Regular Meeting of the Board of School TrusteesOctober 18, 2018

Superintendent Dr. Jesus F. Jara

LISTENINGLEARNINGLEADING

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STUDENT SUCCESS IS THE CENTER OF ALL WE DO

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PART 1:REPORT ON LISTENING

July – October 2018:

•Listening Tour

•The community is invested in our students.

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PART 1:REPORT ON LISTENING

•More than 125 community meetings •More than 107 school and department visits•Two Board of School Trustees governance retreats•Local government visits:•Clark County •Henderson•Las Vegas•Mesquite•North Las Vegas

•Visits with governor, legislators, and legislative committees

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“JAVA WITH JARA”Everything we do relies on public trust. It is important for me to understand how well we serve the community.

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“JUICE WITH JARA”All of my community meetings were an opportunity to hear about the needs of the community and what they want for our students.

This is a first step in strengthening the trust of the public in the work we do – among the community, families, students and our own team.

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“JUICE WITH JARA”

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125 COMMUNITY MEETINGS 4,600 PEOPLE

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107 SCHOOL/DEPARTMENT VISITS SPREAD ACROSS TRUSTEE DISTRICTS

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WHAT I LEARNED

Key takeaways:

1. All means ALL. Every student deserves access to a rich and rigorous education and a quality teacher.

2. We need to improve teaching and learning conditions.

3. We must build public trust.

4. We must focus on the safety and security of our schools.

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WHAT I LEARNEDAll means ALL

•Community pride

•Access and equity

•Rich and rigorous instruction

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WHAT I LEARNEDImprove Teaching and Learning Conditions

•Lower class sizes

•Updated curriculum/technology aligned to standards

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WHAT I LEARNEDBuild Public Trust

•Perception of the Clark County School District

•Honest, consistent communication

•Diverse talent acquisition on merit and accountability

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WHAT I LEARNEDSafety and Security of Our Schools

•Utilize existing resources to protect schools and students

•Advocate for additional resources in the Legislature

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PART 2: PROGRESS ON ENTRY PLAN

July – October 2018: •Early focus goals

October – December 2018:•Development of action plan •Focus on first-year indicators

January 2019: •Community discussion of action plan •Report on progress of first- year indicators

June 2019:•Report on first-year indicators

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PART 2: PROGRESS ON ENTRY PLAN In the following slides:

✓means this goal is either complete or well underway

+ means progress has started to complete the goal

Goals in red were not in the original entry plan and have been added

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ENGAGEMENT, COMMUNITY SUPPORT GOALS

Focus Goals

•Seek to understand the culture, history, and expectations of the entire community ✓

•Proactive outreach to all stakeholders, particularly those underrepresented in public engagement ✓

•Enhance relationships with outside groups ✓

•Develop clear focus on openness and transparency in all communication systems and protocols ✓

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ENGAGEMENT, COMMUNITY SUPPORT GOALS

First-Year Indicators

•Introduce myself to key leaders (business, philanthropists, and elected officials) ✓

•Record videos to send to all employees and community ✓

•Meet with key leaders across Clark County with respective Trustee ✓

•Formed government relations committee to create a shared legislative agenda with associations, legislative leaders, employees, families, etc. ✓

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GOVERNANCE STRUCTURE AND PARTNERSHIP

•Focus on cohesive governance and improving student achievement

•We can be One Team, with One Goal, to be #1ForKids!

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GOVERNANCE STRUCTURE AND PARTNERSHIP Focus Goals

•Join with the Trustees as a cohesive governance team with a singular agenda focused on improving the achievement of all students through adoption and implementation of Balanced Governance policies. ✓

•Ensure appropriate communication protocols between the Trustees and Superintendent ✓

•Work collaboratively with Trustees on Balanced Governance focused on improving student achievement ✓

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GOVERNANCE STRUCTURE AND PARTNERSHIP First-Year Indicators

•Bi-weekly meetings with individual Trustees ✓

•Bi-weekly meetings with Board President to set meeting agenda ✓

•Consistent and efficient Board business meetings ✓

•Monthly Board of Trustees update on all divisions

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STUDENT ACHIEVEMENT•Transforming our schools to schools of excellence

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CCSD - THE BEST CHOICE•We are the best choice for our students, our families, and our community.

•We can compete with any charter or private school.

