riverdale strategic plan

Riverdale School District Presented by Coraggio Group

April 15, 2013

Strategic Planning and Visioning: Board Presentation

ADOPTED

April 15, 2013

Strategic Planning and Visioning:

Steering Committee Members

• Lisa Becker – interim GS Principal

• Heather Bogaty – GS PTC

• Barbara Chalmers - Community

• Elizabeth Friedman – Student

• Marybeth Fossati - Foundation

• Mike Gunter – RSD School Board Chair

• Elizabeth Larkin – In District Parent

• Elaine Lowe – Out of District Parent

• Michael Murray – HS Counselor

• Ron Penner-Ash - In District Parent

• Larissa Reece – GS Faculty

• Paula Robinson – HS Principal

• Michael Taylor - interim Superintendent

• David Thompson - HS Faculty

• Kathleen Tully – HS PTC

• Sharon Whitehill - GS Faculty

2

Where we’ve been since August….

Strategic Planning and Visioning Worksessions

(September – February)

Feedback Forums

(February – March)

Strategic Anchors

Unique Value

Areas of Focus

Strategic Mandates

Parent Focus Groups

Community Focus Group

Faculty Focus Group

Student Focus Group

School Community

and

Faculty

Stakeholder Input and Report Out

(August – October)

15 One-on-one

Interviews

3

• Provide an outstanding, well-

rounded education that

engages our students

• Assure a financially healthy and

sustainable district

• Attract, develop and retain an

exceptional faculty,

administration and school staff

• Foster a respectful, vibrant, and

welcoming community through

collaborative, honest and

professional relationships

RIVERDALE SCHOOL DISTRICT STRATEGIC PRIORITIES 2013/14 – 2017/18 ADOPTED April 15, 2013

OUR VISION: Students learn

to use their minds well,

engage creatively and act

compassionately.

OUR MISSION: Riverdale

develops inquisitive,

imaginative and eager learners.

Our students demonstrate

academic mastery through

exhibition to become effective

communicators and

responsible leaders.

OUR UNIQUE VALUE:

Riverdale students experience

a collaborative and personal

small school learning

environment that integrates art,

music and experiential-learning

with core academic disciplines

and Coalition of Essential

Schools principles.

OUR STRATEGIC ANCHORS

OUR STRATEGIC MANDATES

• CES Implementation goals

established for Grade

School and High School by

November 15, 2013

• Curriculum is aligned and

consistent with Common

Core State Standards for

all grade levels and

available on ATLAS by July

1, 2015

• The Board will adopt a

Technology Plan by

January 15, 2014, to be

reviewed and revised by

June 30 each year

• Riverdale High School and

Riverdale Grade School

both receive “Outstanding”

rating every year from DOE

• All District goals and

policies are kept current

and align with the five year

strategic plan.

• District administrative

leadership positions are

filled with exceptional,

qualified talent and are

supported and developed

in their roles.

• Stakeholders are integrated

into leadership structure.

• Board to establish optimal

enrollment targets by grade

and by school.

• Board to set recruitment

goals by December 31 of

each year.

• District will strive to offer

students a low faculty to

student ratio while ensuring

a financially healthy and

sustainable district.

• Superintendent to develop

a multi-year fiscal plan for

the district by March 1,

2013, to be updated

annually by end of

February.

• RSD Board adopts and

implements a policy for an

effective teacher evaluation

process by July 1, 2013

• 100% of district teaching

staff receive initial

professional development

on CES principles by June

30, 2014 and a calendar for

ongoing education.

• Each staff member

receives an annual

performance evaluation

and feedback on staff

development goals.

• Each staff member will

make satisfactory progress

on their individual growth

goals annually.

• Communication

assessment completed by

the October 2013 Regular

Board meeting

• Staff to prepare and

present a Marketing plan

and annual calendar of

Marketing/PR efforts, to be

presented to the Board by

the August Regular Board

meeting of each year.

• Increase awareness of

Riverdale High School and

Riverdale Grade School to

attract and grow our tuition

student base

• Offer 20 total internships by

2017.

• Increase community

engagement in the

development of the annual

district budget.

