CVES 2018‐2021 Strategic Plan for Continuous Improvement ... · 10/10/2018 · We are pleased to share our CVES 2018‐21 Strategic Plan which was updated in September 2018 by

CVES 2018‐2021 Strategic Plan for Continuous Improvement2018‐19 Update

CVES BOCES Board MeetingOctober 10, 2018

ISCPlattsburgh, NY

CVES 2018‐2021 Strategic PlanCVES School Community,

As we move forward through the 2018‐19 school year, CVES continues to embrace our Strategic Plan. We are approaching the Plan with renewed vigor, steadfast commitment and enthusiasm. As part of our thoughtful consideration and update process, we utilized the results of the April 2018 annual employee survey to help sharpen our focus and support our plan updates.

We are pleased to share our CVES 2018‐21 Strategic Plan which was updated in September 2018 by the District Planning Team (DPT) and divisional teams, working with Sean Brady of Prism Decision Systems. It was an exemplary effort that has yielded solid results that will shape our planning and work throughout the coming year.

CVES thanks all DPT and divisional team members for their committee work, and indeed all members of the CVES family for their daily work and commitment to our Strategic Plan and its ongoing implementation. This is an integral and indispensable part of CVES’ educational environment that assists us to build upon the excellence of our programs and employees as we prepare our students for future endeavors.

Dr. Mark C. Davey, CVES District Superintendent/CEO

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CVES 2018‐2021 Strategic Plan

Presentation Overview• Introduction• Guiding Principles• 2018‐21 CVES Strategic Plan Performance Measures

• 2018‐20 Divisional Overviews

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Mission: The Champlain Valley Educational Services empowers students, schools and communities by providing exemplary education, training, support and shared services.

Vision:We aspire to be a nationally recognized, premier provider of dynamic and innovative programs and services, serving as a catalyst for personal and regional economic growth.

Core beliefs:• Students are our first priority.• We value open and honest communication.• We embrace collaboration and shared decision‐making.• We promote creativity and innovation. • All students can learn and be successful.• We all lead by example. • We act with integrity, fostering respect for all.• Students, family and community are valued partners for success.

• We ensure a safe, supportive learning and work environment.

• We all impact the educational process and are dedicated to perform at the highest possible levels.

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CVES 2018‐19 District Planning Team (DPT)Chairperson ‐ Teri Calabrese‐Gray

Arthur, Janet ‐ (new Special Education)Aubin, ThomasBell, Eric ‐ (new ASMS Central Admin & Mgmt. Serv.)Berry, Bonnie ‐ (interim Director of Spec. Ed)Bouyea, Shelley Dancoes, LauraDavey, MarkFisher, Travis ‐ (new O & M) Friedman, MicheleHarriman, Sr. RichardLaClair, Jessica – (new Mgmt. Serv.)Landry, JaneMarlow, Laura Mayer, Kim

McCartney, JimOsborne, Scott ‐ (new CSO)Parker, Jen ‐ (new CV‐TEC)Phillips, BrigitteRobinson, TonyaSaunders, Lori Smith, MatthewSnow, CathySt. Pierre, Alex Stay, GraceValenzuela, DanielWaldron, AngieWick, Cayla ‐ (new Special Education) Wimett, KimYelle, Stacey ‐ (new Special Education)

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CVES 2018‐19 Divisional Teams

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Special Education Bonnie Berry, Team Leader

Janet Arthur

Ashley Brown

Chrissy Cassevah

Jennifer Christiansen

Erin LaDuke

Anthony Biasini

Janel Kingsley

Missy Litts

Kim Mayer

Brigitte Phillips

Tonia Robinson

Angie Waldron

Caitlyn Worley

Daniel Valenzuela

ISC/Central Administration & Management Services Teri Calabrese‐Gray, Team Leader ISC Eric Bell Team Leader Central Administration & Management Services

Sherry Aguglia

Susanne Ford‐Croghan

Becky Gates

Jessica LaClair

Joseph Lamoy

Megan Manson

Jessie Moulton

Christine Myers

Meaghan Rabideau (Louise Jackstadt‐alternate)

Stephanie Trombley

Matthew Walentuk

CV‐TEC Michele Friedman, Team Leader

Mark Brown

Amy Burdo

Kevin Donoghue

Adam Facteau

Alexis Dirolf

Nick LaCroix

Colleen LaFountain

Tina LeFevre

Joanne Mazzotte

Jim McCartney

Jessica Mitchell‐Briehl

Kristen Parker

Dana Poirier

Nicole Santaniello

Kevin Shaw

Cathy Snow

Sherry Snow

Grace Stay

Dena Tedford

Beverly Thwaits

Rob Witkiewicz

2018 CVES Strategic Profile & Interpretation

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2018 CVES Strategic Profile & Interpretation

