PREPARING STUDENTS TO BE

COLLEGE AND CAREER READY

S E P T E M B E R 2 014

DYSART USD VISION POWER IN THE PREPARATION…EXCELLENCE IN THE

JOURNEY…SUCCESS FOR A LIFETIME…

Mission

The mission of Dysart Unified School District is to create a safe, diversified and engaging learning environment where every student attains academic excellence and is empowered to achieve l ife -long success.

Through relevant and challenging curriculum, expanded learning opportunities and collaborative partnerships, our students will be:

effective communicators

critical and creative thinkers

informed problem solvers and decision makers

responsible leaders

productive citizen.

STRATEGIC PLAN 2014-

2017

OBJECTIVES

Design and implement curriculum and assessments aligned to College and Career Readiness standards and the Profile of a Graduate attributes.

Design, select and implement instructional resources and teacher training that support educators in preparing all Dysart students to demonstrate College and Career Readiness standards and attributes.

All Dysart students will

graduate ready for

college, career, and life

in a globally

competitive economy

by mastering New

Century Learner skills

as defined by the

Dysart’s Profile of a

Graduate. (see

appendix 1)

GOAL A: ACADEMICS

OBJECTIVES

Develop and implement a customer serv ice phi losophy with continuous learning components that focus on bui ld ing shared ownership and suppor t for the work of the dis tr ict .

Create oppor tunit ies and set expectations for s takeholder groups to work col laboratively to promote continuous learning and shared leadership .

Plan oppor tunit ies to recognize and share achievement of establ ished common goals and expectations .

Create a communication plan that focuses on the t imely, accurate and relevant exchange of information.

Implement the ―We are

Dysart‖ culture defined by

common beliefs, high

expectations, collaboration

and shared leadership

resulting in improved student

success as defined by the

strategic plan academic goals.

GOAL B: CULTURE & LEADERSHIP

GOAL C:

SAFETY

Implement a safety

communication plan to

assure parents and

community members of

safety protocols

Evaluate safety procedures

to meet all stakeholder

needs including the safety

of students before and after

school

Through

consistent

processes

students

and staff

will be

safe and

secure.

GOAL D: RESOURCES

Using input from district

stakeholders identify,

prioritize, allocate and

monitor budget resources

to support the strategic

plan.

Provide

resources

to

support

the

Strategic

Plan.

DYSART READY FOR 21ST CENTURY

CHALLENGES & OPPORTUNITIES

START WITH THE END IN MIND

How do we prepare our students for the challenges and opportunities in the 21st century?

All Dysart students will master new century learner skills graduating ready for college, career, and life in a competitive global economy.

CAREER AND COLLEGE READY

EDUCATION FOR THE NEW CENTURY

LEARNER

Rigorous and based on college and career -ready

expectations- Architecture Signature Program

Collaborative, relevant, and real l ife applications - Audio

Visual Programs

Personalized- Signature Academies

Flexible, with learning taking place anytime, anywhere-

iSchool: Online Learning at Dysart

APPLE: If a person needs to be managed they

are unemployable at Apple

BRING YOUR OWN DEVICE

https://video.dysart.org/Videos/Video.aspx?v=420

In Arizona as elsewhere, the future belongs to the skilled

according to the ASU Morrison Institute for Public Policy 21 st

Century Career and technical Education Pathways -on the Rise

What happens if we fail to prepare our graduates?

Prison population

Property values

Welfare system

Shortages in some job areas

JOB REALITIES

1. Data c runching .

2. Counsel ing and therapy .

3 . Sc ient i f ic research . New technology wi l l cont inue to generate breakthroughs in

medic ine, manufactur ing, t ranspor tat ion, and many other f ie lds , which means

there wi l l be st rong demand for workers schooled in b iology, chemistry, math,

and engineer ing. Some areas that show par t icular promise: b iotechnology and

biomedicine, nanotechnology, robot ics , and 3D pr int ing, which a l lows the

manufacture of phys ica l products f rom a d ig i ta l data f i le .

