Vision Statement - San Bernardino City Unified School District · Vision Statement Create...

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Vision Statement Create welcoming, inclusive, supportive and collaborative environments for

students, families, staff and community partners at every facility in SBCUSD to ensure that each student is college and or career ready.

Belief Statement We believe that collaborating and creating bonds with one another makes us healthy and prosperous as a community. Embracing and engaging our

rich diverse community everyday brings us closer together. Leadership from all stakeholders and ethnicities vitally contributes to the positive

outcomes experienced by students, families and the greater SBCUSD community, which makes San Bernardino Strong.

Mission Statement The mission of the SBCUSD Family Engagement Strategic Plan is to

research, recommend, and help implement the best strategies for promoting Family Engagement that develops high levels of multicultural leadership practices across our system to ensure success in health and

education for families in the San Bernardino community.

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Board of Education Dr. Margaret Hill, President

Mrs. Abigail Medina, Vice President Dr. Barbara Flores

Mr. Michael J. Gallo Mrs. Gwendolyn Rodgers

Mr. Danny Tillman Scott Wyatt, Ed.D.

Dale Marsden, Ed.D., Superintendent

Superintendent’s Cabinet Harold J. Vollkommer, Ed.D. Deputy Superintendent

Linda R. Bardere, APR, Director, Communications/Community Relations Jayne Christakos, Chief Business Officer, Business Services

Kennon Mitchell, Ph.D. Assistant Superintendent, Educational Services Rachel Monárrez, Ph.D. Assistant Superintendent, Student Services

Ginger Ontiveros, Executive Director, Community Engagement Joseph Paulino, Chief of District Police

Perry Wiseman, Ed.D. Assistant Superintendent, Human Resources Division Carla Cross, Assistant to the Superintendent

Karen Cunningham, Assistant to the Board of Education

Family Engagement Office Aldo Ramirez, Director-Family Engagement Office

Delores White, Senior Secretary Tracy Hernandez, Clerk II

Travon Martin, Community Relationships Worker II/ African American Parent Involvement

Emily Valdez, Bilingual Community Relations Worker II/ Parent Involvement Sandra Valdez, Bilingual Community Relations Worker II Mitzi Brazfield, Bilingual Community Relations Worker II

Mariam Alvarez, Bilingual Community Relations Worker II Olivia Nunez, Bilingual Community Relations Worker II

Martha Lopez de Salcedo, Bilingual Community Relations Worker II

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Table of Contents SBCUSD Family Engagement Strategic Plan Executive Summary………………….4 SBCUSD Family Engagement Steering Committee Participants.………….……..….7 SBCUSD Family Engagement Strategic Planning Process..………………………….8 Strategy 1 - Family Engagement Support to Schools and Departments…………..10 Strategy 2 – Culturally Relevant Strategies Development for Staff,

Community and Families ……………………………….…………………….…....13 Strategy 3 - Culturally-Responsive Communication Strategy…………………….....15 Strategy 4 - Family Engagement Evaluation System ………………………………....17 Strategy 5 - Family Engagement Centers ………………………………………….……19 Strategy 6 - SBCUSD Family University Expansion………...…………………….…...23 Strategy 7 - Augmentation of the Leadership Component

of the SBCUSD Family University……………………………..…………..….......26 Strategy 8 - Centralized Hub for Services and Enrollment Option……………….…28 Strategy 9 - Strategic Contracting Process…………………….…………………….…29 FESP Three Year Work Plan Outline……………………………….………………….….31

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SBCUSD Family Engagement Strategic Plan Executive Summary

The SBCUSD Family Engagement Strategic Plan (FESP) was developed to provide an authentic, stakeholder lead, set of strategies designed to maximize family engagement in SBCUSD. The strategies outlined in the plan were developed in a collaborative strategic planning process with the SBCUSD Family Engagement Steering Committee (FESC). The FESC is comprised of parents, family members, students, teachers, administrators, and local partners. The plan touches on two major areas of work, with nine corresponding strategies. The first area of work is focused on providing support to schools and departments to ensure that they work collaboratively with their local stakeholders to design and implement highly effective family engagement strategies and programs. The strategies that support this focus area are:

Strategy 1 - Family Engagement Support to Schools and Departments Strategy 2 - Culturally Relevant Strategies Development for Staff, Community and Families Strategy 3 - Culturally-Responsive Communication Strategy Strategy 4 - Family Engagement Evaluation System

Strategy one aims to ensure that schools and departments are using planning processes that authentically engage and involve key stakeholders in the design and implementation of their family engagement programs and actions. Strategies two through four aim to support the schools and departments by providing them with important data to drive their decision making, providing the best strategies to create environments that are culturally relevant and welcoming, and ensuring that the communication that the schools and departments utilize connects in a meaningful way with all of the different target audiences that make up the SBCUSD community. The second area of work is focused on developing key centralized family engagement structures that will help to bolster the support to schools and departments by developing, piloting, and providing innovative family engagement strategies and tools. This area of work also aims at establishing locations and supports that families can easily access at central locations throughout the district.

