Moving Forward Together. Strategic Initiatives and Alignment Department Goal Updates: February 2018

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1 Moving Forward Together Strategic Initiatives and Alignment Department Goal Updates: February 2018

2 Fostering Student Engagement, Growth & Learning

3 Goal & Update Superintendent: 1. By the end of the school year, the Leadership Team will increase their understanding (%Agree/Strongly Agree) of the strategic planning and continuous improvement process to 90% or higher. The majority of LT has read Running All the Red Lights to increase the understanding of our continuous improvement process Outward Mindset training has started A team drive was created to increase communication and access to department and building goals Initiative Alignment work has been started among and across departments

4 Goals & Update Educational Services: 1. Teachers will access and utilize educlimber for behavior and academic reporting 100% of the time. 2. The Ed Services Department will increase two-way communication between the district and buildings through monthly publications, meeting assignments and structures, as well as the curriculum review processes to provide more consistency and collaboration 4K The Ed Services Department will study DPI gifted and talented education in Wisconsin, national standards and other districts educational approaches to meeting the needs of G/T students. Progress Goal #1: Many professional development opportunities and support have taken place with ongoing PD scheduled throughout the remainder of the year. 94% of staff have logged into educlimber. 85% of staff feel comfortable logging in and conducting basic navigation in educlimber. 76% of staff feel comfortable entering behavior incidents. 63% of staff feel comfortable viewing behavior/academic data through the class/grade tab. 59% of staff feel comfortable viewing student behavior/academic data from the student profile

5 Goals & Update Educational Services: 1. Teachers will access and utilize educlimber for behavior and academic reporting 100% of the time. 2. The Ed Services Department will increase two-way communication between the district and buildings through monthly publications, meeting assignments and structures, as well as the curriculum review processes to provide more consistency and collaboration 4K The Ed Services Department will study DPI gifted and talented education in Wisconsin, national standards and other districts educational approaches to meeting the needs of G/T students. Progress Goal #2: The Educational Services Department has sent nine monthly notifications from our department to date during the school year. Currently in process of reviewing and revising Fine Arts, Physical Education, and Science curriculum district-wide. Many other content areas are also continuing curricular work in their specific areas. The Ed Services Department is working to enhance communication and collaboration within and amongst departments. Ed Services, Student Services & Technology departments are working collaboratively around MLSS. A district-wide committee reviewed K-12 data and an initiative inventory on January 31, 2018 to streamline efforts district-wide.

6 Goals & Update Educational Services: 1. Teachers will access and utilize educlimber for behavior and academic reporting 100% of the time. 2. The Ed Services Department will increase two-way communication between the district and buildings through monthly publications, meeting assignments and structures, as well as the curriculum review processes to provide more consistency and collaboration 4K The Ed Services Department will study DPI gifted and talented education in Wisconsin, national standards and other districts educational approaches to meeting the needs of G/T students. Progress Goal #3: The Ed Services Department is in the process of incorporating Advanced Learning opportunities and processes into the current MLSS Manual. The Ed Services Department is communicating Advanced Learning processes with a representative group for feedback and updates to the MLSS manual. The Ed Services Department is researching and communicating with other districts on their current GT/Advanced Learning programming. Educational Services Department Chairs attended the Wisconsin Association for Gifted and Talented Conference on November 16 & 17, 2017.

7 Goals & Update Student Services: 1. Access to SEL resources will be increased for SPAPSD stakeholders (staff, parents, students, community members) as measured by creation of additional (minimum of 3) communication options. 2. SPAPSD will develop professional development to increase mental health awareness and intervention options for students as measured by improved scores on the WI School Mental Health Needs Assessment 3. Improve reading achievement for students with disabilities as measured by development of common expectations/power standards and resource alignment/mapping. 1. Process for mapping resources has begun along with communication around how resources might be shared. 2. Currently in process of mapping common language and what is already in place in effort to better assess PD needs. 3. Partnering with Unit Leaders to resource map current reading programs and resources. Next meeting will review previous standard alignment work to look at development of Power Standards.

8 Developing & Retaining Quality Staff

9 Goal & Update Human Resources: 1. Develop and implement a systematic District wide recruitment, hiring and onboarding process. Our strategies will include: a. Timely recruitment and onboarding b. Local recruitment c. Accurate onboarding 1. HR staff has worked internally to further develop and streamline a District wide recruitment, hiring and onboarding process. A procedural chart has been developed to identify each step of the recruitment process, beginning with the need for employee replacement, or the need for a new position, through the employee s start date. Tasks, responsible parties, and approval authority have been clearly identified for each step. This process is ready to be rolled out to Administrators for input. 2. Electronic forms, including a Job Posting form and Selection of Final Candidate form (to replace the Recommendation for Employment form) have been developed for hiring supervisors to utilize.

10 Goal & Update Human Resources: 1. Develop and implement a systematic District wide recruitment, hiring and onboarding process. Our strategies will include: a. Timely recruitment and onboarding b. Local recruitment c. Accurate onboarding 3. HR staff has worked with the Task Manager program through Skyward to begin coordinating with other departments by providing electronic notifications, which will streamline employee onboarding activities. Meetings have been held with representatives from IT, Student Services and Purchasing. 4. HR staff has met with three local health care providers to compare options for pre-employment services in an effort to obtain more timely and cost effective services, as well as a better level of customer services. We are waiting on final pricing from one group.

