Project Parkway Steering Committee Meeting October 25, 2017 - - PowerPoint PPT Presentation

▶
project parkway steering committee meeting
SMART_READER_LITE
LIVE PREVIEW

Project Parkway Steering Committee Meeting October 25, 2017 - - PowerPoint PPT Presentation

Dec 11, 2023 116 likes •1.17k views

Project Parkway Steering Committee Meeting October 25, 2017 Project Parkway Steering Committee Mission in Action Do Now Activity Think of an employee who has worked to help students accomplish mission. Take a few minutes to write this person

slide-1
SLIDE 1

Project Parkway Steering Committee Meeting

October 25, 2017

slide-2
SLIDE 2

Project Parkway Steering Committee Mission in Action

Do Now Activity

Think of an employee who has worked to help students accomplish mission. Take a few minutes to write this person a note. (Notecards and envelopes on table.) Your note will be sent to the person. October 25, 2017

slide-3
SLIDE 3
  • Welcome & Updates
  • Goal Updates

○ Staff ○ Resources ○ Personalized Learning

  • ThoughtExchange Feedback
  • Closing

Today’s Agenda

slide-4
SLIDE 4

Mission

The mission of the Parkway School District is to ensure all students are capable, curious, caring and confident learners who understand and respond to the challenges of an ever-changing world.

slide-5
SLIDE 5

Why are we here?

The mission of the Parkway School District is to ensure all students are capable, curious, caring and confident learners who understand and respond to the challenges of an ever-changing world.

slide-6
SLIDE 6
  • Dr. Marty
slide-7
SLIDE 7

Project Parkway 2.0

slide-8
SLIDE 8

Amy Joyce, Chief Human Resources Officer

slide-9
SLIDE 9

Attract, employ, develop and retain an exceptional staff dedicated to and representative of Parkway’s diverse community.

Goal 2

slide-10
SLIDE 10

Parkway will be competitive in the education industry.

Measurable Objective 1

The diversity of our teachers, administrators and supervisors will mirror that of our students in all departments, programs, and schools.

Measure Objective 2

Each staff member will engage in professional learning that positively impacts the achievement

  • f Parkway’s diverse

student population.

Measurable Objective 5

All employees will be effective in their role as measured by Parkway’s evaluation model.

Measurable Objective 3

Employee retention will remain above the state and national average.

Measurable Objective 4

slide-11
SLIDE 11

Measurable Objective 1

Parkway will be competitive in the education industry.

Key Performance Indicators: Salary Schedules and Benefit Comparison Fill Rates Applicant Pools

slide-12
SLIDE 12

Salary Schedule Comparisons

slide-13
SLIDE 13

Benefit Comparison

18.39%

slide-14
SLIDE 14

Position Fill Rates

Position Fill Rate as of October Certified Staff-All Categories 100% Transportation 95% Food Service 90% Technology 100% Custodial 93% Nurse 100% Secretary 100% Operations Staff-All other 98%

slide-15
SLIDE 15

Average Days to Fill and Average Applicants

Average Days to Fill Operations Positions 39 Average Days to Fill Certified Positions 34 Average number of applicants by position type Teacher 30 Transportation 3 Custodial 6 Technology 12 Nurse 7 Secretary 30 All other operations 23

slide-16
SLIDE 16

The diversity of our teachers, administrators and supervisors will mirror that

  • f our students in all

departments, programs, and schools.