Strategy 5 - Family Engagement Centers Strategy 6 - SBCUSD Family University Expansion Strategy 7 - Augmentation of the Leadership Component of the SBCUSD Family University Strategy 8 - Create a Centralized Hub for Services and Enrollment

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Strategy 9 - Strategic Contracting Process Together, these strategies provide the structures, locations and strategies that the central office teams can rely on to be innovative, and efficient in the work of supporting families and schools in the area of family engagement. The family engagement strategic plan work is outlined as a three-year plan. The work plan considers the chronological order that actions need to be conducted so that they build well on each other. The workflow is scripted in monthly sections. The Family Engagement Steering Committee will meet to get updates on the implementation progress on a quarterly basis, and to give feedback and impute on key decisions. The activities have been resourced out, and one of the most important considerations identified by our stakeholders has been to ensure that the SBCUSD staff is demographically representative of our community. The plan has identified a need for additional staff support, and demographic diversification will be a strong consideration as the additional staff is added. The implementation of the Family Engagement Strategic Plan will be overseen by the Student Services Department, working closely with the Family Engagement Office. The Student Services Department and Family Engagement Office will work closely with the Family Engagement Steering Committee to provide updates and to gather impute about critical decisions. Members of the steering committee will be recruited to help form the required advisory teams to ensure collaborative implementation. Because of the nature of the work, the Student Services Department and Family Engagement Office will work closely with other SBCUSD Divisions and Offices, as this work overlaps with them in a number of ways. By developing and diligently following the strategies and structures included in the SBCUSD Family Engagement Strategic Plan, SBCUSD will ensure high levels of family engagement, and as a result high student college and career readiness. The San Bernardino City Unified School District would like to thank all of the participants of the Family Engagement Steering Committee who have contributed to the creation of this plan. Their contributions, both small and large, have helped to craft a robust program for improved family engagement in our community.

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Family Engagement Steering Committee Participants Adriana Velero, Community Partner Amy Lopez Rivera, Community Partner Ana Villalbazo, Family Member Analit Mitre, Family Member Angela Luna, Student Angela (Angie) Shaw, Family Member Angeles Medrano, Family Member Barbara Pastuschek, SBTA Beatriz Gonzalez, Administrator Berenice Walker, Family Member Blanca Lopez, Family Member Cailee Cox, Community Partner Carina Muniz, District Employee Carolyn Tillman, Community Partner Catalina Castillo, Family Member César Marín, Family Member Charles Brown, Administrator Christy Gov, Student Cristian Ochoa, Student Cynthia Beltran, Community Partner Cynthia Urias, Community Partner Dallas Ahola, Community Partner Daniel Arellano, Administrator Earl Benjamin, Family Member Erika Gonzalez, Family Member Erika M Delgado de Ramos, Family Member Esperanza Hernandez, Family Member Gabriel Villa, Community Partner Hector Murrieta, Administrator Ibrahim Nash-Bey, Community Partner Ilmer Granados, Student Irene Award-Shendi, Student Israel Orozco, Family Member Janny Vazquez, Student Jennifer Reed, Family Member Jocelyn Ramirez Vargas, Student Jonathan Becerra, Student

Jorge De La Torre, Administrator Josefina Perez, Family Member Karen Duns, District Employee Lilia Cisneros, DELAC Liliana Lamas, Family Member Lorena Sifuentes, Family Member Maria Elena Najar, Family Member Maria Elena Rocha, Family Member Mariam Alvarez, District Employee Marcelino “Mars” Serna, Community Partner Mia Cooper, Family Member Nancy Knutson, Family Member Nancy Glenn, SBTA Nephi Navarro, Student Niki Chambers, Family Member Olivia Nunez, District Employee Randall Olson, Teacher Ray Herber, SBTA Rebeca Castro, Family Member Reshona Benjamin, Family Member Ron Fletcher, CWA Rosa Loera, Family Member Ryan Berryman, Community Partner Sandra Cortes, Family Member Sandra Valdez, District Employee Sergio Luna, Community Partner Sonya Gray-Hunn, Community Partner Terrance Stone, Community Partner Teresa Alba, Family Member Tiffanie Luna, Student Tina Pruna, Community Partner Tingyo Luu, Student Tony Luu, Student Trimonisha Singer, Administrator Veronica Garache, District Employee Yadira Lizardi, Family Member