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1. High Quality Staff: Attract, support and retain high quality employees.2. Communication/ services: Engage in and provide consistent, respectful,

timely and supportive communications and services.3. Five-year budgeting: Continuously update our five-year program, equipment,

technology and facilities budgets and plans through a transparent process.4. Promote/ market: Promote and market our programs and services both

internally and externally.5. Co-Sers: Support and expand existing and develop new Co-Sers and shared

services.6. Professional Development: Invest in all staff by providing professional

learning opportunities.7. SEL/ mental health: Provide for the social, emotional and mental health

needs of our educational community8. Capital project: Support approval and implementation of the capital

project.9. Partnerships: Expand and strengthen partnerships with business and

industry, educational institutions, community and government agencies.

Lead

Provide dynamic leadership• Attract, support and retain high quality employees.• Engage in and provide consistent, respectful, timely and supportive communications and services.• Continuously update our five‐year program, equipment, technology and facilities budgets and plans

through a transparent process.• Promote and market our programs and services both internally and externally.

DeliverEducate through innovative, high‐quality programs and services• Invest in all staff by providing professional learning opportunities.• Support and expand existing and develop new Co‐Sers and shared services.

SupportEnsure a quality learning environment• Provide for the social, emotional and mental health needs of our educational community.• Support approval and implementation of the capital project.

CollaborateBuild and enhance partnerships• Expand and strengthen partnerships with business and industry, educational institutions, community

and government agencies.

1 Immediate priorities are bolded.

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Performance Measures 2015 2016 2017 2018 2021 Target

CVES wide measures1

% agreeing that CVES is good at communications 44 74 86 85 90% agreeing that “I feel informed about CVES issues that may affect my job duties or job performance” 30 48 66 66 85

% agreeing the strategic plan is moving us in the right direction ‐ ‐ 75 86 90

% employees who say they have experienced bullying/harassment at work within the last year ‐ ‐ 11 15 0

% employees who feel safe at work2 ‐ ‐ ‐ ‐ 100Central Administration and O&M

% agreeing that “decisions made by the CVES Board are regularly communicated to employees” 17 45 71 84 90

% agreeing senior admin provide leadership and direction to CVES employees ‐ ‐ ‐ 80 90

% of yearly O&M work order requests addressed or complete ‐ ‐ 80 86 90

2015‐18 Performance Trends & 2021 Targets

1 The 2018‐19 employee survey will include questions related to the provision of consistent, timely, respectful and supportive services.2 Baseline to be established in Spring 2019

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Performance Measures 2015 2016 2017 2018 2021 Target

Instructional Services Center

Total number of ISC Co‐Ser subscriptions 183 187 228 243 260% clients satisfied with ISC services2 ‐ 93 ‐ ‐ 95# of PD and events being offered to support social and emotional and mental health ‐ ‐ ‐ 13 25

CV‐TEC

Total CTE daytime enrollment (high school + post‐secondary) 661 696 702 658 710

% eligible high school and post‐secondary students earning technical endorsement ‐ 54 68 54 85

Adult enrollment in job skills training or continuing education (non CTE daytime) 102 77 49 61 100

Special Education

% IEPs written with goals and needs aligned ‐ ‐ ‐ TBD3 90% of transition plans written that meet a quality check list (14 and older) ‐ 0 41 74 85

2015‐18 Performance Trends & 2021 Targets

2 ISC will collect client satisfaction data in 2018‐19.3 2017‐18 is the baseline year for this metric. The TBD will be replaced with baseline data by October 2018.

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CV‐TEC 2018‐20 Improvement PlanMission: CV‐TEC empowers students by providing exemplary career and technical education

Performance Targets

Performance measures 2015 2016 2017 2018 2020 targetTotal CTE high school daytime enrollment (Co‐Ser 101 & 115)

584 608 620 588 625

Total CTE post‐secondary daytime enrollment (Co‐Ser 103)

45 65 82 70 85

Post‐secondary enrollment in job skills training or continuing education (non CTE daytime)

