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EAST VALLEY SCHOOL DISTRICT

Strategic &District Improvement

Plan

2017 - 2021

Revised: Final approved by DIET 5/24/17

East Valley School District improvement Plan Process

History

2001 East Valley School Board adopted achievement goals2002 – 2007 Achievement goals are reviewed, enhanced, and modified annually by district administrators and approved by the

school board2007 – A strategic plan was developed2008 – Present East Valley School District receives “in improvement status” and builds upon previous work to annually refine

the District Improvement Plan2011 East Valley School District Strategic Plan Committee reviewed and updated the District Strategic Plan for years

2011 – 20152013 East Valley School District Strategic Plan Committee reviewed and updated the District Strategic Plan for years

2013 – 20172017 East Valley School District Strategic Plan Committee reviewed and updated the District Strategic Plan for years

2017 – 2021

PurposeThe District Improvement Plan is designed to be a living document, flexible to be modified upon review at least annually. East Valley school board, district administrators, and principals will use this as their guiding document for improvement.

RevisionsRevisions to this document can be made through the approval of the district ILT (instructional leadership team), the superintendent, and the East Valley school board.

Monitoring of the implementation of this document will be conducted by the Superintendent and Assistant Superintendent on an ongoing basis.

Initiative #1Ensure continuous student academic improvement

GOAL 1: Provide students with a relevant, engaging, standards-based education that includes materials and instruction that transitions from level to level ensuring alignment with the East Valley School District adopted standards.

Strategy Activities DateExpected / Completed

Person/People ResponsibleLead Person/Other

Evidence of Implementation & Impact

Review instructional materials to ensure alignment with district grade level adopted standards.

1. Align district instructional material with district grade level adopted standards.

2. Identify gaps in materials needed to address the appropriate standards.

Annually, content to be determined by the adoption cycle.

Lead: Asst. Supt.Support: Principals, Teachers, DIET

Instructional materials alignment tools as appropriate

Provide necessary research-based instruction materials.

1. Adoption committees are formed to determine needs for instructional materials for adoption.

2. DIET reviews work of adoption committees, reviews materials for bias, alignment and recommends adoption to board.

3. Materials ordered for distribution

Annually

Prior to recommendation to School Board

By May of each year

Lead: Asst. Supt.Support: Adoption Committee, DIET

Teachers in appropriate content areas use approved materials.

Ensure Alignment of School Improvement Plans with District Improvement Plan.

1. DIET will review each School Improvement Plan to ensure alignment with the district goal of continuous student achievement meeting local expectations

November of each year Lead: DIETSupport: Building Leadership Teams

DIET report to Supt.

Note: Adoptions cycle

Budget year Material/ content area(s)2017-18 Science2018-19 Performing Arts, Fine Arts2019-20 Social Studies2020-21 Electives, Gifted, CTE2021-22 Health & Fitness, foreign language2022-23 ELA/ELL2023-24 Math


GOAL 2: Provide classroom activities for students that are relevant, rigorous and engaging.




Review common formative/summative assessment data to determine the strategies for continuous program improvement.

1. Annually, each ILT and/or BLT will review and report on assessment data from a variety of sources to compare or monitor current school improvement plan.

Ongoing Lead: DIET, building reps.Support: Asst. Supt.

Report to School Board the adjustment or justification of current plan.

Review data, i.e. discipline, attendance, dropout, walk-through data, to determine student engagement in learning.

1. ILT and/or BLT will review with staff to improve student engagement in learning.

As determined by BLT Lead: Principal,Support: ILT, BLT

Submitted Pro. Develop. Plan

Examine all classes for evidence of student engagement, relevance, rigor, and accountability to district adopted standards.

1. ILT and/or BLT to collect and review data leading to staff development for improved student achievement.

As directed by Superintendent

Lead: Principal, Superintendent,Support: ILT, Asst. Supt.

Submitted Pro. Develop. Plan


GOAL 3: Enhance and align intervention and enrichment opportunities.




Research and evaluate instructional methods for use in highly capable, gifted, advanced placement, ELL,Title I/LAP, and Students with Disabilities programs.

