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Welcome Back August 30, 2010 Radnor Township School District

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Optimism is the faith that leads to achievement, nothing can be done without hope and confidence. Helen Keller Children First

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2008 Shared Responsibility 2009 Collaboration 2010- Decisions and Implementation REFLECTION COLLABORATION FOCUS LEADERSHIP CAPACITY

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Investing in Excellence To improve is to change. To be perfect is to change often. Winston Churchill It takes a lot of courage to release the familiar and seemingly secure, to embrace the new. But there is no real security in what is no longer meaningful. There is more security in the adventurous and exciting, for in movement there is life, and in change there is power. Alan Cohen *Changing Minds.org Change

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Investing in Excellence The Change Imperative: No organization can ignore it The Psychology of Change: Starts from the very beginning The Kbler-Ross Grief Cycle: The emotional cycle on being given bad news Lewins Freeze Phases: Unfreeze, transition, refreeze Resistance to Change: People push back against change *Changing Minds.org Change

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Investing in Excellence Positive Change Cycle *Changing Minds.org

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Investing in Excellence Positive Change Cycle

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Investing in Excellence R Recognize A Assess D Define N Network O Organize R Rejoice Six Commitments: R.A.D.N.O.R Six Commitments: R.A.D.N.O.R. A framework for decision-making and change

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Investing in Excellence Recognize & Rejoice Education is our primary business In the beginning and at the end, we bookend our daily business with recognition and celebration Decisions are based on putting students first. We will celebrate our successes Six Commitments: R.A.D.N.O.R Six Commitments: R.A.D.N.O.R. A framework for decision-making and change

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Investing in Excellence Assess & Organize Having honest assessment of our practices Using authentic data to drive plans Organizing our current resources to implement Setting up benchmarking systems to evaluate our progress Six Commitments: R.A.D.N.O.R Six Commitments: R.A.D.N.O.R. A framework for decision-making and change

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Investing in Excellence Internal and external factors will lead to the need for change.Internal and external factors will lead to the need for change. Culture will help shape our approach to change.Culture will help shape our approach to change. Function follows form.Function follows form. Find the systemic and root causes.Find the systemic and root causes. Complexity of target drives complexity of method.Complexity of target drives complexity of method. *Changing Minds.org Gathering Data

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Investing in Excellence Determine (technology) & Network Evaluate how technology can facilitate both instructional and operational processes Evaluate how technology can facilitate both instructional and operational processes Frequent and clear communication processes for collaboration, support and honest feedback Frequent and clear communication processes for collaboration, support and honest feedback Six Commitments: R.A.D.N.O.R Six Commitments: R.A.D.N.O.R. A framework for decision-making and change

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Investing in Excellence Boiling the frog: Incremental changes may well not be noticed. Burning bridges: Ensure there is no way back. Burning platform: Expose or create a crisis to get things going. Challenge: Inspire them to achieve remarkable things. Command: Tell them what to do. Destabilizing: Shake people of their comfort zone. Evidence for change: Cold, hard data to show need for change. Evidence stream: Show them time and again that the change is happening. Education: Teach them to change. First steps: Make it easy to get going. Institutionalization: Build change into the formal systems and structures. *Changing Minds.org Change

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Investing in Excellence Involvement: Give them an important role. Management by Objectives: Tell people what to do, but not how. Management Causality Mapping: Help a team see its own role. Open Space: People talking about what interests them. Re-education: Train the people you have in new knowledge/skills. Reward alignment: Align rewards with desired behaviors. Setting Goals: Give them a formal objective. Socializing: Build it into the social fabric. Visioning: Create a motivating view of the future. Whole-system Planning: Everyone planning together. *Changing Minds.org Change

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Investing in Excellence Review of progress and accomplishments for past three years Compilation of emerging needs Review of recommendations Revisions, additions and deletions Presentation to Core Team Board Approval Submission to PDE by September 1, 2010 Strategic Plan

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Investing in Excellence Curriculum Cycle and process reviewed Curriculum Connector (store and share high-quality curriculum) in place PDE Standards Aligned Curriculum completed Instruction Teacher access to Performance Tracker data warehouse Reviewed and revision of common benchmark assessments Differentiated instruction, literacy, technology staff development Instruction to meet needs of all students Assessment Data-driven assessment system to inform instruction Analysis of data at building and district level Assessment Builder to frame benchmark assessments Data Wise System for data team systems Curriculum & Instruction

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Investing in Excellence Curriculum Curriculum Connector: standards, essential questions, enduring understandings, knowledge, skills, resources Instruction Teacher job-embedded support in differentiated instruction, literacy, instructional technology, co-teaching and collaborative consultation (REI) Instruction to meet needs of all students including ELL and gifted Six hours of flex in-service based upon district initiatives and building needs Assessment Performance Tracker: data-driven assessment system to inform instruction Professional Development

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Student Group Reading Change from Last Year Math Change from Last Year 2010 Target: 63%2010 Target: 56% Grades 3588%-395%2.5 Special Ed58%-677%5 Grades 6-894%3.393%4.5 Special Ed77%11.372%18.4 Grades 9-1291%285%2 Special Ed65%--44%-- Investing in Excellence PSSAs

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R ecognize all schools made AYP A ssess data informs us: what is happening in subgroups, provides PVASS information, and facilitates our curricular alignment to standards and benchmarking strategies D etermine technology how we can use technology to enhance and support instruction, to improve student scores, and to provide options for professional development Applying the R.A.D.N.O.R. Framework