102 77 49 61 85

% CTE high school daytime completion rate: 95 96 97 95 98

‐ % eligible earning honors ‐ ‐ 49 40 60

‐ % eligible earning technical endorsement ‐ 54 68 51 75

‐ % eligible earning National Work Readiness Credential

‐ pilot 85 87 90

% CTE post‐secondary completion rate (CTE daytime): 90 86 94 88 97

‐ % eligible earning honors ‐ ‐ 65 76 80

‐ % eligible successfully completing a technical assessment at the state cut score

‐ 51 77 77 90

‐ % eligible earning National Work Readiness Credential

‐ pilot 88 88 90

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2018 – 20 Activities

Action step Owner Due

Provide dynamic leadership

Continuously update our five‐year program, equipment, technology and facilities budgets and plans through a transparent process.Collaborate with the Assistant Superintendents to identify creative ways to address CV‐TEC’s unique concerns regarding:

Barriers to adopting new technologies (e.g., access and software: Instagram account, Google docs, etc.) Issues related to phone placement/availability in some specific rooms Proactive annual building maintenance schedule (e.g., painting rooms on rotating basis, etc.)

DirectorReps from strategic planning team

11/2018

Maintain COE accreditation for the current year and explore alternative means of meeting national standards.Provide additional planning time for committee members. Admin 2018‐19Identify Title IV requirements for maintaining US DOE funding eligibility (LPN). Jim McCartney,

Chris ChaffinAdmin, Dena Tedford

1/1/2019

Identify and implement state and nationally recognized alternatives to COE accreditation. Standards teamColleen Lafountain

2018‐20

Industry certifications, credentials& licensures: Identify what industry certifications, credentials or licensures we offer. Identify additional industry certifications, credentials or licensures we could be offering. Capture a baseline number year‐end 2018‐19 for “percent eligible earning > 1 industry certifications or

licensures”

Jim McCartney, team

6/2019

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CV‐TEC 2018‐20 Improvement Plan



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Educate through innovative, high‐quality programs and services

Enhance job skills education training opportunities and general divisional marketing strategies.Explore the feasibility of implementing block schedule for programs within CTE daytime for adult students.

What program(s) are most appropriate to pilot this approach? Identify the action plan to implement.

Cathy Snow, Amy Burdo, Michele Friedman

1/2019

Implement new technology to market our programs. Add Instagram and other apps. Review and update individual website sections.

Michele Friedman, Alex St. Pierre, Kevin Donoghue, Mark Brown

1/20196/2019

Run at least one adult short‐term training course at the CV‐TEC Mineville Campus. Market through a standardized CV‐TEC @ OneWorkSource “brand” for these training courses.

Amy Burdo, Cathy Snow & Grace Stay

6/2019

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Ensure a quality learning environment

Provide for the social, emotional and mental health needs of our educational community. Schedule and deliver training for all staff: What is harassment/bullying among staff? How do we report incidents of bullying/harassment among staff? What is appropriate, professional communication within the workplace?

Title IX coordinators

SDM to schedule full team

Provide time and resources for the social & emotional learning (SEL) committee to: Complete a needs assessment of professional and personal knowledge and needs of staff related to social and

emotional learning Develop a flow chart/protocol for crisis management/intervention for both staff or students Continue to collaborate on intake and referral process for Behavioral Health Services North Seek other resources: Access VR, Clinton County Mental Health Identify options for supporting Mineville (Essex County) SEL needs Explore the possibility of a mental health safety day

AdminSEL committeeCounselors (with the CVES Suicide Prevention Planning Team as needed)

9/2018 –6/2019

Continue to make CV‐TEC a warm, welcoming place for students and staff: You Matter/We Care culture Building Relationships/Making Connections Bucket filling Active listening Increasing time for staff and faculty collaboration

All staffSDM

Ongoing


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Build and enhance partnerships

Provide our students multiple pathways to success that allow seamless, efficient transitions to further education or to the workplace.

Plan and implement professional development on technical assessments:

The NYSED multiple graduation pathways, 4 + 1 assessments, technical assessments and how the CTE approval process aligns with each.

Committee & SDM

11/2018

Review of the technical assessments for CTE approval and the alignment within each program. Committee & SDM

1/2019

Adding performance assessments for CTE approval. Committee & SDM

3/2019

Communicating to students the value of taking these assessments. Committee & SDM

3/2019

Implement employability skills on all campuses including career planning, financial literacy, job seeking and a job fair involving business and industry.

Committee 6/2019

Create a graphic organizer identifying pathways for national assessments and the credit earned through them.