4 . Computer eng ineer ing

5 . Veter inar ians . The BLS expects the need for vets to r i se 36 percent by 2020.

6 . Env i ronmental and conser vat ion sc ience

7 . Some hea lthcare f ie lds .

8 . Management . E f fect ive management in the future wi l l require bas ic bus iness

knowledge p lus the abi l i ty to oversee operat ions in many locat ions and

countr ies , and some technical know -how.

9 . F inance .

10 . Ent repreneurship . And nobody real ly knows what the next iPad, Twit ter, o r

P interest w i l l be —except , perhaps, some ent repreneur who's dreaming about i t

r ight now.

h t t p : / / m o n e y . u s n e w s . c o m / m o n e y / c a r e e r s / a r t i c l e s / 2 0 1 2 / 0 9 / 1 0 / 1 0 - b u s i n e s s e s - t h a t - w i l l - b o o m - i n -

2 0 2 0 ? p a g e = 2

THE 10 FIELDS THAT ARE LIKELY TO

FLOURISH IN 2020:

HOW DO WE PREPARE DYSART GRADS

TO BE PRODUCTIVE CITIZENS?

Video: Building a Solar Car

Reading

Follow precisely a complex multistep procedure when carrying out experiments, taking measurements, or performing technical tasks; analyze the specific results based on explanations in the text. (11-12.RST.3)

Integrate and evaluate multiple sources of information presented in diverse formats and media (e.g., quantitative data, video, multimedia) in order to address a question or solve a problem. (11-12.RST.7)

Writing

Write informative/explanatory texts, including the narration of historical events, scientific procedures/ experiments, or technical processes.

Provide a concluding statement or section that follows from and supports the information or explanation presented (e.g., ar ticulating implications or the significance of the topic). (9-10.WHST.2)

WHAT DOES INSTRUCTION LOOK LIKE?

. Math

Science

English

Social Studies

. Content Mastery

Critical thinker

Effective communicator

Effective collaborator

Creative and innovative

Student A

WHICH STUDENT WOULD TODAY’S

EMPLOYERS HIRE?

Student B

STANDARDS & CURRICULUM

Reading Standards Writing Standards Curriculum

Standard RL.11-12.1

Cite strong and thorough textual evidence to support analysis of what the text says explicitly as well as inferences drawn from the text, including determining where the text leaves matters uncertain.

Standard W.11-12.2.B

Develop the topic thoroughly by selecting the most significant and relevant facts, extended definitions, concrete details, quotations, or other information and examples appropriate to the audience's knowledge of the topic.

Dysart Curriculum

Students read the poem to find deeper meaning, but first they had to decide exactly what the poet was saying by examining specific words and l ines to get the l iteral meaning.

WHAT DOES INSTRUCTION LOOK LIKE?

Video: Language Arts

Standards

Determine the main idea of

a text and explain how it is

supported by key details;

summarize the text.

Produce clear and coherent

writing in which the

development and

organization are appropriate

to task, purpose, and

audience. (Grade-specific

expectations for writing

types are defined in

standards 1-3 above.)

Determine the meaning of

general academic and

domain-specific words or

phrases in a text relevant to

a grade 4 topic or subject

area.

Curriculum

ANOTHER LOOK:

CONNECTING SCIENCE TO LITERACY

Students read to find the main idea or claim the

author is making. These students were using evidence

to write arguments. They made claims backed by

evidence.

Both the teacher and the students talked about the

importance of using the correct vocabulary in

communicating with each other and how discussion in

this lesson cemented the meaning of words they may

have only read previously.

WHAT DOES INSTRUCTION LOOK LIKE?