1. Research literature to find examples of effective strategies which address district or building learning priorities.

2. Collect examples known to staff and parents from other schools, information from conferences, etc.

3. Explore opportunities available in the region through collaboration with other schools and agencies.

4. Recommend implementation of new instructional strategies and/or revisions of present, less effective approaches.

Ongoing

Ongoing

Ongoing

Ongoing

Lead: ILTSupport: Asst. Supt.

Lead: Asst. Supt.Support: ILT, Director of Special Programs

Recommendations to the ILT and professional development occurs.

Encourage participation in highly capable/gifted and advanced placement programs at all grade levels.

1. Increase student opportunities for participation in higher academic opportunities and extended learning opportunities

2. Build pathways and encourage diversity among students enrolled in programs identified as academically advanced.

As appropriate Lead: Secondary counselors, elementary principals, Director of Special Programs, SLICCs

Annually review course and program enrollment data


GOAL 4 (ELA): 80% of students will make 1 years growth or more, which will result in the percentage of our students at or above benchmark/standard increasing by 5% or more as measured by the Smarter Balance (if available) and District Benchmark Assessments. In addition, each school will have a Washington State Achievement Index of 5.67 or higher.

Strategy Activities DateExpected/Completed

Person/ People ResponsibleLead Person/Other


Assess students using the DIBELS, STAR Reading, and adopted program assessments in reading and the annual State assessment

1. Analyze student performance data to identify focus areas and develop strategies to enhance student achievement

Each September, January and May

Lead: Building principal, SLICC, PLCsSupport: Building leadership team

Summary analysis by school to Asst. Supt.

Monitor and adjust instruction to best meet the Common Core State Standards and district goals.

1. Evaluate current student interventions strategies and modify as necessary to serve the individual learning needs of students (formative assessment)

2. Complete an alignment of adopted instructional materials used in ELA to the Common Core State Standards and identify supplemental and interventional materials needed.

Ongoing

Ongoing

Lead: SLICC, PLCsSupport: Building leadership team

Lead: SLICC, PLCsSupport: Grade Level District Teams

Formative/Summative student data

Report to ILT

Assess teachers’ skills and use of best instructional strategies

1. Implement and strengthen the Big 5 standards

2. Provide teacher training to support the learning needs of our teachers for students

Throughout the school year.

As determined by Building Leadership Team

Lead: Building PrincipalSupport: Teacher Leader Cadre

Lead: Building PrincipalSupport: Building Leadership Team

Enduring Understandings, Teacher Evaluations using Charlotte Danielson Model


GOAL 5 (MATH): 80% of students will make 1 years growth or more, which will result in the percentage of our students at or above benchmark/standard increasing by 5% or more as measured by the Smarter Balance (if available) and District Benchmark Assessments. In addition, each school will have an Washington State Achievement Index of 5.67 or higher.


Person/People ResponsibleLead Person / Other


Students will participate in STAR Math, i-Ready Math testing and interim block testing.

1. Analyze building assessment data and related building improvement plans, to identify strategies to enhance K-10 student performance in math, through our PLC’s.

2. Monitor success of student performance relative to implemented strategies

Ongoing

During each school year

Lead: PrincipalsSupport: math teachers

Lead: Asst. Supt.,Support: Principals, Math

Instructors

ILT report by principals

Use of Homeroom to analyze data.


GOAL 6 (SCIENCE): The number of students not meeting standard in science on the annual State assessment for grades 5, 8, and 10, will decrease by at least 10% from the previous assessment.




Provide on-going professional development for K-12 teachers on the Next Generation Science Standards

1. Develop and implement professional development plan to train K-6 teachers using materials from the ESD coop.

2. Develop and implement a professional development plan to train 7-12 teachers.

Ongoing

Ongoing

Lead: Asst. Supt.Support:Science Leadership Team

ESD sign-in sheets


GOAL 7(ELL): English Language Learners (ELL) students will make adequate yearly growth on the ELA state assessment as measured by the State AMAO’s.




Provide instruction to English language learners and assess using district and state assessments to measure expected growth.

1. Recruit bilingual/bi-literate teachers or train English speaking teachers in ELL strategies to meet the needs of second language learners.

2. Assess, develop, and implement instructional models with a proven success record for our ELL students.

Ongoing

Ongoing

Lead: PrincipalsSupport Human Resources

Dir., Spec. Prgms. Dir.