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SBCUSD Family Engagement Strategic Planning Process The SBCUSD Family Engagement Strategic Plan (FESP) was developed in a collaborative process through the SBCUSD Family Engagement Steering Committee (FESC). The FESC is comprised of parents, family members, students, teachers, administrators, and local partners. The steering committee outlined the major areas of focus for the FESP by way of two initial planning meetings. The focus areas were then taken by subcommittees, and developed into draft action plans. After the subcommittees completed the draft actions plans, the work of the subcommittees went back to the FESC for additional feedback and insights. The following is a diagram of the process:

The FESC contributed important feedback critical to the improvement of our family engagement practices. They also helped to identify methods to strengthen both school and family capacity to foster trusting relationships that result in positive outcomes for students. The following overarching recommendations were expressed by FESC: Families want help in strengthening their knowledge, understanding and navigation of the educational system to better support their children’s achievement and performance at school and at

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home. Families recognize the key role that administrators and teachers play in ensuring effective family engagement and recommend staff training to ensure successful implementation and accountability for family engagement at the school sites. Families want school staff to be respectful, create a welcoming environment and value and acknowledge their contributions to their child’s learning by inviting them as equal partners in supporting their child’s academic achievement. Families want to receive information from schools on a timely, ongoing basis, in a culturally responsive way. Families want accessible family centers that operate on a regular schedule; that have well-equipped facilities and quality staff that is welcoming of all families, and that provide them with learning opportunities to assist them in supporting classroom and home learning (math, reading, homework, etc.). Families want improved communication with schools. They seek timely information from schools that is clear and comprehensible, in the language that they understand, culturally responsive, and delivered in a variety of ways using both technology (phone, text, email, websites) and traditional modes of communication (letter, phone calls, etc.).

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Strategy 1 -- Family Engagement Support to Schools and Departments Intentions:

● Create a system for schools and departments to develop individualized plans and support structures that will ensure that families, staff, students and community partners work hand in hand to help students become college and career ready.

● Create a web of support to ensure that students develop the skills, knowledge and behaviors that will help them become college and career ready.

Action Plan: 1.1 -- Create a system for schools and departments to develop individualized plans and support structures that will ensure that families, staff, students, and community partners work hand in hand to help students become college and career ready

Action Items: 17/18 18/19 19/20 Resources

1. Assemble a team to establish research-based strategies, goals and objectives to guide Strategy 1 -- Assemble a team of representatives from our district’s stakeholders to create a list of the most powerful research-based strategies that our schools and departments can collaboratively implement with our families and community partners to ensure students’ college and career readiness

Jun.- Aug. 2017

● Staff time

2. Align structures and programs for maximum success -- Examine and update current structures and programs (Back-to-School Night, K16Bridge, parent-teacher conferences, electronic college and career portfolios, etc.) to increase engagement and collaboration between schools and families

Sept.- Oct. 2017

● Staff time

3. Create local staff development plans -- Design staff development and support systems to help schools and departments collaborate with all stakeholders to develop individualized plans that use the identified strategies to reach their goals and objectives while keeping in mind the following focus areas:

● Developing an understanding of the why, the desired outcomes for this work

Nov. - Dec. 2017

● Staff time ● Additional

duty pay for FEFs

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● Developing a deep knowledge of the most powerful strategies identified by the stakeholder teams

● Helping teachers to collectively focus on family partnerships as a way to prepare students for college and career

● Understanding how restructuring some of the components of the current system will lead to maximum success in collaborating with families

● Developing an understanding of the feedback and incentive systems established in step 1.1.5

● Establishing a Family Engagement Facilitator (FEF) at each school site to guide the implementation of the local strategies developed through their collective planning process

4. Develop a three-year implementation plan -- Craft a three-year plan to support schools and departments in developing robust family engagement approaches that includes small wins and celebrations and is based on key strategies and planning models

Jan. - Feb. 2018

● Staff time

5. Design a feedback and incentive system -- Design a feedback and incentive system that will help energize school communities and encourage them to work together (connected to Strategy 2.1.7)

Feb. 2018

● Funds for incentive system

6. Design a communication strategy -- Implement a communication approach that uses multiple strategies to ensure that information about this work, along with the reasoning behind it, is communicated to all stakeholders without requiring them to come to a campus, office or facility to learn about it

