snoqualmie valley school district strategic plan 2014-2018 · 2015. 9. 17. · snoqualmie valley...
TRANSCRIPT
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Final: June 2015
Snoqualmie Valley School District
Strategic Plan
2014-2018
A Five-Year Plan
“5 Years of Aiming Higher”
Prepared by:
Snoqualmie Valley School Board,
District Staff, and
Community Members
In conjunction with:
Michael Vidos
Laurie Edwards
(Completion of Tasks Updated Monthly)
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STRATEGIC PLANNING
LEADERSHIP TEAM
Name Representing
Joel Aune Superintendent of Schools
Marci Busby School Board Member
Geoff Doy School Board President
Dan Popp School Board Member
Carolyn Simpson School Board Vice-President
Tavish MacLean School Board Member
Jeff Hogan Assistant Superintendent
Ryan Stokes Assistant Superintendent
Nancy Meeks Executive Director Student Services
Ruth Moen Executive Director Secondary Education and Instructional Support
Dan Schlotfeldt Executive Director Elementary Education
Carolyn Malcolm Public Information Officer
Mike Vidos Strategic Plan Advisor
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TABLE OF CONTENTS
i Title Page
ii Leadership Team
iii Table of Contents
1.0 EXECUTIVE SUMMARY
1.1 School District Overview
1.2 Process
1.3 Next Steps
1.4 2014-15 Significant Accomplishments
2.0 PLAN DEFINITIONS
2.1 Planning Model
2.2 Plan Components
3.0 THE STRATEGIC PLAN
3.1 Vision
3.2 Mission
3.3 Values
3.4 Critical Success Factors
3.5 Environment
3.6 2015-16 Goals & Objectives
4.0 APPENDIX
4.1 References
4.2 Glossary
4.3 Revisions Record
4.4 Plan Timeline Summary
4.5 Tasks to be considered in the 2016-17 Action Plan
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1.0 EXECUTIVE SUMMARY
1.1 School District Overview
The Snoqualmie Valley School District is located in the Cascade mountain foothills in Washington State
approximately 30 miles east of Seattle. It covers more than 400 square miles and serves the communities of
Snoqualmie, North Bend, and Fall City, making it one of the geographically largest school districts in the state.
The District serves approximately 6,600 students and families with five elementary schools (P-5), two middle
schools (6-8), one comprehensive high school (9-12), and one alternative school (6-12). The percentage of
students on free and reduced lunches is approximately 12%.
Once a rural district reliant on a now diminishing timber industry, the Snoqualmie Valley has become a
bedroom community to accommodate the growth of nearby suburbs, but is without a local industrial or
economic base. Student enrollment has increased at an average rate of 3% over the past ten years.
Three important keys to the District's success are evident: strong, effective leadership; the readiness of the
community to support and encourage change; and an emphasis on the whole school system.
Our Vision: To become the best school district in Washington State by any measure.
Our Mission: Educate all Snoqualmie Valley children to prepare them for college, career, and citizenship.
Our Focus: In partnership with families and our community, the Snoqualmie Valley School District provides
comprehensive high-quality educational opportunities, academic rigor and student support services in a positive
and safe school environment. Student achievement is our top priority, and our commitment to continuous
improvement is unwavering—to ensure all students are college and career-ready when they graduate. Over the
past several years, student assessment scores and the number of students choosing more rigorous academic
courses have trended upward in the District.
Our Schools:
• 5 Elementary Schools (P-5): Cascade View, Fall City, North Bend, Opstad, Snoqualmie
• 2 Middle Schools (6-8): Chief Kanim, Twin Falls
• 1 Comprehensive High School (9-12): Mount Si (Main Campus and Freshman Campus)
• 1 Alternative School (6-12): Two Rivers
• 1 Mount Si High School Online Learning Program (9-12)
• 1 Parent Partnership Program (K-12), for families who prefer to school their children at home
Our Students: We serve approximately 6,600 students in preschool through grade 12, and special needs
students up to 21 years of age. Student enrollment has grown at a rate of approximately 3% each year over the
past 10 years.
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Our Awards:
US News & World Report named Mount Si High School to its “Best High Schools” lists, and awarded the school a Silver Medal in 2014, 2013 and 2012, based on reading, math and college
readiness.
National College Board AP Achievement List—2014, 2013, 2012, 2011, 2010 recognized increased student participation in college-level courses and increased performance on Advanced Placement exams
over a three-year span. Snoqualmie Valley was the only district in Washington State and one of only six
districts in the nation to earn this five consecutive years.
Rated High for “ROI” on a nation-wide study comparing Return on Educational Investment among public school districts in 2010, Snoqualmie Valley schools ranked among the top in the state based on a
measure of high student achievement with low cost per student.
Each year Snoqualmie Valley schools receive Washington Achievement Awards for placing in the top 5% of schools for student achievement over a two-year span (3 schools in 2014, 3 in 2013, 2 in
2012, 4 in 2011, 4 in 2010, and 2 in 2009).
Three schools have earned the School of Distinction Award (2014, 2012 and 2010) for ranking in the top 5% of schools in the state for significant improvement in student achievement over a five-year span.
A middle school ranked 1st in Science in the state in 2011 and 2012, and an elementary school was ranked 1st in Science in 2010 and based on average MSP state assessment scores.
One national website (www.schooldigger.com) ranks the Snoqualmie Valley School District as 7th in the state (among 189 school districts), based on test data from the August 2015. Mount Si High School
is ranked 14th
in the state (out of 456 high schools).
Mount Si’s Jazz band qualified among the top 15 high school bands in the nation to perform at the prestigious Essentially Ellington Jazz Competition in New York City in 2015 and 2014. Two schools
placed first in statewide music festivals in 2013, 2012 and 2011.
Class of 2015 graduates earned over 2,884 college credits during high school and were awarded $15.3 million in scholarships for their academic achievement, athletic skills and community service.
For ten consecutive years, the District’s Business Services department has earned clean audits from the State Auditor, and the Transportation department has earned outstanding safety inspections from the
Washington State Patrol.
Our Superintendent: Joel Aune joined the Snoqualmie Valley School District in 2005 from the Colfax School District. He has been
serving children through public schools in Washington State for 32 years, in the roles of superintendent,
principal and teacher. Superintendent Aune also provided statewide leadership and legislative advocacy as the
President of the Washington Association of School Administrators (WASA) in 2011.
Our Staff:
The District employs approximately 750 full-time and part-time school staff members. 47 Snoqualmie Valley
teachers have earned National Board Certification and more are working toward this highly-regarded
professional standard. In preparation for the start of this school year, 390 staff members participated in
professional development in August, expanding their technology skills by completing 7,098 clock hours
through 91 different classes offered.
Our School Board:
Marci Busby, Geoff Doy, Tavish MacLean, Dan Popp, Carolyn Simpson
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Our Future:
In February 2015, voters approved a school bond that has set in motion plans to construct a 6th elementary school, rebuild and expand Mount Si High School, reinstate a third middle school, and
make other school improvement and safety projects throughout the District.