Committee 11/2018


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ISC 2018‐20 Improvement PlanPerformance Targets Measure 2015 2016 2017 2018 2020 target

Total number of ISC Co‐Ser subscriptions 183 187 228 243 250

% of clients satisfied with ISC services ** ‐ 93 ‐ ‐ 94

Total number of professional development sessions conducted at CVES—July to May

233 258 240 273 275

Total number of professional development session participants—July to May

4522 4201 4122 4492 4500

% agreeing that technology is accessible, up‐to‐date, and adequate to perform my job duties

63 81 83 83 88

# of PD and events being offered to support social and emotional and mental health

‐ ‐ ‐ 13 20

** ISC will collect client satisfaction data in 2018‐19

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ISC 2018‐20 Improvement Plan2018 – 20 Activities Action step Owner Due


Promote and market our programs and services both internally and externally.

Maintain CVES website with content from all divisions. Monitor metrics. Matt Smith & Megan Manson

Ongoing

Disseminate brochure and present at all divisional staff meetings on what ISC has to offer. Susanne Ford‐Croghan & ISC subcommittee

3/31/19

Promote ISC services and professional development through multimedia (meetings, electronic boards, website, presentations, etc.)

ISC staff 6/30/19

Engage in and provide consistent, respectful, timely and supportive communications and services.

Improve CVES SharePoint user experience. Alex St. Pierre, Megan Manson

ongoing

Explore additional content creation for ISC SharePoint. Megan Manson, Alex St. Pierre

6/30/19


Support and expand existing and develop new Co‐Sers and shared services.

Conduct an analysis of cross contracts by our component districts to assess potential expansion of existing or new services/Co‐Sers.

ISC subcommittee 1/31/19

Discuss with administrators at meetings district/building needs and align to potential Co‐Sers. ISC staff Ongoing

Invest in all staff by providing professional learning opportunities.

Survey and create professional learning opportunities for CVES staff. Matt Smith & Jane Landry

4/1/19

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Support approval and implementation of the capital project.

Provide technical assistance to CVES capital project. ISC staff 6/30/19

Provide for the social, emotional and mental health needs of our educational community.

Schedule and deliver training for all staff What is harassment/bullying among staff? How do we report incidents of bullying/harassment among staff? What is appropriate, professional communication within the workplace? How do I access EAP services?

Cabinet 6/30/19

Continue to highlight student, staff and organizational achievements through print, video, photo, web, etc. on electronic informational displays.

Tech & Com Departments

Ongoing

Build and enhance partnerships

Expand and strengthen partnerships with business and industry, educational institutions, community and government agencies

Revise, re‐administer and analyze customer satisfaction survey to component school districts. Jane Landry, ISC staff

1/1/19

Strengthen relationships with CVES and component school district personnel through one‐on‐one communications.

ISC staff Ongoing

Continue to partner with institutes of higher ed to create opportunities for student volunteers. ISC staff Ongoing

ISC 2018‐20 Improvement Plan

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Special Education 2018‐20 Improvement PlanPerformance Targets Measure 2015 2016 2017 2018 2020 target

STAR ELA assessment: % students maintaining or improving their average grade equivalent

72 72 62 70 80

STAR Math assessment: % students maintaining or improving their average grade equivalent

‐ ‐ 86 76 85

% of transition plans written that meet a quality check list 1 ‐ 0 41 74 90

% IEPs written with goals and needs aligned 2 ‐ ‐ ‐ TBD 90

Social and emotional learning metrics: 3

Physical restraints: Avg total restraints over 2015‐16 and 2016‐17 as baseline ‐ ‐ 604 225 < 200

Out of school suspensions: Avg total of days lost to OSS over 2015‐16 and 2016‐17 as baseline

‐ ‐ 184 167 < 150

% staff receiving > 15 hours of PD in social & emotional learning 4 ‐ ‐ ‐ ‐ TBD

% classes holding “circle‐ups” > 1 time per six‐day cycle October to May ‐ ‐ ‐ ‐ TBD

% of programs holding > 1 circle up per month with staff ‐ ‐ ‐ ‐ TBD

1. A random sample of 25% of transition plans for students 14 or older for each teacher will be used to determine this measure.2. A random sample of 25% of IEPs for each teacher will be used to determine this measure.3. The planning team will explore identifying and administering a climate survey and including data from it in the performance table.4. The final three metrics in this table are new. 2018‐19 baseline data will be collected and added to next year’s plan.

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Special Education 2018‐20 Improvement Plan2018 – 20 Activities

Action steps Owner Due


Attract, support and retain high quality employees.

Meet with the Assistant Superintendents to begin to formulate a plan to improve employee retention within the Special Ed Division.

