BLAINE SCHOOL DISTRICT BOARD OF DIRECTORS
BOARD/SUPERINTENDENT GOALS
2009-10
August 18, 2009 BLT Review
August 18, 2009 Board Work Session (Facilitated Discussion)
August 24 Board Meeting Review
September 28 Board Approval
January 25 Progress Updates For Board Review
GOAL #1 – DEVELOPMENT OF LONG RANGE PROGRAM PLAN WITH A BALANCED EMPHASIS ON ADDRESSING STUDENT ACHIEVEMENT AND CAPITAL FACILITY NEEDS
1. There will be third party facilitation of a six-month planning process, to be led by
ESD 189 Assistant Superintendent Buck Evans.
2. Comprehensive staff and community involvement will be a priority in this process,
with both a formal steering committee identified and broader community forums established. The Board and Superintendent will commit to assuring for the comprehensive representation of parents and community members from each area of the District.
3. Specific emphasis will be placed on informing both short term and long term fiscal
priorities, as we continue to anticipate reductions in state level revenue over at least the next two program years.
Superintendent will be accountable to:
- Detailed communication of purpose and opportunities for direct involvement with both staff and community
- Ongoing updates on progress to the entire Board, staff members and the community
- Assurance that the overall process surfaces a resource which can be proactively used to support future program decisions, both on an academic and operations (facility) level
1/10 Update
A total of four Community Forums were completed during the months of November, December and January. Participation levels were significant and the information collected is being processed by the Steering Committee. A draft document will be presented to the full Board for review and feedback in February.
GOAL # 2 - PLANNING FOR CONTINUOUS PROGRESS IN TEACHING AND LEARNING
1. Establishing, facilitating and monitoring School Improvement Plans (SIP) with District (Board) Goals and expectations. Priority emphasis during the 2009-10 school year will continue to be placed upon student achievement in the area of math; however, we will also continue to reinforce those strategies that have resulted in strong student performance in literacy based skills (reading and writing).
Buildings will be directed to establish goals that are data driven and align more consistently with “SMART Goal” parameters:
• Specific
• Measurable (Informed by student performance data)
• Action-Oriented and Attainable
• Results-Oriented
• Time-Based
Reports to the Board will reflect goal progress in relationship to this set of parameters, resulting in greater continuity of the work across the system and subsequently greater overall consistency in student achievement.
Superintendent will be accountable to:
- Supervising principals, directors and supervisors in a manner that remains responsive to progress in student achievement
- Bi-weekly (scheduled) meetings w/individual principals, referencing defined leadership standards.
- Weekly (scheduled) meetings w/Curriculum and Special Education Directors and Business Manager.
- Monthly (scheduled) meetings w/Maintenance, Transportation, Food Service and Technology Directors.
- Continuation of School Improvement Plan (SIP) reporting protocol
- Quarterly schedule for reporting of SIP progress to the Board of Directors w/specific emphasis upon progress in the area of math
- Facilitating the communication of SIP progress, by building, with parents and the general public (School Progress Reports), through the use of the website, as well as the district calendar and school newsletters
- Quarterly schedule for reporting of SIP progress to the Board of Directors w/specific emphasis upon progress in the area of math
1/10 Update
Regular meetings with principals have taken place throughout the Fall, with specific emphasis on time spent in the mutual observation of instruction. The focus in these observations and subsequent discussion has been placed on levels of meaningful student engagement. Leadership Academy participation remains an integral part of this work.
2. The enhancement of K-12 instructional practices, including curriculum alignment and sequencing, with time and resources targeted in the area of math (K-12).
Superintendent will be accountable to:
- Continued alignment of Program Improvement Templates and the subsequent allocation of resources to support this process (District and Building)
- Continued monitoring of the work of the Director of Curriculum, Instruction and Assessment in facilitating the alignment of program instructional targets (K-12) in all content areas (w/specific, system-wide emphasis in math)
- More cohesive level of Leadership Team work with both AVID and RTI concepts and content (early, consistent and targeted intervention)
- Ongoing work with the Instructional Leadership Team to support the supervision of instructional practice and the delivery of applicable feedback
- Continued facilitation of the work of a K-12 Math Support Team
- Continued facilitation of the work of a K-12 Math Support Team
- Continued participation in the ESD 189 sponsored Leadership Academy (Year 3)
- Emphasis on the incorporation and subsequent monitoring of goals that address the improvement of instructional practice into the supervision of principals and other program supervisors
- Emphasis on assisting building level leaders in the
facilitation of conversations with teachers that proactively focus on data driven instructional practice
1/10 Update
Both the RTI and AVID work are moving forward, with high levels of staff engagement across the system. Both School Improvement Plans and the District Improvement Plan continue to be more cohesively aligned, with an increasingly more consistent level of emphasis on the presence and subsequent analysis of student performance data.
