BOARD WORK SESSION · 4/15/2016 · Joni Lucas, Board Secretary . BOARD WORK SESSION . April 15, 2016 . 8:00 a.m. I. Call to Order and Roll Call II. Approve Agenda . III. Strategic

DUBUQUE COMMUNITY SCHOOL DISTRICT

NOTICE OF PUBLIC MEETING

You are hereby notified that the Board of Education of the Dubuque Community School District

will meet at 8:00 a.m. on the 15th day of April, 2016, at the Forum, 2300 Chaney Road,

Dubuque, Iowa.

DUBUQUE COMMUNITY SCHOOL DISTRICT

2300 Chaney Road

Dubuque, Iowa

563-552-3037

Date Posted: April 13, 2016 By:_______________________________________

Joni Lucas, Board Secretary

BOARD WORK SESSION

April 15, 2016

8:00 a.m.

I. Call to Order and Roll Call

II. Approve Agenda

III. Strategic Plan Review

IV. Other Items

V. Adjournment

1

Agenda

Recommendation:

I move that the Board of Education approve the agenda as submitted

2

Part of the state-wide sales tax fund, these

dollars used to provide for infrastructure

and technology needs of the district. They

have largely provided funding for new

facilities, building additions and significant

renovation projects.

One-cent SaleS tax:

Funds from the PPEL provide for ongoing

maintenance and enhancements of the

district’s facilities. Often not seen as

glamorous projects, these funds support

initiatives needed to keep our buildings

operating efficiently.

PhySical Plant and equiPment levy:

A number of factors can change the amount of funds available to the Dubuque Community School District, including the following:

· Strength of the economy determines One-Cent Sales Tax Funds. In a better performing economy, available dollars will be greater.

· Enrollment can change One-Cent Sales Tax Funds positively or negatively. The total amount of funding received by the district is based on district enrollment compared to the overall enrollment in the state.

· Extending the One-Cent Sales Tax sunset date could increase funds. If the legislature extends the sunset, it would increase the district’s bonding capacity.

· Increasing the PPEL levy would increase available revenue. This would require a vote by the public.

FACTORS INFLUENCING AVAILABLE FUNDS

OnE-CEnT SALES TAx PhySICAL PLAnT AnD EquIPmEnT LEvy

CAPITAL PROJECTS: OVERVIEW

ExTEnSIOn OF ThE ONE-CENT SALES TAXWhen the State Penny for School Infrastructure was created in 2008, the legislation put in place a Dec. 31, 2029 sunset. That was a legitimate 20-year timeframe that matched the typical bonding period for property-tax backed construction projects. Since that time, the one-cent sales tax has helped address the age-old problem of equity and adequacy for school facilities – this brochure highlights its tremendous impact in the Dubuque community.

now, with only 12 years of bond-ing capacity, a shortened bonding stream has left approximately $700 million dollars of borrowing capacity on the table across the state, compared to a full 20-year period. With low interest rates and unmet needs, this is the wrong time to turn to property taxes rather than sales taxes to continue facilities repair and construction.As a member of the urban Education network, the Dubuque Community School District supports extending the one-cent sales tax by eliminating the sunset permanently, allowing districts and taxpayers to enable long-term planning and access a full 20 years of sales tax capacity for bonding purposes to avoid a resurgence of property tax bond issues. Absent that action, as the time frame shortens, the number of bond issues backed by property taxes will escalate. State one-cent-sales tax expenditures must remain restricted as exists in current law (construction, repair, technology, equipment, buses, etc.) and as approved by voters in 99 counties, including property tax relief.

One-cent sales tax funding is critical to Dubuque’s work to enhance technology across the district - a key in preparing college- and career-ready students.

· The district currently relies on approximately $1 million for supporting key technology infrastructure. Without this, the district’s general fund would see additional burden and something would likely need to be eliminated, adversely affecting students.

· Without one-cent funding, the district would be unable to sustain its momentum in supporting classroom technology and technology infrastructure. This means that students would have less access to current technologies. Schools would be left with outdated, inferior technology.

Current funding has allowed the district to make huge steps forward in technology. Losing this funding will almost certainly hinder or reverse this progress.

IMPACT ON TECHNOLOGY IN DUBUQUE

3

2003-04 2004-05 2005-06 2007-08 2008-09 2009-10 2010-11 2011-12 2012-132006-07

PhySical Plant and equiPment levy (PPel)

One-cent SaleS tax

2013-14

CAPITAL PROJECTS: OVERVIEW

This timeline represents major projects funded by the One Cent Sales Tax and a sampling of PPEL projects to show how essential these funds are to the district.

These two funds also support a variety of other initiatives across the district.

Carver Elementary School Addition$669,013.67STARTED: 2012COMPLETED: 2013

Roosevelt Middle School Construction$28,734,605.82STARTED: 2003COMPLETED: 2005

Prescott Elementary School Construction$14,327,262.76STARTED: 2004COMPLETED: 2006

Irving ElementarySchool Addition (PHASES II AND III)$4,012,728.97STARTED: 2007COMPLETED: 2010

Sageville Elementary School Addition$848,547.10STARTED: 2010COMPLETED: 2012

Dalzell Field$10,533,516.40STARTED: 2011COMPLETED: 2013

Jones Campus Elevator Addition$308,626.50STARTED: 2012COMPLETED: 2013

Washington MiddleSchool Addition$1,351,803.67STARTED: 2012COMPLETED: 2014

Sageville Elementary Air Conditioning$1,338,751.81STARTED: 2012COMPLETED: 2014

Hempstead HighSchool Renovationsand Addition(PHASES I THROUGH IV)$16,648,865.18STARTED: 2003COMPLETED: 2009

Technology$3.5 millionANNUAL EXPENDITURE 2013-2017

Hempstead High School AdditionESTIMATED: $31,200,000STARTED: 2012COMPLETED: 2015

Swimming PoolPROJECTED: $7 millionSTARTED: 2015

Technology$2.5 millionANNUAL EXPENDITURE STARTING: 2017

2014-15 2015-16 2016-17 2018-19 2019-202017-18

Lincoln Elementary School Paved Playground$77,226.60

Table Mound Elementary School Addition$1,123,301.66

Sageville Elementary School Signal Crossing$28,250.00

Bryant Elementary School Roof Replacement$54,806.25

Washington Middle SchoolGym Floor Replacement$51,939.50

Fulton Elementary School Parking Lot$145,045.59

Irving Elementary School Addition(PHASE I)$795,409.78

Senior High SchoolAuditorium Renovation$188,209.85

Maintenance Department Tractor$30,500.00

Hoover Elementary School Kindergarten and Office Remodel$28,728.08

Eisenhower Elementary SchoolFire Alarm System$116,492.00

Audubon Elementary School Roof Replacement$257,197.00

Jones Campus Security System Update$20,185.00

Kennedy Elementary SchoolCeiling, Light and HVAC Replacement$135,060.44

Marshall Elementary School Roof and Insulation Replacement$101,670.20

On-going projects to be determined$1.5 millionANNUAL EXPENDITURE

Jefferson Middle School Locker Replacement$55,862

Senior High School Library Roof Replacement, Kitchen Exhaust and Tuckpointing$724,732