Video: Connecting Science

PATHWAYS TO COLLEGE AND CAREER

Location SY2012-2013

AZ 77%

Dysart USD 82%

DHS 83%

SRHS 83%

WCHS 83%

VVHS 81%

4-Year Graduation

Rate

77

82 83 83 83 81

50

55

60

65

70

75

80

85

90

95

100

AZ Dysart USD DHS SRHS WCHS VVHS

Per

cen

t o

f St

ud

ent

Co

ho

rt

Location

Comparative Four Year Graduation Rate, SY2012-13

GRADUATION RATE DETAIL:

DYSART IS AN AWARD WINNING DISTRICT

RECOGNIZED FOR INNOVATION

―A‖ Accountability Label from ADE

AZ National Distinguished Principal of the Year – Karen Winterstein, Sunset Hil ls

AZ Teacher of the Year – Beth Maloney, Sunset Hil ls

A+ School of Excellence – Canyon Ridge

NAEA Art Educator of the Year – Connie Ferguson, Riverview

Education Week Leader to Learn From – Dr. Gail Pletnick, Superintendent

2014 Phoenix Business Journal Healthiest Employers in the Valley – Dysart Wellness Program

Excellence in Financial Reporting – Dysart Unified School District

How far have we come?

Video

CULTURE

High Expectation-career and college ready

curriculum

Focused- Dysart Strategic Plan

Supportive -prevention and extension

programs

Innovative- innovate but do not speculate

Learner centered

See it for yourself-go to

video.dysart.org

COLLABORATION

Partnerships Dysart Hero Award

Rachel’s Challenge – Dysart Heartbeat Recognition

Step Out

Collaboratives Dysart Your Call

Move on When Ready

Alliance for Excellent Education Project 24

Extensions Rio Salado Dual Enrollment

Communiversity

City of Surprise Youth Leadership Programs

Dysart Education Foundation

COMMUNITY

26,000 + students Pre-K-12

2,800 staff members

comprised of:

certified personnel

support staff

administrators

guest teachers

temporary/substitute support staff employees

140 square miles in the northwest valley

19 Pre-K-8 schools

including 4 chartered

academies

4 comprehensive

high schools

1 alternative

education program

1 online learning

program

COMMUNITY

49% students on free and reduced lunch

ELL: 36 languages

64, 143 volunteer hours

Over 2 million miles of bussing each year

POPULATION AND ENROLLMENT

PROJECTIONS

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

2000

/01

2001

/02

2002

/03

2003

/04

2004

/05

2005

/06

2006

/07

2007

/08

2008

/09

2009

/10

2010

/11

2011

/12

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

2022

/23

School-age Population

Enrollment

Enrollment-Population Ratio

Increase of 10,000 students in next 10 years

Dysart Unified School District Employee Information 2845 Employees

1406 Certified

1073 Support Staff

286 Substitutes

80 Administrators

Retention Rates SY 11-12 – 87% retention rate (excluding relocation – 90% retention)

SY 12-13 - 86% retention rate (excluding relocation – 90% retention)

SY 13-14 - 82% retention rate (excluding relocation – 84% retention)

Teacher Recruitment

Student Enrollment Rate

SY 12-13 – 25,562 students

SY 13-14 – 25,793 students

SY 14-15 – 26,115 students

Increase of 553 students from SY12-13 to SY 14-15

HUMAN RESOURCES INFORMATION

COMMUNICATION

Dysart has won several awards for their PR efforts including the ASPRA*tion

award for Overall Excellence in School District Public Relations

Dysart Unified School District Guide to Solving Problems and Getting Answers Fast

The Dysart Unified School District has established procedures to effectively and efficiently respond to questions and suggestions from parents and community members. This guide is meant to serve as a resource for parents and community members to identify the district staff that would have the most information to provide answers to questions and concerns. If you have any questions or concerns related to the school district or your child’s progress, please do not hesitate to call. The Dysart Unified School District is here to meet the needs of all students, staff, parents and community members.