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Investing in Excellence N etwork with colleagues in schools (professional learning communities), among schools and across districts to cultivate best practices and effective strategies O rganize supports and resources within the school and apply them to meet student needs at all levels R ejoice, review, revise as necessary and celebrate appropriately using an effective benchmarking system to determine our progress Applying the R.A.D.N.O.R. Framework

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Investing in Excellence Successful state audit of special education & state report card compliance Collaboration between regular and special education teachers for curriculum development Supports and services in the regular education setting for all students Elementary student assistance teams Intervention/extension schedule Redefined role of special education teachers Research-based remedial materials, programs, assessments PSSA/AYP data shows ongoing progress Data-based assessment of student progress to inform instruction Mental health supports Medical access program Student Services & Special Education

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Investing in Excellence Software Applications Internet and network acceptable use guidelines introduced for elementary 24 teachers participated in ACTS (Aligning Curriculum and Technology to Standards) Increased use of Web 2.0 tools High School Edu20 for student and teacher collaboration Middle School Audacity for recording interviews and poetry Elementary Voice Thread for integrating geometry and art E-minders go Web-based Hardware Applications Installed more than 80 electronic whiteboards (60 through grants, PTOs, REF) Upgraded 3rd grade classrooms Upgraded elementary computer labs Added 244 student laptops Introduced mini-netbooks Instructional Technology

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Investing in Excellence Software Applications Migration of core software applications to hosted environment over Internet Configuration and support for all student information systems eSchoolPlus, IEP Plus, Teacher Access Center, Home Access Center, medical package Support for financial applications eFinancePlus, Employee Access Center, food service hardware & software Migration to new Internet service provider, increasing bandwidth to 30MB dedicated connection In-house management of firewall and content filtering Hardware Applications Installed scalable storage area network for increased electronic storage needs Expanded file server virtualization for greater efficiencies for server use and applications support. Installed new Fortinet Firewall appliance for network security and content filtering Building unified district-wide wireless network with guest access Replaced infrastructure of core network equipment Information Technology

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Investing in Excellence Successful financial audit 2008-2009 Electronic W2s for all employees Legal and auditing resources for PTOs and club volunteers Cash flow optimization program for investment income Centralized, integrated accounts receivable program completing first year Electronic fixed assets program continuously updated Business Office

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Investing in Excellence IEP Plus application E-Schoolhouse food service software Online student lunch payments Electronic requisition system with budget approval process Electronic payroll document storage E-Bidding with DCIU Parent access to electronic report cards (RHS/RMS) Electronic payroll processing E-Filing system with imaging and storage Electronic district-wide calendar sharing Electronic student health screening Online school pictures purchasing (RHS/RMS) Copier/printer upgrade E-Team

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Investing in Excellence 227,019 complete, nutritious lunches served 16,596 complete, nutritious breakfasts served Health inspectors cited extremely clean kitchens RTSD serves food below fat requirement (27.37% fat vs. 30% required, per state audit) Food Service

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Investing in Excellence 99.9% teaching staff rated highly qualified Substitute fill rate increased from 87.1% in 2008-09 to 96.9% in 2009-10 Advertising budget reduced by more than $10,000 by redesigning advertising for vacancies Application process for professional employees now completely electronic, saving time and money More than 33 administrative regulations developed in alignment with board policy Additional in-house professional development for administration implemented Exit interview protocol implemented Human Resources

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Investing in Excellence H1N1 state reporting program completed ComCom Community relations Online Community Bulletin Board District Web site content updated; district Web re-design Grant group; development/fundraising work Media relations Teacher professional development in communications District and school-based events Various PR/communications initiatives Budget, district green/paperless initiative, Abitibi, etc. Electronic district/school calendars Master calendar, including facilities rentals, planned Liaison work with PTOs, REF, RHSSF, Radnor Alumni Council Board member of PenSPRA Communications

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Investing in Excellence Implemented new visitor management system, scanning 17,000 visitors Installed new wireless infrastructure at elementary schools Participated in DELCO emergency POD planning/H1N1 distribution Applied for $26,000 in snow removal reimbursement Received $5,600 in PECO incentives Completed more than $1 million in capital improvements Installed 30 LCD projectors and 14 Smart Boards Installed 114 additional computer drops Qualified for $1.5 million for renovation of WES (QSCB) Ongoing funding of capital improvement plan Researching large-scale solar power projects Operations

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Investing in Excellence 54 drivers, 60 school buses as of 2009-2010 10 years without a maintenance failure on the road Transportation Department provides transportation for 902 extracurricular events Driver training programs offered; generate revenue for district Random drug and alcohol testing of employees each year Transportation Department transports to 90 public and private schools Anti-idling initiative saved 4,000 gallons of diesel for 2009-2010 Biodiesel fuel grant Collaborative relationships with other districts for cost savings Transportation

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Investing in Excellence 2010-2011 Modifications Consolidated bus runs Consolidated bus stops Redesigned drop-off traffic flow at RHS Adjusted elementary and middle school bus runs (and school start and end times) by 5 minutes Cost savings: $185,000 Transportation

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We must learn to view change as a natural phenomenon to anticipate it and to plan for it. The future is ours to channel in the direction we want to go... we must continually ask ourselves, What will happen if... ? or better still, How can we make it happen? -Lisa Taylor

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