Dir of Spec EdMembers of strategic planning committee

Fall 2018


Update membership of communication committee. Analyze the communication survey results. Establish improvement goals and share with staff.

Grace/DanCommittee

Yearly in October

Continue to develop an efficient method of communication with Mineville and with itinerant staff (e.g., Bulldog Bulletin).

Admin Ongoing Director/Admin weekly note, Newsletters (WAF/YD per 6 weeks)

Explore and implement appropriate use of the RACE chart. Committee/Admin

Ongoing

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Special Education 2018‐20 Improvement Plan2018 – 20 Activities Action steps Owner Due


Invest in all staff by providing professional learning opportunities.

IEP goal writing: Schedule and deliver training on effective IEP goal writing, transition planning and data collection

specific to each discipline.Admin Ongoing

Schedule time in annual calendar to collaborate as a team to write concise IEP goals (e.g., classroom staff and related service providers).

SDM Ongoing

IEP plan measurement: Implement a review tool to assess alignment of goals and needs within CVES staff ‐written IEPs. Based

on the review, calculate and report “% IEPs written with goals and needs aligned.”

AdminCurriculum coordinator

9.2018

IEP plan process: By last Friday in May, teachers submit a list of student IEPs that were written for the upcoming year. A master list of all IEPs written is created. A coordinator uses a random sampling tool to identify 25% of IEPs per teacher by 1st Friday in June. Coordinator notifies teachers by email of the selected IEPs to be printed and given to their

administrator. Administrators utilize the review tool to collect data and provide teacher feedback by the end of

September. Administrators report their data to the Director who calculated the overall “% IEPs written with goals

and needs aligned.” Feedback is shared with appropriate staff.

AdminCurriculum coordinator

9.2018

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Special Education 2018‐20 Improvement Plan2018 – 20 Activities Action steps Owner DueEducate through innovative, high‐quality programs and services

Transition plan measurement:Utilize a quality review checklist of transition plans. Bases on quality review, calculate and report “% of transition plans written that meet the quality checklist (14 & older).

Coordinators 9.2018

Transition plan process: Generate a list all students enrolled that are 14 or older on Feb. 1. The curriculum coordinator uses a random sampling tool to identify 25% of plans to be reviewed per

teacher. Transition Coordinator uses the quality checklist to review plans by end of September. Share results with the Director in order to drive future PD.

Coordinators 9.2018



Begin to track Special Ed division employee trend data related to bullying/harassment in the work place (questions 22, 23, 25, 26, 27 & 28) with Q. 27 disaggregated student‐to‐staff and student‐to‐student with the purpose of identifying specific areas ripe for intervention.

DirectorData Coordinator

Spring 2019

Schedule and deliver training for all staff What is harassment/bullying among staff? How do we report incidents of bullying/harassment among staff? What is appropriate, professional communication within the workplace? How do I access EAP services?

AdminHealth & safety Coordinator

December 2018 & ongoing

Implement restorative justice in all special education programs. Implement monthly circle ups for all staff. By October 31, create and implement a system to track frequency of circle ups among staff and

programs.

CounselorsAdminStaff

6.2019

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Special Education 2018‐20 Improvement Plan2018 – 20 Activities Action steps Owner Due


Clarify the scope of work and resources available to the Wellness Committee: Seek grants from Excellus and Health Dept. to support wellness initiatives. Identify opportunities to combine wellness initiatives for students and for staff (e.g., drum circle for

kids during the day and presenter volunteering to do drumming with staff in the afternoon.) Collaborate with Professional Development Committee to identify PD for staff that focuses on

wellness (e.g., mindfulness.) Identify organic, staff driven wellness or morale activities (e.g., pot luck lunches, etc.) Develop in‐house strategies for therapeutic activities (e.g., gardening, meditation, dance, music, art.)

Wellness CommitteeSpec Ed DirectorEric Bell

Ongoing

Continue structured student‐centered meetings weekly to include all providers working directly with students.

Admin Ongoing

Consider future implementation of the following: Continue to correlate SEL NYSED social emotional curriculum benchmarks/resources within the PBIS

framework. Increase staff and student community involvement

Strategic planning team

Ongoing

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Performance Targets Measure 2017 2018 2020 target

% agreeing that “decisions made by the CVES Board are regularly communicated to employees”

71 84 90

% agreeing senior admin provide leadership and direction to CVES employees

‐ 80 90

% of new employees completing a CVES orientation program within first year of their start of employment at CVES2

‐ 49 90

% of yearly O&M work order requests addressed or complete 80 86 90

% of District Office, Management Services and O&M employees attending >2 professional development sessions1 annually

0 0 75

Central Admin/O & M 2018‐20 Improvement Plan

1. The final metric in this table is new. 2018‐19 baseline data will be collected and added to next year’s plan.2. This data was never recorded or included in previous reports.

