DRAFT 1 BELLEVUE SCHOOL DISTRICT 2018-19 ANNUAL PLAN TABLE OF CONTENTS Executive Summary .......................................................................................................................................................2 Background ....................................................................................................................................................................2 2017 – 2018 One Year Plan ........................................................................................................................................2 2017 – 2018 Highlights and Opportunities ................................................................................................................3 2023 Strategic Plan ........................................................................................................................................................7 Vision .........................................................................................................................................................................7 Mission.......................................................................................................................................................................7 Values ........................................................................................................................................................................7 Priorities and Goals ....................................................................................................................................................8 2018-19 Annual plan......................................................................................................................................................9 Annual Plan Goals for 2018-19 ..................................................................................................................................9 Implementation Approach ......................................................................................................................................12 2018-19 Initiatives .......................................................................................................................................................14 Priority: High Quality Instruction ............................................................................................................................. 14 Key Initiative – Implement MTSS .........................................................................................................................14 Initiative 1 -- Develop Readiness and Foundation for MTSS Implementation .....................................................15 Initiative 2 -- Deepen Understanding of English Language Arts and Math Standards to Improve Instruction....16 Initiative 3 – Balanced Literacy Instruction In Elementary ..................................................................................17 Initiative 5 – Math Instruction in Secondary .......................................................................................................18 Priority: Student Well-Being ...................................................................................................................................20 Initiative 1 – Social Emotional Learning and Bullying Prevention Units K-12 ......................................................20 Initiative 2 – A Framework for Safe and Successful Schools ................................................................................21 Priority: Exceptional Staff .......................................................................................................................................22 Initiative 1 – Align Staffing process to match School and student needs ............................................................ 22 initiative 2 – Utilize Climate Data to Enhance Professional Development .......................................................... 23 Initiative 3 – Refine The Hiring Process to Reflect District Priorities ...................................................................23 Initiative 4 – Establish and Implement Staff recognition Program focused on Values-Based Leadership ..........24 Priority: Climate and Culture ..................................................................................................................................25 Initiative 1 – Values-Based Leadership Training ..................................................................................................25 Initiative 2 – Values Training: Culture of Service .................................................................................................26 Initiative 3 – Shared Leadership Through Equity and Inclusion Leadership Teams .............................................27
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2017 – 2018 One Year Plan ........................................................................................................................................ 2
2017 – 2018 Highlights and Opportunities ................................................................................................................ 3
2023 Strategic Plan ........................................................................................................................................................ 7
Priorities and Goals .................................................................................................................................................... 8
Annual Plan Goals for 2018-19 .................................................................................................................................. 9
Initiative 1 -- Develop Readiness and Foundation for MTSS Implementation ..................................................... 15
Initiative 2 -- Deepen Understanding of English Language Arts and Math Standards to Improve Instruction.... 16
Initiative 3 – Balanced Literacy Instruction In Elementary .................................................................................. 17
Initiative 5 – Math Instruction in Secondary ....................................................................................................... 18
Initiative 1 – Align Staffing process to match School and student needs ............................................................ 22
initiative 2 – Utilize Climate Data to Enhance Professional Development .......................................................... 23
Initiative 3 – Refine The Hiring Process to Reflect District Priorities ................................................................... 23
Initiative 4 – Establish and Implement Staff recognition Program focused on Values-Based Leadership .......... 24
Priority: Climate and Culture .................................................................................................................................. 25
Initiative 1 – Values-Based Leadership Training .................................................................................................. 25
Initiative 2 – Values Training: Culture of Service ................................................................................................. 26
Initiative 3 – Shared Leadership Through Equity and Inclusion Leadership Teams ............................................. 27
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Priority: Family and Community ............................................................................................................................. 28
Initiative 2 – Family Engagement ......................................................................................................................... 30
Initiative 3 – Community Development ............................................................................................................... 31
• Student feedback surveys and summary of recommended modifications to initial student lessons (secondary)
• Prior to mid-winter break
• End of the school year
INITIATIVE 2 – A FRAMEWORK FOR SAFE AND SUCCESSFUL SCHOOLS
What is the Framework for Safe and Successful Schools?
We all share this responsibility and look forward to creating a district level plan based on best practices from the
Framework for Safe and Successful Schools in school safety and climate, student mental health, instructional
leadership, teaching, and learning.