The recommendations of the On-Time Graduation Task Force are a high priority and will drive a number of new activities, programs, and initiatives, over the next three years, to address the challenge:
to educate all Snoqualmie Valley children to prepare them for college, career, and citizenship. The
recommendations are grouped as follows:
o Planning and program development to put recommendations into action and monitor results; o Instructional Coaching and Early Learning Program coordination to support teachers; o Focused Professional Development on using data to inform and differentiate instruction; o Support for College and Career Planning initiatives and more Personalized Learning
Environments;
o Effective interventions to support students struggling in math and reading, social and behavior support, chronic absences, reengagement and credit recovery.
Teachers in all Snoqualmie Valley schools are implementing creative, new ways to use technology to engage students in learning and prepare them for 21st Century career and post-secondary education
opportunities.
The Mount Si High School Freshman Campus opened in the fall of 2013 to provide focused support for all ninth graders transitioning into high school — a crucial year for building a strong foundation that
can ultimately ensure their successful completion of high school.
The District is cultivating community partnerships to grow its Science, Technology, Engineering, and Mathematics (STEM) education program to offer students more real-world, hands-on career training
opportunities.
Our Volunteers:
Snoqualmie Valley students and staff benefit from strong community support and parent involvement. At the
end of last year, principals reported over 38,000 hours of “recorded” volunteer time in and around their schools.
There are many volunteer opportunities in schools. For example, individuals become reading buddies or tutors
for an hour a week. Businesses offer internships or mentor students in their career aspirations. Caring citizens
join the Snoqualmie Valley Schools Foundation or Parent Teacher Student Associations at every school to
organize events that raise funds for student scholarships and classroom grants. Some teach after-school
enrichment classes or help coach youth in their favorite sports. Community groups also volunteer their energy
and gardening talents to beautify school campuses. Clearly, Snoqualmie Valley schools are better because of the
caring community in which we live.
Snoqualmie Valley’s employees and community members are highly involved in the goal setting and strategic
planning for the District. To maintain and enrich obligations to students, staff, parents, and community, we
commit to a five-year strategic planning process.
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1.2 Process
To start developing this strategic plan, members of the School Board and professional staff conducted a four-
phase process which began October, 2013 through January, 2014. In the first phase, the entire Board developed
the strategic plan to identify the direction and establish goals to move toward accomplishment of the vision and
mission. In the second phase, key administration representatives were assembled to develop an action plan. This
plan includes objectives that will identify and ensure actions to be taken. The third phase of the process
included a presentation of the plan to the public, administration and teachers for input. Finally, the plan went to
the Board for approval, to conclude the fourth phase.
The first edition of the plan covered a six-month period from January through August, 2014, to allow the
District to align future editions with the school year calendar (September through August). The second edition
covered the period of September 1, 2014 through August 31, 2015. This is the third edition of the 5-year plan
and will apply to September 2015 through August 2016. Each edition is a continuation of work already
completed that established the District’s vision, mission, and goals from October 2013. Objectives are refreshed
each year to ensure tasks focus on key priorities for the year and resources are in place to support the vision,
mission, and goals. Goal managers and objective leaders, whose names appear at the beginning of this
document, use a consensus workshop approach to develop and refresh the plan. They prepare the detailed
planning statements, based upon input from the whole team, then document their findings in a structured plan
and present this to the School Board.
Goal managers are required to demonstrate measurable improvement of programs over time.
The entire strategic plan is available for public viewing on the district website at www.svsd410.org. The online
plan is updated monthly through public board reports for public accountability.
1.3 Next Steps
The Strategic Plan will be disseminated to appropriate personnel on a yearly basis. Identified objectives and
tasks have been developed in a business-plan format to support the plan. Pertinent information has been
included in this document. This effort will be reviewed to keep the plan current and active. Additional
milestones include:
Conduct management reviews Weekly
Status report to the School Board Monthly
Status report to the Ad Council Monthly
Publish interim changes As required
Plan review/revision process Annually
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1.4 2014-15 Significant Accomplishments
Goal 1: Teaching and Learning
Board adoption of new 24-credit graduation policy.
Conducted a High School Educational Visioning Process to help determine the future educational delivery and program at Mount Si High School, as related to bond passage.
Developed a Math Pathways document to clearly define 6-12 math placement, pathways, and appeal process.
Successfully administered the new Smarter Balanced Assessment (SBA) at all schools.
Provided all teachers the book “Using Common Core Standards” and professional development on how to develop proficiency scales to gain a clearer understanding of what the Common Core State Standards
(CCSS) are, how they are organized, and how to use them in classroom instruction.
Hired half-time elementary assistant principals to assist with Teacher/Principal Evaluation Process (TPEP) implementation.
Developed new Gifted Program, named STREAM, to be launched in fall 2015.
Launched an “Open Doors” re-engagement program for recent dropouts.
On-Time Graduation Task Force concluded its work and delivered a comprehensive three-year plan to improve graduation rates through a series of dropout prevention, intervention, and re-engagement
recommendations.
Implemented year two of the TPEP system.
Instructional coaches, district office leaders and principals provided over 50 hours of professional development focusing on the instructional model strategies, coaching techniques and focused feedback.
Delivered more than 1,000 mobile devices to classrooms for student use.
Goal 2: Business and Finance
Passed $244 million capital bond with 62.5% voter support.
Started construction of Elementary School #6.
Developed a plan to review and update job descriptions.
Installed new districtwide phone system.
Implemented an online system for parents to pay school fees.
Developed and executed recruitment plan for certificated staff.
Evaluated and refined the employee selection process.
Extended contracts to the best and brightest candidates.
Conducted annual update of Capital Facilities Plan.
Goal 3: Communications and Community Engagement
Improved and augmented materials on SVSD website.
Provided factual information on the 2015 bond proposition, which passed voter approval.
Marketed and disseminated information about the Strategic Plan.
Initiated the online Thoughtexchange community engagement activities. In the fall engagement, regarding educational programming, there were 1,461 unique participants. In the spring engagement,
1,257 participants contributed ideas related to the new high school design.
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Administered a perception survey to all parents regarding school effectiveness to help inform school improvement planning efforts.
Conducted staff and community meetings to gather feedback on facilities options.
2.0 PLAN DEFINITIONS
2.1 Planning Model
The strategic planning model is based upon very simple concepts. Every strategic plan has essentially the same
components: mission, vision, values, critical success factors plus an examination of the organization’s strengths,
weaknesses, opportunities, and threats. Goals are also established to provide focus and direction for all levels of
the organization. As a follow-up measure, a business plan has been developed that will provide the objectives
with action steps to support the strategic plan. This effort is also included in this document.
2.2 Plan Components
The following terms are defined as key components of the planning model:
Vision: The commitment to create a reality that currently does not exist.
An organizational “To-Be,” three to five years out.
Mission: A statement describing what the organization does. What are the services
provided?
Values: Principles and core beliefs that guide the organization.
Critical Success Factors: Describes those factors that are critical to the success of the organization.
Environment (SWOT): Environment within which the strategic plan was developed and is to be
implemented. It includes strengths to be maximized, weaknesses to
overcome, opportunities to take advantage of, and threats to be met.