Math and Science remain primary points of emphasis in this work (system-wide). We have seen marked increases in student performance levels, particularly at the Elementary and Middle School levels, as measured by state assessment (2009 WASL).
We are continuing to work with the overall Leadership Team to assure that the needs of the system are being met in a timely and purposeful manner during the absence of the Curriculum Director. While not all specific issues will be addressed during this time frame, we will seek to assure that priority needs are being met.
3. The timely and relevant assessment of student achievement, with the subsequent analysis of student data directly supporting adjustments to District and School Improvement Plans, with parallel consideration given to the work that is taking place in the HomeConnections Program.
Superintendent will be accountable to:
- Facilitating review of student performance data (WASL and Classroom Based Assessments) and subsequent adjustments to School Improvement Plans as well as the District Improvement Planning Document (K-12 Alignment)
- Supporting the continued implementation of the Dux Data Program, as this remains a key resource in our work, particularly at the 6-12 level
- Reinforcing opportunities for the development and implementation of Classroom Based Assessments, through assuring that there are resources in place to support the continuation of this work
- Facilitation of transition to the new State Assessment System, with specific emphasis on implications for graduating seniors and applicable requirements
- More intentional level of emphasis on system-level remediation opportunities for students (purposeful alignment of resources and services, with an emphasis being placed on AVID and RTI implementation)
1/10 Update
We are continuing to look to authentic, timely, classroom based assessment for measuring student progress and informing instructional decisions across the program. The AimsWebb (RTI) program provides teachers at the K-5 level with an opportunity for the collection of diagnostic and subsequently prescriptive data specific to both reading and math. This program is serving to assure for a more tangible and purposeful level of early intervention for students, thereby minimizing the need for more costly levels of intervention in later school years.
We are working with an outside consultant to assure that we are meeting training and administrative guidelines/requirements specific to the new state assessment system.
4. Commitment to professional development needs and the acquisition of necessary skills at all levels of the program, with some additional emphasis being placed upon the integration of early childhood (0-5) opportunities for students and families.
Superintendent will be accountable to:
- Working with principals and directors to assure for the purposeful alignment of professional development opportunities for staff at all levels of the program
- Supporting the Director of Curriculum, Instruction and Assessment in the timely identification of math and science training opportunities for applicable staff
- Monitoring the use of grant related professional development funds to assure for compliance with the provisions of these grants
- School Improvement Plans and related System Level goals will serve as the driver for this work
- School Improvement Plans and related System Level goals will serve as the driver for this work
1/10 Update
Through a grant provided by the Bill and Melinda Gates Foundation, the Blaine School District is partnering with other school districts in Whatcom County to support a more purposeful level of networking with pre school providers, specifically Head Start, with significant emphasis on collaborative professional development. The Nooksack Valley School District is serving as the lead agency in this work. The instructional strategies being presented are aimed at assuring for a smoother social and academic transition into Kindergarten for students at risk.
In addition, the 21st Century Grant is now supporting after school remediation and enrichment for up to 80 students at the elementary and middle school levels. Once again, the intent is to assure for the earliest possible success for students in the system.
GOAL # 3 - CREATING STRUCTURE FOR POLICY DEVELOPMENT AND APPLICABLE REVISIONS
1. The Board will continue with the update of District policies and procedures, as there is a very comprehensive level of work yet to be completed
Superintendent will be accountable to:
- Bringing the Administrative Assistant on board with direct line responsibility to the policy development and revision work, as the individual previously responsible for this work has now transitioned out of the District
- Ongoing work with the Board of Directors to implement a protocol for the review and revision of policies and procedures
- Bringing to the Board of Directors (regular meeting schedule), for review and approval, those policies and procedures that are in line for update and revision
- Protocol utilized will continue to assure for the timely, representative and relevant facilitation of this work, with an emphasis on applicable levels of staff participation and accuracy in content detail
1/10 Update
Employee transitions and other personnel issues within the curriculum department have resulted in delays in policy related work. We would anticipate addressing those policies determined to be most urgent between now and the end of the school year.
GOAL #4 - FISCAL ACCOUNTABILITY
1. Commitment to ongoing compliance with all federal and state regulations, as well as applicable district policies and procedures.
Superintendent will be accountable to:
- Continued emphasis on monitoring those areas of the program that have produced prior audit concerns, but were found to be in compliance in the Spring of 2009
- Working with the Business Manager to assure for the timely and accurate completion of state and federal reports, with specific emphasis upon those that relate to business and finance
- Working with the Human Resources Supervisor to develop an Affirmative Action Plan in compliance with Title IX requirements
- Consistent communication and planning remains essential to the development of these priorities and the subsequent success of this work
1/10 Update
Following a clean audit in the Spring of 2009, we remain focused on assuring for consistent attention to and compliance with key program areas. Federal Stimulus funding and related reporting guidelines have added a significant level of complexity to the work of the Business Office. This year’s audit will get underway in January. We would expect to once again realize consistent compliance across the program.