Roosevelt Middle School Vestibule Addition$12,900.51 School Bus

ReplacementANNUAL EXPENDITURE since 2003

Carver Elementary School Construction$11,894,899.29STARTED: 2005COMPLETED: 2007

TENTATIVEDUE TO FUNDING

UNCERTAINTY

Senior High School RenovationPROJECTED: $30 millionSTARTED: 2014 SCHEDULED COMPLETION: 2019

Kennedy Elementary School Addition$6,736,872STARTED: 2012COMPLETED: 2014

4

STRATEGIC PLANThe Dubuque CommuniTy SChool DiSTriCT

STATuS REPoRT: february 2013

5

Ensure that all students have the necessary skills to be 21st Century College and Career Ready (promote college, career and employability skills).GOAL

Create an assessment system that measures and reports student learning

ASSESSMENT · To what extent are third-graders, sixth-graders and eleventh-graders proficient in reading and math? · To what extent are students graduating with 21st Century College and Career-Ready skills? · To what extent are schools meeting Annual Yearly Progress Report trajectories?

ACTION STEPS

STUDENT ACHIEVEMENT1status report: fEbrUAry 2013 SIgNIfICANT progrESS STEADy progrESS SoME progrESS

ACTIoN

Implement state achievement standards

Create common grade and course assessments

Use data to plan and deliver instruction and report progress

STATUS CoMMENT

Process and work-flow is determined for curriculum consultants to implement state achievement standards and align to DCSD progress report preK-12.

There is some delay in waiting for approval for Science and Social Studies Standards at the national level.

Summative and response to Intervention (rtI) Assessments are being reviewed at the state level. DCSD is a pilot site and RtI is in process for PreK-12.

Second cohort of Assessment for Learning (AfL) in progress; revised data analysis based on student growth delivered;

NEXT STEp

Design curricular documents: · Learning Continua by content level PreK-12 SAMPLE · Learning Continua rubrics · Common formative (as necessary, summative assessments)

rubrics · Common Core Standards flow Charts · Open Powerschool “sandbox” for Progress Report

development

Pilot SMARTER BALANCE; Study Iowa’s Response to Intervention tools and prepare for 2013-2014 implementation in classrooms.

Implement, as available, Iowa RtI universal screenings and determine impact on preK-12 procedures.

Third cohort of AfL planned. District-wide training and implementation of the collaborative inquiry process (i.e. Love) for coaches, administrators and building level teams.

NEXT STEP TIMELINE

Spring 2013 for English Language Arts, Math, Visual and Performing Arts, Health, physical Education and Performance Character.

Spring 2013

Fall 2014

Spring, Summer and fall 2013

STATUS

CliCk here TO VIEw THE RELATED ASSESSMENT DATA

6

http://www.dbqschools.org/strategicplan/SA_sample_learning_continua.pdf

http://www.dbqschools.org/strategicplan/assessment.html

implement real-world problem-based learning to foster creative and inventive thinking, effective communication, digital-age literacy and highly productive work

ACTION STEPS

ACTIoN

Design and deliver instruction based on student needs and interests

Create a culture of collaboration for adults and students

Invest in technology to support student learning and digital literacy

STATUS CoMMENT

Teacher Cohort 1 completed

DCSD defines the culture of collaboration as the integration of data-decision processes with the work of professional learning communities (PLC) and building leadership teams.

Certain discussion protocols are identified as useful for this work; such as Authentic Intellectual work (AIw).

Problem-based learning (PBL) initiative would be most effective when integrated with the technology plan.

Finalize a five-year technology plan that will increase the number of computer systems available to the students.

Implement a strategy to allow students to use secured Cloud resources to access applications and data at all times through Internet access.

Introduce curriculum to provide opportunities for students to learn various technologies in a classroom environment.

NEXT STEp

Cohort 2 (50 teachers) recruited and training module implemented.

Teacher Quality Committee will review and refine professional learning protocols.

District-wide training and implementation of the collaborative inquiry process (i.e. Love) for coaches, administrators and building level teams.

AIw Cohort 2 (washington and Jefferson) has completed year 1 training. Implementation plans developed for Hempstead, Jefferson and washington. AIw Cohort 3 (Roosevelt and Senior) in process.

Complete work identified in technology plan.

Implement year 1 DCSD Technology plan.

Meet with executive staff members to determine what forms of computer access need to be provided to students and faculty. Prepare a proposal for consideration by the Board of Education that will allocate the funding to sustain the technology plan and refresh technology at the appropriate intervals.

Create partnership with Office365 to provide Cloud-based access using district technology that can be safely managed by DCSD teachers and the information technology personnel.

Implement IT Academy from Microsoft Education. Determine how this can be integrated in the current curriculum.

NEXT STEP TIMELINE

2013-2014

Spring-Summer 2013

Spring, Summer and Fall of 2013

2013-2014

Spring 2013

2013-2014

Spring 2013

Spring 2014

Fall 2014

STATUS

7

Make data-driven instructional decisionsACTION STEPS

ACTIoN

Implement a system to foster peer-topeer learning (Collaborative Inquiry)

Fully implement a system to identify and respond to learning and behavior challenges (response to Intervention)

STATUS CoMMENT

revised data analysis based on student growth delivered. This action is part of the DCSD DINA plan.

Response to Intervention (RtI) requires revision at the elementary level and must be fully developed at the middle and high school levels.

NEXT STEp

District-wide training and implementation of the collaborative inquiry process (i.e. Love) for coaches, administrators and building level teams.

Study Iowa’s RtI tools and prepare for implementation in classrooms for 2013-2014.

Implement rtI in preK-12 classrooms

NEXT STEP TIMELINE

Spring, Summer, fall 2013

Spring 2013

fall 2013

STATUS

embed technology tools into the learning environment

ACTIoN

Implement a Learning Management System

Implement a data dashboard (Instruction Improvement System)

STATUS CoMMENT

The introduction of a learning management system (LMS) requires integration of the technology and curriculum departments. Issues of staff and student accessibility need to be resolved.

Iowa has an educational data warehouse but it does not meet all needs of DCSD educators. working with the state data warehouse (Edinsight), DCSD would like to implement a data

NEXT STEp

Convene LMS committee to select a product based on defined criteria.

A data dashboard needs to integrate with a number of systems (student information system, learning management system and the DCSD assessment matrix).

NEXT STEP TIMELINE

Spring into fall 2013

Spring 2014

STATUS

Complete a study of instructional time and make recommendations for related policy

ACTIoN

Complete a study of instructional time and make recommendations for related policy

STATUS CoMMENT

The district is interested in exploring time-related options to improve instruction and professional learning for teachers.dashboard with real-time class section data.

