Gilbert Public Schools Strategic Operating Plan Scholarship, Innovation and Technology

Transcription

1 December 16, 2014 Gilbert Public Schools Community, Students first! This is a simple term that assumes tremendous accountability for student success and we are a school system that promises to deliver. The Gilbert Public Schools three year Strategic Operating Plan provides a roadmap of high leverage priorities for the 2014 through 2017 school years, with a driving focus on increasing success for all students. This document is created based on the common themes and needs identified through five months of conversations with constituents, school and district leaders, employees, and Superintendent Advisory s, in addition to data gathered through school site visits and a review of internal structures, processes, and data reports. As you read through this document, you will find that the Strategic Operating Plan is aligned with the Governing Board s Core Beliefs and Commitments and Theory of Action (See Board Policy BA), which were adopted on October 28, The Strategic Operating Plan is organized around one goal and five strategies. The goal of the plan is, To create a nationally competitive PK 12 academic system that engages and supports diverse learners through scholarship, innovation, and technology. The goal statement for the plan designates three key levers of change: scholarship, innovation, and technology, which are infused through all five strategies. This plan is designed to be a highly targeted and focused, implementable plan. Each strategy has a defined set of action steps that will be implemented in year one, two and/or three of the plan. The Strategic Operating Plan will be closely monitored through s that will be charged with end of semester reports. These biannual reports, which will serve as updates for the community, will be posted on our district website. The goal is to ensure that the district s Strategic Operating Plan is a living document that sets priorities that will drive staff time, school and district design, operational structures, partnerships and the annual budget. There are three important addendums to this plan, which are also designed as three year plans: 1. GPS Curriculum Framework, 2. GPS Technology Framework and 3. GPS Framework. The important work of implementation, monitoring and data assessments lie before us. The Gilbert Public Schools is a critical part of the larger Town of Gilbert community, and I look forward to our continued discussions and collaborative work to implement our strategic vision and plan for the next three years and beyond. Thank you for your commitment to our GPS students! Dr. Christina M. Kishimoto, Superintendent

2 Strategy 1: Policy and Leadership Implement a Managed Performance Empowerment (MPE) governance structure Action Steps 2014/ 2015 Engage the Board in creation and adoption of Board Core Beliefs and Commitments and Governance Policy (Theory of Action) Provide training for District principals, teachers and staff on new governance model 2015/ / 2017 Monitoring/Progress Board Retreats: May 9 10, 2014; August 23, 2014; September 13, 2014 New Board Policy BA adopted October 28, Informational: ; Monthly Principal meetings; Superintendent s Teacher Advisory Groups; Superintendent s Parent Advisory Group; Principal presentations to staff and community; 3 Superintendent community forums (completed) Resource Alignment Board Time Use existing meeting structures Governance Talent Management Engage the Board in a Work Study schedule that is aligned with the major SOP priorities Board adopted new monthly meeting structure of one business meeting and one Work Study meeting each month; Board adopted Work Study Schedule for Re purpose existing Board meeting schedule Governance Create a district Data Dashboard to monitor identified district performance targets over time Use new AZMerit indicators in part; create draft Dashboard for Board review Spring 2015; adopt new Dashboard for implementation Staff time Governance Conduct a demographic study to assess school boundaries and capabilities to plan for intra district choice Applied Economics; reported to board on April 14, 2015; reassess in as one of the Board s goals. GCA permanent location study completed. Funded from M & O

3 Support Board in reviewing all district policies for legal updates and alignment to the Theory of Action Revisions to Policy Section B completed and Board adopted. Began review of Section I and other policies requiring immediate revision Board Time Board Policy Strategy 2: Teaching and Learning Maintain fidelity to standards implementation through investment in teacher capacity, student access, and positive learning environments Action Steps 2014/ 2015 Develop a three year curriculum framework with instructional goals (curriculum, theme based courses, assessment, standards based grading, PD, material replacement) 2015/ / 2017 Monitoring/Progress Curriculum planning team presented framework at December 2 Board Work Study; implementation work will continue through 17. Resource Alignment Consultant, staff time Conduct a curriculum audit and develop a multi year curriculum, review and implementation plan Curriculum audit complete; Implementation Fall 2015 Algebra, Biology, K 12 science, foreign language, higher education offerings reviews in progress 2015 Staff, inventory, PD catalog, PD offerings, course description handbooks Workgroup Recommending changes to Junior High instructional time (pending Board approval) Identify a web based platform to house and share our curriculum that includes the potential for posting of best practice videos Identify platform in Spring ; begin pilot implementation in 17 RFP issued February Technology and Curriculum Funds Workgroup