Lead: Special Prog. Director

Support: Principals

Documented H.R. efforts to recruit and/or list of teachers having ELL trainingReport to Asst. Supt.

Increase the ELL instruction skills of all teachers.

1. Provide training opportunities in ELL strategies to teachers.

Ongoing Lead: Special Prog. Dir.Support: Principals

Professional development report to Asst. Supt. in June

Support and enhance the dual language program

1. Determine ways of enhancing the program

Ongoing Lead: Asst. Supt. Support: Special Prog. Dir., Dual Language teachers.

Report to the Board


GOAL 8 (DATA-DRIVEN DECISION-MAKING): Continue to develop as a data-driven district by implementing a PLC process focused on student learning.




Use district/state wide assessment data to inform system-wide instructional decisions.

1. 1. Evaluate the district-wide assessments for modification/revision based on

a. Purpose of assessmentb. Usefulness of datac. Vertical alignment/continuity

2. Provide training for appropriate staff, DIET, and administrators to better utilize district and state assessment data to guide system-wide instructional decisions

3. Make student assessment data accessible to all staff. Include all four types of data (demographic, school processes, perceptual and student assessment) annually to determine and prioritize district areas of improvement need

As per adoption cycle

Annually

Ongoing

Lead: Asst. Supt.,Support: principals and student learning improvement coordinatorsLead: Asst. Supt.Support: principals, TLC

Lead: Asst. Supt.

Asst. Supt. notes,ILT notes, Report of findings

Professional development report

Current assessment data-base

Use classroom and district/state- wide assessment data to inform building/grade level instructional decisions

1. Provide in-service to all administrators and teachers on data driven instruction decisions including:

Student learning data available (state, district, school, classroom, etc)Accessing and gathering data

Each fall Lead: Asst. SuptSupport: Principals

Collaborative team action logs or meeting notes that include data analysis and plans of action based on the data

Principals will observe teachers using data to make instructional decisions


GOAL 9 (GRADUATION): The number of high school seniors who begun in the fall of their senior year with senior status (18 credits), but do not graduate in June will decrease by 10% each year.



Evidence of Implementation and Impact

Utilize data systems that support a realistic diagnosis of the number of students who drop out and that help identify individual students at high risk of dropping out (diagnostic).

Collect data to answer the following questions. What is the scope of the dropout problem?

Which students are at high risk of dropping out?Why do individual students drop out?When are students at risk of dropping out?

Yearly -- September -

initial data collection

Ongoing - update data quarterly throughout the school year

Lead: Principal/Assistant Principal

Support: Student Assistance Team

Collection of baseline data and regular updates

Assign adult advocates to students at risk of dropping out (targeted intervention).

Continue to have grade specific ‘Devil Time’ classes to connect small groups of students to a staff member and provide targeted interventions on a regular basis.

Continue to update the ‘Devil Time’ to maintain relevancy for students and focus on meeting the needs of students.

Ongoing Lead:Principal/Assistant Principal

Support: Counselors/‘Devil Time’ Coordinators

‘Devil Time’ classes exist and meet on a regular basis.

‘Devil Time’ is updated and implemented with fidelity by the staff.

Provide academic support and enrichment to improve academic performance (targeted intervention)

Offer additional opportunities for instruction in reading and math outside the school day.

Math tutoringCollection of Evidence classes

Offer additional opportunities to retrieve credits in programs offered during and outside the school day.

Ongoing

Ongoing

Lead: Principal/Assistant Principal

Support: Teacher Tutors, Credit Retrieval Teachers, Counselors, ‘Devil Time’ Teachers

Documentation of number of students who take advantage of an afterschool tutoring lab.

Documentation of students’ grade improvement as a result of participation in afterschool tutoring.

Collect data on the number of credits earned by students in this program and its impact on achieving their goal of graduation.

Recognize student accomplishments. Continue Renaissance Program with focus of recognizing students who do the right thing.

Reward students for small successes (as they may be big to an at-risk student) with positive notes, phone calls home, etc.

On-going Lead:Principal/Assistant Principal

Support: Counselors, Intervention Specialist, Community Resource People

Documentation of student participants choosing to improve behavior and social skills and its impact on their academic achievement.

Data collection of response of student/parent from positive recognition

Promote extracurricular activities.