NEXT STEp

A committee comprised of identified stakeholders will meet to review current trends and research on instructional use of time and develop viable options for instructional time use that include: · alternate/balanced calendar · length of school day · staff work day · class schedules

NEXT STEP TIMELINE

fall 2013

STATUS

8

Create healthy and contributing citizens through access to a wide variety of activities and options for students to develop character, apply their skills and uncover their potential.GOAL

Create a plan to support student character development

ASSESSMENT · To what extent do students demonstrate DCSD 21st Century Skills (digital literacy, effective communication, highly productive work and inventive thinking)? · To what extent do students demonstrate fitness measures and health outcomes (body composition, cardiorespiratory endurance, musculoskeletal fitness, flexibility)? · To what extent do all students participate in co- and extra-curricular activities?

ACTION STEPS

STUDENT DEVELOPMENT2status report: fEbrUary 2013 SigNificaNT PrOgrESS STEaDy PrOgrESS SOME PrOgrESS

acTiON

reinforce performance character elements of the DcSD 21st century Skills by creating a pattern of behaviors that lead to productive action (confidence, diligence, perseverance, strong work habits, courage, leadership)

Encourage ethical character (respect, fairness, honesty, caring) elements of the DcSD 21st century Skills.

STaTUS cOMMENT

Currently working to develop performance character descriptors.

NEXT STEP

Committee will determine grade- and age-appropriate descriptors for performance character; integration of indicators into the DCSD PreK-12 Progress Reports.

Teacher cohorts 1 and 2 of the 21st century Skills Learning group will develop unit designs incorporating performance character.

Supervision and evaluation frameworks for the 21st Century Skills Learning group will be developed around performance character.

build capacity in adult learning for elements of ethical character through Leadership academy for character Education (LacE) program; cohort 2.

Teacher cohorts 1 and 2 of the 21st century Skills Learning group will develop unit designs incorporating performance character.

Supervision and evaluation frameworks will be developed around performance character.

NEXT STEP TiMELiNE

Spring 2013

Spring 2013

Spring 2013

2013-2014

2013-2014

2013-2014

STaTUS

CliCk here TO ViEw ThE rELaTED aSSESSMENT DaTa

9


Address student needs and interests by enhancing activities offeringsACTION STEPS

acTiON

Encourage and increase student participation by ensuring that all students have the opportunities and access to be involved in activities

Evaluate activities programming for quality and relevance

STaTUS cOMMENT

Activity directors are preparing end-of-year reports.

formative assessments are currently being constructed to measure student health and fitness outcomes.

2012-2013 implemented coach evaluations.

NEXT STEP

2012-2013 reports analyzed for trends and report submitted.

Formative assessments used PreK-12 throughout the district.

Evaluate the strength of the evaluation tool and revise as needed.

Provide professional learning for coach evaluators and implement revised tool.

Release survey co- and extra-curricular survey to students and report results.

Recommendations for revised co- and extra-curricular program as per data from survey, program evaluation, participation as well as other tools.

NEXT STEP TiMELiNE

fall 2013

fall 2013

Spring 2013

fall 2013

Mid-school 2013-2014

Spring 2014

STaTUS

Create a district response plan to address extreme student needs

acTiON

create a district response plan to address extreme student needs.

STaTUS cOMMENT

Changes in the interpretation Drop Out/At-Risk funding offer challenges and opportunities for programs. Elementary, middle school and high school programs have been approved by the Department of Education to intervene with disruptive students.

NEXT STEP

Implementation plan is written for proposed programs which include procedures for implementation, staffing and program evaluation.

Programs are implemented in schools.

NEXT STEP TiMELiNE

Spring 2013

fall 2013

STaTUS

10

Create meaningful, two-way engagement between the district and parents/community members that supports student achievement.GOAL

Transparently and proactively communicate the story of the district

ASSESSMENT · To what extent are community members confident about the work of the district? · To what extent are parents engaged in the education of their children and in our schools? · To what extent is the district involved in meaningful business/civic partnerships?

ACTION STEPS

COMMUNITY ENGAGEMENT3status report: fEbrUArY 2013 sIGNIfICANT prOGrEss sTEAdY prOGrEss sOME prOGrEss

ACTION

Implement a new visual identity

Use real-life examples to highlightdistrict achievement and priorities

sTATUs COMMENT

Initial meeting held with Refinery Design Company (Michael schmalz), who will design the logo. rough timeline discussed and process outlined.

Have implemented a video strategy that focuses on program development addressing key issues and telling of stories from throughout the district. programming includes the new “district-Wide Update” as well as individual program on the re-engagement Center, school lunch changes, the LEAd21 reading curriculum and more.

NEXT sTEp

Work to establish the agreed upon attributes that should be represented in the identity structure.

Expand focus on real-life examples driving the website.

NEXT sTEp TIMELINE

spring 2013

summer 2013

sTATUs

CliCk here TO vIEW THE rELATEd AssEssMENT dATA

Create opportunities to gather input from key stakeholders

ACTION

develop a survey and focus groups to gauge community perceptions

develop a mechanism to gain input on key issues

sTATUs COMMENT

Currently exploring research options and developing a plan for establishing baseline data.

researching best practices for stakeholder engagement on issues and brainstorm ideas for the dCsd.

NEXT sTEp

Establish baseline data.

Host the first “School Speak” program, a forum that gives the public an opportunity to learn about the district and ask questions about current issues.

NEXT sTEp TIMELINE

fall 2013

spring 2013

sTATUs

11


increase parent engagement in the schoolsACTION STEPS

ACTION

develop a framework to guide parental involvement

recruit parents to participate in engagement opportunities

sTATUs COMMENT

Currently reviewing Harvard survey of parent Engagement and ways to modify it to establish baseline engagement data.

NEXT sTEp

Refine survey instrument and establish baseline data.

survey parents following the establishment of baseline data.

NEXT sTEp TIMELINE

fall 2013

fall 2014

sTATUs

Maximize the collective impact of school/community partnerships

ACTION

Explore mutually beneficial partnerships with the City of dubuque

Create a central system to train, monitor and cultivate volunteers

Expand and deepen business/nonprofit partnership opportunities

sTATUs COMMENT

Continuing with aquatic center conversation.

Involved in ongoing committee to establish a city-wide volunteer center that could provide new possibilities for volunteer management within the district. (This volunteer center project is funded for 18 months through a grant received by the city.)

Many partnerships currently exist across the district in a decentralized way.

NEXT sTEp

review research bids and make joint recommendations for next steps.

development of the volunteer center vision is currently being established through the center’s core committee. This work is due to be completed in spring 2013, at which time next steps will be completed.

develop system to collect information about what district-wide partnerships currently exist.

NEXT sTEp TIMELINE

spring 2013

spring 2013

fall 2013

sTATUs

12

Maximize and streamline resources to provide increased access to 21st century learning tools and facilities that support student achievement.GOAL

Create and communicate district facility and infrastructure plans

ASSESSMENT · To what extent is the district financially healthy based on regular systems review, unspent balance and solvency ratio? · To what extent do students and staff have access to technology?

