2014-15 EOY District Goadate.docx - Google Docs · Boston Network Diversity job fair on March 21,...

WPS District Goals -‐ EOY Report Voted October 21, 2014

Strategic Plan

Objectives 2014-‐2015 Goals Outcomes Notes

Strategy #1: Focus on Every

Child, in Every

Classroom, Every

Day

1) Narrow Achievement Gaps through Analysis of gaps to proficiency among various subgroups, grade levels and subject areas.

Narrow the achievement gap within all subgroups by 2 percentage points on MCAS scores from 2014 to 2015. Increase the percentage scoring advanced and proficient within each subgroup by 5 percentage points. More students in subgroups enroll in the most challenging academic courses commensurate with their ability.

TBD TBD TBD. SY14-‐15 data has been collected & will be assessed against SY15-‐16 data when scheduling is completed.

2) Increase achievement among all students through differentiated instruction and aligned curriculum in ELA, Math, Science.

Increased percentage of students scoring “Advanced” from “Proficient” on MCAS to 20 percentage points above the state average district-‐wide in ELA, Math and Science.

TBD

3) Initiate Process for a SPED 5-‐Year Strategic Plan.

Form a committee of key stakeholders to (teachers, administrators, parents, community members, service providers and school committee member). Written outline of two-‐year planning process.

Met. Announcement of committee formation was posted on district website and shared with the PAC President for distribution on April 29, 2015.

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Announcements were provided to all PTO Presidents at Central Council on May 6, 2015. The Wellesley Townsman tweeted the announcement on May 7, 2015. A deadline of interest has been set for May 22, 2015. The first meeting of the committee will be held on June 4, 2015 from 4-‐6 pm. In Progress. Written outline of two-‐year planning process. Anticipate committee will have strategic plan draft to School Committee in early Summer 2016.

4) Successfully Meet Requirements of State’s Mid-‐Cycle Review of Prior Special Education Coordinated Program Review Compliance Items.

Completed Self-‐Assessment. Written report from DESE reflecting current compliance status of previous non-‐compliance identified during CPR.

Met. Self-‐assessment completed and submitted. Significant Progress. Onsite visit is set for June 3, 2015. This date was rescheduled due to state office snow day on original date of February 3, 2015.

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ELL 5) Provide Necessary Supports to Our Increasing Population of ELL Students.

ELL students continue to grow, as evidenced by a reduction in the achievement gap of 5% points for students receiving advanced or proficient as measured by MCAS. 80% of students grow at least one level per year, as measured by ACCESS.

TBD TBD

Strategy #2: Invest in our Educators

Teacher Evaluation 1) Continue to Implement the WPS Teacher Evaluation System.

Implement new Educator Evaluation system with 50% of instructional staff. Provide PD and practice on new system for remaining 50% of instructional staff. WPS Working Group will oversee the development and approval of District Determined Measures (DDMs) to be submitted to the state. WPS Working group will provide feedback on new Educator Evaluation system to district administrators and WTA.

Met. Met. Met. The Working Group will have their final meeting for the school year and will review DDMs. Met. The Working Group met today and provided feedback on Educator Evaluation System.

Teaching Assistants: 2) Review & revise an evaluation tool that provides

Launch a Design Team to review past practice and oversee the development of more comprehensive

Has not yet made progress. The focus this year has been on the main teacher evaluation process. Evaluation tool for Teaching

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constructive and productive feedback to Teaching Assistants and Paraprofessionals. 3) Develop a manual that consistently defines the role and responsibilities of Teaching Assistants across the District in order to enhance service to students.

evaluation tool to provide more dynamic feedback improving practice. Construction of a common manual outlining expectations and responsibilities for Paraprofessional and Teaching Assistants across the district.

Assistants and Paraprofessionals will occur during the 2015-‐2016 school year. Significant Progress. Manual has been written. Human Resources and Department Heads for Special Education have reviewed. Revisions are being made in response to their review. Next step is for Principals to provide input. Final step will be Superintendent approval. Manual will be ready for application in September 2015.

4) Implement Novice Teacher Mentoring Program and Evaluate Effectiveness.