• Conduct a biennial

community survey

• Increase number of events

including the community

(e.g. Garden Tour,

Carnival, Reading

Partners, Concerts, etc.)

COMMUNICA-TION

LEADERSHIP

FINANCIAL STABILITY

LEARNING EXPERIENCE & CURRICULUM

• Conduct an organizational

needs assessment

• Define, nurture and retain

key positions and teams

(recruit, ensure personality

fit, assess and develop)

• Define the governance

structure for leadership

teams

• Comply with and

implement state

requirements and district

policies

• Integrate students and

parents into leadership

structure

• Ensure implementation of

the program

• Continue to build, evaluate,

and implement the K-12

curriculum map

• Develop a plan to integrate

digital technology into the

curriculum

• Identify three areas of focus

based on the CES

principles and integrate into

teaching methods/

practices, student

standards and evaluation

methods

• Integrate CES areas of

focus with Common Core

State Standards

• Develop an experiential

learning plan to

supplement the curriculum

• Explore the opportunity for

a tuition summer school

• Maintain and monitor state

financial compliance

• Define the ideal programs

for our District as a guide

for our priorities

• Develop multi-year fiscal

plan for the district

(includes program

projections, staffing plan,

enrollment targets)

• Create, clarify and deliver

our unique value

• Establish a District

Development Committee to

articulate need for

donations, use of donations

and coordinate fundraising.

• Develop an implementation

plan and review annually

STAFF

DEVELOPMENT & EVALUATION

• Develop and implement an

actionable staff

development plan with

measureable goals at the

staff and individual level

• Identify resources and

experts to support

individual teacher growth

goals and plans of

assistance and

improvement

• Conduct annual

performance evaluations in

accordance with SB290

• Evaluate current

communication, assess

options, and propose

improvements to engage

parents, teachers and

community (message,

constituency, frequency,

delivery)

• Improve and align tools for

parent-teacher

communication

• Develop a multi-year

marketing and PR plan

• Evaluate and benchmark

admissions process

• Communicate Five Year

Strategic plan to

stakeholders and integrate

into district operations

COMMUNITY

• Create a student

internship/job shadow

program

• Leverage broad community

resources to provide

enrichment opportunities

• Coordinate community

building efforts within

respective roles through

District Development

Committee

• Create a culture of

appreciation and

celebration of our schools

• Identify opportunities to

reach out to the community

and share our success

(e.g. newsletter)

KEY OBJECTIVES

2013/14—2017/18 KEY AREAS OF FOCUS

2013/14—2017/18 KEY INITIATIVES

③ ⑤ ⑥ ④ ① ②

Our Strategic Anchors

OUR VISION: Students learn to use their minds well, engage creatively

and act compassionately.

OUR MISSION: Riverdale develops inquisitive, imaginative and eager

learners. Our students demonstrate academic mastery through exhibition

to become effective communicators and responsible leaders.

OUR UNIQUE VALUE: Riverdale students experience a collaborative and

personal small school learning environment that integrates art, music and

experiential-learning with core academic disciplines and Coalition of

Essential Schools principles.

5

Our Strategic Mandates

•Provide an outstanding, well-rounded education that engages our

students

•Assure a financially healthy and sustainable district

•Attract, develop and retain an exceptional faculty, administration and

school staff

•Foster a respectful, vibrant, and welcoming community through

collaborative, honest and professional relationships.

6

Area of Focus #1: Leadership

• All District goals and policies are kept current and align with the five

year strategic plan.

• District administrative leadership positions are filled with

exceptional, qualified talent and are supported and developed in

their roles.

• Stakeholders are integrated into leadership structure.

KEY OBJECTIVES

7

Area of Focus #1: Leadership

• Conduct an organizational needs assessment

• Define, nurture and retain key positions and teams (recruit, ensure

personality fit, assess and develop)

• Define the governance structure for leadership teams

• Comply with and implement state requirements and district policies

• Integrate students and parents into leadership structure

• Ensure implementation of the program

2013/14 – 2017/18 KEY INITIATIVES

8

Area of Focus #2: Financial Stability

KEY OBJECTIVES

• Board to establish optimal enrollment targets by grade and by

school.