4 Conduct an audit of the continuum of Special Education services including staffing, PD, programs Special Education, ALP and ELL programs audit completed and report given to the Governing Board Staff Time Workgroup Identify student centered indicators that define scholarship, innovation and the application of technology skills and embed the indicators in school design planning, PD, field studies, Capstone credits, and graduation requirements Create a PLC to conduct a literature review of student centered strategy research, i.e. Students at the Center, etc. Implemented Summer Education Technology Institute (SETI) Access to best practices research and models, ACT, SAT scores, NAEP, state assessment Workgroup Create a differentiated, school based professional development program that is aligned with both core curriculum and curriculum specific to a school design model Standards Assessment Inventory (SAI) to monitor progress will be completed in May ; CCRS training/transition to learning schools in the summer of PD funds Implement program eliminations and program expansions based on school design Completed Global Academy Program review w/recommendations to transition to Blended Learning model embedded in each secondary school campus Teams Completed Athletic Program review Continue to review data and collect local input; create financial models; begin mini grants in 17 Expand and showcase early college opportunities and partnerships Early College Entrance, Advanced Placement, dual credit Completed review of H.S. Career Centers 8th to 9th grade transition pilot summer program for Algebra I readiness to be implemented summer ;

5 GPS is host site to AVID Conference Summer Create and implement an annual School Climate Survey Staff survey completed; add student and parent survey Cost of third party survey collection and analysis covered through ASU partnership District Climate Assess the quality of the current school Review and evaluate district and school climate programs climate initiatives (ex. Character Counts, other) District Staff Strategy 3: and Innovation Create a diverse portfolio of school, academy and learning options Action Steps 2014/ 2015 Create an informational pamphlet on the district s Theory of Action (TOA) 2015/ / 2017 Monitoring/Progress Core Beliefs presented during 1 st annual School Fair January Core Belief posters presented to all schools. Resource Alignment Printing funds Advisory Create and implement a school design process with student centered indicators Began meeting with the school design committee Spring 2015 Staff Time Identify design models that are desirable in GPS and create a multi year plan of annual design start ups Neely Traditional, Gilbert Classical Academy, and Canyon Valley High School are current examples of innovative programs. Implement School Councils at all GPS schools w/required training. Redistribution of resources to appropriately designated locations

6 Completed Jr High Gifted Academy viability report. Increase Pre Kindergarten (PK) offerings to enhance K readiness and student retention in GPS Added elementary schools that will add PK in 2017 with the goal of having PK offerings in all elementary schools within five years. Fee for service model District Staff Settler s Point, Towne Meadows, Ashland Ranch, Carol Rae Engage district staff in exploring intra district school choice models Begin with 3 5 schools for 17; designs may be academy models within schools PD funds to research models In service key staff in the execution of MPE process including a site based accountability structure, school budget, marketing, the utilization of expert advisory councils Utilize PLCs, Principal Trainings, and other professional development opportunities beginning 2015 School Council development in progress Spring PD funds, research based materials Seek and include feedback from parents and students on the formation of school designs Timeline for survey of parents and students needs to be determined Funds for survey instrument and analysis School Advisory s Initiate the first phase of new school designs Board adoption process needed Assign start up funds Explore viability of a centralized gifted academy at middle grades (i.e. Renzulli) Viability report completed and presented to the Board February 2015 Gifted Academy

7 Strategy 4: Community Engagement Engage families and strategic partners with diverse portfolio options. Action Steps 2014/ 2015 Assign the work of community engagement planning to a specific staff member 2015/ / 2017 Monitoring/Progress Outreach to key constituent groups including retirees, business and industry, and higher education Resource Alignment Update job description Parent and Community Engagement Involve parents in the development of a Parent Engagement Plan that is aligned with district and school design priorities Begin planning in late Spring 2015 with Superintendent s Parent Advisory ; Parent University proposal completed; Work Study scheduled for March Meeting space and staff time Parent and Community Engagement Hold public and staff forums on the new governance model Office Staff Forum: December 4, 2014 at South Valley Junior High, Community Forum: December 8, 2014 at Mesquite Junior High, District Office Staff Forum: December 19, 2014, Community Forum January 21, 2015 at Highland High Meeting space Advisory Completed successful M&O and Bond Override Election process Develop partner structures to engage in design development work Conduct MPE informational presentations for partners and potential partners Explore models with GEF and Chamber as lead partners, on going. Ex. Saint Xavier University Monthly Superintendent s Business Leaders Breakfast (GEF host) has been established; first monthly meeting held in November 2014; participation has increased in Advisory

