Building and Department Goals June 9, 2020 Support our Schools, - - PowerPoint PPT Presentation

MCSD Review of Building and Department Goals

June 9, 2020

This presentation demonstrates the goals for all school sites and district departments to best support the 2019-2020 Board Goals

Support our Schools, Students, Teachers and Support Staff

The Standard of excellence applies to all schools and students; therefore, the percent of students meeting

• r exceeding expectations on

the PARCC ELA & Math assessments will increase by 2%. The percent of students not meeting expectations on the PARCC ELA & Math assessments will decrease by 2%

The Board expects SAT/PSAT10 scores to be at

• r above state average

Schools will continue to maintain high participation rates in state testing Continue to have a Balanced Budget Prioritize a safe and healthy school environment

Olathe Elementary School

➢ Continue implementation of CKLA and Bridges with fidelity

• Reading and math continue to be a high focus of instruction. Both are part of

weekly collaboration conversations within grade levels. Staff has continued to become familiar with the programs and the pacing guilds, utilizing them as intended

➢ Increase the number of students that meet or exceed expectations on CMAS ELA and Math by

3% and the number of students not meeting expectations will decrease by 3%

• Great news, we achieved this goal, or at least anticipated meeting and exceeding it

➢ Address the needs of our underperforming subgroups as measured by CMAS

 We added a second reading interventionist this year, doubling the number of students we can support. Although CLD resources were reduced by half, staff was diligent in supporting student language needs through co-teaching and continued collaboration

Olathe Elementary School

➢ All students K-5 will successfully complete at least on PBL during the school year

• All grade levels had completed their PBL with the exception of 1st

and K

➢ Continue with common professional expectations for all staff and continue to focus on

Kindness while adding Dignity

 This is ongoing

➢ Introduce KAGAN strategies to all staff

• Cohort 1 completed training, Cohort 2 has begun, and strategies

were shared with all staff. Plans were made for Cohort 3 to begin

➢ Implement a system of processes, procedures, and tools that will help increase overall

attendance

• This is in place and was rolled out to staff

Centennial Middle School

➢ By May 2020, 100% of staff will receive CREW refresher training and

implement CREW with fidelity

• 100% Completed

➢ Increase 2 points on both performance indicators of the state

School Performance Framework in Academic Achievement and Academic Growth. Showing an improvement of 3% total SPF assessment points as compared from previous year

• Unable to measure goal, due to cancelation of SPF because of Covid 19

➢ 95% of students will participate in the state assessment

 Unable to measure goal, due to cancelation of state assessment because

• f Covid 19

Peak Academy

➢Continue to develop and implement systemic continuous improvement

(academic growth and achievement), grounded in research-based

• utcomes)

➢Fully implementing Kagan Strategies with cohort one and fully

implementing PBIS, and the MTSS process

• Kagan is in progress and delayed due to Covid 19. PBIS/MTSS has been

implemented

➢Participation on the state assessment at 95% or above

 Unable to measure goal, due to cancelation of Assessment due to Covid 19

➢Staying a performance school (State SPF) with the goal of increasing SPF

• Unable to measure goal, due to cancelation of SPF due to Covid 19

Exceptional Student Services

➢ESS students will meet or exceed expectations on the PARCC ELA & Math

assessments, showing 3% increase over the 2017-18 results

• Unable to measure due to State testing being cancelled due to the COVID-19

school closures.

➢ESS students SAT/PSAT10 scores, at or above state average, will increase by

3% over the 2017-18 results

• Unable to measure due to State testing being cancelled due to the COVID-19

school closures.

➢Establish and facilitate district-level MTSS (Multi-Tiered System of Supports)

• Special Education and General Education collaboration was happening with

fidelity in all schools prior to the COVID-19 school closures. Collaboration continues in a remote fashion during the closure.

