THE SCHOOL BOARD OF LEE COUNTY - · PDF fileTransportation / student assignment ... Vision...
Transcript of THE SCHOOL BOARD OF LEE COUNTY - · PDF fileTransportation / student assignment ... Vision...
Vision: To be a world-class school system
Order of Business
I. Call to Order
Ms. Mary Fischer, Board Chair
II. Purpose of Workshop
Long Range Strategic Planning (Vision 2020)
(Facilitators - Dr. Denise Carlin/Ms. Cindy McClung)
o Welcome; Review Goals for Today
(Dr. Carlin/Ms. McClung - 15 mins.)
o Conclude Discussion of Superintendent’s FY17 Evaluation (Dr. Carlin/Dr. Adkins/Board Members - 60 mins.)
o Consider Long-Range Priorities: Business Services
(Dr. Desamours/Board Members – 60 mins.)
o Break
(10 mins.)
o Consider Possible Strategies (Dr. Carlin/Ms. McClung/Board Members – 20 mins.)
o Review Next Steps (Dr. Carlin – 15 mins.)
III. Board Member Discussion
IV. Board Attorney/Superintendent’s Comments
V. Good of the Order
VI. Adjournment
THE SCHOOL BOARD OF LEE COUNTY
BOARD WORKSHOP AGENDA
October 17, 2017
2:00 p.m.
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The School Board of Lee County encourages public input into decisions made by this Board in a courteous and educational manner. To ensure the rights and opportunity for
hearing diverse opinion the following procedures must be followed:
IF YOU WISH TO SPEAK AT TODAY’S SCHOOL BOARD MEETING REGARDING AGENDA ITEMS OR
ANY MATTER RELEVANT TO THE OPERATION OF THE SCHOOL DISTRICT YOU MUST…
1) Completely fill out a blue card located at the back of the Board Room; 2) Give the blue card to the Secretary or the Board Attorney in the Board Room, BEFORE THE START of the meeting.
Rules for Speaking: Speakers will be called in order of receipt of cards. At a Regular or Special Meeting speakers addressing agenda items or any other matter relevant to the operation of
the School District will make comment at the beginning of the meeting. Each speaker will be allowed three (3) minutes speaking time unless the number of speakers is greater than 20, in
which case each speaker will be allowed up to two (2) minutes of speaking time. If the number of speakers is greater than 30, speakers will be allowed one (1) minute.
Please state your name for the record before you begin your speech. As each speaker nears the end of their speaking time, the School Board Attorney will instruct the speaker to conclude.
Please conclude speaking at the end of the time period allotted. Failure to stop speaking when directed to do so by the School Board Attorney and after a warning issued by the meeting chair may result in being required to leave the meeting.
No Speakers may yield their time to other people. Speakers and the public attending the meeting are expected to act in a respectful manner. Those who fail to do so
after being warned by the meeting chair may be required to leave the meeting. Attacks on individuals are prohibited. Speakers may ask questions during their comments, but will not engage in dialogue with Board Members. The
questions asked may be answered later in the meeting during Superintendent or Board Member comments. Speakers may also address non-agenda issues of educational relevance during public comment. If a speaker is
advocating a certain action be taken by the Board which requires the expenditure of funds, the speaker shall reveal any financial interest in the Board taking such action. If the speaker is an employee, owner, or has a financial interest in or is related to an individual who is an employee, owner or has a financial interest in an entity which provides the product or service being advocated, the speaker must reveal such interest.
IF YOU WISH TO SPEAK AT TODAY’S SCHOOL BOARD BRIEFING… All Rules are the same for speaking at a Board Briefing, except you can only speak to agenda items and it is
unnecessary to fill out a card.
THERE IS NO PUBLIC COMMENT PERMITTED AT SCHOOL BOARD WORKSHOPS.
Policy 1.11 - Adopted: 2/27/07 (Formerly: Policy 1.31); Revised: 7/31/07; Revised: 9/24/13; Revised: 1/13/15; Revised: 7/28/15 (Formerly: Policy 1.09)
Request to Address the School Board of Lee County
Please Print Information Clearly
Date: __________________________ Specific agenda item/topic you plan to address: ______________________________________________________
___________________________________________________________________________________________________________________________________
Check one: □ For Proposed Action □ Against Proposed Action □ Other
Name: __________________________________________________________ Address: ______________________________________________
City: __________________________________________________ State: _____________________ Zip: _________________________________
Note: Speakers should conduct themselves in a courteous and respectful manner.
(Please return completed form to Attorney before meeting begins.)