Strategic Goals: Organizational outcomes that define what an organization is trying to
accomplish both programmatically and organizationally.
Objectives: Defines how we will operationalize the goals. They are realistic,
measurable targets that include specific performance levels, tasks, dates,
methods of measurements, and assignment of responsibility.
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Business Plan: Action plan that provides the action methodology for the strategic plan.
It consists of objectives, action steps, schedules, methods to measure and
assigned responsibility.
Costs: Costs are expenditures in addition to existing staffing to accomplish
goals/objectives/tasks.
3.0 THE STRATEGIC PLAN
3.1 Vision
Definition: A vision is a commitment to create a reality that currently does not exist ― an organizational “To-Be,” three to
five years in the future.
To become the best school district in Washington State by any measure.
3.2 Mission
Definition: The mission is a statement describing what the organization does. What are the services provided?
Educate all Snoqualmie Valley children
to prepare them for college, career, and citizenship.
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3.3 Values
Definition: Values describe the principles and core beliefs that guide the organization. Values are listed alphabetically and
should be viewed in their total context. This list reflects input from students, staff, parents, and community.
We value:
A focus on success for all students
A clear and open communications environment
Collaboration at all levels
Dedication to continuous improvement and best practices
Embracing mutual respect
Fostering positive relationships
High-quality instruction
Honesty and integrity
Leadership
Striving for innovation and excellence
Transparent governance
3.4 Critical Success Factors
Definition: The factors which are critical for the success of the organization. These factors are listed alphabetically and
should be viewed in the total context.
Critical Success Factors:
Adequate financial resources and effective management
Appropriate facilities
Community, parent, and staff support
Cultural awareness and acceptance
Effective two-way communications
Effective leadership
Engaged students
Identification of, and proactive responsiveness to, emerging requirements
K-12 aligned curriculum
Long-range planning and implementation
Motivated and highly-qualified staff
Safe learning environment for students and staff
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3.5 Environment
Definition:
The environment describes the Snoqualmie Valley School District strengths, weaknesses, opportunities and
threats. It provides the forum in which to maximize the strengths, eliminate weaknesses, take advantage of
emerging opportunities and to recognize and minimize threats to the organization.
3.5.1 Current Organizational Strengths
In light of the stated Mission, the following are the identifiable STRENGTHS of the organization which are
listed alphabetically and should be viewed in the total context:
Passed School Bond in 2015
Access to widespread technologies
Commitment to improve educational standards
Dedicated and skilled teachers
District has positive reputation with other districts
District leadership
Diversity of educational pathways
Educated community
Engaged community
High expectations for student achievement
Implement new curriculum
Involvement of teachers in new curriculum
Low staff turnover
National and state recognition
Opportunity for professional development
Parental involvement
Sound fiscal management practices
Steady upward trending in student achievement over time
3.5.2 Current Organizational Weaknesses
The following are perceived WEAKNESSES of the organization which are listed alphabetically and should be
viewed in the total context:
Lack consistency of all curriculum
Lack of a stable and predictable funding source
Lack of exposure to economic and cultural diversity
History of bond failures prior to 2015
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On-time graduation and drop-out rates
Overcrowded schools
3.5.3 Environmental Opportunities
The current environment offers the following OPPORTUNITIES which are listed alphabetically and should be
viewed in the total context:
As funding is restored, look at repurposing the funding in a deliberate and strategic manner
Continuous improvement and upward trending of student achievement results (state and national recognition)
Diversity in low income and English Language Learner (ELL) students
Educate public on the needs of the District
Embrace alternative, emerging, and innovative education pathways
Embrace and implement technology applications
Exchange best practices with other districts
Expand business education partnership opportunities
Improve collective bargaining process
Improve student outcomes in all measures
Redesign the high school education space
Support continuous growth of teachers and staff
3.5.4 Environmental Threats
Following are environmental THREATS to the organization which are listed alphabetically and should be
viewed in the total context:
Excessive, cumulative effect of mandates of significant scope
Flooding of the Snoqualmie River
Lack consistent national and state funding sources
Lack of consistency and follow-through on proposed legislation by the state
Legal liabilities
Uncertainty of future student enrollment
Unfunded state mandates
High cost of housing for employees
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3.6 2015-16 Goals & Objectives
Identified goals are the organizational outcomes that define what an organization is aiming to accomplish both
programmatically and organizationally. Objectives define how the organization operationalizes the goals.
Objectives are measurable targets that include tasks, timelines, method of measurements, and assignment of
responsibilities.
The following list identifies the 2015-16 goals and objectives. The remaining pages in this section describe in
detail the goals, objectives and tasks.
Goal 1: Increase preparedness of all students for college, career, and citizenship.
1A Adapt and implement programs to support all students’ preparedness for college, career and
citizenship.
1B Review, recommend and/or implement activities, programs and scheduling changes that facilitate
safe, collaborative and personalized student learning environments.
1C Design and implement a comprehensive instructional coaching and professional development
model to facilitate consistent implementation of the Marzano Instructional Framework.
1D Implement an administrative, operational and instructional support plan to successfully open
Elementary #6 in August 2016.
Goal 2: Guarantee sound financial processes, business practices and ample and safe facilities to support
the improvement of student learning.
2A Execute a comprehensive capital construction plan.
2B Continue to improve and implement personnel practices to improve recruitment, selection and
“on boarding” of the best and the brightest employees.
2C Evaluate the District’s Collective Bargaining processes.
2D Monitor conditions of facilities and identify short-term and long-term needs.
2E Continue to refine the financial process that strengthen student learning and benefit district
taxpayers.
Goal 3: Improve and refine exemplary 2-way communication practices with community, parents and
staff to improve student learning.
3A Communicate progress on capital projects from the 2015 school bond election.
3B Raise awareness about programs that advance academic achievement and improve success of
ALL students.
3C Continue to tell the good news of the schools, students and staff.
3D Promote school safety and emergency communications.
3E Continue community engagement activities to inform school improvement planning.
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GOAL 1
TITLE: Increase preparedness of all students for college, career, and citizenship.
DESCRIPTION: With the growing complexity of the world and the increasing demands of the 21
st Century workforce, there is
little question that all students should graduate from high school fully prepared for college and careers. It is also
important for schools to help students become good citizens, access financial resources, gain parental support,
and develop peer networks that support postsecondary readiness.
To be college and career ready, high school graduates must have studied a rigorous and broad curriculum
grounded in the core academic disciplines, but also consisting of other subjects that are part of a well-rounded
education. Academic preparation alone is not enough to ensure postsecondary readiness, but it is clear that it is
an essential part of readiness for college, careers, and life in the 21st Century.
The District Scorecard will reflect improvement targets aligned with the goal objectives of the Strategic Plan,
where applicable, and other key performance indicators identified.
SUPPORTING OBJECTIVES:
1A Adapt and implement programs to support all students’ preparedness for college, career and
citizenship.
1B Review, recommend and/or implement activities, programs and scheduling changes that facilitate
safe, collaborative and personalized student learning environments.