Why is the Framework for Safe and Successful Schools?
Creating safe, orderly, and welcoming learning environments is critical to educating and preparing all our children
and youth to achieve their highest potential and contribute to society.
Goal: The District will develop a Student Well-Being Plan based upon the Framework for Safe and Successful
Schools and schools will develop School Improvement Plans (SIP) that align to the district’s Student Well-Being
Plan.
Measure Metric Student Outcome
Implementation Capacity
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Identification of district strengths and needs
Safe and Successful Schools Framework Needs Assessment Tool
X X
Identification of school strengths and needs
Safe and Successful Schools Framework Needs Assessment Tool
X X
Deliverables Timeline and Milestones
• Student Well-Being District Work Plan • January 2019
• School improvement plans are aligned to the district’s Student Well-Being Plan
• June 2019
PRIORITY: EXCEPTIONAL STAFF
We believe diverse and highly skilled staff are critical to the success and well-being of our students.
To ensure staff feel supported, respected, and valued for the work they do every day to serve students, we will
recruit, support, and retain exceptional staff throughout our organization.
INITIATIVE 1 – ALIGN STAFFING PROCESS TO MATCH SCHOOL AND STUDENT NEEDS
What do we mean by Aligning Staff to School and Student Needs?
To maximize the impact on students, we will continue to examine and adjust how we place staff across the District.
This includes matching talent to student and school needs and staffing schools with the professional expertise
required for success for our students.
Why should we Align Staff to Student Needs?
By ensuring the most qualified and effective staff members are serving in positions to maximize their impact on
behalf of students, we will support the key initiatives outlined in the Strategic Plan.
Goal: Ensure that 100% of Certificated Staff and Paraprofessionals are Appropriately Certified and Qualified
Measure Metric Student Outcome
Implementation Capacity
By September 30, 2019 All Certificated Staff on contract are appropriately certified in their assignments
Measured by a review of certification
X X
By September 30, 2019 All paraprofessionals shall meet the criteria as established by OSPI
Measured by a review of qualifications
X X
Deliverables Timeline and Milestones
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• Verification of % of employees meeting required qualifications
• To be completed by September 30, 2019
INITIATIVE 2 – UTILIZE CLIMATE DATA TO ENHANCE PROFESSIONAL DEVELOPMENT
What do we mean by Utilizing Climate Data to Enhance Professional Development?
Staff engagement means that employees are connected to and involved in the key components of their work in a
way that elicits satisfaction and joy within the work environment.
Why do we need to Utilize Climate Data to Enhance Professional Development?
By creating an effective measure, we will set a baseline for the next several years and determine efficacy and make
recommendations for improvement.
Goal: Establish Measurement for Staff Engagement
Measure Metric Student Outcome
Implementation Capacity
Develop methodology to determine staff engagement
To be developed X
Develop measurement(s) for determining staff engagement
To be developed X
Establish baseline data for staff engagement
To be developed X
Deliverables Timeline and Milestones
• Written methodology and process for gathering baseline data
• Complete initial research and draft by Feb. 20, 2019
• Modify and revise methodology and process • Finalize draft by April 30, 2019
• Complete baseline data gathering and analysis • Finalize by June 30, 2019
INITIATIVE 3 – REFINE THE HIRING PROCESS TO REFLECT DISTRICT PRIORITIES
What do we mean by Refining the Hiring Process to Reflect District Priorities?
The District has made progress over the last several years on deliberately diversifying its certificated staff with a
focus on teachers and certified administrators. Human Resources has completed the revision of the District
Affirmative Action Plan and has aligned this initiative for both the One Year Plan and the Affirmative Action Plan.
Why do we need to Refine the Hiring Process to Reflect District Priorities?
Each year we modify our hiring processes to reflect our student needs as the center of our talent search. Our
current employment environment requires the District to be aggressive and adaptive in our seeking out and
securing the most talented educators and staff. Bellevue is a destination district worthy of attracting and retaining
world class talent.