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Long‐Range PlanningBOARD WORKSHOP
OCTOBER 17, 2017
Goals for Today
Complete discussion of Superintendent’s FY17 evaluation
Consider long‐range priorities in the areas of
Business & Finance
Review Superintendent’s Evaluation
Using the list of comments related to the Superintendent’s FY17 evaluation, please identify:
Areas of Strength
Opportunities for Improvement
Common Themes
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Long‐range Planning: Business ServicesDR. AMI DESAMOURS, CHIEF FINANCIAL OFFICER
Business ServicesLong Range PlanningOctober 17, 2017
The Team
Ami Desamours Chief Financial Officer
Susan Malay Executive Director, Business Services
Robert Brown Director, Internal Audit
Kelly Letcher Director, Business Services
Fredrick Ross Director, Procurement Services
Mark Santiago Director, Financial Accounting and Property Records
Sonny Stelmacki Director, Food & Nutrition Services and District Warehouse
And an extremely dedicated staff in each department!
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District Funding Structure
Operating Funds - for day to day operations of the school district
Federal grants - for specific purposes or specific populations as defined in the grant
Capital dollars - for purchase of new buildings, land, technology, and maintenance of capital asset
The Challenge
Current capital plan is balanced in five year window
Capital plans during the last several years have been built based on what we can afford
Growth and age bring needs that are not reflected in the plan (unfunded capital needs)
Operating funds often do not keep pace with growth
Meeting The Challenge
Long Range Planning Strategy 1:
Develop viable revenue generation streams
Identify sources of new or increased revenue
Incorporate legislative process
Inform the public and increase public engagement
Increase information for employees
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Long Range Planning Strategy 2:
Comprehensive Growth Plan
Effective school and department staffing models
Focus on eliminations of statutory restrictions and unfunded mandates
Managing debt
Improve alignment of resources to prioritiesMeeting The Challenge
Meeting The Challenge
Long Range Planning Strategy 3:
Efficiency Initiatives
Reduce Costs & Increase Productivity
Energy
Transportation / student assignment
Structure of the organization
Integrated technology
Smart investments for large savings
Measuring Success
Success depends on the delivery of high quality academic opportunities for all students Deliver curriculum, equipment and materials for in–demand
programs
Attract and retain the highest quality candidates for all positions
Offer a variety of options for college and career readiness
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Measuring Success
Success is measured by: Documented cost savings
Additional revenue earned
Productivity increases--KPIs
Our Vision
World Class Teachers
World Class Programs
World Class Facilities
Innovative Solutions
Community Involvement
Fiscally Conservative Operations
World Class School System
Questions/Discussion
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Strategizing
Use your worksheet to identify priorities
What possible strategies could be used to address these?
Next Steps Strategies will be shared with staff for consideration
Reorganization workshop: November 9th
Additional long‐range planning workshops December: Information Systems and Operations
January: HR and Academic & Support Services
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Compiled Comments from September 2017 Annual Superintendent’s Evaluation
To Assist in Goal Setting
Leadership and Management
• Consider ways to empower all staff to engage with leadership and community partners.
• Show progress with branding and marketing.
• Make a stronger push in the application of quality practices in the schools, to include every level
of employees throughout the District.
• There is no Vision 2020 goal tied directly to the efficient completion of construction projects.
The processes in this area have been inadequate to meet the expectations of our community.
• Increase stakeholder involvement as we move to mid and long-term strategic planning.
• Deeper involvement by our Board Advisory Committees so that they can be proactive in their
recommendations to the Board, rather than reactive to the information provided to them.
• More proactive, timely communication with the Board on major projects.
• There is a high level of reciprocal respect seen with you amongst administrators. Some members
of staff and administrators sense that this isn’t received from all District Leadership.
Information & Communication
• Hire and implement Government and Community Relations plan.
• Focus on ways to improve the relationship between the District and parents by creating an online
system for student data.
• Maximize the use of all forms of media as a means of driving the conversations regarding our
students, staff, and schools.
• Continue implementation of Castle 2020.
• Push Vision 2020 requirement down to the schools and across every department and employee
group in the District.
• Maintain positive relationships with members of the community regardless of negative demeanor
one may portray.
Support for Teaching and Learning
• Some individual school leaders may benefit from support in communicating effectively with
school community
• Continue to work to improve quality and effectiveness of District academic support for schools.
• Continue to rely on the advice and feedback of teachers and HR professionals.
• Focus on succession plan for key positions at all levels in the District.
• Adopt a more hands on, proactive approach to school construction management. Provide the
Board with at least monthly updates on the steps being taken to improve construction
management processes as we finish BSHS and begin the High School MMM project.
• With staff, brainstorm ways to create more space for a growing student population, while keeping
costs within the constraints of what is allocated by state and local tax structures.
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• Keep Maintenance Services’ focus on Tier I and II for maintenance planning and upgrades.
Bring school maintenance functions under the management of the District Maintenance Services
Department - potential or cost savings, standardization of processes, and more equitable
maintenance throughout the District.