1C Design and implement a comprehensive instructional coaching and professional development
model to facilitate consistent implementation of the Marzano Instructional Framework.
1D Implement an administrative, operational and instructional support plan to successfully open
Elementary School #6 in August of 2016.
GOAL MANAGER: Jeff Hogan
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Goal 1:
Increase preparedness of all students for college, career, and citizenship.
OBJECTIVE 1A
TITLE: Adapt and implement new programs to support all students’ preparedness for college, career and
citizenship.
DESCRIPTION:
High standards, rigorous curriculum, differentiated instruction, sound assessment practices, and ensuring
equitable programs are all essential elements of an effective instructional program. With the introduction of
CORE 24, Common Core State Standard (CCSS), and new requirements in Special Educaton, ELL and Highly
Capable/Gifted programs, adopting and implementing research-based, best practices is more important than
ever to ensure student success. When completed, these tasks will lead to higher graduation rates and increase
students’ preparedness for college, career, and citizenship.
PROGRESS MEASUREMENT:
Tasks completed.
All 8th grade students with High School and Beyond Plan complete by March 2016.
Increase percentage of students with 90% or better attendance 1st semester.
Increase percentage of students applying for college financial aid (FAFSA).
Increase percentage of students applying for college.
Monitor percentage of students graduating from the District Open Doors Re-engagement Program.
Increase percentage of students signed up for College Bound program by end of 8th grade.
TASKS: TIMELINE:
(1) Communicate to 2015 non-graduates opportunities for September 15, 2015 re-engagement through the District “Open Doors” Graduation
Alliance program for high school completion.
(2) Establish consistent attendance policies, procedures, October 15, 2015 monitoring, intervention practices, and parent
communication about importance of daily attendance.
(3) Form a District “Implementation and Monitoring October 15, 2015 team” to meet quarterly to implement and monitor Year 1 of
the On-Time Graduation Task Force Report.
(4) Work with secondary counselors to implement a survey and February 15, 2016 tracking system for dropouts to capture more actionable
information about students who do not graduate.
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TASKS: TIMELINE:
(5) Implement a college and career awareness activity at all April 15, 2016 elementary schools to expose students to college and
career opportunities.
(6) Establish and train an Advancement Via Individual Determination April 15, 2016 (AVID) College Readiness Implementation team and identify students
for the 2016-17 school year.
(7) Closely monitor and review the Two Rivers School April 15, 2016 educational delivery model as related to historical, current and
predicted graduation rates (ESEA Focused School Status).
Recommend changes to increase on-time and extended
graduation rates to meet Adequate Yearly Progress (AYP).
(8) Roll out Phase 1 of Naviance college and career planning, May 15, 2016 tool (High School and Beyond planning).
(9) Develop a system of support for eligible families to increase June 15, 2016 percentage of middle school student sign-ups for the College
Bound Scholarship Program.
(10) Review Junior Achievement programs for possible June 15, 2016 implementation in schools.
RESOURCES:
Other
New elementary assistant principals, Title, LAP, Instructional Coaches
Technology Access Foundation (TAF Academy)
Cost
Costs associated with
additional
staffing,
curriculum,
software
(Naviance),
professional
development
(AVID/TAF),
and
implementation
ROI
Increase on-time and extended graduation rates
Increase percentage of students that simultaneously graduate with high
school diploma and AA college degree
Increase percentage of graduates meeting Washington four-year college
admissions requirements (CADR)
Increased levels of student, parent and community satisfaction
RESPONSIBILITIES:
Primary Jeff Hogan
Secondary
Dan Schlotfeldt, Nancy Meeks, Ruth Moen, Principals
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Goal 1:
Increase preparedness of all students for college, career, and citizenship.
OBJECTIVE 1B
TITLE: Review, recommend and implement activities, programs and scheduling changes that facilitate
safe, collaborative and personalized student learning environments.
DESCRIPTION: A safe, personalized learning environment where there are strong relationships between students and staff is
critical to keeping students engaged in school. Students engaging in unsafe behavior may put themselves and
their peers in harm’s way. A large spectrum of differentiated programs provide opportunities for students to
explore their interests and passions while learning to build strong relationships with adults and their peers.
Laying this foundation through a variety of unique programs, offerings, and scheduling options that allow time
for relationships to form will play an important role in creating safe, collaborative and personalized learning
environments for all students.
PROGRESS MEASUREMENT:
Tasks completed.
Updates to School Board on committee progress.
Increased parent participation at E-Safety parent night and awareness of student E-Safety dangers (cyberbullying, appropriate use of social media, online predators, texting and driving, and sexting).
Evaluate enrollment trends in Career Technical Education (CTE) programs.
Staff trained to administer WaKids readiness assessment.
School wide behavior referral system implemented at all K-5 schools by end of 1st semester.
TASKS: TIMELINE:
(1) Implement new Gifted program. September 15, 2015
(2) Plan and implement an “E-Safety Awareness Week” at all November 15, 2015 secondary schools (assemblies, parent night, etc.). Evaluate
and modify social media policies as needed.
(3) Increase the number of mobile devices at all schools to November 15, 2015 support more personalized student learning, and facilitate
technology professional development opportunities.
(4) Review CTE program participation and make December 15, 2015 recommendations for changes in programs that reflect
student career interest.
(5) Begin implementation of a districtwide Positive Behavioral February 15, 2016 Interventions and Supports (PBIS) initiative.
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TASKS: TIMELINE:
(6) Appoint an advisory committee to study options and make January 15, 2016 recommendations for increasing access to world languages and
cultural experiences in grades K-12.
(7) Add part-time coordinator to expand awareness and coordination March 15, 2016 of alcohol, tobacco, and other drugs (ATOD) prevention programs
identified through the Healthy Youth Survey.
(8) Appoint a K-12 advisory committee to review students’ daily March 15, 2016 schedules, school start times, and early release Friday schedule.
Make recommendations to the Superintendent for future
implementation.
(9) Begin two year review of district grading and homework April 15, 2016 policies and practices and provide initial update to superintendent.
(10) Explore and broaden a dialogue focused on early learning and May 15, 2016 identify supports and partnerships the District can directly or
indirectly support prior to students enrolling in kindergarten,
and how that affects preschool facility planning.
(11) Develop plan to administer WaKIDS whole child assessment May 15, 2016 to all kindergarten students for 2017-18.
RESOURCES:
Other
Add 0.2 FTE Alcohol, Tobacco and Drug Coordinator
Additional 1-2 FTE Gifted Program Teachers
Cost
Costs associated with curriculum,
professional
development, and
implementation
TBD
ROI
Redesigned Gifted program
Reduced number of discipline
referrals
Reduced number of students
suspended or expelled
Improved student access to ATOD
support
Potential increase in grant funding
for ATOD related intervention
programs
Increase in graduation rates
Improved perception of students,
parents, and staff regarding safer
school environment (HYS, EES,
Thoughtexchange)
Increased number of mobile
devices for students in schools
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 20
RESPONSIBILITIES:
Primary
Jeff Hogan Secondary
Nancy Meeks, Dan Schlotfeldt, Ruth Moen, School Principals,
Counselors
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 21
Goal 1:
Increase preparedness of all students for college, career, and citizenship.