80% of new teachers will be successful in their first years in Wellesley, as measured by Ed Eval ratings of Proficient or Exemplary on summative evaluations. 80% of mentors will report satisfaction with mentor training, as measured by surveys.

Met. Summative evaluations were completed by May 8th 80% of new teachers were successful in their first year in Wellesley. Significant Progress. The Final survey to assess mentor training satisfaction will be administered in June 2015. Initial surveys indicate high levels of satisfaction.

Strategy #2: Invest in our Educators (cont’d)

5) Professional Development

80% of participant surveys administered at the end of PD opportunities will reflect 4 or higher on a 5 point scale.

Significant Progress Toward Goal. To date, PD Surveys administered for all district-‐wide PD. (79.25%) of participants reflect a rating of 4 or higher.

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6) Leadership Development

Feasibility plan to determine possible charge and scope of this work to be developed in SY 2015-‐2016.

After assessing other work proceeding for next year, decision made to wait until 2016-‐2017 school year.

Hiring/Onboarding 7) Recruit and hire more candidates of color for staff openings. 8) All educators are appropriately licensed or on waiver with the Massachusetts DESE.

Increase diversity of new teacher hires by 20 percent over SY13-‐2014. “Highly Qualified” staff percentage does not drop below the state requirement of 97%.

Progress Toward Goal. We are currently in the middle of hiring season. We met with diversity officers at Babson on March 2, 2015 to analyze diversity hiring plans. We attended the Greater Boston Network Diversity job fair on March 21, 2015 in addition to college job fairs at Bridgewater State University and Lesley University. Posted advertisement on NENMET Minority Recruitment website to funnel applicants to Schoolspring. Academic council members have been instructed on how to utilize the Schoolspring filters to screen for candidates of color. Met. Our Highly Qualified number did not drop below the state requirement of 97%.

9) Develop an efficient onboarding process in collaboration with the Town’s Human Resources

Weekly orientation programs replace individual meetings.

Met. New employee orientation program has been developed. New employees will be oriented twice a week in collaboration with the Town HR Department.

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Department to orient new employees in a timely and efficient manner.

Streamlined Human Resources Information Process to efficiently allow new employee access to vital systems necessary for the completion of their job. All new employees are fingerprinted, SORI cleared and CORI cleared. All employees are issued an employee identification badge and are required to wear it.

In Progress. A new personnel selection form was created to streamline the input of data into Munis. Met with the Town to review reports that they utilize from Munis. Goal is to have Munis as the mainframe that feeds the data to active directory. This will allow active directory to feed data to our other systems such as email, Powerschool, Baseline Edge and AESOP. Met. All new employees are fingerprinted, SORI cleared and CORI cleared. Met. Multiple vendors are utilized for ID badges in WPS. At the beginning of school year 2015-‐2016, the vendors will onsite prior to the start of school, so that all new employees will not have to wait until picture day to get their ID badge.

Strategy #2: Invest in our Educators (cont’d)

Employee Contracts: 10) Complete committee work on stipends with WTA.

A comprehensive list of stipends is produced, ratified and amended to the WTA collective bargaining agreement.

Progress. The Stipend Review Committee met multiple times and are making progress toward finalizing a list of stipends.

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11) Finalize the new WEPSA Unit B contract. Non-‐Unit Personnel are addressed.

WEPSA Unit B Contract is ratified. All non-‐unit personnel have contracts in a standard format.

Significant Progress. WEPSA negotiations have concluded. The final contract document is in review and will be put forth for ratification. Met. A standard format has been developed for all non-‐unit personnel.

Strategy #3: Provide Broad-‐Based Learning Opportunities as Part of a World-‐Class School System

1) Develop ES World Language Pilot.

Prepare Grades K-‐2 World Language pilot for rollout at two elementary schools in SY15-‐16.

Met. Program developed, curriculum opportunities identified, budget accepted, WEF grant applied for and received, positions posted & hiring expected to be completed by mid-‐June 2015

2) Expand Grade 9 Physics at WHS.

Successful rollout of Grade 9 Physics for all Freshmen at WHS, as measured by student and parent surveys and MCAS scores.