Technology Department

➢Support engagement with STEM

• Supported with robotics, drones, coding and planning engineering

activities

➢Support turnaround schools

• Supported with more technology applications

➢Attain Cisco certification in department

• Not completed

➢Redesign server infrastructure

• ISO server technology model deployed

➢PES 3rd grade blended learning project

• Not completed

➢Technology Committee to define the next 4 year mobile device plan

• Defined 4 year plan

Pomona Elementary School

➢Stay current on our Turnaround Project Management Tool

(PM Tool)

• We met this goal. We are on track and were actually designated as a

CDE “Bright Spot” for other schools in the Turnaround network to visit due to our processes and growth

➢Implement weekly Data Driven Instruction Meetings

 Weekly for every grade level

➢100% of teachers will implement school wide routines

 Met

➢PES students will achieve a CMAS growth score of 50 MGP

in math

 Unable to measure goal, due to cancelation of Assessment due to Covid 19

Finance Department

➢Balance Budget for 19/20 and 20/21

• 19/20 is projected to have a small increase to fund balance as projected with the potential of

additional savings from school closures. 20/21 is a work in progress

➢Accounting Operations: Update procedures with more formalized

documentation and provide more school site training

• Documented multiple accounting procedures, revised NS meal policy and provided accounting

support at the school sites

➢Reporting Process: Improve timeliness of financial reporting to the

School Board

• Met

➢Budget Process: Expand Principal and Director involvement and

accountability

• Spent time with Directors and Finance Committee to discuss budget needs and solutions. Will be

collaborating with Principals to get input on upcoming budget challenges and solutions

Oak Grove Elementary School

➢OGES will use Capturing Kids’ Hearts strategies to build relationships and continue our

Kindness Matters theme

 Developed a Process Champions leadership team to help monitor and guide our use of Capturing Kids’ Hearts

• 100% of classrooms are using CKH strategies to develop relationships and rapport. This has

extended into our remote learning in various forms as well

• 108 students in K-5 were recognized in our Kind Kids program. This includes recognition during
• ur remote learning phase
• Consistent implementation and approaches impacted student behaviors positively across grade

levels

➢ Instruction: OGES will implement co-teaching in 6 classrooms this year, providing in-class

support for our second language learners

• WIDA/ACCESS data from our 2020 test showed growth across grade levels and language
• levels. Students who were placed in co-teaching environments showed overall improvement in

language

➢ Intervention: OGES will utilize the district’s new MTSS documentation to document interventions for

behavior and academics  OGES staff participated in MTSS documentation on a weekly basis. Our MTSS leadership team first learned and then trained staff on how to utilize the IC system for documentation. Internal documentation informed decisions in MTSS, and will continue to track interventions for students as the district finalizes platform selection

Northside Elementary School

➢ Establish a Data Driven Instruction protocol. Have regular grade level data meetings to assess

current performance, identify gaps in learning and develop short-term plans and goals to close the gaps

• We completed Grade-level data meetings twice monthly focusing on math for this
• year. For each Bridges unit, teachers created a unit plan, identified key standards

and assessments and assignments to look at. This helped focus our meetings, as we looked at key assignments to monitor student progress, reteach and set goals for the post-assessment

➢ Continue to improve our classroom and school culture and climate. Provide training to implement

PAX Good Behavior Games and continue our school-wide cultural norms

• All staff was trained in and provided resources for PAX Good Behavior Games. We

also established quarterly goals and benchmarks around implementation. We continued and improved upon already established cultural activities and practices

➢ NES will meet of exceed 50% MPG on CMAS testing in both ELA and Math

• We were unable to take CMAS this year

Columbine Middle School

➢Columbine Middle School will increase by 3% on both math and ELA CMAS and remain a

performance rated school

 Unable to measure goal, due to cancelation of state assessment because of Covid 19

➢Columbine Middle School will reduce office referrals by 15%

 Action Steps completed this year

• Monthly PBIS meetings
• Evaluate and Redo Ramsway
• Implement New PBIS plan in the fall

➢Increased Parent Involvement at Columbine

• Action Steps completed this year
• Improved back to School Night
• Increased presence on social media platforms-Remind, Facebook,

etc.

• Next year try and increase PAC participation

Olathe Middle School

➢OMS will decrease students not meeting expectations by 3% and increase students meeting

and/or exceeding expectations by 3% on the CMAS State Assessments

• Goal not measured due to COVID

➢ OMS will continue with a focus on student safety and a positive student culture

• Student of the Week program, Pirate Pride Slips, AHOY, increased town hall

meetings, and increased evacuation/lockdown drills with increased training for students, including ALICE training/protocols.

➢ At least 80% of math students will show proficiency on the end of year exam

• End of year exam not given due to COVID

➢ At least 80% of ELA students will write a 5-paragraph essay given a standard driven prompt and

score as proficient as indicated by the OMS common rubric at the end of the year

• End of year exam not given due to COVID

Olathe High School

• OHS will decrease students not meeting expectations by 3% and increase students meeting and/or

exceeding expectations by 3% on the PSAT/SAT exams

• Goal not measured due to COVID
• OHS will continue with a focus on student safety and a positive student culture
• Applied for Lifeskills Grant for 20-21 school year and received this program for SEL.
• Student of the Week program, Pirate Pride Slips, AHOY, increased student planned and led

assemblies, and increased evacuation/lockdown drills with increased training for students, including ALICE training/protocols.