Key Performance Indicators Race Gender

Measurable Objective 2

slide-17
SLIDE 17

Demographic Data Race

slide-18
SLIDE 18

2017 Hiring

Position Non-White White Certified Staff New Hires 10.30% 89.7% Administrators-New Hires 41.70% 58.3%

slide-19
SLIDE 19

Demographic Data Gender

slide-20
SLIDE 20

Measurable Objective 3

All employees will be effective in their role as measured by Parkway’s evaluation model. Evaluation

Key Performance Indicator Evaluation Data

slide-21
SLIDE 21

Ratings 2016-2017 Year Exemplary 15.15% Effective 83.60% Developing 0.72% Ineffective 0.53%

Certified Staff Evaluation Ratings

slide-22
SLIDE 22

Ratings 2016-2017 Year Exemplary 39.4% Effective 58.7% Developing 1.9% Ineffective 0.0%

Administrator Evaluation Ratings

slide-23
SLIDE 23

Measurable Objective 4

Employee retention will remain above the state and national average.

Key Performance Indicator Employee Retention Data Survey Data

slide-24
SLIDE 24

Key Performance Indicator Percentage All Employee Retention Rate 91.90% Certified Staff Retention Rate (Teachers Only) 94.12% Probationary Teacher Retention Rate 96.62% Administrator Retention Rate 93.64% Teachers making lateral moves outside of Parkway 0.10% Administrators making lateral moves outside of Parkway 0.20% Operations Staff Retention Rate 82.1%

Employee Retention

slide-25
SLIDE 25

Parkway Climate Survey Spring 2017 31 Questions Certified Staff: N=1065 Operations Staff: N=360

slide-26
SLIDE 26

Staff members work well with one another.

(All Staff)

slide-27
SLIDE 27

I am proud to work in Parkway.

(All Staff)

slide-28
SLIDE 28

The culture/climate where I work is positive and healthy. (All Staff)

slide-29
SLIDE 29

I seek out opportunities to get involved in the life of the school or district.

(All Staff)

slide-30
SLIDE 30

We have a shared mission and vision where I work. (All Staff)

slide-31
SLIDE 31

New staff members are welcomed and oriented to Parkway and its Mission and Vision.

(All Staff)

slide-32
SLIDE 32

I have a good work/life balance.

(All Staff)

slide-33
SLIDE 33

Top Workplace Survey

  • Compares your organization to other organizations similar in size and

demographics.

  • The survey measures the OrgHealth of the organization’s long term

potential based on the themes of organizational alignment, effective execution, meaningful connection with employees and management skills.

  • Respondent’s rank the questions either agree, slightly agree, neutral,

slightly disagree or disagree.

slide-34
SLIDE 34

Top Work Place Survey

Parkway’s overall OrgHealth compares favorably with similar school districts across the country and has resulted in Parkway achieving the “Top Workplace” award for the last four years. In 2017, Parkway’s OrgHealth scores increased within the connection, effectiveness, and alignment areas and remained relatively the same in the area of management.

2014 2015 2016 2017

slide-35
SLIDE 35

Exit Survey Data Summary

57 People Responded

  • Over 50% left due to retirement.
  • 91.23% felt it was moderately, very or extremely easy to get

the resources they needed to do their job.

  • 86% felt they were paid moderately, very or extremely well for

the job they did in Parkway.

  • 86% felt their contributions were recognized either

moderately, very or extremely often.

  • 82.46% felt expectations were moderately, very or extremely

realistic.

slide-36
SLIDE 36

Exit Survey Data Summary

  • 91.22% felt their supervisor treated them moderately, very well or extremely

well.

  • 28.07% of respondents felt it was slightly or not at all easy to balance work

and personal life.

  • On a scale of 1-10, the average response was 9 for the question: How much

did you like your coworkers?

  • On a scale of 1-10, the average response was 8 for the question: How satisfied

were you working in Parkway?