Feb. 2018

● Staff time

7. Provide modeling and technical support to schools and departments -- Provide modeling

Apr. - June 2018

Mar. - June 2019

Mar. - June 2020

● Staff time

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and support for the local planning sessions to help schools and departments design and implement their individualized plans

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Strategy 2 -- Culturally Relevant Strategies Development for Staff, Community and Families Intentions:

● In collaboration with SBCUSD central office departments and key stakeholders, provide staff development that will equip stakeholders with the tools and strategies needed to identify their strengths and bridge cultural gaps

Action Plan: 2.1 -- Research, design and provide staff development that will equip stakeholders with the tools and strategies needed to identify their strengths and bridge cultural gaps

Action Item: 17/18 18/19 19/20 Resources

1. Assemble a team of representatives -- Assemble a team of representatives to help guide the implementation of Strategy 2

Aug. 2017

● Staff time

2. Conduct a needs assessment survey and select strategies -- Design and conduct a survey to better understand the needs of stakeholders regarding cultural awareness and then select the appropriate programs to meet the identified needs

Sept. - Oct. 2017

● Funds for survey

● Staff time

3. Create a district staff development plan on culturally-relevant strategies – In conjunction with Educational Services, create a district staff development plan on culturally-relevant strategies that relies on research and best practice

Nov. - Dec. 2017

● Staff time

4. Create a promotional campaign -- Create a promotional campaign that appeals to all stakeholders

Jan. 2018

● Staff time

5. Develop core trainers -- Train a diverse core team of trainers on the selected program(s). The trainers should include SBCUSD Staff, and parent leaders.

Jan. - Mar. 2018

● Funds for training materials and presenters

● Funds for stipends for family trainers

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6. Train schools and families -- Support schools and their families by providing training and implementation assistance

Apr. - June 2018

(Cohort 1)

Aug. 2018 - June 2019

(Cohort 2)

Aug. 2019 - June 2020

(Cohort 3)

● Staff time

7. Design and implement a recognition and incentive system -- Establish a recognition and incentive system for family engagement with a focus on culturally-relevant strategies

Nov. - Dec. 2017

● Funding for recognition and incentives

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Strategy 3 -- Culturally-Responsive Communication Strategy Intentions:

● Ensure that the communication strategies the district uses have the best possibility of engaging all stakeholders in order to increase participation and collaboration.

Action Plan: 3.1 -- Develop a clear, culturally-responsive communication strategy throughout our district

Action Item: 17/18 18/19 19/20 Resources

1. Assemble a team of representatives -- Assemble a team of representatives to help guide the implementation of Strategy 3.

June - July 2017

● Possible funding to work with expert group

2. Conduct a needs evaluation -- Create and use a survey to define what the communication expectations are for our different families and schools (methods, time frames, what basic information they desire, etc.)

June 2017

● Printing costs

3. Provide staff development on culturally-responsive communication strategies – In conjunction with Educational Services, provide professional learning sessions for schools and departments to help them implement culturally-responsive communication strategies

Aug. - Oct. 2017

Aug. 2018

- May 2019

Aug. 2019

- May 2020

● Materials ● Staff time

4. Update customer service training – In conjunction with Human Resources, update customer service training to include culturally-responsive communication strategies that reach all stakeholders

Aug. 2018

- June 2019

Aug. 2019

- June 2020

● Staff time

5. Update school plans to include culturally-responsive communication strategies -- Help schools add culturally-responsive communication strategies, such as personalized phone calls, door-to-door campaigns, school fairs, school dismissal and

Feb. - May 2018

Feb. - May 2019

Feb. - May 2020

● Staff time

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social media, to their SPSA

6. Implement a centralized calendar -- Minimize calendar conflicts by working across SBCUSD departments to create a common calendar that families can easily access

June - July 2018

June - July 2019

June - July 2020

● Funding for a common calendar

● Staff time

7. Take advantage of local outreach opportunities -- Use well-attended events at schools and in the community to reach different audiences

Aug. 2017

- May 2018

Aug. 2018

- May 2019

Aug. 2019

- May 2020

● Staff time

8. Explore other avenues for communication -- Explore the possibility of using television or radio announcements, billboards or other signage as communication tools

Aug. 2018

● Funding for advertising

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Strategy 4 -- Family Engagement Evaluation System Intentions:

● Create a system that will efficiently provide feedback to SBCUSD schools and departments on their progress toward implementing key family engagement strategies.