• Spring planning for implementation of Latinos in Action program for fall 2020.
• OHS will implement and structure a targeted PSAT/SAT prep class for the students to receive focused

instruction on improving their scores and abilities

• Classes were fully implemented first and second semester. Second semester held one PSAT/SAT

prep course focused solely on math per teacher and student’s recommendation/requests.

• OHS will implement math and writing workshop classes to focus on interventions to increase student

knowledge and abilities

• Writing workshops were offered both first and second semester.
• Math workshop was offered first semester and transitioned to the math focused PSAT/SAT class

second semester.

• OHS will increase the number of students going on to post-secondary pursuits by 10%
• 2% increase over last year.

Montrose High School

➢ MHS will foster inclusivity, collaboration, and creativity through school/community engagement,

public relations, and whole-student education

• Define norms and responsibilities for academic preps and teach them to students and staff - to

include hall sweeps, use of classroom passes and the checking of student IDs and class schedule to support their academic prep.

• Ensure that assemblies at MHS are student centered and focused on all aspects of campus

life.

• Create and help facilitate building committees that market and publicize happenings and

accomplishments of MHS students through various venues of communication.

• Working with MHS staff and the Youth Safety Coalition, develop and implement programs to

focus awareness on vaping, marijuana, drugs and acceptable behavior through social media.

➢ With an understanding that MHS students have diverse interests, goals, and abilities, MHS will

implement course offerings and instructional practices that engage all students and help prepare them for post-secondary options

• Incorporate digital citizenship activities throughout the curriculum with different departments taking

the lead with various aspects of digital citizenship

• Monitor SAT prep through written goals by departments and individuals and observations in the

classroom

• Monitor the development of classes that meets the needs of all students, vocational track and

academic track for low-level and mid-level students, to ensure the development of the whole child.

Montrose High School

➢ MHS will focus on continuous improvement of the physical security of our campus, formalize

threat assessment, and educate stakeholders on safety procedures and reporting protocols to improve school-wide safety

• Monitor and advocate for perimeter fencing, electronic door locks and secure parking

areas to push students to one access point at MHS.

• Promote student and staff safety through "hard target" personae. Gates and doors locked,

ALICE training for all, and train as if the events are real.

➢ MHS will improve staff and student well-being, social/emotional awareness and tolerance

• Gender identity training and awareness - support GSA for students
• Work with the Youth Safety Coalition to determine best course of action for MHS staff and

students to bring awareness of “risky behaviors” such as bullying, drug and alcohol use, vaping, texting while driving etc...

➢ MHS will meet or exceed the state averages on the SAT suite of assessments

• Unable to participate due to COVID-19, remote learning and the cancelling of the

assessments.

Johnson Elementary School

➢CMAS SPF will increase by 8% with a total overall SPF of 48.49 or higher ➢Increase the overall subgroup rating by 8% from 16.25/35 to 17.55/35 ➢Increase the overall subgroup rating by 15% from 12.25/28 to 14.09/28

• JES ACTION STEPS
• Lead teachers and principal participated in Amplify directed data review in the fall of this SY; leadership team

made decisions based on this data review and/or Bridges assessment.

• All staff implemented data informed instructional decision-making, at the classroom, team and school-wide level.
• MTSS changes across the district influenced deeper conversations leading to intentional framing of level 1 and

level 2 practices not just academics, but behaviors as well.

• Our MTSS documentation protocols were refined and shared school wide.
• We prioritized the following: BPEG/PBIS implementation and continued commitment to our overall culture &
• climate. This has led to a reduction of bullying across the school, except for our first-grade cohort.
• Level 1 and 2 best practices to support positive student behaviors with a deliberate focus of entire staff.

Specific efforts with our ESS program included collaboration of strategies with general education teachers and calibration with like peers.