Encourage students to participate in extra- and co-curricular activities.

On-going Lead: Principal/Faculty Council

Support: Entire Staff

Monitor grades of at-risk students who show an increased participation in school activities.

Provide students with the skills needed to graduate and serve them after school.

Work with students to complete a High School and Beyond Plan that allows them to see the multiple paths available to them to achieve their goals

Provide students with career or theme based educational pathways to pursue in high school to facilitate the achievement of their post-high school goals.

Provide students with opportunities to conduct a job shadow in their chosen career area.

Provide opportunities for students to access and have assistance with the entire college process including FAFSA, college selection, college entrance requirements, appropriate academic testing, visitations, scholarships, etc.

On-going

On-going

On-going

On-going

Lead: ‘Devil Time’ Coordinators

Support: ‘Devil Time’ Teachers

Support: ‘Devil Time’ Teachers, Chamber of Commerce

Lead: Gear-Up Coordinator, Counselors

Support: ‘Devil Time’ Teachers

Every student has a High School and Beyond Plan in their portfolio.

Evidenced by the numbers of students who take college entrance exams, apply to college, apply for scholarships, attend visitations, etc.

Initiative #2Build strong partnerships with parents and community to support student learning.

GOAL 1: Involve parents and volunteers as partners for student academic improvement and reinforce significant role parents play in academic achievement of their children.




A. Provide regular information to parents and the community on student academic progress.

1. Conduct regular meetings to explain student performance on state tests in a manner that is meaningful and encourages parent/community active involvement.

2. Student achievement data will be communicated in district newsletter

At leastonce a year

Each Fall

Lead: PrincipalsSupport: Asst. Supt, DIET

Lead:Director of Communications

Parent academic nightPTA,PTO /Booster Club Meetings

See newsletter

B. Invite parents to serve on school-related committees.

1. Recruit parents to serve on district-wide and building committees.

2. Encourage ethnic diversity of parent participation.

3. Announce opportunities for participation in buildings and district

ongoing

ongoing

ongoing

Lead: SuperintendentSupport: PrincipalsLead: Principals

Lead: principalsSupport: PTA, PTO Boosters, staff,

Invitations presented as neededReport of progress to Superintendent

Report of progress to Superintendent

C. Actively support parent organizational leadership efforts to increase parent participation in school-related activities.

1. Provide time at annual meetings near beginning of year for parent support groups to recruit (school events, conference week & throughout the year).

2. Provide link for parent support groups’ page on school web site.

ongoing

ongoing

Lead: PTA, PTO, Boosters

Lead: Director of CommunicationsSupport: PTA, PTO, Boosters

Notes of annual meeting

Website link

D. Establish communication channels between school and parents.

1. District website, newsletters, reader boards, informational fliers, and message service

ongoing Lead: Bldg./Director of CommunicationsSupport: PTA, PTO, Boosters

District website, newsletters, School Messenger, reader boards, informational fliers, and message service.

E. Provide parents with specific activities and examples of how they can assist and support their children’s academic work.

1. Family Nights PreK -52. Transition Night EVC3. Conferences K-12

One - Three times per year Lead: Principals, SLICCs,Pre-K Leadership TeamSupport: Staff, PTA, PTO, Boosters

Sign-in sheets, meeting agendas, invitations


GOAL 2: Create partnerships with agencies, businesses, parents, community members and others to maximize resources and coordinate services, activities and programs.




A. Promote community support and knowledge of school programs through the media and student presentations.

B. Continue opportunities for students, staff, community members and administrators to contribute to district-wide decision-making process and leadership.

C. Plan and implement career preparation presentation for all students 8-12. Formal career orientation program developed to meet needs of all students.

1. Articles about school programs presented to news media (radio, newspapers).

2. Reader board kept up to date with school activities.3. Web site used to inform community about

upcoming events.4. District newsletter will contain articles and calendar

of events about school programs and opportunities.

