LISTENING LEARNING LEADING - BoardDocs€¦ · CCSD - THE BEST CHOICE •We are the best choice for...
Transcript of LISTENING LEARNING LEADING - BoardDocs€¦ · CCSD - THE BEST CHOICE •We are the best choice for...
Regular Meeting of the Board of School TrusteesOctober 18, 2018
Superintendent Dr. Jesus F. Jara
LISTENINGLEARNINGLEADING
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STUDENT SUCCESS IS THE CENTER OF ALL WE DO
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PART 1:REPORT ON LISTENING
July – October 2018:
•Listening Tour
•The community is invested in our students.
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PART 1:REPORT ON LISTENING
•More than 125 community meetings •More than 107 school and department visits•Two Board of School Trustees governance retreats•Local government visits:•Clark County •Henderson•Las Vegas•Mesquite•North Las Vegas
•Visits with governor, legislators, and legislative committees
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“JAVA WITH JARA”Everything we do relies on public trust. It is important for me to understand how well we serve the community.
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“JUICE WITH JARA”All of my community meetings were an opportunity to hear about the needs of the community and what they want for our students.
This is a first step in strengthening the trust of the public in the work we do – among the community, families, students and our own team.
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“JUICE WITH JARA”
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125 COMMUNITY MEETINGS 4,600 PEOPLE
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107 SCHOOL/DEPARTMENT VISITS SPREAD ACROSS TRUSTEE DISTRICTS
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WHAT I LEARNED
Key takeaways:
1. All means ALL. Every student deserves access to a rich and rigorous education and a quality teacher.
2. We need to improve teaching and learning conditions.
3. We must build public trust.
4. We must focus on the safety and security of our schools.
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WHAT I LEARNEDAll means ALL
•Community pride
•Access and equity
•Rich and rigorous instruction
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WHAT I LEARNEDImprove Teaching and Learning Conditions
•Lower class sizes
•Updated curriculum/technology aligned to standards
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WHAT I LEARNEDBuild Public Trust
•Perception of the Clark County School District
•Honest, consistent communication
•Diverse talent acquisition on merit and accountability
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WHAT I LEARNEDSafety and Security of Our Schools
•Utilize existing resources to protect schools and students
•Advocate for additional resources in the Legislature
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PART 2: PROGRESS ON ENTRY PLAN
July – October 2018: •Early focus goals
October – December 2018:•Development of action plan •Focus on first-year indicators
January 2019: •Community discussion of action plan •Report on progress of first- year indicators
June 2019:•Report on first-year indicators
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PART 2: PROGRESS ON ENTRY PLAN In the following slides:
✓means this goal is either complete or well underway
+ means progress has started to complete the goal
Goals in red were not in the original entry plan and have been added
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ENGAGEMENT, COMMUNITY SUPPORT GOALS
Focus Goals
•Seek to understand the culture, history, and expectations of the entire community ✓
•Proactive outreach to all stakeholders, particularly those underrepresented in public engagement ✓
•Enhance relationships with outside groups ✓
•Develop clear focus on openness and transparency in all communication systems and protocols ✓
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ENGAGEMENT, COMMUNITY SUPPORT GOALS
First-Year Indicators
•Introduce myself to key leaders (business, philanthropists, and elected officials) ✓
•Record videos to send to all employees and community ✓
•Meet with key leaders across Clark County with respective Trustee ✓
•Formed government relations committee to create a shared legislative agenda with associations, legislative leaders, employees, families, etc. ✓
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GOVERNANCE STRUCTURE AND PARTNERSHIP
•Focus on cohesive governance and improving student achievement
•We can be One Team, with One Goal, to be #1ForKids!
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GOVERNANCE STRUCTURE AND PARTNERSHIP Focus Goals
•Join with the Trustees as a cohesive governance team with a singular agenda focused on improving the achievement of all students through adoption and implementation of Balanced Governance policies. ✓
•Ensure appropriate communication protocols between the Trustees and Superintendent ✓
•Work collaboratively with Trustees on Balanced Governance focused on improving student achievement ✓
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GOVERNANCE STRUCTURE AND PARTNERSHIP First-Year Indicators
•Bi-weekly meetings with individual Trustees ✓
•Bi-weekly meetings with Board President to set meeting agenda ✓
•Consistent and efficient Board business meetings ✓
•Monthly Board of Trustees update on all divisions
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STUDENT ACHIEVEMENT•Transforming our schools to schools of excellence
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CCSD - THE BEST CHOICE•We are the best choice for our students, our families, and our community.
•We can compete with any charter or private school.