2. Expectation for the establishment of internal checks and balances in key fiscal areas of the program.
Superintendent will be accountable to:
- Working with the Business Manager to define and document goals that assure for the timely and accurate development and monitoring of the district budget, while maintaining consistency in the reporting of budget status to the Board of Directors
- Assuring that the Leadership Team is provided the training and support necessary to be held more consistently accountable to key compliance issues, including those related to monitoring of individual budget areas
- Continuing to work with administrative and supervisory staff to develop and implement consistent guidelines for the recruitment and hiring of both certificated and classified staff, as well as coaches
- Applicable protocols have been established, and are being consistently supported and enforced
- Applicable protocols have been established, and are being consistently supported and enforced
1/10 Update
Internal communication and monitoring of key protocols has remained a front and center priority for the Business Office, as well as the Personnel Supervisor.
3. In response to the reduction of hours in the Payroll Department, we will continue to work with adjusting staffing responsibilities (i.e. - Personnel/Payroll) in a commitment to addressing the overall needs of the program.
Superintendent will be accountable to:
- The facilitation of a plan that assures for the efficient assumption of job responsibilities for staff in the areas of personnel, payroll and the business office
- Assuring that an internal control process remains in place, is proactively implemented and consistently monitored
- Assuring that the overall plan is reasonable with respect to the time expected of program staff
- These areas will be supported through the implementation of a clearly defined set of job responsibilities, supporting the timely and accurate application of internal checks and balance
1/10 Update
The payroll process has proceeded relatively smoothly this Fall (with fewer department hours). We are planning to complete the transition to the automated Substitute Finder system during the months of January, February and March. Once the system is operational, we will realize greater consistency in the processing of payroll related data.
4. Continuing to support a comprehensive level of staff and community involvement in
the budget development process.
Superintendent will be accountable to:
- Establishing and presenting to the Board in September an overall outline and related schedule for a 2010-11 budget planning and development process
- Assuring for the ongoing and consistent communication of fiscal related issues with staff and community
1/10 Update
The budget development process for 2010-11 is underway, with an initial Board Work Session completed in early December. The District Web Site is being updated. We would anticipate community forums specific to the budget being scheduled for February and March. The upcoming legislative session will play a very significant role in determining the breadth of our challenge for at least the next two program years.
GOAL #5 - FUTURE SCHOOL CONSTRUCTION CAPITAL PROJECTS BOND NEEDS
1. This content will be incorporated into and defined by the Long Range Planning process that will be facilitated during the 2009-10 Program Year. (Goal # 1)
February of 2011 will serve as the initial target for the presentation of a Capital Projects Bond Initiative to voters.
Superintendent will be accountable to:
- Assuring for the purposeful consideration and integration of key data (including enrollment projections) into the overall process
- Supporting the involvement of key constituents (prior committee members) in this work
- Reinforcing the importance of establishing an overall timeline that takes into account the significance of a comprehensive communication plan
1/10 Update
Once we have completed the Long Range Planning work, consideration will be given to moving forward with options for addressing specific facility needs and priorities. We would anticipate pulling together a committee in the Spring of 2010 for the purpose of looking more directly and intensively at facility needs, while considering options for moving forward with a Bond issue in early 2011. Ongoing operational costs will be a significant issue, as we need to be very careful about expanding/enhancing facility options in areas that we cannot afford to staff adequately, due to increasing financial challenges at both the State and local levels.
GOAL #6 - POINT ROBERTS PROGRAM
1. The Board is committed to supporting an analysis of program attributes and needs on the Point Roberts Primary Campus.
Superintendent will be accountable to:
- Providing continued oversight on the Point Roberts campus during the 2009-10 Program Year
- Defining the opportunities that exist for students within the K-2 program structure and communicating those opportunities to the community in a timely and efficient manner
- Specifically considering options for transitioning HomeConnections Program alternative to the Point Roberts Primary Campus in 2009-10
- Keeping the Board of Directors apprised of the implications of future grade level configurations for the program in Pt. Roberts
- Scheduled presence at Pt. Roberts Primary will continue with two half days monthly on site
1/10 Update
Enrollment has remained steady at the Point (Primary School) and the program is proceeding smoothly mid year. We did not generate significant interest in a satellite HomeConnections Program. We have recently seen enhancements to the Point Roberts Primary Web Site. We have also installed new computers for student use at the Point, seeking to assure that there options remain consistent with those afforded to students in our other schools.
The number of students enrolled (12-15 across the three grade levels) is optimal for the staffing level. Any additional grade levels would create the need for added certificated staff and that is not an affordable consideration for the District at this time.
12/29/2009