  • 82.44% of respondents would recommend the Parkway School District to
  • thers, while 8.76% would not.
slide-37
SLIDE 37

Measurable Objective 5

Each staff member will engage in professional learning that positively impacts the achievement

  • f Parkway’s diverse

student population.

slide-38
SLIDE 38
  • 1. Salary Channel Changes
  • 2. Professional Learning Plans
  • 3. National Board Certification
  • 4. Teacher Performance Ratings in

Key Areas

  • 5. PLC Reflection Feedback
  • 6. Professional Learning Paths
  • 7. Operations Staff Professional

Learning

Key Performance Indicators

slide-39
SLIDE 39

Salary Channel Changes

Degree Channel Change # of Educators 16-17 % Based on 1350 Count Bachelor to Bachelor +15 23 1.7% Bachelor +15 to Master's 15 1.1% Bachelor's +15 to Master's +15 1 .07% Master's to Master's +15 45 3.3% Master's to Master's +30 1 .07% Master's +15 to Master's +30 58 4.2%

Total 143 10.5%

slide-40
SLIDE 40

Teacher Performance Ratings

Area

Ineffective Development Area Effective Exemplary TOTAL

Feedback for Learning 0.1% 0.7% 76.0% 23.2% 99.2% Engagement 0.0% 2.3% 75.6% 22.1% 97.7% Using Data for Learning 0.0% 1.0% 80.4% 18.6% 99%

slide-41
SLIDE 41

PLC Reflection Feedback

79%

  • f teachers indicated they have

the tools required to have quality conversation s around student work and results.

slide-42
SLIDE 42

79%

  • f teachers indicated they

have the skills required to have quality conversations around student work and results.

PLC Reflection Feedback

slide-43
SLIDE 43

80%

  • f teachers reported PLC’s have had a

positive impact

  • n their instruction.

PLC Reflection Feedback

slide-44
SLIDE 44

77%

reported PLC’s having a

positive impact

  • n student learning.

PLC Reflection Feedback

slide-45
SLIDE 45

Increased PLC shared leadership

slide-46
SLIDE 46
slide-47
SLIDE 47

Options

slide-48
SLIDE 48

Professional Learning Path

1:45

slide-49
SLIDE 49

Operations Staff-Professional Learning

  • Facilities
  • Nurses
  • Food Service
  • Communications
  • Technology
  • Human Resources
  • Secretaries
  • Transportation
  • Finance
slide-50
SLIDE 50

Operations Conference

November 6 West High School

slide-51
SLIDE 51

Patty Bedborough, Chief Financial Officer

Need Picture of Patty

slide-52
SLIDE 52

Patty Bedborough and Amy Joyce

Goal 3: Parkway employees will responsibly and efficiently allocate resources including finances, facilities, personnel and time.

slide-53
SLIDE 53

1. Each school, department and program will maintain ethical and fiscally responsible practices to effectively accomplish mission. 2. All personnel, time and resources will be allocated responsibly and flexibly based on mission related needs of students and the financial reality of the district. 3. Each school, department and program will successfully integrate environmentally, socially and fiscally sustainable best practices into their area

  • f focus.

Measurable Objectives

slide-54
SLIDE 54

KKey Performance Indicators ey Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Measurable Objectives Measurable Objectives

MO 1: Each school, department and program will maintain ethical and fiscally responsible practices to effectively accomplish mission. External Audit

  • All expenditures are in compliance with board policy, and state and federal laws
  • Internal controls are evaluated and updated
  • Financial statements are prepared annually (CAFR) in accordance with GAAP

Bond Passage, Issuance & Maintain AAA Rating

  • Establish Facilities 2020 team
  • Facilities 2020 team identifies capital projects and facilities replacement needs from VFA system
  • Internal and external review of projects
  • Facilities 2020 team develops prioritized project and needs list.