K-8 Schools and High Schools Step 1– Classroom teacher; if not resolved… Step 2– School Principal; if not resolved… Step 3– Jim Braden, Director of Student Services & Athletics; if not resolved… Step 4– Dr. Stephen Poling, Assistant Superintendent of Education, or Jim Dean, Assistant Superintendent for Support Services; if not resolved… Step 5– Dr. Gail Pletnick, Superintendent

Curriculum Questions (State standards, material being taught, textbooks and materials) Step 1– Classroom teacher; if not resolved… Step 2– School Principal; If not resolved… Step 3– Teresa Heatherly, Director of Curriculum and Assessment; if not resolved… Step 4– Dr. Stephen Poling, Assistant Superintendent of Education; if not resolved… Step 5– Dr. Gail Pletnick, Superintendent

Medical Questions and Concerns Step 1– School Nurse; if not resolved… Step 2– School Principal; If not resolved… Step 3 – Karen Angelopoulos, District Lead Nurse; if not resolved … Step 4– Joy McCain, Director of Exceptional Student Services; if not resolved… Step 5– Dr. Stephen Poling, Assistant Superintendent of Education; if not resolved… Step 6– Dr. Gail Pletnick, Superintendent

Transportation (Bus Stops, Route Problems, etc.) Step 1– Transportation customer service; if not resolved… Step 2– Jeff Cook, Transportation Administrator; if not resolved… Step 3– Steve Daigle, Director of Transportation; if not resolved … Step 4– Jack Eaton, Executive Director of Business Services ; if not resolved… Step 5– Dr. Gail Pletnick, Superintendent

Student Behavior (Including Bus Behavior) Step 1– Classroom teacher; if not resolved … Step 2– School Principal; if not resolved… Step 3– Jim Braden, Director of Student Services & Athletics; if not resolved… Step 4– Dr. Stephen Poling, Assistant Superintendent of Education, or Jim Dean, Assistant Superintendent for Support Services; if not resolved… Step 5– Dr. Gail Pletnick, Superintendent

Exceptional Student Services Step 1– Special Education or Gifted teacher; if not resolved… Step 2– School Principal; if not resolved… Step 3– Joy McCain, Director of Exceptional Student Services; if not resolved… Step 4– Dr. Stephen Poling, Assistant Superintendent of Education; if not resolved… Step 5– Dr. Gail Pletnick, Superintendent

Athletics Step 1– Coach; if not resolved… Step 2– Assistant Principal (Athletics); if not resolved… Step 3– School Principal; if not resolved… Step 4– Jim Braden, Director of Student Services & Athletics; if not resolved… Step 5– Jim Dean, Assistant Superintendent for Support Services; if not resolved… Step 6– Dr. Gail Pletnick, Superintendent

After School Activities (Clubs, etc.) Step 1– Activity Sponsor; if not resolved… Step 2– School Principal; If not resolved… Step 3– Jim Dean, Assistant Superintendent for Support Services; if not resolved… Step 4– Dr. Gail Pletnick, Superintendent

Budget and Finance Questions Step 1– Marydel Speidell, Budget Coordinator; if not resolved… Step 2– Jack Eaton Executive Director of Business Services; if not resolved… Step 3– Dr. Gail Pletnick, Superintendent

Facility Usage Step 1– Kathy Hill, Director of Federal Projects & Community Outreach; if not resolved… Step 2– Jim Dean, Assistant Superintendent for Support Services; if not resolved… Step 3– Dr. Gail Pletnick, Superintendent

Dysart Student/Parent

Handbook

HOW CAN YOU SUPPORT THE WORK OF

DYSART?

Internships, mentorships and shadowing

opportunities

Contact Thom Dickerson, Director of CTE

thom.dickerson@dysart.org

Volunteer to share expertise

Contact Kathy Hill, Director of Community

Outreach kathy.hill@dysart.org

Serve on committees

See dysart.org Committees & partner

organizations

www.dysart.org video.dysart.org

FINDING MORE INFORMATION

OUR FUTURE LEADERS

DISTRICT BUDGET

OVERVIEW

PRIOR YEAR BUDGET IMPACTS

As a result of several years of State funding cuts, Dysart Unified

School District’s budget is over $50,000,000 lower than it would

have been had these cuts and revenue reductions not occurred.