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Goal: Revise and Implement Improvements to the District Hiring Process
Measure Metric Student Outcome
Implementation Capacity
Increase certified candidates of color applications related to hiring
35% of all certificated hires are candidates of color
X X
Increase certified administrator candidates of color applications related to hiring
50% of all principal hires are candidates of color
X X
Increase the number of candidates of color
Set expectation of an increase of 5% of candidates of color, established for each demographic group
Refine orientation and onboarding strategies for employee groups with the highest turnover rate
Establish baseline for staff turnover data
X X X
Deliverables Timeline and Milestones
• Refine recruitment strategies reflective of specific strategies for candidates of color by demographic
• Completed by Jan. 31, 2019
• Bellevue Job Fair • February 2, 2019
• Provide training and support for classified hiring managers
• Implemented during the spring of 2019, to be completed by April 1, 2019
INITIATIVE 4 – ESTABLISH AND IMPLEMENT STAFF RECOGNITION PROGRAM FOCUSED ON VALUES-
BASED LEADERSHIP
What do we mean by Staff Recognition Program focused on Values-Based Leadership?
Recognition based upon how people interact with one/another is a strong approach to supporting our staff.
What do we need to implement a Staff Recognition Program focused on Values-Based Leadership?
The Bellevue School District has established the importance of a professional quality of life based upon the
investment in each employee and the respect afforded to those who work in the District and the dignity they bring
to our students and community. By embracing the importance of professional quality of life, we can create and
implement this recognition approach for employees.
Goal: The District Will Develop and Implement a Comprehensive Staff Recognition Program with Primary
Components that Include Formal Recognition and Support for Professional Quality of Life
Measure Metric Student Outcome
Implementation Capacity
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Assess current staff recognition activities throughout the District
Catalogue of known recognition activities
X
Develop annual calendar of staff recognition activities
Publish calendar X X
Develop comprehensive approach to retention strategies with a focus on professional quality of life for employees
Implementation ok key strategies focused on retention
X X
Deliverables Timeline and Milestones
• Refine annual recognition of years of service program • Completed no later than April 1, 2019
• Refine retirement recognition program • Completed no later than April 1, 2019
• Develop recommendations for staff recognition aligned with Culture of Service
• Completed no later than June 30, 2019
• Establish employee retention strategies, including benefit items for employees
• Begin October, 2018 (Landed)
• BEA Bargaining spring, 2019
• Negotiate successor contract for BEA • Ratified and adopted by the Board no later than Aug. 31, 2019
PRIORITY: CLIMATE AND CULTURE
We believe what we do, what we say, and how we act each day matters. Great organizational cultures don’t just
happen. They are created. With every conversation and every interaction, we live our values and contribute to our
district’s vision, mission, and culture.
To ensure students and staff develop positive relationships with one another, feel a sense of belonging, and unite
around our shared vision, mission, and values, we will support and foster positive relationships between and
among students and staff.
INITIATIVE 1 – VALUES-BASED LEADERSHIP TRAINING
What is Values-Based Leadership?
Every organization is driven by its internal culture, the ways that employees think, behave, and react.
Organizational cultures are either created deliberately or shaped organically. High-performing organizations
operate under a culture that is carefully and thoughtfully created to reflect shared values, create safety, develop
vulnerability, and build a strong sense of purpose. Under values-based leadership, organizational leaders make
decisions that reflect shared values in how they lead on a daily basis.
Why Values-Based Leadership?
In order to ensure that each and every one of our students is receiving an exemplary education, district leaders
must have a clear understanding around why we are doing this work and how we plan to go about ensuring our
work supports each and every student.
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Goal: District leaders have a common understanding of what it means to live our values in the district and how
those values-drive our work. Decision-making in the district reflects that common understanding of our values and
our commitment to ensuring they are at the center of our individual and collective behaviors and actions.
Measure Metric Student Outcome
Implementation Capacity
District leadership complete Values-Based Leadership Training
X
Decision-making processes reflect a common understanding of our values
X
School communities and centrally-based staff have a clear understanding of what it means to live the district’s values
X
Deliverables Timeline and Milestones
• Plan for Initial Values-Based Leadership Training • September 2018
• Provide one Values-Based Leadership Training and determine if this is the training to invest in
• November 2018
• Action steps for furthering Values-Based Leadership training
• December 2018
• Creation of a Values Based Leadership Program • December 2018
• Plan to roll out values through training or other engagement activities
• January 2019
INITIATIVE 2 – VALUES TRAINING: CULTURE OF SERVICE
What is Culture of Service Training?