8 Redesign School Councils to include community partners in new design models School Councils will become action focused; School Councils must be fully functional to engage in new design exploration ( see ARS ) Parent and Community Work Group work group formed April 2015 Explore opportunities to implement the concept of Lead Design Partner Lead design partners will be identified in 2017 Teams Explore viability of an ingenuity fund for new school designs Begin conversations with business and industry partners; explore opportunities for competitive grants Private funds Grants Define the partnership design with Saint Xavier University including adjunct designation and access to advanced professional development for staff; joint curriculum development Monthly Principal PD at Saint Xavier established 2nd annual School Expo hosted by Saint Xavier MOU in progress Provide staffing support to coordinate partnership alignment and development Explore models with GEF as lead partner Share FTE with GEF Market school designs with a focus on being the district of first choice Strengthening media relations Implemented 1 st annual School and Technology Fair (Jan 2015); 2nd annual event held Jan Annual Fund Allocation Advisory Implemented 1 st and 2nd annual Staff Wellness Fair (Feb 2015 and Feb );

9 Summer Education Technology Institute (June 2015); 2nd annual event schedule June 1 & 2, Strategy 5: Systems Alignment Create a state of the art district infrastructure in finance, technology, talent management, and communications. Action Steps 2014/ 2015 Identify what centralized services will continue to be available to support school based innovation approaches Create procedures, standards and a system for donations and grants to the district and schools that are aligned with school design priorities 2015/ / 2017 Research, select and invest in a new financial and talent management system Create an implementation team to plan for the training of staff in the new financial and talent management sys t em Monitoring/Progress Year One Organizational Chart Directory of Services Create procedures in summer ; implement in fall Decentralizing $500,000 of instructional funds from central office to Principals/School Councils Contract development for software and financing approved by Board Oct 28, 2014; contracts approved by Board Nov 18, 2014; Project management schedule ; developed with three years of implementation deliverables defined ; Finance System System Go Live July 2015; Payroll and H/R Go Live January Developed training schedule; First phase of training completed; Next phase of training scheduled for Spring Resource Alignment Time for training and transition Involve PTSO, Chamber, and GEF Adjusting personnel to allow for dedicated project management. Board approved contract Finance System Finance System Implementation Team

10 Assess current district technology needs and present a report to the Governing Board Create and invest in a multi year District Technology Plan that includes instructional technology utilization, intranet, website, hardware refresh, technology competencies for students and staff, financial model for Information Technology Board Work Study held on Sept 23, 2014; Report issued to Board on Oct 24, 2014; Report issued to Principals on Oct 31, 2014 Conduct asset inventory Define what is currently considered technology every 2 years (innovative, obsolete, and common use). Review lesson plans for innovative technology use in classrooms. Staff time; Survey Identifying sources of revenue to pursue. Shared technology resource support group Technology Identify teacher and administrator recruitment and retention priorities Adopt and implement a Talent Management design; Institute annual staff recruitment fair;expand partnerships with higher education teacher prep programs; plan for annual Teacher of the Year program; review and align NBPTS National Board for Professional Teacher Standards certification with teacher leader and mentor roles in the District (in process) Identify teacher recruitment funds in annual budget process; partner with GEF and Chamber on Teacher of the Year Program Talent Management Revise the district salary schedules over multiple years to make GPS more competitive Board adopted January Work Study Topic and Board Business Mtg Salary Schedule Review the competitiveness of district s current health care benefits and pursue modifications as indicated Successful RFPs with cost savings Increase preventive health and wellness Instituted annual Employee Health Fair information for two consecutive years Talent Management

11 Develop a GPS aspirant leaders program; incentivize Principals to engage in leadership recruitment Assess district communications and marketing needs and create a multi year Plan and a Marketing Plan Align with Recruitment Fairs Begin 2015 Interim Steps: updated Emergency Desktop Flipchart; Created Administrative Calendar; Designing a biannual district magazine Incentive funds Annual Fund Allocation Communication Advisory Form a Business Services Advisory Team (consisting of GPS Finance Department and school/departmental representatives) Conduct fiscal related training for Principals, Directors and Executive/Administrative Assistants Develop job description for Internal Auditor position and initiate recruitment process Present plan and timeline for policy and operating procedure development at Governing Board Retreat Support Board in reviewing fiscal related policies for legal updates and alignment to the Theory of Action Document existing fiscal related policies and operating procedures; Review statutory/legal requirements; Conduct GAP analysis; Prepare plan and timeline for policy and operating procedure development Identify and prioritize training needs for each group; Provide a minimum of one breakout session at the monthly Principal PLC; Conduct regular fiscal related training sessions for Executive/Administrative Assistants Staff Time; Auditor Assistance Staff Time Hire position to start July Staff Time; Auditor Assistance; Reallocation of existing Business Services FTE Approval of plan and timeline for policy review Revisions to Policy Section D completed and Board adopted. Business Services Advisory Team Business Services Advisory Team Superintendent / CFO Staff Time Superintendent / CFO Staff Time; Board Time Board Policy