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STUDENT ACHIEVEMENT
Focus Goals
•Raise expectations for all students ✓
•Conduct deep review of curriculum alignment ✓
•Identify chronically underperforming schools ✓
•Conduct deep review of English Language Learner Master Plan ✓
•Conduct deep review of Gifted and Talented Education +
•Determine methods currently used to monitor student achievement +
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STUDENT ACHIEVEMENT
First-Year Indicators
•Increase kindergarten readiness measures
•Increase third grade reading scores
•Increase number of high-school courses offered in middle school
•Increase Advanced Placement/International Baccalaureate participation to mirror student population
•Increase college readiness and graduation rate
•Launch School Community Justice Partnership ✓
•Launch School Safety Advisory Committee ✓
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STUDENT ACHIEVEMENT
First-Year Indicators
•Additional Title I dollars allocated to 71 Tier I schools to accommodate needs of identified subgroup populations and close achievement gaps ✓
•Calculus Project implemented at three at-risk middle schools to prepare more students for high school calculus ✓
•College, Career, and Equity Unit working with school leaders to increase number of AP courses offered to at least 15 per school ✓
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STUDENT ACHIEVEMENT
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STUDENT ACHIEVEMENT
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STUDENT ACHIEVEMENT
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STUDENT ACHIEVEMENT
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STUDENT ACHIEVEMENT
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STUDENT ACHIEVEMENT
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STUDENT ACHIEVEMENT
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STUDENT ACHIEVEMENT
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STUDENT ACHIEVEMENT
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STUDENT ACHIEVEMENT
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HUMAN CAPITAL•Our team is our best resource.
•We must invest in supporting our staff.
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HUMAN CAPITAL
Focus Goals
•Review employee evaluation system ✓
•Strengthen collaborative relations with labor unions ✓
•Fully staff every classroom by first day of school
•Invest in ongoing teacher professional development
•Create a process for common understanding of quality instruction
•Review process for Professional Learning Communities
•Review and/or develop succession planning and leadership pipeline
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HUMAN CAPITAL
First-Year Indicators
•Align collective bargaining agreements with Assembly Bill 469
•Visit at least 45 schools by end of first marking period ✓
•Increase number of teachers and school-based administrators attending professional development
•Increase number of schools using common planning time
•Recruit and retain high-performing principals in chronically low-performing schools
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HUMAN CAPITAL
First-Year Indicators
•Legislative priorities focus on improving teaching and learning conditions ✓
•Settle contracts with all employee associations ✓
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EFFICIENT OPERATIONS AND FINANCE
•Fiscally sound practices that support schools and student achievement
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EFFICIENT OPERATIONS AND FINANCE Focus Goals
•Align budget and operation decisions to District priorities ✓
•One-on-one reviews with all department heads ✓
•Assess cross-functional capacity and begin customer service goals ✓
•Review operational systems – Transportation, Food Service, Facilities, Technology, Human Resources ✓
•In-depth review of all federal programs +
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EFFICIENT OPERATIONS AND FINANCE First-Year Indicators
•Increase breakfast and lunch meal participation
•Improve operational efficiencies in Facilities/Transportation/Food Services +
•Conduct analysis of operational efficiencies in Transportation, Food Service, Maintenance, Facilities, and Procurement +
•Decrease operational costs to drive more funding to the classroom ✓
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CENTRAL OFFICE EFFICIENCIES•Open central office positions: $1,204,053
•Eliminated one school associate superintendent position and two secretary positions: $245,793
•Reorganized the Academic Unit: $588,904
•Total savings so far for 2018-2019 school year: $2,038,750
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ORGANIZATIONAL CAPACITY AND ALIGNMENT
•Work efficiently and be transparent in our communication with the community
•Work focused on increased student achievement
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ORGANIZATIONAL CAPACITY AND ALIGNMENT Focus Goals
•Communicate expectations to all schools +
•Conduct retreat with senior staff to review department improvement plans and metrics ✓
•Review anticipated administrative vacancies across the District ✓
•Discuss leadership team structures, protocols, practices ✓
•Outline communications protocol and decision making with executive staff ✓
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ORGANIZATIONAL CAPACITY AND ALIGNMENT First-Year Indicators
•Schools will see improvement in support provided by District staff +
•District staff will align department support to District strategic plan and develop monitoring tools +
•Produce a revised organizational chart to support schools and strategic plan ✓
•Be honest about achievement gaps, budget, and what we need for all students to succeed ✓
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SUPERINTENDENT’S COMMENTS BOARD DISCUSSION AND QUESTIONS
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