OBJECTIVE 1C
TITLE: Design and implement a comprehensive instructional coaching and professional development
model to facilitate consistent implementation of the Marzano instructional framework.
DESCRIPTION:
As students matriculate through the Snoqualmie Valley School District schools, it is important that all students
in every classroom have equal access to high quality instruction to best prepare them for college, career, and
citizenship. With many new teachers entering the system and new English Language Arts (ELA) and Math
standards now in place, it is critically important that strong programs exist to support new teachers, as well as
provide support for all teachers in a continuous improvement model. The District will also promote and provide
opportunities for existing teachers to become teacher leaders.
PROGRESS MEASUREMENT:
Tasks completed.
K-5 teacher training started in adopted reading curriculum.
All 6-12 math teachers trained in Big Ideas math.
Increased percentage of teachers completing their Technology Pathway.
All new teachers assigned mentors.
TASKS: TIMELINE:
(1) Analyze state assessment results and modify/refine professional October 15, 2015 development for ELA and Math teachers as needed.
(2) Hire, train and deploy building-based instructional coaches to work October 15, 2015 regularly with teachers in classrooms on implementation of the
instructional framework.
(3) Review and refine district assessments and modify November 15, 2015 student assessments and the assessment calendar accordingly.
(4) Provide professional development on using student data to inform November 15, 2015 and differentiate instruction, with a focus on the eight criteria
in the District’s instructional framework.
(5) Develop a multi-year Teacher Assistance Program and December 15, 2015 implement an extensive orientation and mentoring plan for new teachers.
(6) Refine teacher recruitment calendar to be able to offer February 15, 2016 employment opportunities earlier in the hiring season.
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 22
TASKS: TIMELINE:
(7) Support and further develop principals and teacher leaders through May 15, 2016 Professional Learning Community leadership opportunities and training
in best practices in delivering professional development.
(8) Expand opportunities for teacher leaders to participate in leadership May 15, 2016 training and professional growth opportunities.
(9) Identify, adopt, purchase, and provide training for staff in new August 15, 2016 K-5 reading curriculum.
RESOURCES:
Other
Instructional coaches
Cost
$500,000 for Reading
curriculum
Others TBD
ROI
Reduce staff absences on early release Fridays
Increase percentage of students meeting/exceeding proficiency on Smarter
Balanced Assessment
Develop future teacher leaders
Reduce staff turnover
RESPONSIBILITIES:
Primary
Jeff Hogan Secondary
Ruth Moen, Dan Schlotfeldt, Nancy Meeks
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 23
Goal 1:
Increase preparedness of all students for college, career, and citizenship.
OBJECTIVE 1D
TITLE: Implement an administrative, operational and instructional support plan to successfully open
Elementary School #6 in August 2016.
DESCRIPTION:
Opening a new school is a tremendous undertaking. Construction management plays a huge role in getting a
high-quality facility operational. However, the ultimate success of the building is dependent on a sound
instructional and operational plan, with staffing being a critical component of the plan.
PROGRESS MEASUREMENT:
Tasks completed.
TASKS: TIMELINE:
(1) Complete attendance boundary review process to create new November 15, 2015 attendance boundaries for elementary schools.
(2) Develop a process that involves community engagement to December 15, 2015 assist the School Board in its decision to name the school.
(3) Hire the principal for Elementary School #6. January 15, 2016
(4) Initiate a PTSA steering committee to launch the new PTSA. January 15, 2016
(5) Identify Special Education programming to be offered at February 15, 2016 Elementary School #6.
(6) Consult Collective Bargaining Agreements and communicate with February 15, 2016 SVEA, PSE, and SVASA the process that will be employed to staff
Elementary School #6.
(7) Develop a student engagement process to name school mascot and March 15, 2016 determine school colors.
(8) Post, interview and select in-district and out-of-district certificated April 15, 2016 staff for Elementary School #6.
(9) Initiate core Learning Improvement Team to develop vision, April 15, 2016 mission and beliefs for Elementary School #6.
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 24
TASKS: TIMELINE:
(10) All furniture, technology, curriculum, and library materials ordered, July 15, 2016 delivered, and set up at Elementary School #6.
(11) Post, interview and select PSE and SVASA staff for Elementary #6. July 15, 2016
(12) Determine bus routes, room assignments, and rosters for August 15, 2016 Elementary School #6.
RESOURCES:
Other
District Personnel Department
Cost
TBD
ROI
Successful opening of new school
Reduced travel times for students
Balanced school enrollments
RESPONSIBILITIES:
Primary
Dan Schlotfeldt Secondary
Jeff Hogan, Nancy Meeks, Clint Marsh, Bill Davis, Jim
Garhart, Fletcher Lacroix, new principal
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 25
GOAL 2
TITLE: Guarantee sound financial processes, business practices and ample and safe facilities to
support the improvement of student learning.
DESCRIPTION:
The School District receives less per pupil funding than most neighboring school districts in King County. At
the same time, the District is one of the fastest growing communities in the state. These two factors, when
combined with multiple years of deep funding cuts from the state, magnify the paramount importance of
maintaining sound financial processes, conservative fiscal administration, and prudent stewardship of district
funds. In order to maximize the utilization of limited funding, the District must be purposeful in the
maintenance and upkeep of facilities, considerate of collective bargaining agreements, and planning effectively
for both the short-term and long-term needs of the District.
SUPPORTING OBJECTIVES:
2A Execute a comprehensive capital construction plan.
2B Continue to evaluate and implement personnel practices to improve recruitment, selection and
“on boarding” of the best and the brightest employees.
2C Evaluate the District’s collective bargaining processes.
2D Monitor conditions of facilities and identify short-term and long-term needs.
2E Continue to refine financial processes that strengthen student learning and benefit District
taxpayers.
GOAL MANAGER: Ryan Stokes
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 26
Goal 2:
Guarantee sound financial processes, business practices and ample and
safe facilities to support the improvement of student learning.
OBJECTIVE 2A
TITLE: Execute a comprehensive capital construction plan.
DESCRIPTION:
With passage of the $244 million bond in February 2015, many capital projects are now underway and in
various stages of completion across the District. When complete, this plan will create new student capacity at all
levels and deliver two new, state-of-the-art facilities, along with numerous other facility upgrades at all schools.
This objective is a critical link in providing ample, safe and modern facilities to a diverse and growing student
population. This objective is linked to objective 1D: Implement an administrative, operational and instructional
support plan to successfully open Elementary School #6 in August 2016.
PROGRESS MEASUREMENT:
Tasks completed.
Periodic construction progress reports.
Executive summaries from NAC Architecture on high school design.