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STUDENT ACHIEVEMENT

Focus Goals

•Raise expectations for all students ✓

•Conduct deep review of curriculum alignment ✓

•Identify chronically underperforming schools ✓

•Conduct deep review of English Language Learner Master Plan ✓

•Conduct deep review of Gifted and Talented Education +

•Determine methods currently used to monitor student achievement +

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STUDENT ACHIEVEMENT

First-Year Indicators

•Increase kindergarten readiness measures

•Increase third grade reading scores

•Increase number of high-school courses offered in middle school

•Increase Advanced Placement/International Baccalaureate participation to mirror student population

•Increase college readiness and graduation rate

•Launch School Community Justice Partnership ✓

•Launch School Safety Advisory Committee ✓

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STUDENT ACHIEVEMENT

First-Year Indicators

•Additional Title I dollars allocated to 71 Tier I schools to accommodate needs of identified subgroup populations and close achievement gaps ✓

•Calculus Project implemented at three at-risk middle schools to prepare more students for high school calculus ✓

•College, Career, and Equity Unit working with school leaders to increase number of AP courses offered to at least 15 per school ✓

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STUDENT ACHIEVEMENT

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STUDENT ACHIEVEMENT

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STUDENT ACHIEVEMENT

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STUDENT ACHIEVEMENT

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STUDENT ACHIEVEMENT

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STUDENT ACHIEVEMENT

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STUDENT ACHIEVEMENT

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STUDENT ACHIEVEMENT

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STUDENT ACHIEVEMENT

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STUDENT ACHIEVEMENT

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HUMAN CAPITAL•Our team is our best resource.

•We must invest in supporting our staff.

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HUMAN CAPITAL

Focus Goals

•Review employee evaluation system ✓

•Strengthen collaborative relations with labor unions ✓

•Fully staff every classroom by first day of school

•Invest in ongoing teacher professional development

•Create a process for common understanding of quality instruction

•Review process for Professional Learning Communities

•Review and/or develop succession planning and leadership pipeline

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HUMAN CAPITAL

First-Year Indicators

•Align collective bargaining agreements with Assembly Bill 469

•Visit at least 45 schools by end of first marking period ✓

•Increase number of teachers and school-based administrators attending professional development

•Increase number of schools using common planning time

•Recruit and retain high-performing principals in chronically low-performing schools

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HUMAN CAPITAL

First-Year Indicators

•Legislative priorities focus on improving teaching and learning conditions ✓

•Settle contracts with all employee associations ✓

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EFFICIENT OPERATIONS AND FINANCE

•Fiscally sound practices that support schools and student achievement

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EFFICIENT OPERATIONS AND FINANCE Focus Goals

•Align budget and operation decisions to District priorities ✓

•One-on-one reviews with all department heads ✓

•Assess cross-functional capacity and begin customer service goals ✓

•Review operational systems – Transportation, Food Service, Facilities, Technology, Human Resources ✓

•In-depth review of all federal programs +

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EFFICIENT OPERATIONS AND FINANCE First-Year Indicators

•Increase breakfast and lunch meal participation

•Improve operational efficiencies in Facilities/Transportation/Food Services +

•Conduct analysis of operational efficiencies in Transportation, Food Service, Maintenance, Facilities, and Procurement +

•Decrease operational costs to drive more funding to the classroom ✓

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CENTRAL OFFICE EFFICIENCIES•Open central office positions: $1,204,053

•Eliminated one school associate superintendent position and two secretary positions: $245,793

•Reorganized the Academic Unit: $588,904

•Total savings so far for 2018-2019 school year: $2,038,750

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ORGANIZATIONAL CAPACITY AND ALIGNMENT

•Work efficiently and be transparent in our communication with the community

•Work focused on increased student achievement

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ORGANIZATIONAL CAPACITY AND ALIGNMENT Focus Goals

•Communicate expectations to all schools +

•Conduct retreat with senior staff to review department improvement plans and metrics ✓

•Review anticipated administrative vacancies across the District ✓

•Discuss leadership team structures, protocols, practices ✓

•Outline communications protocol and decision making with executive staff ✓

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ORGANIZATIONAL CAPACITY AND ALIGNMENT First-Year Indicators

•Schools will see improvement in support provided by District staff +

•District staff will align department support to District strategic plan and develop monitoring tools +

•Produce a revised organizational chart to support schools and strategic plan ✓

•Be honest about achievement gaps, budget, and what we need for all students to succeed ✓

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SUPERINTENDENT’S COMMENTS BOARD DISCUSSION AND QUESTIONS

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