Key Performance Indicators

slide-55
SLIDE 55

Fund Balance Growth

slide-56
SLIDE 56

External Audit

Fiscal Year Opinion 2014 Unqualified (No Findings) 2015 Unqualified (No Findings) 2016 Unqualified (No Findings) 2017 To Be Determined

slide-57
SLIDE 57

Bond Passage, Issuance and Maintaining AA Rating

  • 2014 Bond Issue November 2014 ballot issue passage
  • Issued $50,000,000 in spring 2015
  • Issued $44,000,000 in fall 2016
  • Refunding $27,600,000 fall 2017
  • Preparing for 2018 Bond Issue

Year Rating 2016 AAA 2017 AAA

slide-58
SLIDE 58

KKey Performance Indicators ey Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Measurable Objectives Measurable Objectives

MO 2: All personnel, time and resources will be allocated responsibly and flexibly based on mission related needs of students and the financial reality of the district. Class Size and Staffing Models

  • Facility Utilization Study developed
  • Class size ratios monitored
  • Ensure optimal use of operational staff
  • Conduct review of administrative, building, and operations staffing allocations
  • Ensure staffing targets meet fund balance targets
  • Build 3-5 year staffing/financial projections and develop process for staffing decreases based on

potential student enrollment decrease

Key Performance Indicators

slide-59
SLIDE 59
  • Avg. Dist. C.S.

District Target Max KG 18.3 17 20 1st Grade 18.5 18 21 2nd Grade 20.22 19 22 3rd Grade 21.16 21 24 4th Grade 21.6 21 24 5th Grade 21.3 22 25 Elem Avg. 20.2

2017 Average District Class Size and Target

slide-60
SLIDE 60

2017 Average District Class Size and Target

slide-61
SLIDE 61

Operations Staffing

Custodial-Number of Staff per Square Footage Grounds Crew-Number of Staff per Square Footage Maintenance-Number of Staff per Square Footage Transportation-Number of Drivers per Mile/Number of Routes/Eligible Miles/Utilization Food Service-Number of Staff per Student Enrollment Technology-Number of Staff per Student, Staff/Device Secretarial Staffing-Number of Staff per Student Enrollment

slide-62
SLIDE 62

KKey Performance Indicators ey Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Measurable Objectives Measurable Objectives

MO 3: Each school, department and program will successfully integrate environmentally, socially and fiscally sustainable best practices into their area of focus. Energy & Water Reduction

  • Reduce energy use by 20% by 2025
  • Develop baseline school energy/water efficiency initiatives and other sustainable efforts
  • Adopt ASHRAE 50% Advanced Energy guidelines for all capital replacement projects
  • Sustainability integration into STEM curriculum

Student & Staff Health & Wellness and Evidence of Awareness Initiatives

Key Performance Indicators

slide-63
SLIDE 63

KKey Performance Indicators ey Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Measurable Objectives Measurable Objectives Energy Use by Square Foot

slide-64
SLIDE 64

KKey Performance Indicators ey Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Measurable Objectives Measurable Objectives Energy Cost Per Square Foot

slide-65
SLIDE 65

KKey Performance Indicators ey Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Measurable Objectives Measurable Objectives Water Use Per Square Foot

slide-66
SLIDE 66

KKey Performance Indicators ey Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Measurable Objectives Measurable Objectives

Wellness Initiatives - Participation

slide-67
SLIDE 67

KKey Performance Indicators ey Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Measurable Objectives Measurable Objectives

Wellness Initiatives - Events

slide-68
SLIDE 68

KKey Performance Indicators ey Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Measurable Objectives Measurable Objectives

MO 3: Capital Projects on Budget, On Time

  • Identify capital needs on regular basis and develop project scopes and budgets
  • Design, bid and assign projects to consultants
  • Reconcile costs with Finance on a regular basis to ensure budget targets are met
  • Complete projects on schedule

Key Performance Indicators

slide-69
SLIDE 69

KKey Performance Indicators ey Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Key Performance Indicators Measurable Objectives Measurable Objectives

Capital Projects on Budget and On Time

slide-70
SLIDE 70

Top Priorities 2017-2018 Goal 3

  • Completion of bond work and begin work on a ballot issue for November 2018
  • Audit without findings
  • Grow operating fund balance by at least 0.25%
  • Continue work on Zero Based Budgeting
  • Maintain our AAA bond rating
  • Implement new purchasing policy for construction services
  • Continue to enhance internal controls
  • Demographic study and review of use of facilities
  • 10 new CNG buses - assistance from grant funds
  • Benefits and wellness programing
  • Flexible allocation of staff
  • Continue focus on reducing energy usage