TASKS: TIMELINE:
(1) Complete Mount Si High School conceptual design. September 15, 2015
(2) Complete Mount Si High School schematic design. November 15, 2015
(3) Finish construction of Elementary School #6. July 15, 2016
(4) Acquire property to expand Mount Si High School campus. August 15, 2016
(5) Coordinate asset improvements at other schools. TBD
RESOURCES:
Other
Clint Marsh
Architects and contractors
Cost
TBD
ROI
Ample and safe facilities to address growth
Future support for bonds and levies
RESPONSIBILITIES:
Primary
Ryan Stokes
Secondary
Joel Aune, Jeff Hogan, Carolyn Malcolm
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 27
Goal 2:
Guarantee sound financial processes, business practices and ample and
safe facilities to support the improvement of student learning.
OBJECTIVE 2B
TITLE: Continue to improve and implement personnel practices to improve recruitment, selection and
“on boarding” of the best and the brightest employees.
DESCRIPTION:
The Personnel Department is committed to ensuring that strategies used in the hiring and retention of all
employees are consistent with best practice. In light of anticipated shortages of teachers, bus drivers, and other
job classifications, successful completion of these tasks is critical to enable the District to continue to ensure
sound hiring practices, attract high-quality candidates, foster positive relationships and successful student
learning environments, and effectively communicate employee responsibilities and expectations.
PROGRESS MEASUREMENT:
Tasks completed.
Extend contract offers as early as budget planning allows.
Feedback on new hires.
TASKS: TIMELINE:
(1) Review data collected from spring 2015 recruitment efforts as part of October 15, 2015 planning for 2016 recruitment season. .
(2) Research practices to increase the substitute teachers’ pool. November 15, 2015
(3) Research practices to increase bus driver recruits. November 15, 2015
(4) Expand and refine recruitment plan for hiring the best and brightest December 15, 2015 certificated staff, with focus on identifying secondary candidates in
specialized content areas.
(5) Review spring 2016 recruitment plan for teacher hiring with January 15, 2016 Administrative Council and other stakeholders.
(6) Identify and establish relationships with high-quality teacher January 15, 2016 preparation programs to improve the District’s ability to recruit and
hire.
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 28
RESOURCES:
Other
Employee on-boarding software
Principals
Cost
TBD
ROI
High-quality employees
Improve employee retention
Improve employee job satisfaction
Increased parent satisfaction
Established professional recruitment standards
Increased student achievement
RESPONSIBILITIES:
Primary
Beverly Root
Secondary
Lynn Heikkila, Ryan Stokes, Ruth Moen, Dan Schlotfeldt, Principals
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 29
Goal 2:
Guarantee sound financial processes, business practices and ample and
safe facilities to support the improvement of student learning.
OBJECTIVE 2C
TITLE: Examine the District’s collective bargaining processes.
DESCRIPTION: Review and examine best practices to inform the District’s collective bargaining processes.
PROGRESS MEASUREMENT:
Tasks completed.
Bargaining with SVEA.
TASKS: TIMELINE:
(1) Continue PERC Interest-Based Bargaining with District November 15, 2015 and SVEA bargaining teams.
(2) Engage with SVASA union leadership on concepts and June 15, 2016 thinking around improving bargaining processes and timelines.
(3) Engage with PSE union leadership on concepts and June 15, 2016 thinking around improving bargaining processes and timelines.
(4) Provide progress report to the School Board on work with PSE/SVASA. July 15, 2016
(5) Develop an extracurricular evaluation system to ensure all July 15, 2016 coaches meet desired standards of performance.
(6) Have a successor agreement in place with SVEA. August 15, 2016
(7) Train District and SVASA negotiation teams. August 15, 2016
(8) Train District and PSE negotiation teams. August 15, 2016
RESOURCES:
Other
Lead negotiator
District negotiation teams
PERC
Cost
TBD
ROI
Improved employee/employer relationship
More effective coaches
Successor agreements in place prior to school year starting
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 30
RESPONSIBILITIES:
Primary
Ryan Stokes Secondary
Collective bargaining teams, Joel Aune
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 31
Goal 2:
Guarantee sound financial processes, business practices and ample and
safe facilities to support the improvement of student learning.
OBJECTIVE 2D
TITLE: Monitor condition of facilities and identify short-term and long-term needs.
DESCRIPTION:
The process of identifying facility needs (short-term and long-term) will provide and ensure safe, secure and
healthy facilities for students and staff. This objective will also facilitate communication to the community
regarding the condition of the District’s facilities.
PROGRESS MEASUREMENT:
Tasks completed.
TASKS: TIMELINE:
(1) Pilot new access control system at the Freshman Campus to prove October 15, 2015 concepts and applications and help identify best practices and products
for roll-out at all schools.
(2) Conduct formal security assessment at each school to identify the April 15, 2016 most practical and effective solutions for creating a safer, more secure
learning environment.
(3) Provide regular facilities reports to the Board. Ongoing
(4) Annual update of the Capital Facilities Plan. May 15, 2016
(5) Replace core fiber network routers at all locations. June 15, 2016
RESOURCES:
Other
Clint Marsh
Dave Huffman
Demographer
Architect
Honeywell representative
Cost
TBD
ROI
Safer facilities
Provide for ongoing maintenance needs
Lower repair costs by identifying problems and correcting proactively
RESPONSIBILITIES:
Primary
Ryan Stokes Secondary
Bill Davis
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 32
Goal 2:
Guarantee sound financial processes, business practices and ample and
safe facilities to support the improvement of student learning.
OBJECTIVE 2E
TITLE: Continue to refine financial processes that strengthen student learning and benefit District
taxpayers.
DESCRIPTION:
In addition to managing a $244 million capital project program, the Business Office is responsible for over $60
million of annual expenditures related to the operations of the School District. In addition to operating and
capital funds, the District is also responsible for finances of the Associated Student Body, Debt Service Fund
and Transportation Vehicle Fund (school busses). The Business Office continually monitors and evaluates
financial processes in order to identify enhancements that will strengthen student learning and benefit District
taxpayers by striving for operational efficiencies, cost savings and other initiatives that will maximize the
utilization of taxpayer dollars. The Business Office strives to provide the means by which the District offers the
highest levels of educational opportunities, while maintaining financial stability and sustainability of the
educational programs being offered. Strong fiscal health of the School District benefits all and has led to stable
credit ratings from both Moody’s and Standard & Poor’s over the past several years. Strong credit ratings
benefit taxpayers through lower interest rates on capital bonds.
PROGRESS MEASUREMENT:
Tasks completed.
TASKS: TIMELINE:
(1) Review administrative and School Board priorities related to January 15, 2016 annual budget planning.
(2) Integrate online payment system with facilities rentals. April 15, 2016
(3) Provide monthly budget status reports to the School Board. June 15, 2016
(4) Review current business practices and processes to identify June 15, 2016 improvements for implementation in 2016-2017.
(5) Monitor market conditions for refinancing of existing bond issues August 15, 2016 and future bond sales related to the 2015 bond proposition.
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 33
RESOURCES:
Other
DA Davidson
State Auditor’s Office
Cost
$50,000
ROI
Community satisfaction
Clean audit
Financial stability
Maintain credit rating
Improved stakeholder perception
More efficient financial processes
RESPONSIBILITIES:
Primary
Ryan Stokes Secondary
Bill Davis, Business Office Staff
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 34
GOAL 3
TITLE: Improve and refine exemplary 2-way communication practices with community, parents
and staff to improve student learning.