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Central Admin/O & M 2018‐20 Improvement Plan2018 – 20 Activities Action step Owner DueProvide dynamic leadership


Populate and maintain the Central Admin SharePoint pages:

Create a subcommittee. Eric Bell 10/31/18

Identify and collect the information to include. Subcommittee & Eric Bell

12/2018‐2/2019

Provide refresher training on the functionality of SharePoint. Alex St. Pierre 2/2019

Establish a process for submitting information and making changes. Subcommittee 3/2019

Implement a frequently asked question (FAQ) on SharePoint.

Identify which functions need to be on the FAQ. Eric Bell 6/2019

Draft the FAQ and answers to each: Central admin 6/2019

Review and revise if necessary and approve. Eric Bell & cabinet

Summer ‘19

Post FAQ on SharePoint and begin using. Central admin, Alex St. Pierre, Matt Smith

Fall 2019

Improve utilization of the School Dude O&M work order software program:

Create a line of communication between staff and O & M, including custodial staff. Provide a means (within SchoolDude or other means) to report more detailed work order status to

staff and admin.

Eric Bell & Jerry Brooks

2/2019

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Central Admin/O & M 2018‐20 Improvement Plan2018 – 20 Activities Action step Owner Due


Add questions to the Annual Strategic Planning Survey to measure “% viewing Central Admin and O&M as providing consistent & timely service” and “% viewing Central Admin and O&M as providing respectful & supportive service:”

Determine survey questions. Eric Bell, Jane Landry

1/2019

Review results and determine next steps, including setting a target. Eric Bell, Dr. Davey

5/2019

Attract, support and retain high quality employees.

Develop a process to conduct exit interviews. Cabinet 4/2019

Implement the process and track the data. Cabinet 6/2019

Analyze exit interview data to determine root cause of turnover. Cabinet 6/2020

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Central Admin/O & M 2018‐20 Improvement Plan2018 – 20 Activities



Invest in staff by providing professional learning opportunities.

Implement a plan to ensure that District Office, Management Services and O&M employees attending > 2 professional development sessions annually:

Identify what professional development is needed. Eric Bell Ongoing

Research and communicate available training opportunities (Webinars, internal, Wincap, etc.) Staff

Schedule and attend training. Staff

Identify and share key learning and insights with staff. Eric Bell, staff

Based on what’s learned, implement changes to improve efficiencies and operations. Staff, Eric Bell

Maximize the CVES new employee orientation program:

Offer mid‐year new employee orientation. Employee SvcsEric BellCabinet

2/2019

Administer informal orientation when new employees complete their initial paperwork: Review current new employee on‐board process. Tailor meeting to new employee type (e.g., 12‐month clerical, teacher, admin, etc.) Evaluate new employee packet and develop standardized packets.

Employee SvcsEric Bell

As needed

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Central Admin/O & M 2018‐20 Improvement Plan2018 – 20 Activities Action step Owner Due


Provide targeted training, informational meetings and materials to staff in all Management Services areas.

Create training opportunities. Management Services

Ongoing

Schedule dates and times of presentations. Dept reps collaborating

Evaluate the services available and provide regular updates to all CVES employees. Management Services



Schedule and deliver training for all staff: What is harassment/bullying among staff? How do we report incidents of bullying/harassment among staff? What is appropriate, professional communication within the workplace? How do I access EAP services?

Cabinet 2018‐19

Support approval and implementation of the capital project.

Educate CVES employees about key capital project points and provide regular status updates. Eric Bell 12/11/18

Encourage staff to share information and promote the capital project. Eric Bell 12/11/18

Encourage staff to assist with the administration of the BOCES‐wide vote. Eric Bell 12/11/18

If project passes, create a design committee and support the development of the scope of the project. Eric Bell 1/2019 –5/2019

2018 – 19 Strategic Planning DPT Calendar

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Thank you for your continued supportof our 2018‐21 Strategic Plan andfor your commitment to creating abrighter future for our students.

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CVES 2018‐21 Strategic Plan

Documents

CVES 2018‐2021 Strategic Plan for Continuous Improvement ... · 10/10/2018 · We are pleased to share our CVES 2018‐21 Strategic Plan which was updated in September 2018 by