Action Plan: 4.1 -- Work with a core group of key stakeholders to establish high-leverage family engagement strategies based on quantitative and qualitative research as well as design and implement an evaluation system to measure the progress of schools and departments toward the implementation of the strategies


1. Develop a request for proposal with Fiscal Services -- Work with Fiscal Services on creating RFPs

Mar. - June 2017

● Staff time ● Funds for

contract work

2. Assemble a team of key stakeholders -- Evaluate the firms who submit proposals in order to recommend the best fit for our district

June 2017

● Staff time

3. Establish key high-leverage family engagement strategies and design an evaluation system -- Work with the stakeholder team and the selected firm to determine the key strategies and design a district-wide evaluation system

Aug. - Sept. 2017

● Staff time

4. Design staff development on the evaluation system -- Work with the stakeholder team and the selected firm to support schools and departments in understanding the data and using it to implement the strategies

Oct. 2017

● Staff time

5. Regularly communicate progress to FESC

Quarterly at

FESC meetings

Quarterly at

FESC meetings

Quarterly at FESC meetings

● Staff time

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6. Implement the family engagement evaluation system and support schools and departments in using the results -- Assist schools and departments in using the data to augment their plans

Nov. 2017

Nov. 2018

Nov. 2019

● Staff time

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Strategy 5 -- Family Engagement Centers Intentions:

● Ensure a welcoming environment and the participation of all community groups. ● Offer four well-attended Family University classes a week at each of the centers (two in

the morning and two in the evening). ● Offer two sessions of tutoring, four days a week, at each of the centers. ● Offer an ESL classes at each of the centers. ● Set a goal of 100 walk-ins a week at each of the centers to support families with

technology and with school and community programs. ● Establish a core group of parent and community leaders who adopt each of the centers

and offer support in a variety of ways. ● Spread the centers’ programs to the cluster schools and to other locations in the

community. Action Plans: 5.1 -- Extend the hours of operation, improve access, and provide a welcoming environment at each Family Engagement Center


1. Draft an hours-of-operation master plan -- Draft and finalize a plan regarding the hours of operation

June 2017

● Additional staff

2. Align staffing -- Hire additional staff to expand the hours of operation and to connect with more segments of the community

June - July 2017

● Marketing funds

3. Set a starting date for expansion Sept. 2017

● Marketing funds

4. Examine access issues -- Draft and commission new signage and explore changing the locations of the most inaccessible centers

July 2017

● Funds to make locations more welcoming, visible and accessible

5. Establish a monthly calendar -- Send a monthly calendar of classes to all homes

Start Aug. 2017

Start Aug. 2018

Start Aug. 2019

● Marketing funds

6. Improve security -- Ensure lighting and safety for evening hours and weekends

Aug. 2017

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5.2 - Conduct Family University classes at school sites and various community locations


1. Expand class locations -- Establish a plan for what classes will be taught outside of the centers, starting with the most popular classes first

June - July 2017

June - July 2018

June - July 2019

● Staff support to have classes at the centers and other locations and to have support during class presentations

2. Collaborate with schools and partners -- Collaborate with schools and partners to set up the dates and times of presentations

June 2017

June 2018

June 2018

● Wireless access points to be able to use technology

3. Use class calendar for outreach -- Make a monthly schedule for when each of the centers will teach classes and do presentations at schools and other locations

June 2017

June 2018

June 2019

● Transportation kits to be able to transport presentation materials and technology

5.3 - Train community partners and school staff on Family University


1. Determine local needs -- Survey families and schools to determine the local need for classes

July 2018

● Additional staff to develop the class materials and presentations, perhaps as extra-duty

2. Establish a class availability calendar for community partners and school staff

Aug. 2018

3. Provide materials for the additional Sept.

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classes - Nov. 2018

4. Establish a yearly calendar -- Set up a class schedule for the upcoming year

Jan. - Feb. 2019

Ongoing

5. Communicate trainer of trainers opportunity to community partners -- Contact school sites and community partners to let them know about the training opportunities

July - Aug. 2019

Ongoing

5.4 - Work closely with teachers and partners to communicate the centers’ resources


1. Provide calendars to school staff -- Give monthly calendars, as well as bookmarks, to teachers and office staff so they can promote classes and events

Start Aug. 2017.