Encourage Membership/Leadership in the following:1. School board2. School board work sessions3. Committees4. Associated Student Body5. Parent – Teacher Association organizations/booster6. Budget sessions

1. Speakers from at least three different pathways will be brought to school to address students annually.

2. CTE leadership clubs for programs currently offered. (changes every year)

3. Expand CTE program to meet interests of students.

Ongoing

Ongoing

Ongoing

Update as neededMonthly

Ongoing

Annually

Lead: Director of Communications

Lead: Principals

Lead: Director of CommunicationsSupport: Staff,

Lead: Director of CommunicationsSupport: All administration

Lead: All AdministrationSupport: Staff

Lead: Counselors, CTE Director, Special Education StaffSupport: Teachers,Principals

Articles

Reader Board

Website

Newsletters

Attendance Rosters

Course Guide


GOAL 3: Cultivate and maximize the use of volunteers to improve student achievement.




A. Focus efforts across the district to identify effective uses for volunteers and seek to fill those roles with trained people

1. Identify district volunteer needs and match with available parents and community members.

2. Provide training/orientation program for parents and volunteers where they are matched with district and classroom needs.

On Going Lead: teachers Publish list of district volunteers


GOAL 4: Establish and implement an effective communication, decision-making, and accountability system based on transparent communication and feedback.




A. Communicate with public and educational team within the district, the mission, vision, and core beliefs.

Produce and update newsletters, district website, district brochure

ongoing Lead: Superintendents, Support: board, administration

District newsletters, district website, brochure

B. Expand the school system’s presence, identity, initiatives, and accomplishments throughout the community

Access to communications expanded to increased numbers and diversity of constituents throughout East Valley School District using a variety of media, including the school system’s website, newsletters.

ongoing Lead: DIETSupport: Superintendent, board, administration

DIET review newsletters, website.

C. Increase the involvement of parents and the community in support of school system goals and objectives as outlined in the current Strategic Plan

Provide school district information packets; communications materials developed for each major initiative.

Make presentations to the community.

At least annually Lead: SuperintendentSupport:, board, administration, DIET

School improvement plans

Initiative #3Effectively manage facilities, maintenance and transportation programs to ensure a safe school learning environment.

GOAL 1: Ensure the safe, reliable and efficient use of facilities and district transportation fleet.

Strategy Activities Timeline Person/People Responsible Evidence of Implementation & Impact

Assess current status of facilities, grounds and transportation, and develop a long-range plan to address identified needs.

Prioritize resources related to facilities, maintenance and transportation.

Determine facilities/transportation needs (including current and future needs).

Work with transportation, facilities, maintenance and fiscal directors to prioritize resources.

Annually – by June

Annually – by June

Transportation Director, Facilities Director, Superintendent, Business Manager, Principals

Transportation Director, Facilities Director, Superintendent, Business Manager, Principals

Administration Notes

Prepare facilities and transportation plans addressing identified needs.

Develop facilities and transportation plans. Annually – by June Transportation Director, Facilities Director, Superintendent, Business Manager, Principals


Implement the strategies contained within the facilities/transportation plans.

Develop schedule, based on priorities, to implement facilities/transportation plans.

Ongoing Transportation Director, Facilities Director, Superintendent, Business Manager, Principals


Initiative #4Alignment of district resources to support the strategic plan with full accountability and fiscal transparency.

GOAL 1: Prioritize the allocation of resources in alignment with Strategic Plan Initiatives and planning goals.


Maintain fiscal accountability and compliance.

1. Establish a target ending fund balance.a. Research effective practices for like size

organizations.b. Board makes decision annually about target

end fund balance.

Ongoing

Ongoing

Superintendent, Business Manager

School Board

Done annually with board and meeting annual ending fund balance – The district is working hard to keep adequate fund balance as federal stimulus funds go away.

Prioritize and coordinate student learning needs with available resources.

1. Align, with available resources, School Improvement Plan.a. By July of each year, board will adopt

School Improvement Plan and set budget priorities for coming year.

b. Administration will determine and recommend staffing needs based on enrollment and student interest and needs expressed on individual learning plans.

c. Administration will determine and assign classroom budgets based on resources available, established needs, and district goals.

d. Assign program budgets based on resources available, established needs and district goals.

e. Staff person responsible for program or classroom will develop classroom and program budgets.

f. District budget set after review.

Ongoing

Ongoing

Ongoing

Ongoing

By August 30 each year

Superintendent, Business Manager

Superintendent, business manager, principals

Principals

Business manager

Program directors, classroom teachers

School Board

Done annually with challenges with state funding cuts.Done

Done annually with budget planning

Done annually with principals

Done annually

Done with building leadership teams and principalsDone annually

Identify and pursue a variety of external funding for identified needs.