ACTION STEPS

EFFECTIVE RESOURCE MANAGEMENT4status report: FEbRUARy 2013 SIGNIFICANT pROGRESS STEAdy pROGRESS SOME pROGRESS

ACTION

develop a comprehensive long-range facility plan based on one-cent sales tax and ppEL funds

Implement a plan to increase access to technology for learning

STATUS COMMENT

Continue to develop and update the plan on an annual basis.

Finalizing a five-year technology plan designed to increase the number of computer devices accessible by students, faculty and staff.

NEXT STEp

Report on the revised plan for the 2013-2014 school year and remaining upcoming years.

Meet with key executive personnel to determine ways to ensure that current and future technology be available all the time and from any place through the district’s network or other Internet services. build in a technology refresh schedule.

NEXT STEp TIMELINE

Spring 2013

Spring 2013

STATUS

CliCk here TO VIEw ThE RELATEd ASSESSMENT dATA

13


ACTION STEPS

Implement a finance/human resources system (ERP system) and a new substitute finder system

ACTION

Implement ERp system

Implement substitute finder system

STATUS COMMENT

Currently training on new ERp system.

New substitute finder system implemented and operational. Currently monitoring progress looking for overall performance improvements.

NEXT STEp

Implement the General Ledger portion of the ERp system.

NEXT STEp TIMELINE

Summer 2013

STATUS

Equitably align resources for student achievement

ACTION

develop a plan to ensure that resource allocation is aligned with student goals

Evaluate current program effectiveness using established protocols and add/abandon as necessary

Explore alternative revenue sources

STATUS COMMENT

Complete the annual Aid and Levy document.

Maintain expectation for and training of staff program evaluation protocols (Assessing Impact).

Explore new opportunities for additional funding.

NEXT STEp

Show the effects of the annual budget on General Fund unspent balance, cash balance and fund balance.

deliver Assessing Impact training.

discuss and collaborate with other districts.

NEXT STEp TIMELINE

Spring 2013

Spring 2014

Spring 2014

STATUS

14

Create an environment in which employees strive for excellence, collaborate as part of a team, and are confident and competent in supporting student learning.GOAL

Enhance the system for recruitment and retention of employees that mirror the makeup of the student body

ASSESSMENT · To what extent is the recruitment and retention system for staff effective? · What is the impact of professional learning on teacher practice? · To what extent does the district provide teacher leadership opportunities?

ACTION STEPS

EMPLOYEE EXCELLENCE5status report: fEbruarY 2013 sigNifiCaNt PrOgrEss stEadY PrOgrEss sOME PrOgrEss

aCtiON

revise and centralize employee recruitment system to hire high quality, best-fit employees

Establish an employee wellness committee to promote, research and recommend district-wide wellness initiatives

revise the employee Evaluation system

strengthen mentoring opportunities for administrative staff

status COMMENt

under the current system, human resources advertises/collects employment applications. Principals then determine who to interview and recommend hire to Hr.

Currently collecting employee retention data through exit surveys.

Holding discussions with various employee groups to define parameters of an employee wellness program and who might best serve on this committee.

Currently all certified staff are formally evaluated every three years.

Currently all new administrators in the district have a mentor for their first year of employment. (Many district administrators mentor teachers through the uEN/uNi master’s degree program and various other college programs).

NEXt stEP

implement a system in which human resources initially collects, analyzes and screens applicants for each position open. Hr then recommends the best applicants to buildings for potential interviews.

Organize retention data in a more useable format to quantify reasons an employee leaves the district.

form a committee to research various district-wide wellness initiatives and determine how to move forward with possible recommendations.

adjust evaluation system to align with the new system as state guidelines continue to evolve.

form a committee of administrators and teachers to help determine what is needed to improve in this area.

NEXt stEP tiMELiNE

spring 2014

spring 2014

fall 2013

fall 2013

fall 2013

status

CliCk hErE tO viEw tHE rELatEd assEssMENt data

15


Provide professional learning opportunities that address a wide range of needs and skills

aCtiON

Enhance job-embedded teacher professional learning opportunities district-wide

iOwa PrOfEssiONaL dEvELOPMENt MOdEL

status COMMENt

New Elementary reading / Language arts instructional materials, LEad21, are in year one of implementation. Extensive professional learning is being provided.

Assessment for Learning (AfL) is a district-wide initiative in its sixth year to align standards and assessment to guide instruction.

the 21st Century skills Learning Plan is in a pilot stage with 22 middle and high school teachers to combine quality teaching and technology.

Professional Learning Communities (PLCs) exist as catalysts for all teachers, counselors, and nurses to learn in small, collaborative groups.

Authentic Intellectual Work (AIW) is in its fifth year as a collaborative teacher protocol to improve teacher tasks, student work, and instruction.

Collaborative inquiry

Provide additional time

Evaluation of professional learning

NEXt stEP

Provide professional learning for standards/assessment alignment to LEad21 materials

Conclude afL symposia cohorts 3,4,5

Conduct afL symposia for cohorts 6, 7, 8

Continue work with seven strategies of afL in all schools

Plan for year two implementation based upon 22 teacher pilot currently in three schools

Provide teacher Quality Committee training and planning for future growth of PLCs

sustain aiw collaboration at Hempstead

develop aiw collaboration at washington and Jefferson

add aiw collaboration at roosevelt and senior

train school leaders in Collaborative inquiry

see student achievement goal on instructional time study

develop professional learning evaluation system

NEXt stEP tiMELiNE

through spring 2014

spring 2013 2013-14

Ongoing

spring 2013

July 2013

Ongoing

2013-14

2013-14

spring-fall 2013

fall 2013

2013-14

status

ACTION STEPS

Present job-embedded professional learning includes:

future job-embedded professional learning includes:

16

http://www.dbqschools.org/strategicplan/iowa_PD_model.pdf

Provide professional learning opportunities that address a wide range of needs and skills (continued)ACTION STEPS

aCtiON

design and deliver a district-wide Para-Educators professional learning plan

develop and support teacher leadership opportunities

status COMMENt

Currently, all paraprofessionals receive on-the-job training with the positions they fill.

Present teacher leadership opportunities include the uEN/uNi leadership program, Clarke Partner Professionals Program (PPP), Teachers on Special Assignment (TOSA), instructional Coaches, technology Coaches, department Chairs, House Chairs, student Needs facilitators, gt facilitators, aiw Coaches, district Curriculum/Program development teams, building Leadership teams

NEXt stEP

develop a paraprofessional training plan that will include induction training for new staff as well as ongoing training for veteran paraprofessionals centered around student behavior management.

Continue to support, review and refine leadership roles for teachers

NEXt stEP tiMELiNE

spring 2013

spring 2014

status

17

UNFOLDING POTENTIALSTRATEGIC PLANTHE DUBUQUE COMMUNITY SCHOOL DISTRICT

OUR MISSION To develop world-class learners and citizens of character in a safe and inclusive learning community.