Ongoin

g

Ongoing

Ongoing

● Funds to print bookmarks and calendars for schools

2. Present at school staff meetings -- Use school staff meetings to disseminate information

Start Aug. 2017

Ongoing

Ongoing

Ongoing

● Staff time to visit staff meetings once every two months

3. Establish email communication -- Email teachers monthly regarding cluster opportunities

Start Aug. 2017

Ongoing

Ongoing

Ongoing

● Staff time

4. Create family engagement video - Create a family engagement video as a teacher resource

July 2017

● Staff time

5.5 - Train newly-hired family engagement staff on philosophy, current programs, strategies and technological tools


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1. Update the onboarding program with shadowing opportunities

July 2017

● Staff time

5.6 - Ensure that all subgroups are utilizing the services at the family engagement centers


1. Assemble a team of representatives to guide the research, design and implementation of this work

Sept. 2017

● Staff time

2. Conduct research -- Look at other districts or schools that are having success with parent and family groups like ours for insights into model strategies

Sept. 2017

● Staff time

3. Conduct focus groups -- Work with Loma Linda University to conduct focus group research with parent and family groups that are not as participative

Sept. 2017

● Staff time

4. Establish a yearly outreach calendar -- Establish a calendar that includes school and local events, as well as home visits

Oct. 2017 Ongoi

ng

Ongoing

Ongoing

● Staff time

5. Connect with key central offices -- Work with Youth Services to make referrals to Family Engagement Center resources

July 2017

● Staff time

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Strategy 6 -- SBCUSD Family University Expansion Intentions:

● Increase the number of families taking advantage of the classes and resources offered through the SBCUSD Family University.

● Encourage our community partners to help us expand the SBCUSD Family University classes into the community for additional impact.

● Make it simple for families and community partners to use the SBCUSD Family University program materials.

Action Plan: 6.1 -- Establish an enhanced promotional process


1. Provide guidance to the promotions team for the family engagement centers -- Ensure that the promotions team at the family engagement centers employs the following strategies in their outreach work:

● Ensure that staff use all forums (SSTs, IEPs, SARB process, parent-teacher conferences, post-suspension conferences, etc.) to recommend classes to families

● Ensure that staff emphasize the current and future benefits of classes (e.g. for employment--completing the resume and job application class prior to a local job fair) to instill hope in the participants

● Connect with our internal departments to give information to families on a regular basis

Aug. 2017

● Staff Time ● Funds for

informational material

6.2 Hold classes in community locations and schools


1. Use the plan created in action item 5.2.1 of the FESP to offer additional classes

● Staff time

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6.3 Expand SBCUSD Family University course offerings


1. Gather feedback -- Gather feedback from our community on what the next steps for each of the SBCUSD Family University classes should be in order to help us prioritize new classes

Jan. 2018

Jan. 2019

● Staff time

2. Outline new topics -- Use feedback from the community to plan additions to the Family University curriculum

Feb. 2018

Feb. 2019

3. Reach out to community partners -- Reach out to community partners to support the designated work; touch base with school adopters and vendors to get their feedback and support

Mar. 2018

Mar. 2019

● Funding to pay for partners to come in and help with some of the specialized programs

6.4 Create a Family University recognition and celebration program


1. Design a SBCUSD Family University recognition system -- Enlist a group of individuals who are engaged in and good at setting up recognition and celebration programs to design a SBCUSD Family University recognition system, and work with local partners to provide scholarships to career technical or vocational certification programs for the most active Family University participants

June 2018

● Staff time ● Funding for

certificates and celebration events

2. Use the SBCUSD Family University recognition system twice a year

Jan 2019

& June 2019

Jan 2020

& June 2020

6.5 Make the Family University materials user friendly


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1. Develop SBCUSD Family University class outlines -- Develop easy-to-follow class outlines for the Family University classes and post them online for others to easily download and use (See Action Item 5.3)

Sept. - Nov. 2018

● (See Action Item 5.3)

6.6 Create a SBCUSD Family University yearly evaluation program


1. Define how the SBCUSD Family University classes should be evaluated -- Create an evaluation system for Family University classes

Oct. 2017

● Staff time

2. Conduct a yearly review of Family University class effectiveness

Apr. 2018

Apr. 2019

Apr. 2020

● Staff time

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Strategy 7 – Augmentation of the Leadership Component of the SBCUSD Family University Intentions:

● Establish a group of parents who is dedicated to being parent leaders and facilitators. ○ Create a parent task force that is dedicated to going to schools to volunteer and

to support and mentor students and other parents. ● Increase family involvement by 100 percent by having more Parent2Parent meetings in

the community. ● Increase the involvement of fathers and father-figures in students’ education. ● Increase family resilience by helping families to seek out resources, solve problems,

deal with the stress of working and having their students in school, and develop ways to keep their children off of drugs and away from violence and domestic abuse.

● Engender more positive communication and a disposition to work together among schools, principals and families.

○ Discuss deeply students’ learning experiences and how to improve them. ○ Collaborate to create warm and family-friendly spaces at all schools.

● Encourage more families to take advantage of the programs being offered to improve graduation and attendance rates and to better prepare students for college and career.