A key piece of building our district culture is to develop a shared understanding of what it means to live our values.
We will use district-wide training efforts to build a shared understanding of how our values drive what each and
every one of us do every day to support our students. This year’s Culture of Service training will build on last year’s
pilot effort, using staff who participated in the pilot as ambassadors and co-designers for the work.
Why Culture of Service Training?
Service is a key part of our mission and is also the first of our six values. As such, we are leading our focusing our
first-round of values-based training for staff on building a Culture of Service within our district.
Goal: All district staff understand what it means to operate in a culture of service.
Measure Metric Student Outcome
Implementation Capacity
Staff have received training and have a clear understanding of what it means to operate under a Culture of Service
X
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Families and students report feeling more welcomed at their school buildings
X
Families and students report satisfaction with how issues are resolved
X
Families and students report being able to get information and answers quickly and easily
X
Deliverables Timeline and Milestones
• Plan for Culture of Service Training for 2018-19 • December 2018
• Guidance document for staff on Culture of Service • March 2019
• Plan for deepening Culture of Service • April 2019
• Plan for staff-training tied to other district values • June 2019
INITIATIVE 3 – SHARED LEADERSHIP THROUGH EQUITY AND INCLUSION LEADERSHIP TEAMS
What Is an Equity and Inclusion Team?
An Equity and Inclusion Team is a school-based shared leadership teams that drive the MTSS process. They:
• meet twice a month (or once a month with equivalent/sufficient time)
• include administrator(s) and educators representing general education, special education, and other
student services
• review schoolwide student and/or school performance data
• use data to monitor school progress, guide instructional practices, and make school governance decisions.
Why Equity and Inclusion Teams?
Effective shared leadership in the form of equity and inclusion teams promotes equitable student outcomes
through equity-focused, data-driven decision making and the monitoring of school progress.
Goal: EI Teams in every school will build readiness and foundations this year which includes: (1) building out EI
team structures and communication protocols, (2) mapping out the current MTSS reality using tools such as the
‘resource map’ and the ‘tiered intervention matrix, (3) completing the FIA twice a year.
Measure Metric Student Outcome
Implementation Capacity
100% of schools will achieve Level 2 (Implementation)
FIA 1.1 X
100% of schools will complete Team Development and Communication Structures
Readiness and Foundations Components Rubric
X
100% of schools will complete a (1) resource map, (2) data snapshot, (3) inventory of initiatives, (4) master
Readiness and Foundations Components Rubric
X
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schedule, (5) universal Tier 1 of the Tiered Intervention Matrix
100% of Cohort 1 and Cohort 2 will complete the full Tiered Intervention Matrix
Readiness and Foundations Components Rubric
X
EI Teams meet regularly to review data, plan and adjust instructional practices
X X
Deliverables Timeline & Milestones
Post Fall FIA September 2018
Develop a clear, documented purpose March 30, 2019
Include multiple voices on the team March 30, 2019
Document membership list March 30, 2019
Agree to meet regularly March 30, 2019
Each member of the EI team completes Courageous Conversations Developmental Scale
March 30, 2019
Document meeting norms and process to monitor team functioning
March 30, 2019
Document team roles and responsibilities March 30, 2019
Document scope of decision-making authority and guidelines for how to make decisions
March 30, 2019
Create and disseminate a meeting schedule for School Teams
March 30, 2019
Document agreements for communication within the School Team
March 30, 2019
Document agreements for sharing data and feedback on implementation, collaboration, and decision-making across School and District Teams
March 30, 2019
Identify and document how and when we communicate to various stakeholders
March 30, 2019
Complete Resource Map June 30, 2019
Complete Data Snapshot June 30, 2019
Complete Inventory of Initiatives June 30, 2019
Capture Master Schedule June 30, 2019
Complete Tiered Intervention Matrix (Universal Tier 1 only) through facilitated process
June 30, 2019
Complete Tiered Intervention Matrix (Cohort 1 and 2)
June 30, 2019
Spring FIA June 30, 2019
PRIORITY: FAMILY AND COMMUNITY
We believe informed, engaged parents and a supportive community are key to our success. Working together as
collaborative partners, we can accomplish far more than we can alone.