11 Goal & Update Human Resources: 1. Develop and implement a systematic District wide recruitment, hiring and onboarding process. Our strategies will include: a. Timely recruitment and onboarding b. Local recruitment c. Accurate onboarding 5. Additional recruitment resources have been identified and utilized (this is an ongoing effort). HR staff participated in two job fairs (UWSP and UW Madison), coordinated representation in the Portage County Business Council job fair and will attend an upcoming fair in Minnesota. Advertising efforts have been expanded to include the Job Center of Wisconsin, Indeed, UWSP, MSTC, and Facebook, in addition to WECAN, for most all of our positions. Other resources are utilized, such as LinkedIn, CareerBuilder, Top School Jobs, individual school webpages and parent newsletters, depending on the position.

12 Strategic Initiatives Technology Services: Improve internal communication between Technology Services and other departments/staff. 1. Create new methods of communication such as video, chat and blogs. 2. Improve the frequency and quality of communications 3. Identify and remedy areas of communication failure: Create procedures to learn from failure 1. Tech news items added to District source 2. Training videos and how to s created 3. TIS/ tech staff added to building committees and District initiatives 4. IT Emergency response communications detailed in emergency plans

13 Responsibly Managing Finance, Facilities, & Operations

14 Strategic Initiatives Business Services: Compile, Prepare and Disseminate Information to the Board for Decision Making Purposes 1. Identify Facility Needs 2. Prepare Funding Methodology to Meet Needs 3. Prepare Timeline and Task Points to Mark Progress and Accomplishment Facility needs for deferred maintenance and additions/remodeling are identified and costed $25.6 million in deferred maintenance projects over the next three years under revenue limit energy exemption (option no longer available) are secured Preparing presentation material for staff and board covering facility additions, remodeling, and deferred maintenance

15 Strategic Initiatives Food Service: 1. Increase offerings to student 2. Improve the quality of menu items 3. Increase a la carte sales 4. Increase student participation 5. Find ways to improve food service communication using technology 6. Implement a food service promotional plan to increase parent and student communications The new SPASH After the Bell program provides a free meal to any student from 2:59 to 3:45 pm. Started in January 2018, the program has already served over 2,300 meals. Now serving breakfast, lunch, and dinner at SPASH. New food station signage coming soon. All schools have improved menu items. The Nutrislice App for iphones and Android phones provides significant information.

16 Strategic Initiatives Transportation: 1. Hire and retain drivers & EAs 2. Bid and secure 10 new 65-passenger buses 3. Develop & implement a plan to assign extra curricular trips & time off 4. Develop and improved driver training & mentorship program 5. Annual registration of students by exception, validate changes Have retained drivers and rehired two previously retired drivers Bids have been received for 10 new 65-passenger buses and all is being processed through the Business Services Committee and the School Board Extra curricular policy in place January 1, 2018; working on time off policy Working with State Patrol and fire department using inservice days; mentors have been identified Beginning discussions and planning

17 Strategic Initiatives Buildings & Grounds: 1. Assist Nexus in preparations to replace the PoDS roof and SPASH roof sections B, E, & F 2. Assist Nexus with replacement of boiler, HVAC, and Building Automation System at SPASH and Washington 3. Coordinate replacement of siding & addition of 10 windows at P-W Completed roof specifications with Nexus and Tremco, and met with contractors for pre-bid meeting and roof inspection Evaluated boilers at AHR Show in Chicago Nexus began design work and preparing bid documentation

18 Strategic Initiatives Technology Services: Strengthening and improving Cybersecurity 1. Use data from Audits and Assessments to implement technical changes 2. Implement new training and security awareness campaigns for District staff 3. Plan and communicate changes to staff 1. IT Emergency response plan completed 2. MFA introduced to LT/Clerical 3. KnowBe4 anti-phishing campaign launched 4. SSL decryption in progress 5. Changes from Audit 2017 introduced 6. Participation of IT staff in training through MS-ISAC, COSN and vendors 7. Budget created for DR and network backup

19 Connecting School, Family, & Community

20 Communications Initiative Strategic Initiatives Communications Initiatives: Parent/Community Engagement: Increase content engagement by 10% with stakeholders across digital communication channels over Parent/Community/Student/Staff Engagement: Complete conversion to Bb mass notification system to streamline communication tools for staff responsible for communication. Successfully launch District mobile app for personalized district/school: parent/school: student/school: district/community member communication. Internal Engagement: Develop and maintain internal e-newsletter to share relevant information from School and Bliss through a dedicated communication channel. Parent/Community Engagement: District Websites - gathering baseline data Media - gathering baseline data, 126 media pieces Press Releases to coverage 21% of all coverage 100% of releases (27 pieces) Served as or connected resources for coverage 47% (60 pieces) District Facebook Fans +18% Reactions +15% Comments -32% Shares -200% All Facebook - gathering baseline data Twitter Followers +17% Retweets -60% Likes -19% Parent/Community/Student/Staff Engagement: Continue to work on full conversion to Bb Communication tools (mass notification, mobile launch) App has been soft-launched and can be downloaded now. Currently gathering volunteers for super-user feedback for targeted release later in the year. Internal Engagement: District Source was developed as an internal e-newsletter to share information with staff. Shared weekly, Tuesday afternoons, unless there is not information to share. Feedback will be gathered end of year.

21 Questions/Comments