● Offer more convenient meeting times, especially for working parents and guardians. ● Offer fun learning programs for families, especially to get the community to come

together and to learn from each other (ie. language classes in Spanish and other languages, cultural celebrations and festivals).

● Provide more overt recognition of the multiple languages used in our community. ● Offer mentoring programs to support families with the transitions from elementary to

middle school and middle school to high school. Action Plan: 7.1 -- Establish a working group that will help guide and combine the SBCUSD Family University leadership programs into a cohesive, systematic approach


1. Establish a SBCUSD Family University leadership subcommittee

June 2017

● Staff time

2. Develop SBCUSD Family University leadership focus areas:

● Establish a list of SBCUSD Family University leadership focus areas each year

● Identify the work to be continued, as it aligns with the goals and produces

June 2017

● Staff time ● Funding for

contracted programs

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positive results ● Organize the programs into a

systematic and connected approach ● Provide a list of recommended areas

of focus to the contracting subcommittee to use when putting out the call for presentations

● Provide a list of suitable partners to the contracting subcommittee as a starting place for their outreach

○ Emphasize that programs should develop leadership and allow families to help other families (e.g. mentorship skills)

3. Establish mentoring programs -- Work on strategies to get more mentoring for students at schools

● Expand current mentoring plans and activities to reach adult family members as well as current students

● Work with students who have graduated and are not doing so well so they can help us with insights on how to make our district and schools better

● Ensure that support material is culturally responsive

Feb. 2018

● Staff time

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Strategy 8 – Centralized Hub for Services and Enrollment Option Intentions:

● Provide a one-stop location as an option for families to enroll their children. ● Make screening for sports and volunteering easier for families. ● Get questions quickly answered by the different departments that regularly work with

children and families. Action Plan: 8.1 -- Provide a one-stop location as an option for families to enroll their children and get them screened for sports, to make volunteering easier, and to get questions quickly answered by the different departments that regularly touch children.


1. Solicit community input -- Work with parent leaders to get their recommendations for must-have services, desired locations, and provisional services

May – June 2017

● Staff time

2. Create an implementation plan: ● Research locations ● Develop a timeline for facilities work

(depending on weather the building is leased or built, this plan would span 9 to 12 months, or up to 3 years)

● Solicit an architectural design of facilities, including furnishings

● Determine staffing adjustments ● Develop promotional materials for the

hub and a corresponding outreach strategy

● Schedule a ribbon-cutting ceremony

July – Sept. 2017

● Staff time ● Funds for

facility acquisition and updating

● Funds for staff ● Funds for

promotion

3. Assemble a feedback team -- Develop a team of representatives to give feedback on the implementation steps outlined above

Sept. 2017

● Staff time

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Strategy 9 – Strategic Contracting Process Intentions:

● Develop a systematic way to request and evaluate proposals for contracted work ● Accelerate the implementation of the key SBCUSD Family Engagement Strategic Plan

strategies by contracting with partners. ● Ensure that contracts produce accelerated implementation in the targeted areas.

Action Plan: 9.1 -- Create a system for the SBCUSD Family Engagement Office to collaboratively and systematically request and evaluate contracted work that is meant to accelerate the implementation of key family engagement strategies


1. Assemble a team of representatives - Assemble a team that is free of conflicts of interest to make recommendations on:

● Establishing key areas for contracting using the Family Engagement Strategic Plan as a guide

● Using a predetermined rubric for evaluating the vendor that will ensure the best fit for the SBCUSD community and its goals, including a strategy for building the internal capacity of the district to do the work

● Evaluating vendor proposals

June 2017

Apr. 2018

Apr. 2019

● Staff time

2. Publish a call for vendor proposal presentations -- Work with Fiscal Services to ensure that the call for presentations is well publicized to maximize the number of qualified vendors applying

June 2017

Apr. 2018

Apr. 2019

● Staff time

3. Establish a timeline for vendor presentations -- Schedule vendor presentations in time to allow for implementation at the start of an academic year

June 2017

Apr. 2018

Apr. 2019

● Staff time

4. Evaluate vendors -- Evaluate the presentations and make recommendations

July 2017

May 2018

May 2019

● Staff time

30

regarding the contracting of work

5. Conduct evaluations of contract impact -- Conduct yearly evaluations of performance, including:

● Alignment with the district’s APQC Program Evaluation Process, including the district’s internal capacity to carry the work into the future (if applicable)

● Timeliness of evaluations so they can be used to make decisions about the focus areas for the following year