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We will continue to cultivate partnerships with families, members of the community, and community organizations
to ensure families and community members are aware of and understand the work we are doing, the direction we
are heading, know where to find support, and feel empowered to contribute in order to support our students.
INITIATIVE 1 – COMMUNICATIONS
What is Effective Communication?
Effective communication includes the following elements:
• A website that is designed to shares timely information in a manner that is user-friendly and accessible
• Tools and guidance that support leadership and staff in sharing information clearly, concise, and
accessible to all our families
• Internal and external media postings that share information and tell the story of our district and Strategic
Plan
Why do we need Effective Communication?
Through effective communication we can share the story of our district, build buy-in for our work, and ensure that
our families and partners have the information they need to support our students and hold us accountable.
Goal: A system of communication tools and supports to provide the right information, in the right format, at the
right time, combined with effective approaches to share the story of our district more broadly to build
understanding and to incorporate community voice into our work.
Measure Metric Student Outcome
Implementation Capacity
Students and families report having access
to the information they need when they
need it
Student survey Parent survey
X
There are clear two-way communication
mechanisms for family, community, and
student voice to inform our work
Parent survey Work products from two-way communication
X X
Principals and staff report having the
guidance and tools they need to share
information in a way that is timely,
accessible, and reflects our values as an
organization
Organizational health survey
X X
District publishes x stories that highlight how the components of our strategic plan impact students.
Count of stories posted on district website, social media, local media
X
Information about our policies and programs is accessible to all families
Parent survey School report
X X
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Deliverables Timeline and Milestones
• Streamlined website that is clear, concise, and accessible
• Website Audit September 2018 – April 2019
• Website Revisions January 2019-June 2019
• Strategic Plan website development October 2018 – December 2018
• Communication guidelines & tools for principals, educators, and staff
• Safety Communication Protocol – February
2019
• Internal communication tools & guidance –
June 2019
• Culture of Service-informed communication guidance for leadership and staff – timeline TBD
• Annual story calendar focused on highlighting the mission, vision, and priorities
• Annual story calendar – March 2019
• Features Stories and Social Media posts linked to the Strategic Plan
• Per Annual Story calendar
• Translation & interpretation resources for schools & central office departments
• Resource Analysis & Plan Development November 2018 – March 2019
INITIATIVE 2 – FAMILY ENGAGEMENT
We believe informed, engaged families and a supportive community are key to student achievement. We will
continue to establish equitable partnerships with families and community members to ensure they are full
participants in the work we do, know where to find support and information and feel empowered to contribute to
the education of all students.
What do we mean by family engagement?
With the input of district/school staff, parents and the community we will develop a clear, user-friendly family
engagement framework and an implementation plan tailored to the needs and demographics of the Bellevue
school district.
Why is family engagement important?
We believe informed, engaged parents and a supportive community are key to our success. Working together as
collaborative partners, we can accomplish far more than we can alone.
Goal: To ensure families and community members are aware of and understand the work we are doing, the
direction we are heading, know where to find support, and feel empowered to contribute, we will continue to
cultivate partnerships with families, members of the community, and community organizations to support our
students.
Measure Metric Student Outcome
Implementation Capacity
Development of a Bellevue school district family engagement framework and implementation plan
X
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Assessment of current Family Connection Center (FCCs) structure
X
Develop a strategy for collecting better data on those we serve through FCC’s
X
Deliverables Timeline and Milestones
1. District staff input on proposed family engagement framework
2. School staff input on proposed family engagement framework
3. PTSA and community partners input on family engagement framework
• Input Gathering meeting – Jan - Feb 2019
• Input gathering meeting – Jan – Feb 2019
• Input gathering meeting Jan – Feb 2019
Completion of a district family engagement framework as the basis for the development of an implementation plan
March 2019
Completion of district family engagement implementation plan for the 2019-20 school year, including budget impact
April 2019
Beginning of district-wide implementation of the family engagement plan based on approved framework.
May 2019 -- on
INITIATIVE 3 – COMMUNITY DEVELOPMENT
We believe that every child has equal promise and deserves equal opportunity. Therefore, as we strive to create a
more equitable and inclusive world, we will start with the children and families in the Bellevue School District. We
will cut across organizations and sectors and come together to develop solutions to the barriers that are lifted-up,
aligning the work to our strategic priorities, working towards enduring systems change.