DESCRIPTION:
Exemplary communication and connecting with the Snoqualmie Valley learning community remains a top
priority in the district. The District continues to explore new ways to improve informing and engaging parents,
staff, students and the community about the important work happening in schools. Using a variety of
communication strategies and tools, the District strives to tell stories that: provide quality, useful information;
expand outreach; and encourage participation from stakeholders in meaningful ways. Through comprehensive
communication efforts, the District works to improve student learning, connect with families, increase support
for schools, and advance the District’s mission and vision.
SUPPORTING OBJECTIVES:
3A Communicate progress on capital projects from the 2015 school bond election.
3B Raise awareness about programs that advance academic achievement and improve success of
ALL students.
3C Continue to tell the good news of the schools, students and staff.
3D Promote school safety and emergency communications.
3E Continue community engagement activities to inform school improvement planning.
GOAL MANAGER: Carolyn Malcolm
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 35
Goal 3:
Improve and refine exemplary 2-way communication practices
with community, parents and staff to improve student learning.
OBJECTIVE 3A
TITLE: Communicate progress on capital projects from the 2015 school bond election.
DESCRIPTION:
Thanks to voter approval of the February 2015 school bond, the District has begun work on several significant
capital projects that will improve school facilities and systems for Snoqualmie Valley students. These include
constructing Elementary School #6 in Snoqualmie, rebuilding and expanding Mount Si High School, making
improvements to enhance safety and preserve assets at other schools throughout the District. Communication
about progress on these projects is important to help build community excitement and a sense of pride for these
developments, as well as to demonstrate to taxpayers the value of this investment in the community. As
projects evolve over time, regular updates will be provided through status reports to the School Board, aerial
videos, photos of construction, community engagement activities, and headlines on the district website.
PROGRESS MEASUREMENT:
Tasks completed.
TASKS: TIMELINE:
(1) Support Boundary Review Process for all elementary schools. November 15, 2015
(2) Communicate plan for selecting the new school name for December 15, 2015 Elementary School #6.
(3) Continue updates on school construction projects through website, June 15, 2016 stories, videos and photos.
(4) Publicize Design Team work on high school design development. June 15, 2016
(5) Coordinate community events related to the capital projects program August 15, 2016 such as groundbreaking ceremonies and major milestones.
RESOURCES:
Other
High school film/media production team
Architects
Clint Marsh
Cost
TBD
ROI
Increased levels of student, parent, and
community satisfaction and excitement for
school improvements
Demonstrate value of investing in schools
and good management practices to elicit
support for future bonds and levies
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 36
RESPONSIBILITIES:
Primary
Carolyn Malcolm Secondary
Jeff Hogan, Ryan Stokes
-
Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 37
Goal 3:
Improve and refine exemplary 2-way communication practices
with community, parents and staff to improve student learning.
OBJECTIVE 3B
TITLE: Raise awareness about programs that advance academic achievement and improve success of
ALL students.
DESCRIPTION:
Many dynamic changes aimed at improving education for all students are taking place in Snoqualmie Valley
School District. These include state and federally mandated requirements that require adoption of new higher
standards for learning and teaching, as well as key District initiatives intended to better prepare students for
their college and career goals. In 2014, an On-Time Graduation Task Force was initiated to study and explore
opportunities for improving student success. As a result, the committee recommended a three-year multi-
faceted plan to bolster support, and increase success for all students. Communication related to these initiatives
(see Goal 1) will help parents, students and staff members understand the changes taking place; why changes
are needed and how students will benefit; what new program options and interventions will be available for
students; and how parents can support their students to build upon their school learning experience.
PROGRESS MEASUREMENT:
Tasks completed.
TASKS: TIMELINE:
Work with Teaching and Learning Team to promote stories that focus on: June 15, 2016
Promoting the On-Time Graduation Task Force recommendations
Importance of school attendance
New AVID program
PBIS initiatives in elementary schools
How schools are using available data to tailor support to meet individual
student needs
Professional development as related to interventions
Instructional coaching support for TPEP and how it relates to improving
student success
New state standards and assessments
Mount Si High School College and Career Nights, Two Rivers School
Exhibition Nights and other school events
Use of technology to engage students in learning
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 38
RESOURCES:
Other
Principals
Instructional Coaches
OSPI, PSEDF
Cost
TBD
ROI
Increased levels of student, parent, and
community satisfaction
RESPONSIBILITIES:
Primary
Carolyn Malcolm Secondary
Jeff Hogan, Ruth Moen, Nancy Meeks, Dan Schlotfeldt
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 39
Goal 3:
Improve and refine exemplary 2-way communication practices
with community, parents and staff to improve student learning.
OBJECTIVE 3C
TITLE: Continue to tell the good news stories of schools, students and staff.
DESCRIPTION:
Every day, in every school, students are learning, creating, collaborating and preparing for their future.
Snoqualmie Valley School District teachers are delivering lessons that engage students in their learning, expand
their knowledge, practice team work, hone communication skills, develop effective organizational skills and
study habits, build confidence, and encourage students to challenge their abilities. Schools are promoting
opportunities that enhance classroom learning with leadership activities, clubs, sports, and other experiences to
develop the whole child. Many parents volunteer time and support that demonstrates the value they place on
quality education. The district strives to tell these important stories that celebrate student learning, foster a
positive learning environment, and help strengthen connections with Snoqualmie Valley families.
PROGRESS MEASUREMENT:
Tasks completed.
Increased communication of district information via social media.
TASKS: TIMELINE:
(1) Explore possibility of featuring Snoqualmie Valley Schools on the October 15, 2016
City of North Bend’s local TV cable channel.
(2) School Profiles: update for all 9 schools to provide marketing November 15, 2015
piece for schools to post on their websites and share with community
as a print copy.
(3) Market the 2015-16 Strategic Plan. November 15, 2015
(4) Develop new online archive pages for the photos, captions, and video December 15, 2015
spotlights after they expire from the home page.
(5) Staff e-newsletters: monthly At a Glance issues highlight key District June 15, 2016
updates, and feature staff kudos to strengthen employee connections
and morale.
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 40
TASKS: TIMELINE:
(6) Website: continue to post headlines as news evolves, including social August 15, 2016
media. Update 2016 photo and caption feature regularly. Work to ensure
equal representation among all schools.
(7) Media relations: promote positive stories; manage requests for August 15, 2016
interviews and information; cultivate working relationships.
(8) District E-News and Quarterly Newsletters. August 15, 2016
RESOURCES:
Other
Printing services
Constant Contacts e-new notification service
SchoolWires website
Cost
TBD
ROI
Increased levels of student, parent, and
community satisfaction
Support for future levies and bonds
RESPONSIBILITIES:
Primary
Carolyn Malcolm Secondary
Joel Aune, Jeff Hogan, Ruth Moen, Nancy Meeks,
Dan Schlotfeldt
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 41
Goal 3:
Improve and refine exemplary 2-way communication practices
with community, parents and staff to improve student learning.
OBJECTIVE 3D
TITLE: Promote school safety and emergency communications.