1. Identify potential partners, where appropriate, and write grant proposals that align with the School Improvement Plan.a. Regularly check sources for funding news.b. Align grant writing with SIP and identified

district needs.c. When a “good match” exists, assign

resources to write grant.

Ongoing

Ongoing

Ongoing

Ongoing

Asst. Superintendent,staff

Use of a variety of grants

Initiative #5Recruit and retain quality personnel in all positions.

GOAL 1: Develop, implement and maintain on-going quality staff recruitment, retention and professional development program.


Establish a staff development program to meet the goals established by the strategic plan.

1. Develop and conduct annual staff development survey

2. Review needs assessment3. Make recommendations for areas that

should be addressed through staff development based on these and other factors

Ongoing School Teams, teachers, ESAs,, Principals, district administrationHR

Schools conduct annual needs assessment and work with leadership teams. Admin team develops annual plan

Establish a staff development program to further the District and School Improvement Plans.

1. Review the need for professional development for new teachers to the district.

2. Review and accept requests for personal staff development from individual staff members (teachers, administrators, and classified staff).

3. Develop annual staff development plan.

Ongoing School Teams, Staff (teachers, ESAs), Principals, district administrationHR

Done annually in schools with leadership teams and most conducted through use of collaboration time. Each school responsible for internal plan with district umbrella “big 5”

Assure that all beginning teachers are provided ongoing support from expert, caring, mentor teachers in becoming more skillful in teaching all children to high standards.

1. Danielson Framework Evaluation2. Teacher Leader Cadre3. Mentoring for 1st and 2nd years teachers

Ongoing District Administration, school principals, Teachers Association, Employee Bargaining TeamsHR

Done in buildings with frequent meetings with principal and buddy teacher programs.Evaluations done in first 90 calendar days.

Develop and implement an intensive recruitment campaign for teachers, ESAs and administrators with a focus on increasing the diversity of the applicant pool and increasing diversity among employed personnel.

Establish a program to encourage the retention of staff.

Strengthen substitute recruitment strategies and provide quality orientation.

1. Actively recruit hard-to-fill positions by attending job-fairs and career fairs and communicating with higher education training institutions.

2. Develop, hire, and mentor administrators from the ranks of teachers.

3. Improving the effectiveness of teacher recruitment fairs.

Examine current system for retaining quality staff.

Examine current system of identifying, recruiting, training and retaining quality substitutes.

Ongoing

Ongoing

Ongoing

District Administration, school principals, Teacher Association, Employee Bargaining TeamsHR

HR, District Administration

District administrationHR

Have posted positions as bilingual and bi-literate preferred to staff up for dual language and support positions.

Review annually and as teacher leave district.

Continually working to attract and evaluate/remove subs.

Initiative #6Enhance student learning through the integration of technology to develop a blended classroom.

GOAL 1: To utilize technology to enhance student learning and provide students with interactive learning opportunities that personalize their learning experience to better meet their needs and lead to increased growth and achievement


Continue to progress to a one-to-one, blended learning initiative to maximize this opportunity for all students in grades K through 12.

1. Determine number of necessary devices and create purchase plan for ensuring this happens within the timeline

By the start of the 2018-2019 school year

Assistant SuperintendentTech DirectorTech Team

All students in K-12 with a device

Provide professional development to increase the enhancement of student instruction with blended learning opportunities that integrate best instructional practices with the use of technology.

1. Annual staff technology survey regarding use and professional development needs.

2. Professional development activities targeted at areas of needs identified in the staff survey.

3. Colleague sharing to highlight the staff uses of technology in the classroom

Annually

Ongoing

Ongoing

Assistant SuperintendentTech DirectorTech Team

Completion of the staff survey

Record of ongoing professional development activities

Analysis of student growth data

Engage the community in providing clear guidelines for student computer use at school and at home, in providing student email accounts, and in enhancing student learning through technology.

1. Community Forums with Q & A sessions

2. Newsletters and other communications with relevant information

3. Informational activities for students and parents

Ongoing Assistant SuperintendentTech DirectorTech Team

Sign in sheets

Completed communications

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