What is Community Development?
Community Development is the process of bringing together agencies, involved citizens, and professionals to take
collective action, focusing on what connects us rather than what separates us, and generating solutions to
common problems that result in stronger and more resilient local communities.
Why do we need Community Development?
By convening organizations around common agendas, shared data and aligned resources, we will build our
capacity to ensure that every child succeeds regardless of race, income or zip code.
Goal: To work collaboratively with Eastside Pathways as the convener of over seventy partner organizations,
including Bellevue College, the City of Bellevue and the Bellevue Schools Foundation, aligning support to address
barriers to student success as identified by district leadership in the strategic plan and priorities.
Measure Metric Student Outcome
Implementation Capacity
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Resource mapping of partner organizations to determine redundancies and gaps in goods and services provided
Survey and follow-up interviews
X X
Gaps in services filled by partner organizations
X
Information on website regarding available resources and services
X
Students of color report sense of belonging and feeling supported after engaging with mentors in monthly sessions following the BOOM and SHOUT events
Student survey X X
Partners convene and coordinate resources to house students being served by McKinney-Vento
X X
Eastside Pathways collaborative action teams are aligned to BSD strategic priorities
Number of current collaboratives are reduced and reflect alignment to BSD priorities
X X
Eastside Pathways Mental Health and Well-Being collaborative is aligned with and supporting identified components of the Safe and Successful Schools Framework
Student Well-Being District Work Plan indicates partner organization support
X
Deliverables Timeline and Milestones
BSD and Bellevue Schools Foundation Executive Teams align strategic priorities
• Joint meeting, November 2018
Eastside Pathways strategic planning aligned with BSD priorities
• January through March 2019
Implementation of new online systems for volunteering and mentoring
• New platforms go live September 2018
• Revisions as needed through December 2018
• Continue work building out mentoring programs through June 2019
Expanded mentoring program for students of color following BOOM and SHOUT events
• Recruit mentors November 2018 – January 2019
• Mentor-led, monthly gatherings at each secondary school January through June 2019
Partner orgs reflected in Student Well-Being District Work Plan
• Review of Student Well-Being District Work Plan upon its completion in January 2019
• Partners align to priorities January through June 2019
Human services resource guidance published on website • Completed resource mapping January 2019
• Build webpage January-May 2019
• Webpage goes live June 2019
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PRIORITY ORGANIZATIONAL ALIGNMENT
We believe that to achieve the goals outlined in this plan, we must be willing to make hard decisions that focus on
what matters most. With finite amounts of time, people, and money, we need to strategically align our efforts and
energy to those initiatives we believe will have the greatest impact for our students.
We will align school and central office resources to support our strategic priorities.
INITIATIVE 1 – RESOURCE AND PRIORITY ALIGNMENT – STRATEGIC BUDGETING
Historically, Bellevue School District has seen revenue grow an average of 9% annually. As a result, new programs
and initiatives were funded with the new revenue not requiring funds to be shifted from one program or initiative
to another. The new funding laws slow annual revenue growth to an average of 1.3%. If Bellevue School District
needs resources to pursue strategic priorities, they will need to come from current programs and initiatives.
What is Strategic Budgeting?
Strategic budgeting is a budget development process that supports achieving transformational change by
integrating the budget with the district’s strategic priorities and implementation.
Why Strategic Budgeting?
In today’s school system environment with fewer funds and more demands, to implement transformational
change, district resources (people, time and money) need to be targeted at areas that will make the biggest impact
on student outcomes. Strategic budgeting provides a framework for making resource allocation decisions.
Goal: Change the budgeting process to:
• Focus on strategic goals;
• Include all funding sources to maximize alignment; and,
• Evaluate the cost, quality of services and academic impact of programs and initiatives.
Measure Metric Student Outcome
Implementation Capacity
Ability to adequately fund strategic priorities
X
Deliverables Timeline and Milestones
• Documented new budget process • December 2018
• Financial Advisory Group in place and functioning • February 2019
• 2019/2020 Budget • August 2019
INITIATIVE 2 – DATA DASHBOARDS
What are data dashboards?