To do this, there must be synergy among five key areas of focus: student achievement, student development, employee excellence, community engagement and effective resource management.

18

Approved November 27, 2012

Ensure that all students have the necessary skills to be 21st Century College and Career Ready (promote college, career and employability skills).

Create healthy and contributing citizens through access to a wide variety of activities and options for students to develop character, apply their skills and uncover their potential.

Our goal is to...

Create an assessment system that measures and reports student learning · Implement state achievement

standards · Create common grade and course

assessments · Use data to plan and deliver

instruction and report progress

Implement real-world problem-based learning to foster creative and inventive thinking, effective communication, digital-age literacy and highly productive work · Design and deliver instruction based

on student needs and interests · Create a culture of collaboration for

adults and students · Invest in technology to support

student learning and digital literacy

Make data-driven instructional decisions · Implement a system to foster peer-to-

peer learning (Collaborative Inquiry) · Fully implement a system to identify

and respond to learning and behavior challenges (Response to Intervention)

Embed technology tools into the learning environment · Implement a Learning Management

System · Implement a data dashboard

(Instruction Improvement System)

Complete a study of instructional time and make recommendations for related policy · Explore alternate/balanced calendar · Examine length of school day · Examine staff work day · Review current class schedule

Create a plan to support student character development · Reinforce performance character by

creating a pattern of behaviors that lead to productive action (confidence, diligence, perseverance, strong work habits, courage, leadership)

· Encourage ethical character (respect, fairness, honesty, caring)

Address student needs and interests by enhancing activities offerings · Encourage and increase student

participation by ensuring that all students have the opportunities and access to be involved in activities

· Evaluate activities programming for quality and relevance

Create a district response plan to address extreme student needs

To do this, we will...

· Percent of third- and sixth-graders proficient in reading

· Percent of students graduating 21st Century College and Career Ready (graduation rate)

· Annual Progress Report data

· Student participation statistics · Survey of student activity interest · Measures of 21st Century Skills (digital

literacy, effective communication, highly productive work and inventive thinking)

Success will be measured by...

STUDENTACHIEVEMENT

STUDENTDEVELOPMENT1 2

Create an environment in which employees strive for excellence, collaborate as part of a team, and are confident and competent in supporting student learning.

Enhance the system for recruitment and retention of employees that mirror the makeup of the student body · Revise and centralize employee

recruitment system to hire high-quality, best-fit employees

· Establish an employee wellness committee to promote, research and recommend district-wide wellness initiatives

· Revise the employee evaluation system · Strengthen mentoring opportunities

for administrative staff

Provide professional learning opportunities that address a wide range of needs and skills · Enhance job-embedded teacher

professional learning opportunities district-wide

· Design and deliver a district-wide Para-Educators professional learning plan

· Develop and support leadership opportunities for employees

· Employee demographics · Impact of professional learning · Staff retention data · Exit interview feedback

EMPLOYEEEXCELLENCE5

Maximize and streamline resources to provide increased access to 21st century learning tools and facilities that support student achievement.

Create and communicate district facility and infrastructure plans · Develop a comprehensive long-range

facility plan based on one-cent sales tax and PPEL funds

· Implement a plan to increase access to technology for learning

Equitably align resources for student achievement · Develop a plan to ensure that resource

allocation is aligned with student goals · Evaluate current program effectiveness

using established protocols and add/abandon as necessary

· Explore alternative revenue sources

Implement a finance/human resources system (ERP system) and a new substitute finder system

· Key financial performance indicators of unspent balance and solvency ratio through a regular systems review process

· Student and staff access to technology

EFFECTIVE RESOURCE MANAGEMENT4

Create meaningful, two-way engagement between the district and parents/community members that supports student achievement.

Transparently and proactively communicate the story of the district · Implement a new visual identity · Use real-life examples to highlight

district achievement and priorities

Create opportunities to gather input from key stakeholders · Develop a survey and focus groups to

gauge community perceptions · Develop a mechanism to gain input on

key issues

Increase parent engagement in the schools · Develop a framework to guide parental

involvement · Recruit parents to participate in

engagement opportunities

Maximize the collective impact of school/community partnerships · Explore mutually beneficial

partnerships with the City of Dubuque · Create a central system to train,

monitor and cultivate volunteers · Expand and deepen business/non-

profit partnership opportunities

· District perception and engagement · Assessment of parent involvement · Involvement in partnerships

COMMUNITYENGAGEMENT3

19

2300 Chaney Road, Dubuque, Iowa 52001 P: 563/552-3020 F: 563/552-3014 www.dbqschools.org

OUR VISION Unfolding the potential of every student by empowering the teacher/student relationship through: · Promoting the roles and responsibilities we all have in the 21st century learning process · Removing barriers · Creating an environment where character and citizenship count · Leveraging content knowledge to become critical thinkers and problems solvers

· Providing multiple pathways to unlocking student potential

THE BOARD OF EDUCATION VALUES: · Essential skills of digital-age literacy, inventive thinking, effective communication, and high

productivity

· Innovative programming options

· Extra-curricular activities and character development

· Building leadership capacity for all employees

· Community engagement and multiple ways of communication

· Being transparent, ethical, and using resources wisely

Always based in our mission, the Dubuque Community School District Strategic Plan is also grounded in the district vision statement and the values of the Board of Education. These components align to form the philosophical focus of the district and reinforce our priority of always putting students first.

The Plan’s Foundation

20

STUDENT DEVELOPMENT · Align after-school programming at Roosevelt

Middle School with LEAP offerings at other middle schools. [support from the Foundation for Dubuque Public Schools will expand student offerings]

· Develop four elementary classrooms and one middle school classroom specifically designed to address behavior management. [students with challenging behaviors will have more resources to help them learn]

· Create initiatives to increase activity participation of students transitioning from eighth to ninth grade. [students will benefit from the development inherent in co- and extra-curricular activities]

· Launch the Green Dot violence prevention program for middle and high school students. [each student will be empowered to create a culture of accountability and respect]

· Review middle school performance character pilot and explore expansion. [performance character assessment will be enhanced and measured on student report cards]

COMMUNITY ENGAGEMENT · Update policies and procedures for data sharing,

school attendance, school readiness and summer learning. [these efforts support the community-wide action plan to enhance third-grade reading]

· Increase advocacy efforts related to student mental health issues and services. [the district will be a voice on this issue that touches many students and families]

· Redesign district/school websites, launch a cracker-barrel-style forum with administrators, and create a student advisory group. [stakeholders will be more informed and have new opportunities for feedback]

· Implement the Transition Alliance Program to increase local employability for students with disabilities. [students will see new pathways to career opportunities]

· Conduct outreach to increase building-level parent participation. [parent involvement in school-based initiatives will include a larger, more diverse set of parents]