Met.

3) Introduce new Life Science curricula in grades K-‐5.

Pilot Life Science Units in grades K-‐5. Met.

4) Expand Computer Science Offerings.

Implement Exploring Computer Science at HS. Met.

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5) Develop Advanced Electives at the High School.

Expand advanced Science Elective options in SY15-‐16 Course Offerings.

Progress: Survey administered to students about which electives they would like to see; re-‐aligned with 9-‐12 rollout plan, and shifted to SY16-‐17

6) Establish Superintendent’s Advisory Committee for STEAM.

Plan to pilot integrated units in Visual Arts and Science in SY15-‐16.

Met.

Strategy #3: Provide Broad-‐Based Learning Opportunities as Part of a World-‐Class School System (cont’d)

7) Rollout and Evaluate 1:1 Program.

Grade 6: 100% of grade 6 core classroom teachers have received their device and have completed training in teaching in a 1:1 environment with iPads. As of October 14, 100% of students will be experiencing the 1:1 environment in their core classrooms. Work with academic council to ensure electronic resources are available for new curriculum rollouts and develop a plan to move from hard copy texts to online texts. Grade 7: 100% of classroom teachers in cluster M receive devices and complete training in teaching

Met. Met. Progress. Implemented Learning Management system (Canvas LMS) and trained a total 15 Pilot teachers from HS and MS in using the LMS. Scheduled summer training to include teachers at HS or MS for developing a blended course (online tools and materials complementing traditional instruction) Met. Grade 7 Pilot includes Cluster M with 80-‐90 students and 4 teachers. Teachers are

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8) Pilot and Evaluate Grade 7 1:1 Program. 9) Plan for 1:1 pilot at WHS.

in a 1:1 environment. 20% of grade 7 students have experienced learning in a 1:1 environment. 1:1 Advisory Committee will develop surveys, conducted evaluation, and reported out on successes and challenges of the 1:1 program. WHS: 1:1 Advisory Committee will explore options for WHS and develop plan and timeline for WHS rollout.

using tools like Google classroom for distributing materials and collecting assignments across the curriculum areas. Students worked collaboratively to complete I-‐search projects using the tools on the iPads. Significant Progress: Teacher, Student, Parent surveys conducted as part of the program. Thirty-‐three teachers, one hundred fifty parents, and four hundred and two students responded to the surveys. Will be presented to School Committee in a forthcoming report. Progress:

● WPS Advisory team established and meets weekly to work out plan.

● Minimum Laptop specs established through surveying teachers and software used at WHS throughout our classes.

● Demo models (Macbook airs 11” and 13”’ and macbook Pro 13”) selected and conducting surveys (May)on student preferences

● Working to identify pilot cohort/class

and timeline will be established.

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Strategy #4: Align Resources with Educational Needs

1) Develop a Five-‐Year Educational Technology Plan.

Educational technology plan for 2015-‐2020 written by Technology Committee and approved by School Committee and submitted to DESE (June 2016.). Ed Tech plan shared with community and potential funding partners to focus resources cohesively.

Progress: ● Tech SAC providing input on Vision,

Mission for Tech Plan. ● By end of June will have finalized Vision

and Mission and will establish Student and staff experiences aligned to content areas of tech plan such as infrastructure, budget, curriculum, Professional Development, etc

● Fall -‐draft tech plan for review for Tech SAC with a target of finalizing for Winter release.

2) Develop a budget that presents financial information in multiple ways to facilitate analysis by school, by program area across all schools, by categories of expenditure and other versions as requested by the School Committee.

School Committee, Advisory Committee and Town Meeting are satisfied with the depth and breadth of information presented and with the format in which it is presented for analysis. FY16 Budget that supports Strategic Plan is approved at Annual Town Meeting.

Met. The FY16 Budget was approved at Annual Town Meeting and reflects a 4.98% increase over FY15. The Budget continues to support the Strategic Plan and also included reductions to existing operations in order to do that. The steps taken by the School Committee and Administration to make reductions were highlighted as a significant change in process that was welcomed by the Advisory Committee and Town.

