by June

 

Transportation Director, Facilities Director, Superintendent, Business Manager, Principals

 

 

 

Transportation Director, Facilities Director, Superintendent, Business Manager, Principals

 

Administration Notes

Prepare facilities and transportation plans addressing identified needs.

 

 

 

Develop facilities and transportation plans.

Annually – by June

 

Transportation Director, Facilities Director, Superintendent, Business Manager, Principals

Administration Notes

Implement the strategies contained within the facilities/transportation plans.

 

 

 

Develop schedule, based on priorities, to implement facilities/transportation plans.

Ongoing

Transportation Director, Facilities Director, Superintendent, Business Manager, Principals

Administration Notes

 


 Initiative #4

Alignment of district resources to support the strategic plan with full accountability and fiscal transparency.

 

GOAL 1:      Prioritize the allocation of resources in alignment with Strategic Plan Initiatives and planning goals.

 

Strategy

Activities

Timeline

Person/People Responsible

Evidence of Implementation & Impact

Maintain fiscal accountability and compliance.

 

 

 

1.  Establish a target ending fund balance.

a.  Research effective practices for like size organizations.

b. Board makes decision annually about target end fund balance.

Ongoing

 

 

Ongoing

Superintendent, Business Manager

 

School Board

Done annually with board and meeting annual ending fund balance – The district is working hard to keep adequate fund balance as federal stimulus funds go away.

 

 

Prioritize and coordinate student learning needs with available resources.

 

 

 

 

 

 

 

 

 

 

 

1.  Align, with available resources, School Improvement Plan.

a.  By July of each year, board will adopt School Improvement Plan and set budget priorities for coming year.

b. Administration will determine and recommend staffing needs based on enrollment and student interest and needs expressed on individual learning plans.

c.  Administration will determine and assign classroom budgets based on resources available, established needs, and district goals.

d. Assign program budgets based on resources available, established needs and district goals.

e.  Staff person responsible for program or classroom will develop classroom and program budgets.

f.  District budget set after review.

 

 

Ongoing

 

 

Ongoing

 

 

 

Ongoing

 

 

 

Ongoing

 

 

 

 

 

By August 30 each year

 

 

Superintendent, Business Manager

 

Superintendent, business manager, principals

 

 

Principals

 

 

 

Business manager

 

 

Program directors, classroom teachers

 

School Board

Done annually with challenges with state funding cuts.

Done

 

Done annually with budget planning

 

 

Done annually with principals

 

 

Done annually

 

 

Done with building leadership teams and principals

Done annually

 

 

 

Identify and pursue a variety of external funding for identified needs.

 

 

 

 

 

1.  Identify potential partners, where appropriate, and write grant proposals that align with the School Improvement Plan.

a. Regularly check sources for funding news.

b.     Align grant writing with SIP and identified district needs.

c. When a “good match” exists, assign resources to write grant.

Ongoing

 

 

Ongoing

 

Ongoing

 

Ongoing

Asst. Superintendent,

staff

Use of a variety of grants

 

 

Initiative #5

Recruit and retain quality personnel in all positions.

 

GOAL 1:      Develop, implement and maintain on-going quality staff recruitment, retention and professional development program.

 

Strategy

Activities

Timeline

Person/People Responsible

Evidence of Implementation & Impact

Establish a staff development program to meet the goals established by the strategic plan.

 

 

 

 

1.     Develop and conduct annual staff development survey

2.     Review needs assessment

3.     Make recommendations for areas that should be addressed through staff development based on these and other factors

Ongoing

School Teams, teachers, ESAs,, Principals, district administration

HR

Schools conduct annual needs assessment and work with leadership teams. Admin team develops annual plan

Establish a staff development program to further the District and School Improvement Plans.

 

 

 

1.     Review the need for professional development for new teachers to the district.

2.     Review and accept requests for personal staff development from individual staff members (teachers, administrators, and classified staff).

3.     Develop annual staff development plan.

Ongoing

 

 

 

 

 

School Teams, Staff (teachers, ESAs), Principals, district administration

HR

 

 

Done annually in schools with leadership teams and most conducted through use of collaboration time. Each school responsible for internal plan with district umbrella “big 5”

Assure that all beginning teachers are provided ongoing support from expert, caring, mentor teachers in becoming more skillful in teaching all children to high standards.

1.     Danielson Framework Evaluation

2.     Teacher Leader Cadre

3.     Mentoring for 1st and 2nd years teachers

Ongoing

 

District Administration, school principals, Teachers Association, Employee Bargaining Teams

HR

 

Done in buildings with frequent meetings with principal and buddy teacher programs.

Evaluations done in first 90 calendar days.

Develop and implement an intensive recruitment campaign for teachers, ESAs and administrators with a focus on increasing the diversity of the applicant pool and increasing diversity among employed personnel.

 

 

Establish a program to encourage the retention of staff.

 

 

Strengthen substitute recruitment strategies and provide quality orientation.

1.     Actively recruit hard-to-fill positions by attending job-fairs and career fairs and communicating with higher education training institutions.

2.     Develop, hire, and mentor administrators from the ranks of teachers.

3.     Improving the effectiveness of teacher recruitment fairs.

 

Examine current system for retaining quality staff.

 

Examine current system of identifying, recruiting, training and retaining quality substitutes.

Ongoing

 

 

 

 

 

 

 

 

 

Ongoing

 

 

Ongoing

District Administration, school principals, Teacher Association, Employee Bargaining Teams

HR

 

 

 

 

 

HR, District Administration

 

District administration

HR

Have posted positions as bilingual and bi-literate preferred to staff up for dual language and support positions.

 

 

 

 

 

Review annually and as teacher leave district.

 

Continually working to attract and evaluate/remove subs.

 

 

Initiative #6

Enhance student learning through the integration of technology to develop a blended classroom.

 

GOAL 1:    To utilize technology to enhance student learning and provide students with interactive learning opportunities that personalize their learning experience to better meet their needs and lead to increased growth and achievement

 

Strategy

Activities

Timeline

Person/People Responsible

Evidence of Implementation & Impact

Continue to progress to a one-to-one, blended learning initiative to maximize this opportunity for all students in grades K through 12.

 

1.     Determine number of necessary devices and create purchase plan for ensuring this happens within the timeline

By the start of the 2018-2019 school year

Assistant Superintendent

Tech Director

Tech Team

All students in K-12 with a device

Provide professional development to increase the enhancement of student instruction with blended learning opportunities that integrate best instructional practices with the use of technology.

1.     Annual staff technology survey regarding use and professional development needs.

2.     Professional development activities targeted at areas of needs identified in the staff survey.

3.     Colleague sharing to highlight the staff uses of technology in the classroom

 

Annually

 

 

Ongoing

 

 

Ongoing

Assistant Superintendent

Tech Director

Tech Team

Completion of the staff survey

 

Record of ongoing professional development activities

 

Analysis of student growth data

Engage the community in providing clear guidelines for student computer use at school and at home, in providing student email accounts, and in enhancing student learning through technology.

 

1.     Community Forums with Q & A sessions

2.     Newsletters and other communications with relevant information

3.     Informational activities for students and parents

Ongoing

Assistant Superintendent

Tech Director

Tech Team

Sign in sheets

 

Completed communications

 

 

 

 

 

 

Foot