EFFECTIVE RESOURCE MANAGEMENT · Initiate planning for next stages of facility plan

with focus on Senior High School renovation and a district pool solution. [continues a strategic approach to maximizing one-cent sales tax funding]

· Purchase 1,200 devices on 66 laptop carts in the district’s five secondary schools and the ALC. [student/teacher technology access will be broadened through the 21st Century Learning Project]

· Develop a technology refresh cycle and implement the cloud-based Office 365 for Education solution. [students and staff will be able to connect and collaborate from virtually anywhere]

· Implement refined safety protocols and enhance physical security measures in the district. [update safety measures with current best practices]

EMPLOYEE EXCELLENCE · Hire, train and support over 200 teachers as

they assume new teacher-leadership positions. [this paradigm shift will systemically change how teachers collaborate and learn from each other]

· Launch school-based professional learning on Friday-morning late starts. [maximize time to provide ongoing, impactful building-level training that enhances student learning]

· Provide monthly leadership-focused professional learning for district and school administrators. [ongoing sessions will provide administrators new tools to further enhance leadership skills]

· Implement a professional learning plan for para-professionals. [ job-embedded training will give para-professionals new classroom skills]

STUDENT ACHIEVEMENT · Develop and deploy the Iowa Core standards

through common grade and course benchmark assessments. [course outcomes will work toward common objective and will be assessed consistently across the district]

· Implement the system of “Collaborative Inquiry” to plan, develop and deliver instruction based on the indicators of highly effective schools. [Building leadership teams will implement an evidence-based process to improve instruction for all students]

· Integrate the Iowa Core with “Multi-Tiered System of Support” to identify and respond to learning and behavior challenges. [staff will be able to better respond to the individual learning needs of students]

· Create and deliver a summer school program for kindergarten and first-grade students with low reading proficiency, and enhance ongoing instruction and assessment in this area. [young learners will have a chance to bolster critical early reading skills]

2014-2015 PRIORITY INITIATIVES

21

STUDENT DEVELOPMENT · Use feedback and research to transition the

performance character pilot into a 21st-century performance skills assessment integrated into course assessments beginning in 2016-2017. [this assessment will more clearly measure skills students need for success]

· Determine and secure various sources of support to sustain middle-school LEAP programming. [valuable extracurricular student programming will continue]

· Expand middle-school behavior program by adding two new structured-behavior classrooms at Washington and Roosevelt Middle Schools. [students with behavior challenges will have increased support]

· Add one therapeutic classroom at the elementary-school level. [students with therapeutic needs will have increased support]

COMMUNITY ENGAGEMENT · Increase business community engagement through

the Transition Alliance Program to create job placements for students eligible for vocational rehabilitation. [businesses will fill an employment need and give students (up to age 25) work support]

· Review and recommend changes to the district’s attendance policy in a way that fosters success for all students. [policies will support an environment conducive to academic success and will support the community-wide Campaign for Grade-Level Reading]

· Collaborate with the local business community to redefine and revitalize school-business partnerships. [schools and businesses will better collaborate to benefit students]

· Expand student mentoring in middle and high schools. [mentoring opportunities will be strengthened and expanded]

EFFECTIVE RESOURCE MANAGEMENT · Focus facility planning efforts on a district pool

solution. [planning will begin for a needed facility for district swimmers]

· Take necessary, measured steps to meet district financial health targets in a time of state funding uncertainty. [careful, intentional planning will help ensure continued viability]

· Ensure that each PreK-5 general classroom has an interactive whiteboard (by adding 135 interactive projectors) and each grade 2-5 general classroom (approximately 145) is outfitted with seven readily accessible laptops. [technology will be enhanced and consistent across elementary buildings]

· Pilot a technology device check-out program at the secondary level and promote opportunities for families to get discounted internet access through the federal Connect2Compete program. [student access to devices and connectivity will be enhanced]

EMPLOYEE EXCELLENCE · Establish plans for expanding mental health

awareness education and cultural competency training to all staff in the district. [staff will work more effectively with all students]

· Provide professional learning to teacher leaders and administrators in the Professional Learning Standards. [teacher leaders and administrators will facilitate enhanced instruction for staff through use of the standards]

· Provide professional learning to all content leaders on the district’s learning management system. [selected teachers will be prepared to utilize the learning management system for instruction]

· Launch a mentoring and induction program for new head coaches / program directors. [this new partnership will improve student programming, staff longevity and leadership skills]

· Explore options for an employee wellness plan using district facilities and third-party wellness incentive programs. [employees will have additional wellness resources available to them]

STUDENT ACHIEVEMENT · Launch a new math curriculum for grades 6-12.

[students will use a rigorous, standards-based math curriculum]

· Implement a reading program to supplement the current K-5 language arts curriculum. [reading skills will be further supported with Lexia Core Reading 5]

· Implement a district-wide strategy (Cognitively Guided Instruction) for teaching elementary students to think mathematically. [student learning will be enhanced through this program]

· Align course content and enhance teacher collaboration for courses utilizing the learning management system. [collaboration and use of the learning management system will help ensure equitable content and shared instructional delivery strategies]

· Create new rigorous and authentic problem-based instructional assessments that measure desired outcomes and incorporate 21st-century skills. [assessments will be more directly reflect intended course outcomes]


22

Ensure that all students have the necessary skills to be 21st Century College and Career Ready (promote college, career and employability skills).GOAL

ASSESSMENT · To what extent are schools meeting Annual Yearly Progress Report trajectories? · To what extent are students graduating with 21st Century College and Career-Ready skills? · To what extent are third-graders, sixth-graders and eleventh-graders proficient in reading and math?

STUDENT ACHIEVEMENT1

MEASuREMENT

MEASURE

Iowa Testing Program Scores

DCSD will increase the number of students who meet the College Readiness Standard in all four content areas by 1% annually (State of Iowa Average: 32%).

DCSD will meet or exceed the state trajectory for high school graduation (based on four-year cohort; State of Iowa Average: 89.2%).

2012-13

55.4%

59.3%

49%

57.6%

71.5%

68.6%

32%

88.4%

2013-14

available in April *






32%

available in August

2015-16

59%

64%

53%

62%

75%

72%

35%

100%

Grade 3

Grade 6

Grade 11

Reading Subtest

Math Subtest

Reading Subtest

Math Subtest

Reading Subtest

Math Subtest

where we were where we are now where we are heading

* Testing occurs each fall with results available each spring.

measurements: OCTOBER 2013

CONTINUED ON NEXT PAGE >>23

MEASuREMENTwhere we are now where we are headingwhere we were

MEASURE

All students in grades 2, 3 and 4 performing at proficient level or above on spring DIBELS (Dynamic Indicator of Early Literacy Skills), indicating students’ ability to read at or above grade level.