● Use of pilot programs to determine effectiveness and fit

● Identification of vendors who perform well during pilot programs so they may be considered for longer-term work (if applicable)

Mar. 2018

Mar. 2019

Mar. 2020

● Staff time

31

FESP Three-Year Work Plan Outline

Year Jan Feb Mar April May June July Aug Sept Oct Nov Dec

2017 4.1.1 4.1.1 4.1.1 8.1.1

1.1.1 3.1.1,2,8 4.1.1,2 5.1.1,2 5.2.1,3 7.1.1,2 8.1.1 9.1.1,2,3

1.1.1 3.1.1 5.1.2,3,4 5.2.2 5.4.4 5.5.1 8.1.2 9.1.4

1.1.1 2.1.1 3.1.3,8 4.1.3 5.1.6 5.4.1,2,3 6.1.1 8.1.2

1.1.2 2.1.2 3.1.3,8 4.1.3 5.1.5 5.4.1,2,3 5.6.1,2,3 8.1.2,3

1.1.2 2.1.2 3.1.3,8 4.1.4 6.6.1 5.4.1,2,3 5.6.4

1.1.3 2.1.3,7 3.1.4,8 4.1.5,6 5.1.5 5.4.1,2,3 5.6.4

1.1.3 2.1.3,7 3.1.4,8 4.1.5 5.4.1,2,3 5.6.4

2018 1.1.4 2.1.4,5 3.1.4,8 4.1.5 5.1.5 5.4.1,2,3 5.6.4 6.3.1

1.1.4,5,6 2.1.5 3.1.6,8 5.4.1,2 5.6.4 6.3.2 7.1.3

1.1.7 2.1.5 3.1.6,8 5.1.5 5.4.1,2,3 5.6.4 6.3.3 9.1.5

1.1.8 2.1.6 3.1.6,8 6.6.2 5.4.1,2,3 5.6.4 9.1.1,2,3

1.1.8 2.1.6 3.1.6,8 5.1.5 5.4.1,2,3 5.6.4 9.1.4

1.1.8 2.1.6 3.1.7,8 5.2.1,3 6.4.1 6.5.1

3.1.7,8,9,10 5.1.5 5.2.2 5.3.1 6.5.1

2.1.6 3.1.5,8,9 5.3.2 5.4.1,2,3 5.6.4

2.1.6 3.1.5,8 5.1.5 5.3.3 5.4.1,2,3 5.6.4

2.1.6 3.1.5,8 5.3.3 5.4.1,2,3 5.6.4

2.1.6 3.1.5,8 4.1.6 5.1.5 5.3.3 5.4.1,2,3 5.6.4

2.1.6 3.1.5,8 5.4.1,2,3 5.6.4

2019 2.1.6 3.1.5,8 5.1.5 5.3.4 5.4.1,2,3 5.6.4 6.3.1 6.4.2

2.1.6 3.1.5 3.1.6,8 5.3.4 5.4.1,2,3 5.6.4 6.3.2

1.1.8 2.1.6 3.1.5 3.1.6,8 5.1.5 5.4.1,2,3 5.6.4 6.3.3 9.1.5

1.1.8 2.1.6 3.1.5 3.1.6,8 6.6.2 5.4.1,2,3 5.6.4 9.1.1,2,3

1.1.8 2.1.6 3.1.5 3.1.6,8 5.1.5 5.4.1,2,3 5.6.4 9.1.4

1.1.8 3.1.7,8 5.2.1,3 6.4.2

3.1.7,8 5.1.5 5.2.2 5.3.5

2.1.6 3.1.5,8 5.3.55.4.1,2,3 5.6.4

2.1.6 3.1.5,8 5.1.55.4.1,2,3 5.6.4

2.1.6 3.1.5,8 5.4.1,2,3 5.6.4

2.1.6 3.1.5,8 4.1.6 5.1.5 5.4.1,2,3 5.6.4

2.1.6 3.1.5,8 5.4.1,2,3 5.6.4

32

2020 2.1.6 3.1.5,8 5.1.5 5.4.1,2,3 5.6.4 6.4.2

2.1.6 3.1.5,6,8 5.4.1,2,3 5.6.4

1.1.8 2.1.6 3.1.5,6,8 5.1.5 5.4.1,2,3 5.6.4 9.1.5

1.1.8 2.1.6 3.1.5,6,8 6.6.2 5.4.1,2,3 5.6.4

1.1.8 2.1.6 3.1.5,6,8 5.1.5 5.4.1,2,3 5.6.4

1.1.8 3.1.7,8 5.2.1,3 6.4.2

3.1.7,8 5.1.5 5.2.2

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