40

DYSART DISTRICT BUDGET HISTORY (ALL F IGURES FROM DISTRICT CAFR EXCEPT 2014 WHICH IS BUDGET)

Fiscal Year All Funds

% Change From Prior

Year Capital Outlay Operating

% Change From Prior

Year ADM % Change From

Prior Year

Per ADM Operating

Expenditure

% Change From Prior

Year

2014 * $ 190,685,946 0.92% $ 6,103,226 $ 184,582,720 1.08% 24,800 0.58% $7,443 0.49%

2013 $ 188,954,116 1.06% $ 6,344,953 $ 182,609,163 0.92% 24,656 4.52% $7,406 -3.45%

2012 $ 186,979,929 -5.96% $ 6,028,752 $ 180,951,177 0.95% 23,589 2.42% $7,671 -1.43%

2011 $ 198,832,802 1.13% $ 19,592,803 $ 179,239,999 3.32% 23,031 0.97% $7,783 2.33%

2010 $ 196,615,554 -19.88% $ 23,139,745 $ 173,475,809 -4.88% 22,809 -0.16% $7,606 -4.73%

2009 $ 245,412,347 -15.52% $ 63,045,416 $ 182,366,931 12.15% 22,845 3.84% $7,983 8.00%

2008 $ 290,486,474 29.14% $ 127,877,438 $ 162,609,036 17.19% 22,000 12.02% $7,391 4.62%

2007 $ 224,934,500 19.56% $ 86,176,663 $ 138,757,837 31.48% 19,640 16.89% $7,065 12.49%

2006 $ 188,132,415 37.21% $ 82,601,088 $ 105,531,327 17.63% 16,802 18.73% $6,281 -0.93%

2005 $ 137,113,797 7.61% $ 47,399,899 $ 89,713,898 17.57% 14,151 28.60% $6,340 -8.58%