Grade 2

Grade 3

Grade 4

FALL 2013

data not yet available

SPRING 2014

data not yet available

2015-16

80%

SPRING 2013

61%

70%

55%

62%

65%

72%

55%

70%

66%

82%

63%

70%

Composite

Accuracy

Words Per Minute

Comprehension

Composite

Accuracy

Words Per Minute

Comprehension

Composite

Accuracy

Words Per Minute

Comprehension

measurements: OCTOBER 2013STUDENT ACHIEVEMENT1

24

GOAL

ASSESSMENT


MEASURE

Measure of teacher implementation and effectiveness of DCSD 21st Century Skills (TIPC chart)

n=22; based on teachers participating in the 21st Century Learning Project

Creativity and Innovation

Critical Thinking and Problem Solving

Communication and Collaboration

Digital-Age Literacy

SPRING 2013

5%

67%

19%

10%

5%

76%

19%

0%

10%

57%

24%

10%

35%

55%

10%

0%

2013-14

currently beingcollected

2015-16

to be established

FALL 2012

56%

33%

11%

0%

48%

43%

10%

0%

37%

53%

11%

0%

61%

17%

22%

0%

Entry

Developing

Approaching

Ideal / Target

Entry

Developing

Approaching

Ideal / Target

Entry

Developing

Approaching

Ideal / Target

Entry

Developing

Approaching

Ideal / Target


· To what extent do students demonstrate DCSD 21st Century Skills (digital literacy, effective communication, highly productive work and inventive thinking)? · To what extent do students demonstrate fitness measures and health outcomes (body composition, cardiorespiratory endurance, musculoskeletal fitness, flexibility)? · To what extent do all students participate in co- and extra-curricular activities?

STUDENT DEVELOPMENT2 measurements: OCTOBER 2013

CONTINUED ON NEXT PAGE >>25


MEASURE

Measure the % of students who demonstrate DCSD 21st Century Skills and performance characteristics on the DCSD progress reports.

% of students demonstrating identified outcomes as measured by the Pacer (measure of endurance fitness).

% of students involved in co- and extra-curricular activities offered by the district.

2012-13

data available spring 2014

83%

data available 2013-14 school year

2013-14



data beingcollected

2015-16

established summer 2014



STUDENT DEVELOPMENT2 measurements: OCTOBER 2013

26

GOAL

ASSESSMENT



· To what extent are community members confident about the work of the district? · To what extent are parents engaged in the education of their children and in our schools? · To what extent is the district involved in meaningful business/civic partnerships?

COMMUNITY ENGAGEMENT3

MEASuREMENT

MEASURE

Percentage of survey respondents who express confidence in the work of the district (according to an annual feedback survey to be delivered each fall).

Overall percentage of families engaged in parent teacher conferences.

Number of business/civic partnerships

2012-13

explored researchoptions

75%

59 *

2013-14

survey underdevelopment

78.9% (fall 2013)

89 *

2015-16

established spring 2014

78%

to be established

where we are now where we are headingwhere we were

* Method of tracking being reviewed.

27

measurements: OCTOBER 2013measurements: OCTOBER 2013

Maximize and streamline resources to provide increased access to 21st century learning tools and facilities that support student achievement.GOAL

ASSESSMENT · To what extent is the district financially healthy based on regular systems review, unspent balance and solvency ratio? · To what extent do students and staff have access to technology?


MEASuREMENTwhere we are now where we are heading

MEASURE

Solvency ratio

Unspent balance

Computers or terminals available to students with industry supported operating systems and/or current production software.

2012-13

25.1%

$15.7 million

3,180

2013-14

22.5% (projected)

$14.1 (projected)

4,142

2015-16

10-15%

$10 million

6,000

where we were

2010-11

15.3%

$11.9 million

1,472

28


Create an environment in which employees strive for excellence, collaborate as part of a team, and are confident and competent in supporting student learning.GOAL

ASSESSMENT · To what extent is the recruitment and retention system for staff effective? · What is the impact of professional learning on teacher practice? · To what extent does the district provide teacher leadership opportunities?

EMPLOYEE EXCELLENCE5

MEASuREMENT

MEASURE

A common professional learning assessment tool (established spring 2013)

Percent of diversity among district staff

Teacher leaderhip opportunities goal will be established following Governor’s reform measures

2012-13


2.3%

established based on state-defined teacher leadership

2013-14


2.6%

planning grantapplied for

2015-16

established spring 2014

3.5%

to be determined

where we are now where we are headingwhere we were

29

Approved November 27, 2012

Ensure that all students have the necessary skills to be 21st Century College and Career Ready (promote college, career and employability skills).


Our goal is to...

· Create an assessment system that measures and reports student learning

· Implement real-world problem-based learning to foster creative and inventive thinking, effective communication, digital-age literacy and highly productive work

· Make data-driven instructional decisions

· Embed technology tools into the learning environment

· Complete a study of instructional time and make recommendations for related policy

· Create a plan to support student character development

· Address student needs and interests by enhancing activities offerings

· Create a district response plan to address extreme student needs

To do this, we will...

· Percent of third- and sixth-graders proficient in reading

· Percent of students graduating 21st Century College and Career Ready (graduation rate)

· Annual Progress Report data

· Student participation statistics

· Survey of student activity interest

· Measures of 21st Century Skills (digital literacy, effective communication, highly productive work and inventive thinking)

Success will be measured by...

STUDENTACHIEVEMENT

STUDENTDEVELOPMENT1 2

Create an environment in which employees strive for excellence, collaborate as part of a team, and are confident and competent in supporting student learning.

· Enhance the system for recruitment and retention of employees that mirror the makeup of the student body

· Provide professional learning opportunities that address a wide range of needs and skills

· Employee demographics

· Impact of professional learning

· Staff retention data

· Exit interview feedback

EMPLOYEEEXCELLENCE5


· Transparently and proactively communicate the story of the district

· Create opportunities to gather input from key stakeholders

· Increase parent engagement in the schools

· Maximize the collective impact of school/community partnerships

· District perception and engagement

· Assessment of parent involvement

· Involvement in partnerships

COMMUNITYENGAGEMENT3

Maximize and streamline resources to provide increased access to 21st century learning tools and facilities that support student achievement.

· Create and communicate district facility and infrastructure plans

· Equitably align resources for student achievement

· Implement a finance/human resources system (ERP system) and a new substitute finder system

· Key financial performance indicators of unspent balance and solvency ratio through a regular systems review process

· Student and staff access to technology


30

STRATEGIC PLANTHE DUBUQUE COMMUNITY SCHOOL DISTRICT

status report: JUNE 2013

2012-2013 ACCOMPLISHMENTSA Year of Planning

· Launched the new strategic plan and completed a district-wide rollout

· Developed a long-term technology plan to increase student access to technology and prepare educators to incorporate these tools into instruction

· Developed a plan for future building projects utilizing one-cent sales tax funding and completed Dalzell Field

· Initiated discussion of a community aquatic center and started feasibility study

· Implemented Iowa Core language arts standards using LEAD21 reading curriculum district wide in grades K-5

· Increased frequency and consistency of communication with all stakeholders

· Developed new and continued existing involvement in community initiatives aligned with the district strategic plan

· Focused on creating a greater sense of collaboration across the district

The challenge with being an initiator of projects is that you are never, ever done.