Human Resource Department

➢Recruit, Hire, Train, and Retain highest quality staff and

substitutes

 MET

➢Review/revise streamlined mandatory district wide training

and implement with integrity

 MET

➢Relationship building

 MET

➢Audit districts at “Risk” areas (Risk Management)

• NOT MET

Instructional Services Department

➢Select & implement a new interim assessment for the 2020-2021 school year

• Adopted Galileo K-12

➢Implement & monitor co-planning and co-teaching for English Language Development

in all schools

• Completed 2-day training and multi-day one-on-one coaching with over 40

teachers in all schools

➢Coordinate Kagan Cooperative Structures training for administrators and staff from

2019-2022

 Over 80 teachers trained, 75 in-progress, remaining in queue for next year

➢Provide professional development on increasing rigor and high expectations in all

core contents

• On hold, transitioned to developing Online Readiness for Blended & In-Person Training

(ORBIT) Program

Cottonwood Elementary

➢Rebuild Culture within the Cottonwood School and Community

• We worked hard on this as a school. We were able to focus on knowing and trusting one

another in PLC time. We worked to build systems and consistent expectations amongst

• ur students. We worked to celebrate all the great things our students are doing. With
• ur parents we were able to establish our PAC and are working towards several
• initiatives. We had multiple events this year in which we drew hundreds of families to our
• school. We have a lot of work still to do in this regard, but we are moving in a positive

direction.

➢Focus on tier one instruction for all students

 Throughout the year as a staff we learned Kagan strategies that helped build cooperation and teamwork amongst our students. Every classroom had at least one strategy firmly in place by the end

• f the year. We look forward as a staff to having formal training and continuing to build our skill set.

➢Implement all safety procedures from the school district

 As a staff we became proficient in effectively using our radios to bridge with district and relay information during emergencies and drills. We also implemented the threat and suicide assessment guidelines given to us by the district and are continuing to build capacity around this.

Safety & Security

➢Manage the Security Disbursement Grant

 Hired a Security Consulting firm – Sentinel Group LLC  Completed a comprehensive Security Design for Phase I and working on Phase II  In the bid process to award the construction of the security project to an integrator in June 2020  Work starts July 2020 and will continue through September 2021

➢Continue with SchoolSafe Radio use and procedures

 Instituted a drill program monthly for all schools  Conduct weekly radio checks with Dispatch at every school  Upgrade UPS in all Montrose County Schools this Spring  Integrating two-way radio into our Access Control  Purchased 800mhz radios for Cabinet and upgraded MHS to digital UHF radios this year

Safety & Security

➢Monitor Progress with Implementation of Threat and Suicide Assessment District-

wide

 Instituted a level I and level II Threat and Suicide Risk Assessment Process District wide  Making schools and students safer  Preventative focus: 

• - Threat Assessments -reduced expulsions, returned students to school faster who were expelled, and put

supports in place to change the reality for students involved in the process 

• -Suicide Risk Assessments – formalized our intervention and assessment processes, engaged community

support to assess risk, fostered collaboration between Mental Health Providers and district counselors and admin  Just committed to a new software module to support the process which will tie it to MTSS

➢ Continue Emergency Planning and Preparedness

 Created a new deliberate planning process for District Staff that will be carried into all the different aspects of emergency preparedness  Real world training with the COVID response (two published plans with 2 more in the works)  Now tied in with the Community Emergency Operations Center as well as the Medical Response Team

➢ Standardize Behavior Procedures

 Created new flow charts and met with Assistant Principals as well as Principals about the new process  Standardized suspension and expulsion process district-wide

Property Services Department

➢ Improve the Property Services page on the district website

 We have increased the functionality of the property services section of the web site to be more

informative and more of a tool to distribute information and bid documents. We are excited to continue improvements as we transition over to our new website later this summer.

➢ Organize the districts physical building plans, owners manuals and construction documents for

easier accessibility and reference

 Wow !! It has been amazing to see this come together. Sharleen Walker my administrative assistant

has incredible organizational skills. All building plans now have an exact location in a numbered and lettered wire grid framework that Jerry Armendariz our carpenter built. Supporting Documents (Owners Manuals) are housed in binders on shelves by school by year/Project. We have also scanned all plans in digitally and collected CAD Files where available to assist architects and engineers with future development and design improvements. Sharleen also organized all of the asbestos books in the file room.

➢ Increase custodial substitute training on custodial equipment

 We implemented a Custodial sub training program for equipment. Myself, and Mike

• D. would demonstrate how to run equipment such as auto scrubbers, portable carpet extractors, and

chemical dispensers. Once we demonstrated what to do we would observer them using the machine and make sure they know how to operate them. Crew leaders would check on them at their schools and assist them if they had any more questions. We trained 4 of our subs who consistently work for us.