Top Priorities for Upcoming Year

slide-71
SLIDE 71
slide-72
SLIDE 72

Kevin Beckner & Gina Piccinni

Assistant Superintendent Teaching, Learning & Accountability

slide-73
SLIDE 73

Goal 1: Parkway students are learners who positively engage in an ever-changing world.

slide-74
SLIDE 74

Goals for Our Time

  • Situate Goal 1 work
  • Update on progress
  • Engage thinking
  • Get initial feedback
slide-75
SLIDE 75

Goal 1: Parkway students are learners who positively engage in an ever-changing world.

Each student will...

  • ask and pursue meaningful questions
  • transfer learning to new situations in and out of school
  • seek to understand the views, values and cultures of others
  • set, adjust and achieve goals to pursue a personal direction
  • be kind and display concern for the well-being of self and
  • thers
  • meet or demonstrate growth toward state and local

academic benchmarks within and across all curriculum areas

slide-76
SLIDE 76

From Mission to Strategies

Mission, Vision, Learning Principles Goals Measurable Objectives Strategies

slide-77
SLIDE 77

Listening Tour

slide-78
SLIDE 78
slide-79
SLIDE 79
slide-80
SLIDE 80

Twin Strategies

Character Education Personalized Learning

slide-81
SLIDE 81

Personalized Learning

“My mental model of personalized learning is…”

slide-82
SLIDE 82

Task Force

April-October, 2017

slide-83
SLIDE 83

➢ Design Challenge ➢ Examined Model Programs ➢ Studied specific topics related to Personalized ➢ Developed potential principles ➢ Evaluated principles against pitches ➢ Prioritization of specific considerations

Work of Task Force:

slide-84
SLIDE 84

➢ By the end of this semester develop: ○ Pillars for Personalized Learning in Parkway ○ Recommendations to deliver to Parkway’s Personalized Learning Action Team for implementation ○ Considerations for Implementation

Overall Task:

slide-85
SLIDE 85

➢ By the end of this semester develop: ○ Pillars for Personalized Learning in Parkway ○ Recommendations to deliver to Parkway’s Personalized Learning Action Team for implementation ○ Considerations for Implementation

Overall Task:

slide-86
SLIDE 86

When we say “personalized learning” in Parkway, what do we mean?

slide-87
SLIDE 87

I think we’re going to see... because...

slide-88
SLIDE 88
slide-89
SLIDE 89
slide-90
SLIDE 90
  • What might be a major threat to the success of

personalized learning?

  • What might be a key to success of

personalized learning?

slide-91
SLIDE 91

Paul Tandy

Chief Communications Officer

slide-92
SLIDE 92
slide-93
SLIDE 93
slide-94
SLIDE 94
slide-95
SLIDE 95
slide-96
SLIDE 96
slide-97
SLIDE 97
slide-98
SLIDE 98
slide-99
SLIDE 99

Demographics Follow-up

Question: Do our assessments make any (or can they make) distinction between giftedness and high achievers?

slide-100
SLIDE 100

Demographics Follow-up

Question: According to the data, Arabic is the second language in Parkway. Don’t you think it’s time to include Arabic as an elective in our High Schools?

slide-101
SLIDE 101

Demographics Follow-up

Question: What is the plan to address the growing enrollment in some of our schools in the North and West areas?

slide-102
SLIDE 102

Learning from Today

My takeaway is...

My takeaway is...

slide-103
SLIDE 103

Mission in Action

slide-104
SLIDE 104

Project Parkway Quarterly Meeting: Monday, November 20 West High School 6:30 to 8:00 pm Project Parkway Steering Committee Meeting: Wednesday, January 31, 2018 Instructional Services Center 8:30 to 11:30 am