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3) Continue to analyze fee-‐based programs to determine where fees can and should be eliminated.

The FY16 Proposed Budget reflects the elimination of fees and the incorporation of a budget to support the curriculum areas previously funded or partially funded by fees.

While the proposal was made to eliminate fees in specific areas of the budget, the overall needs of the District and the fiscal constraints of the Town did not support this for FY16.

Facilities: 4) Schofield/Fiske Renovations 5) Middle School Windows Renovation

October, 2014 Special Town Meeting appropriates funding for the projects to be completed over two summers.* Approval of projects through successful debt exclusion in December. MSBA submissions completed on time; project manager is assigned by MSBA; and October, 2014 Special Town Meeting approves funding for complete project (detailed design and construction) to allow work to begin as early as possible.

Met. Coordination of the projects is on-‐going and construction will begin on June 22, 2015 Met. The project will begin in summer, 2015 as planned but will require two summers to complete due to lead time on the fabrication of the windows.

Strategy #4: Align Resources with Educational Needs (cont’d)

6) Move Security enhancements forward following study by consulting firm and internal assessments by FMD

Met. Security template established for Schofield and Fiske project. Additional work underway with new consultants following Town Meeting vote.

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7) MOA with Wellesley Police Department. 8) Common Staff Training Protocols. 9) Inventory of Needed Equipment.

Agreement between WPS and WPD is documented regarding information sharing. Protocols developed and communicated with all administrators and staff. Based on the security assessment performed by a contracted vendor, and internal assessments, a list of equipment is developed with a purchase/implementation schedule.

Met. Awaiting final SC review as part of MASC Policy work. Met. Working with WPD, each school’s protocol was updated. Met. TSG study provided initial inventory that was further refined in the Schofield/Fiske renovation work. Presently working with vendor on the plans for the remaining schools.

10) Formalize a Fixed Asset Inventory System to manage assets and replacement cycles.

Procedures documented for receipt, recording, valuing and asset tagging of furniture and equipment; students/interns hired to make greater progress in asset tagging and documentation.

Not met. The implementation of the online requisition/purchase order process took priority and will also allow the District to use features of the requisitioning system to flag and document purchases that are fixed assets. The fixed asset inventory system will be the next phase.

Other Critical Needs

11) Complete a MASC Review of School Committee Policies.

A current, easily updatable set of School Committee policies that address the administration, operation and student-‐related requirements of a public school district.

In process. The School Committee and Administration have been engaged with MASC and has completed approximately two-‐thirds of the policy review and revisions.

12) Enhanced enrollment and registration process to facilitate stronger

Creation and implementation of online system for registration and enrollment that streamlines information and provides faster response to enrollment requests.

Met. All revised documents are currently available on the WPS website and have been in use since March 1, 2015.

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communication, collaboration and efficiency.

Internal process for registration paperwork review has been revamped and allows for efficient processing and start dates. Three successful Kindergarten Round Up sessions held, with office support staff enrolling nearly 290 students. All elementary principals attended, in addition to nursing staff. Parent feedback all positive. Some Progress. Working with technology to identify appropriate platform for parent sign up at K Round Up 2015-‐2016.

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WELLESLEY PUBLIC SCHOOLS 40 Kingsbury Street • Wellesley • Massachusetts 02481

781-446-6210

Dr. DAVID F. LUSSIER Superintendent of Schools

Dr. DEAN W. BLASE JUDITH M. BELLIVEAU Assistant Superintendent, Teaching and Learning Assistant Superintendent, Finance and Operations LORI V. CIMENO, Director of Student Services KATHLEEN F. DOOLEY, Director of Technology