DESCRIPTION:
Promoting school safety and security, preparing for unexpected events, and having systems in place for
emergency communications is a key component of Snoqualmie Valley School District communications. The
District works to identify resources, refresh contact information, define protocols, practice responses, and
partner with community agencies, to prepare as much as possible for unplanned situations. In the event of an
emergency, the District works closely with school principals to provide immediate on-sight support to ensure
the well-being of all students and staff as the first priority. The District works quickly to verify facts, inform
other staff and schools if relevant, notify parents with any special instructions, and manage media inquiries.
Depending on the situation, a combination of communication venues may be used to provide updates: the
district website (www.svsd410.org), school or district e-News, a call-out system, a District Hotline recorded
message, BusBulletin notification (if related to a specific bus route), FlashAlert.net notification (text), and/or
news media.
PROGRESS MEASUREMENT:
Tasks completed.
TASKS: TIMELINE:
(1) Provide schools with consistent information for parents September 15, 2015 regarding emergency resources to publish in back-to-school
materials, and repeat throughout the year.
(2) Refresh and drill emergency communications systems. October 15, 2015
(3) Define internal communication protocols for emergency October 15, 2015 situations and review with principals.
(4) Update emergency flip charts for all classrooms. October 15, 2015
(5) Promote social media safety training planned for secondary November 15, 2015 schools (E-Safety Education Week).
(6) Research digital tools to help streamline and expedite outreach January 15, 2016 capabilities. Consider development of a mobile app solution.
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 42
TASKS: TIMELINE:
(7) Publicize efforts around safety and security enhancements to schools June 15, 2016
that result from the bond proceeds.
RESOURCES:
Other
School Messenger
Constant Contacts
SchoolWires
FlashAlert.net
Cost
$20,000
TBD
ROI
Increased levels of student, parent, and
community satisfaction
Improved perception of safe schools
RESPONSIBILITIES:
Primary
Carolyn Malcolm Secondary
Joel Aune, Bill Davis, Jeff Hogan, Principals
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 43
Goal 3:
Improve and refine exemplary 2-way communication practices
with community, parents and staff to improve student learning.
OBJECTIVE 3E
TITLE: Continue community engagement activities to inform school improvement planning.
DESCRIPTION:
This objective focuses on two-way communication and engagement, as articulated in Goal 3 of the Strategic
Plan. Educating the public and seeking feedback on significant initiatives is vital to ensuring the District’s
efforts align with the priorities of the Snoqualmie Valley School District learning community. Through public
events, focus groups, community meetings, parent/staff/student surveys, and online engagement activities, the
District strives to raise awareness, encourage participation, and understand the perspectives of key stakeholders.
Feedback has been used to inform annual school improvement planning efforts, the design process for school
construction, educational programming decisions, budget development and other key areas intended to improve
student learning in Snoqualmie Valley schools.
PROGRESS MEASUREMENT:
Tasks completed.
Number of unique participants in Thoughtexchange community engagement activities.
Number of responses on Educational Effectiveness Survey.
Evaluation forms following School Tour event.
TASKS: TIMELINE:
(1) Organize a School Tour event open to the community to provide February 15, 2016
first-hand insight into District’s schools.
(2) Use the Educational Effectiveness Survey to query staff, students and June 15, 2016
parents to inform school improvement planning.
(3) Continue to use the Thoughtexchange online community engagement June 15, 2016
processes to engage the community on key initiatives and understand shared
priorities.
RESOURCES:
Other
Thoughtexchange
Center for Educational Effectiveness
Cost
TBD
ROI
Increased levels of student, parent, and
community satisfaction
-
Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 44
RESPONSIBILITIES:
Primary
Carolyn Malcolm Secondary
Joel Aune, Jeff Hogan, Ryan Stokes, Principals
-
Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 45
4.1 References
Annual Capital Facilities/Maintenance Plan
Annual District Budget Report
Annual School Improvement Plans
Curriculum Review/Adoption Cycle
District Policies and Procedures
District Website
6-12 Math Pathways Guide
On-Time Graduation Task Force Report
School Profiles
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 46
4.2 Glossary
Define acronyms and unusual terms. Identify what the acronyms represent and what the terms mean.
Term Definition
21st Century skills: The skills and habits of mind that allow students to succeed in a global dynamically-
changing society that relies heavily on information technology.
ALE Alternative Learning Experience
AP Advanced Placement
AMO Annual Measurable Objectives
ATOD Alcohol Tobacco and Other Drugs
AVID Advancement Via Individual Determination
AYP Adequate Yearly Progress
BYOD Bring Your Own Device
CADR College Academic Distribution Requirements
CCSS-ELA Common Core State Standards – English/Language Arts
CCSS-M Common Core State Standards – Mathematics
CORE 24 New set of credit requirements for high school graduation
CTE Career Technical Education
ECEAP Early Childhood Education and Assistance Program
EEOC Equal Employment Opportunity Commission
EES Educational Effectiveness Survey
EFB Ending Fund Balance
ELA English/Language Arts
ELL English Language Learners
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 47
EOC End of Course Exam
ESEA Elementary and Secondary Education Act
FAFSA Free Application for Federal Student Aid
FTE Full Time Equivalent
HIB Harassment, Intimidation, Bullying
Hi-C Program for the Highly Capable
HSPE High School Proficiency Exam
HYS Healthy Youth Survey
LAP Learning Assistance Program
MSP Measurement of Student Progress
NGSS Next Generation Science Standards
NWRDC Northwest Regional Data Center
OSPI Office of Superintendent of Public Instruction
PBIS Positive Behavior Intervention System
PERC Public Employees Relation Commission
Post-Secondary Plan Written student plan for attending two- and four-year colleges, technical schools, etc.
PSE Public School Employees
PSESD Puget Sound Educational Service District
PTSA Parent Teacher Student Association
ROI Return on Investment
SIP School Improvement Plan
SBA Smarter Balanced Assessment
Stakeholders Interested parties, internal and external, impacting the school district
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 48
STEM Science, Technology, Engineering and Mathematics
SVEA Snoqualmie Valley Education Association
SVPA Snoqualmie Valley Principals Association
SVASA Snoqualmie Valley Administrative Secretaries Association
SVSD Snoqualmie Valley School District
SVSF Snoqualmie Valley Schools Foundation
TOSA Teacher on Special Assignment
TPEP Teacher and Principal Evaluation Project
WaKIDS Washington Kindergarten Inventory of Developing Skills
WaNIC Washington Network for Innovative Careers
WESPAC Washington Enhanced Skyward Point and Click
WSSDA Washington State School Directors’ Association
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 49
4.3 Revisions Record
Description of Revision Pages Affected Approved By Accomplished By Effective Date
Plan Approved All School Board Joel Aune August 2014
Plan Approved All School Board Joel Aune June 2015
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 50
4.4 Plan Timeline Summary
Goal/Objective Task Timeline Completed Primary
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 51
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Snoqualmie Valley School District
Strategic Plan
Final: June 2015 Page 52
4.5 Tasks to be considered in the 2016-17 Action Plan
1.
2.
3.