- seth godin

31

STUDENT DEVELOPMENT · Offer an activities bus that provides

transportation for 6-12 students participating in extracurricular offerings [more students will have access to after-school activities]

· Launch a Challenging Behavior Team to support K-8 student success [additional intervention will be available sooner for students in need]

· Pilot the reporting of performance character to middle school parents [middle school report cards will include measurements of learning behaviors]

COMMUNITY ENGAGEMENT · Offer college math courses at Senior and

Hempstead [students will have access to on-site, advanced academic opportunities delivered through a partnership with Loras College]

· Provide planning, facilities and technology support for the inaugural Summer Reading Academy as part of the community-wide third-grade reading initiative [50 students will receive summer reading assistance not previously available]

· Engage parents and families in a district-wide effort to promote the importance of regular school attendance [parents will be educated on why attendance matters]

· Implement the state METS grant to better prepare special education students to be college and career ready [focus will be on decreasing drop outs and increasing employability of special education students]

· Partner with City of Dubuque and the Community Foundation of Greater Dubuque to utilize AmeriCorps VISTA volunteers to implement joint priorities [three VISTA staff members were funded to implement initiatives of the third-grade reading campaign]

EFFECTIVE RESOURCE MANAGEMENT · Update 59 computer labs and add over 1,000

tablets, new lab furniture and enhanced wireless access across the district through the technology plan [students will use significantly more technology in classrooms that are designed to accommodate its use]

· Enhance facilities, with a priority on the Hempstead renovation, Kennedy renovation and others [new learning spaces will better meet facility needs for educating students]

· Launch the new finance system on July 1 [24/7 access to up-to-date information from anywhere with internet access]

EMPLOYEE EXCELLENCE · Expand the 21st Century Learning Groups to

72 secondary teachers [more teachers will be trained on the best ways to use technology in the classroom]

· Begin implementation of Iowa’s teacher quality initiatives based on state reform measures, including peer review and teacher leadership opportunities [teachers will collaborate to give feedback and foster better teaching]

· Train 6-12 staff in issues surrounding sexual violence through the STEP grant [staff will be better prepared to address areas of concern in today’s society]

STUDENT ACHIEVEMENT · Expand alternative education support with

additional life coach, tech coach and counselor for the ALC/Connect and launch a new 10th grade at-risk program [students in the alternative setting will have more resources available to them to achieve success]

· Implement a new eighth-grade digital literacy curriculum [eighth graders will gain new collaboration, presentation and communication skills needed to prepare them for high school and beyond]

· Integrate the Common Core with Response to Intervention to identify and respond to learning and behavior challenges [staff will be able to better respond to the individual learning needs of students]

2013-2014 PRIORITY INITIATIVESA Year of Implementation

We have little choice but to move beyond quality and seek remarkable, connected, and new. Remarkable, as you’ve already figured out, demands initiative.

- seth godin

32























2013-2014 PRIORITY INITIATIVESA Year of Implementation status report: FEBRUARY 2014

SIGNIFICANT PROGRESS

STEADY PROGRESS SOME PROGRESS

COMPLETED

STATUS UPDATE KEY:

33























2013-2014 PRIORITY INITIATIVESA Year of Implementation status report: JUNE 2014 RECAP

SIGNIFICANT PROGRESS

STEADY PROGRESS SOME PROGRESS

COMPLETED

STATUS UPDATE KEY:

34





























STATUS UPDATE KEY: SIGNIFICANT PROGRESS STEADY PROGRESS SOME PROGRESSCOMPLETED

status report: OCTOBER 2014

35






























status report: FEBRUARY 2015

36






























status report: JUNE 2015

ANTICIPATEDCOMPLETIONOCTOBER 2015

2015-2016CONTINUEDPRIORITY



37

STUDENT DEVELOPMENT · Use feedback and research to transition the





COMMUNITY ENGAGEMENT · Increase business community engagement through





EFFECTIVE RESOURCE MANAGEMENT · Focus facility planning efforts on a district pool





EMPLOYEE EXCELLENCE · Establish plans for expanding mental health






STUDENT ACHIEVEMENT · Launch a new math curriculum for grades 6-12.








status report: OCTOBER 2015

38

student development · Use feedback and research to transition the





Community engagement · Increase business community engagement through





effeCtive resourCe management · Focus facility planning efforts on a district pool





employee eXCellenCe · Establish plans for expanding mental health






student aChievement · Launch a new math curriculum for grades 6-12.






2015-2016 priority initiatives

status update key: signifiCant progress steady progress some progressCompleted

status report: feBruary 2016

39

Teacher Laptop Replacement (approximately 300 units to teachers)

Repurpose Existing Tabletsa) Library Checkout

b) Special Education

c) Student Home Checkout

Replace Approximately 375 Devices

a) desktops over six (6) years of age

b) laptops over five (5) years of age

c) tablets over three (3) years of age

Interactive Projectors (EVERY CLASSROOM in grades PreK-5)

Secure Charging Cabinets (EVERY CLASSROOM in grades 2-5)

Seven (7) Readily Accessible Laptops (EVERY CLASSROOM in grades 2-5)

Targeted Professional Learning for Teachers

ELEMENTARY SCHOOLS SECONDARY SCHOOLS21st Century Skills and Learning Environment

Add Laptops to Ensure Existing Carts Have 24 Units

Purchase Additional Carts with 24 Laptops

Continue Professional Learning for Teachers

LIFECYCLE MANAGEMENT

Equitable AccessRemove and/or move devices to ensure equity across schools

TECHNOLOGY PLAN

PLACE

BUILDING A virtual

2015-16 INITIATIVES

40

ALL 59 elementary, middle and

high school labs upgraded to virtual desktops that

support current operating

systems (over 1,500 computers)

Over 1,200 tablets on

over 40 mobile carts for middle

and high schools

Over 1,200 devices on

over 40 mobile carts for middle

and high schools

1 cart per grade level for

elementary schools

A goal of 1:1 computing

in high schools

Investment: $3.5 million

4years

Provided to teachers trained

to incorporate technology

into the classroom



into the classroom

One tablet per hIgh schOOl student

TECHNOLOGY PLAN: timeline

2013-14 2015-16 2016-172014-15PLACE

BuiLdiNG A virtual

To support high-tech classroom learning district-wide, we will

add new:

· interactive projectors

· document cameras

· classroom sound systems


add new:


· document cameras



add new:


· document cameras



add new:



Refreshed primary computing

devices for 850 teachers



into the classroom

$2.5 million

ongoing

41

Documents

BOARD WORK SESSION · 4/15/2016 · Joni Lucas, Board Secretary . BOARD WORK SESSION . April 15, 2016 . 8:00 a.m. I. Call to Order and Roll Call II. Approve Agenda . III. Strategic