www.wellesley.k12.ma.us

___________________________________________________________________________________________________

May 13, 2015 To: School Committee From: David F. Lussier, Ed.D. Date: May 12, 2015 RE: Additional Information for SY14-15 Superintendent’s Evaluation In addition to the progress toward meeting our School Committee approved goals for the District in SY 2014-2015, the Administration has also been engaged in substantive work on a number of other fronts where important progress has been made: Partnerships: A key area identified in the WPS Strategic Plan (Strategy #3) is to develop partnerships that will help the District advance its mission. In the past year, the Administration has accomplished this on multiple fronts. Superintendent Advisory Committees / WEF In partnership with the Wellesley Education Foundation, we formed four Superintendent Advisory Committees around priority areas for the organization: STEAM, World Language, District Scorecard, and District Technology Plan. The idea behind each of these Committees was to leverage the tremendous intellectual capital within our community and staff in the form of internal think tanks that would advise the District on its planning and implementation of programs. Wellesley/Babson/Olin Colleges Numerous efforts have allowed us to deepen our relationship with these local institutions of higher education. Students across the three schools partnered with WPS to assess transportation issues as well as a sustainability curriculum at WHS. We have also established a partnership with the Diversity Officers at Babson to inform our strategy for increasing the diversity of our staff. Babson is also hosting—at no charge—our leadership retreat this summer. Recreation Department We are excited to be launching a pilot program with the Rec. Dept. to manage after school enrichment programs at the elementary level. Our joint hope is that we can expand the diversity of offerings across these schools that exceeds what we have had the internal capacity to facilitate in the past.

Add’l Information for SY14-15 Supt’s Eval May 13, 2015 p. 3


Wellesley Media Corp After several exploratory meetings, we have submitted a grant proposal to Wellesley Media Corp that would fund staff capacity to manage student programming that may be broadcast on a newly launched education channel. Capital Projects: The Administration has been fully engaged in the extensive planning for the Fiske and Schofield renovations as well as the security project that recently passed Town Meeting. Additionally, we have been members of the School Facilities Committee, which has been mapping the District’s master plan, including the proposal for additional study of Hardy/Hunnewell/Upham (HHU) options. Finally, we submitted a Statement of Interest (SOI) to the MSBA by the spring deadline to solicit their interest in funding the HHU work. Athletics Program Review: A review committee was formed comprised of Asst.Supt (Judy Belliveau), WHS Prinicpal (Dr. Jamie Chisum), Athletic Director (John Brown), Field Hockey Coach/teacher (Erin Stickle), Girls Track Coach /PE Teacher (John Griffith), Sue Jablonsky (Parent), Annie Hall (Parent/PTSO Vice President), Margaret Breeden (Metco Parent), Michael Jennings (Parent), and Christine Goss (Parent). We have had three meetings to establish the overarching nature of the review, how we will collect data, and from whom. We established three major categories for the review: program, facilities and funding. There will be an initial survey that will go out to parents, students, and staff, and we have been working on the “big questions.” We expect the initial survey will then help us frame more specific questions to guide the review. The survey will be administered in June. Communications: We have continued to improve the look of the new WPS website with a great deal of house cleaning of old material and better organization of current material. The Superintendent began using Twitter this year to showcase examples of great practice and student accomplishment. It has also served as an effective secondary line of communication during snow emergencies. (The Superintendent now has nearly 450 followers.) Additionally, we continue to publish a weekly Superintendent’s Bulletin for staff that most PTOs also link to and which is posted on the WPS website. Finally, we continue to use SchoolMessenger as the most efficient mechanism to reach staff and parents quickly for emergency messages or school-specific communications. Switching Education Collaboratives: While time consuming given the process that had to be followed, ultimately we proposed shifting our membership from the EDCO Collaborative to the ACCEPT Collaborative that resulted in both considerable savings as well as greater access to student and professional resources. Leadership Development: A new program instituted this year is a monthly brown-bag lunch discussion between the Superintendent and Middle School Assistant Principals and High School Housemasters. These Administrators play essential roles at the secondary level and yet previously there was not a formal structure to coordinate their work or leverage their expertise as a District.

Add’l Information for SY14-15 Supt’s Eval May 13, 2015 p. 3


Business Office Reorganization: The Administration has completed its multi-year reorganization of the Business Office through the addition of a new Director Budget Operations (starting in June) and an Admin Assistant to the Assistant Superintendent for Finance and Operations (who started last week).

2014-15 EOY District Goadate.docx - Google Docs · Boston Network Diversity job fair on March 21,...

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