2004 $ 127,412,456 $ 51,102,844 $ 76,309,612 11,004 $6,935

* Budgeted

TOTAL EXPENDITURES

Fiscal Year All Funds % Change From Prior Year

2014 * $ 190,685,946 0.92%

2013 $ 188,954,116 1.06%

2012 $ 186,979,929 -5.96%

2011 $ 198,832,802 1.13%

2010 $ 196,615,554 -19.88%

2009 $ 245,412,347 -15.52%

2008 $ 290,486,474 29.14%

2007 $ 224,934,500 19.56%

2006 $ 188,132,415 37.21%

2005 $ 137,113,797 7.61%

2004 $ 127,412,456

* Budgeted

CAPITAL OUTLAY AND OPERATING

EXPENDITURES

Fiscal Year Capital Outlay Operating % Change From

Prior Year

2014 * $ 6,103,226 $ 184,582,720 1.08%

2013 $ 6,344,953 $ 182,609,163 0.92%

2012 $ 6,028,752 $ 180,951,177 0.95%

2011 $ 19,592,803 $ 179,239,999 3.32%

2010 $ 23,139,745 $ 173,475,809 -4.88%

2009 $ 63,045,416 $ 182,366,931 12.15%

2008 $ 127,877,438 $ 162,609,036 17.19%

2007 $ 86,176,663 $ 138,757,837 31.48%

2006 $ 82,601,088 $ 105,531,327 17.63%

2005 $ 47,399,899 $ 89,713,898 17.57%

2004 $ 51,102,844 $ 76,309,612

* Budgeted

ADM OPERATING EXPENDITURES

Fiscal Year ADM % Change From Prior

Year Per ADM Operating

Expenditure % Change From

Prior Year

2014 * 24,800 0.58% $7,443 0.49%

2013 24,656 4.52% $7,406 -3.45%

2012 23,589 2.42% $7,671 -1.43%

2011 23,031 0.97% $7,783 2.33%

2010 22,809 -0.16% $7,606 -4.73%

2009 22,845 3.84% $7,983 8.00%

2008 22,000 12.02% $7,391 4.62%

2007 19,640 16.89% $7,065 12.49%

2006 16,802 18.73% $6,281 -0.93%

2005 14,151 28.60% $6,340 -8.58%

2004 11,004 $6,935

* Budgeted

M&O EXPENDITURES BY TYPE

63% 62% 61% 63% 60% 61%

18% 20%

20% 19% 19% 19%

19% 18%

19% 18% 20% 20%

0

5,000

10,000

15,000

20,000

25,000

30,000

$-

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

2008-09 2009-10 2010-11 2011-12 2012-13 2013-14

Salaries Benefits Purchased Services, Supplies, and Other Average Daily Membership

M&O SPECIAL EDUCATION EXPENDITURES

HISTORY

17% 17% 18% 18% 17% 18%

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

$180,000,000

2008-09 2009-10 2010-11 2011-12 2012-13 2013-14

M&O Total

Expenses

M&O Special

Education

Expenditures

$23.3 M $24.8 M $24.3 M $24.2 M $25.7 M $24.0 M

UTILITY COSTS

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

2008-09 2009-10 2010-11 2011-12 2012-13 2013-14

Telephone

Water/Sewage

Disposal

Natural Gas

Electricity

CAPITAL BUDGET HISTORY

$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

2006 2007 2008 2009 2010 2011 2012 2013 2014

Transferred $1.9

million from M&O to

Capital

$2.8 million

budget prior

to M&O

CAPITAL OUTLAY EXPENDITURES

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

M&O REVENUE CONTROL LIMIT AND

M&O OVERRIDE FUNDING

108,476,184 114,573,702 110,714,329 111,054,110 114,165,072 120,817,811

11,067,103 11,536,059 17,297,046 17,332,904 17,803,537 18,122,719

0

5,000

10,000

15,000

20,000

25,000

30,000

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

2008-09 2009-10 2010-11 2011-12 2012-13 2013-14

M&O Override

M&O RCL

Average Daily

Membership

MAINTENANCE AND OPERATION

OVERRIDE 2014

Override Purpose

Allocated

Percentage

Allocated

Dollar

Student programs including art, music, band, physical education and

athletics 41% $7.4 M

Provide all-day kindergarten free of charge throughout the District, if

current State funding for all-day kindergarten is reduced or eliminated 12% $2.2 M

Continue critical resources for the K-3 reading program and support

lower K-3 class size 7% $1.3 M

Current class size ratios 40% $7.2 M

2014 Override 100% $18.1 M

This funding is critical in meeting the District’s Strategic Plan.

BREAKDOWN OF M&O FUND BY AMOUNT

M&O FUNDING SOURCES

DYSART PRIMARY ASSESSED VALUE

11%

-13% -14%

-9%

-4%

5%

-15%

-10%

-5%

0%

5%

10%

15%

FY10 FY11 FY12 FY13 FY14 FY15

INFLATION ADJUSTMENT TO BASE

LEVEL

Year

Legislative

Base Level

Inflation

What Base Level

Should Have Been

FY 2009-10 $3,267.72 2.0% $3,357.25

FY 2010-11 $3,267.72 1.2% $3,397.54

FY 2011-12 $3,267.72

0.9% $3,428.11

FY 2012-13 $3,267.72

2.0% $3,496.68

FY 2013-14 $3,326.54 1.8% $3,559.62

FY 2014-15 (estimated)

$3,373.11 1.4% $3,609.45

PER STUDENT SPENDING SINCE

BUDGET CUTS

Fiscal Year

State $

Per Student

State and Local

$

Per Student

State, Local and

Federal $

Per Student

2008 $4,920 $8,584 $9,578

2013 $3,958 $7,641 $8,769

Reduction ($962) ($943) ($809)

Source: JLBC (Joint Legislative Budget

Committee)