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To measure progress towards district strategic goals and to support data-based decision making, data needs to be
presented in consistent, understandable, and actionable formats. A data dashboard is an organized,
comprehensive visual display of data. It pulls together multiple sources of information and provides an at-a-glance
view of key performance indicators.
Why do we need data dashboards?
Currently, district data is available from multiple stand-alone systems and requires significant manual manipulation
to be presented in an effective format. Implementing a data dashboard will provide a transparent, dynamic and
interactive set of data to support our decision-making and progress towards our strategic objectives.
Goal: Determine a course of action for implementing a data dashboard, develop a multi-year, multi-perspective
plan for implementation and complete the Year 1 of planned implementation.
Measure Student Outcome
Implementation Capacity
Project Approach Decision X X
Complete planned tasks 2018/2019 Data Dashboard Initiative
X X
Deliverables Timeline and Milestones
• Project Charter • December 2018
• Long-term, phased implementation plan for district-wide data dashboards
• December 2018
• Short-term design and implementation plan for 2018/2019
• December 2018
INITIATIVE 3 – PROGRAM EVALUATION
What is Program Evaluation?
Program evaluation is a systematic method for collecting, analyzing, and using information to answer questions
about programs’ efficiency and effectiveness.
Why is Program Evaluation important?
In order to use resources strategically and reach our goals, we need to know which of our programs and initiatives
are working so that we can expand them, and which are not so that we can adjust or discontinue them. We also
need to know which are most cost effective.
Goal: Conduct at least two program evaluations in the 2018-19 school year.
Deliverables Timeline and Milestones
• Program evaluation report on the 1:1 laptop program in secondary schools
• Aug 2019
• Program evaluation report on GLAD and SIOP • Aug 2019
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INITIATIVE 4 – INITIATIVE ALIGNMENT
While focusing on the strategic priorities is critical to move the District forward, we must also continue to operate
efficiently and effectively. Following are key operating plans for Transportation, Technology, and Safety &
Security. Some of the planned improvements in these areas can be linked to the strategic priorities as noted. We
must also continue our on-going capital investments in our buildings and infrastructure.
Improvement Strategic Priority Implementation/Measure Due Date
Transportation
Implement stop arm paddle cameras
Student Well-being Reduction in stop arm paddle violators
November 2018
Create and publish safe route to school maps
Student Well-being Fewer safe walk appeals January 2019
Evaluate student tracking software – Develop recommendation for District to review
Student Well-being Reduce number of students on wrong bus or at wrong stops
August 2019
Re-write BSD Transportation Policies and Procedures
Organizational Alignment Improve equity of current transportation policies and procedures. Improve clarity of transportation policies and procedures.
August 2019
Re-align Transportation staff members to better support operations
Organizational Alignment Improve operations efficiency and effectiveness
June 2019
Safety and Security
Deliver essential emergency management training to all school-based staff to increase safety, security and resiliency in classroom settings.
Student Well-being Culture and Climate
7,000 hours of training and 6 8-hour Safety Academy classes
June 2018
Develop and deliver specific emergency preparedness training for staff working with Early Learning and Special Needs students
Student Well-being Culture and Climate
500 hours of training to ELP and Special Needs staff.
June 2018
Conduct physical vulnerability assessments of all district building sites including specific recommendations for improvement
Student Well-being Vulnerability report for each building
June 2018
Deliver quarterly Safety Team roundtable sessions for each school-based safety team.
Student Well-being 3 Roundtable sessions conducted by each building-based Safety Team.
June 2018
Technology
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Cyber Security – Data Security, Breach, Education, and Phishing Program
Student Well-being Org. Alignment
Develop and execute Phase I plan for improving cyber security including risk assessment, tools to be utilized, community plans, and updating policy.
Plan due February 2019.
Upgrade Certificated Staff Laptops
Upgrade approximately 1,400 staff laptops to improve efficiency.
June 2019
Upgrade Smartboards to Smartpanels
Replace older Smartboards with SmartPanels/Flat Panels at Phantom Lake, Somerset and Lake Hills to reduce projector failures and disruption of instruction
August 2019
Gaggle Student Email Safety
Student Well-being Implement Gaggle to monitor all student email for questionable content including references to self-harm. Implement processes/protocols to investigate information received from student emails