• Board to set recruitment goals by December 31 of each year.

• District will strive to offer students a low faculty to student ratio

while ensuring a financially healthy and sustainable district.

• Superintendent to develop a multi-year fiscal plan for the district

by March 1, 2013, to be updated annually by end of February.

9

Area of Focus #2: Financial Stability

• Maintain and monitor state financial compliance

• Define the ideal programs for our District as a guide for our

priorities

• Develop multi-year fiscal plan for the district (includes program

projections, staffing plan, enrollment targets)

• Create, clarify and deliver our unique value

• Establish a District Development Committee to articulate need for

donations, use of donations and coordinate fundraising.

• Develop an implementation plan and review annually


10

Area of Focus #3: Learning Experience &

Curriculum

• CES Implementation goals established for Grade School and High

School by November 15, 2013

• Curriculum is aligned and consistent with Common Core State

Standards for all grade levels and available on ATLAS by July 1,

2015

• The Board will adopt a Technology Plan by January 15, 2014, to be

reviewed and revised by June 30 each year

• Riverdale High School and Riverdale Grade School both receive

“Outstanding” rating every year from DOE

KEY OBJECTIVES

11

Area of Focus #3: Learning Experience &

Curriculum

• Continue to build, evaluate, and implement the K-12 curriculum

map

• Develop a plan to integrate digital technology into the curriculum

• Identify three areas of focus based on the CES principles and

integrate into teaching methods/practices, student standards and

evaluation methods

• Integrate CES areas of focus with Common Core State Standards

• Develop an experiential learning plan to supplement the curriculum

• Explore the opportunity for a tuition summer school


12

Area of Focus #4: Staff Development &

Evaluation

• RSD Board adopts and implements a policy for an effective teacher

evaluation process by July 1, 2013

• 100% of district teaching staff receive initial professional

development on CES principles by June 30, 2014 and a calendar

for ongoing education.

• Each staff member receives an annual performance evaluation and

feedback on staff development goals.

• Each staff member will make satisfactory progress on their

individual growth goals annually.

KEY OBJECTIVES

13

Area of Focus #4: Staff Development &

Evaluation

• Develop and implement an actionable staff development plan with

measureable goals at the staff and individual level

• Identify resources and experts to support individual teacher growth

goals and plans of assistance and improvement

• Conduct annual performance evaluations in accordance with

SB290


14

Area of Focus #5: Communication

• Communication assessment completed by the October, 2013

Regular Board meeting.

• Staff to prepare and present a Marketing plan and annual calendar

of Marketing/PR efforts, to be presented to the Board by the

August Regular Board meeting of each year.

• Increase awareness of Riverdale High School and Riverdale Grade

School to attract and grow our tuition student base

KEY OBJECTIVES

15

Area of Focus #5: Communication

• Evaluate current communication, assess options, and propose

improvements to engage parents, teachers and community

(message, constituency, frequency, delivery)

• Improve and align tools for parent-teacher communication

• Develop a multi-year marketing and PR plan

• Evaluate and benchmark admissions process

• Communicate Five Year Strategic plan to stakeholders and

integrate into district operations


16

Area of Focus #6: Community

• Offer 20 total internships by 2017

• Increase community engagement in the development of the annual

district budget

• Conduct a biennial community survey

• Increase number of events including the community (e.g. Garden

Tour, Carnival, Reading Partners program, Concerts, etc.)

KEY OBJECTIVES

17

Area of Focus #6: Community

• Establish expectations of

“what it takes” to run our

district

• Create a culture of

appreciation and celebration

of our schools

• Identify opportunities to reach

out to the community and

share our success

• Establish RSD as a certified

Emergency Shelter

2013/14 – 2017/18 KEY INITIATIVES • Create a student internship/job shadow program

• Leverage broad community resources to provide enrichment

opportunities

• Coordinate community building efforts within respective roles

through District Development Committee

• Create a culture of appreciation and celebration of our schools

• Identify opportunities to reach out to the community and share our

success (e.g. newsletter)


18

riverdale strategic plan

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