• Formulate plan to push green Cabinet practices down to each and every department and school
throughout the District.
Strategic Planning & Quality Improvement
• Conduct a detailed investigation of our processes for constructing schools so that all errors are
identified and plans are put in place to avoid those errors in the future.
• Existing District policy does not encourage Dr. Adkins to engage in strategic planning that goes
beyond three years. Recent initiatives will free Dr. Adkins to work with the Board to formulate
a medium and long-term strategic plan for the District.
• Push staff laser-like focus on Vision 2020 culture down into the schools so that Vision 2020 is
identified and embraced by all employees in the District.
• Work with staff in the District and in the schools to realize that the 19 point increase targeted for
next year is achievable.
• I don’t know that all members see this, but I do. I am impressed with how readily staff interacts
with us to engage in conversations and questions so that we may learn more. It is evident that
they listen to our concerns and either address them or make necessary changes.
• Long-term goals can be difficult to coordinate with the state as they are ever changing. I do
appreciate that long-range goals have been put in place, but will now be delineated to better
communicate those that have been made.
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School District of Lee County
Long-range Planning
Priorities Worksheet
Business Services
V2020 Goal Alignment Priority Possible Strategies
4: Become a Model Continuous Improvement Organization
Operational efficiencies Create partnerships with municipalities and other local governments & government agencies
4: Become a Model Continuous Improvement Organization
Fiscal health Set short, medium, & long term levels for debt, bond rating, reserves
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School District of Lee County
Long-range Planning
Business Services
Priorities Worksheet
V2020 Goal Alignment
Priority Possible Strategies
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VISION 2020
The School District of Lee County’s Strategic Plan for achieving our Vision:
To Be a World Class School System
Board Approved: September 19, 2017
Vision 2020 is the School District of Lee County’s updated Strategic Plan for fulfilling our vision
To Be a World-Class School System. Building on the recommendations of Education Revolution:
A Theory for Action, Vision 2020 defines a specific course of action to implement key, research-
based recommendations and strategies designed to achieve four overarching District Goals:
Increase Student Achievement
Increase Family and Community Engagement
Increase Retention of Effective and Highly Effective Employees
Become a Model Continuous Improvement Organization.
This document details the rationale and targets for each goal, driving the work of schools and
departments throughout the District. The work is carried out through department and school
improvement plans, as well as through Cabinet-sponsored, cross-departmental projects. School
and department personnel develop aligned goals, select key measures to monitor progress, and
carry out detailed action plans in order to meet their goals. Progress is monitored through the
CASTLE Project Tracker and school and department dashboards.
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Goal 1: Increase Student Achievement
The mission of our District is to ensure that each student reaches his or her highest potential. The targets under Goal 1 are designed with this in mind, addressing the academic and social-emotional needs of our students in order to inspire them to think and learn.
Target 1: The number of District identified Pre-Kindergarten (Pre-K) partners will increase a minimum of
10% annually through 2020, as measured by the Pre-K-3 Alignment Committee Criteria.
Annual Targets FY16 FY17 (Baseline) FY18 FY19 FY20
Target NA Baseline +10% +10% +10%
Actual NA 9
Target 2: The number of students served through District Pre-Kindergarten programs will
increase a minimum of 3% annually through 2020, as measured by the District Enrollment
report.
Annual Targets FY16 FY17 (Baseline) FY18 FY19 FY20
Target NA Baseline 1071 1103 1136
Actual
1040 Avail. in Sept.
Target 3: By the year 2020, the School District of Lee County will improve its overall academic
ranking in Florida from 35th to 5th, as measured by the annual Florida Department of Education
(FDOE) District rankings.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 26th 19th 10th 5th
Actual 35th 30th
This Target has eleven components that are included in determining the state ranking. These
components, along with annual milestones, are listed below.
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Vision 2020 – Student Achievement Milestones
Subject ELA Achievement % Level 3 - 5 ELA Learning Gains
Year 2015-
16 2016-
17 2017-
18 2018-
19 2019-
20
2015-16
2016-17
2017-18
2018-19
2019-20
Target 53% 56% 59% 63% 68% 50% 55% 59% 62% 65%
Actual 54% 52%
Subject Math Achievement % Level 3 - 5 ELA Learning Gains Lowest 25%
Year 2015-
16 2016-
17 2017-
18 2018-
19 2019-
20
2015-16
2016-17
2017-18
2018-19
2019-20
Target 52% 55% 59% 63% 67% 39% 49% 56% 63% 68%
Actual 55% 42%
Subject Science Achievement % Level 3 - 5 Math Learning Gains
Year 2015-
16 2016-
17 2017-
18 2018-
19 2019-
20
2015-16
2016-17
2017-18
2018-19
2019-20
Target 51% 53% 57% 61% 65% 48% 51% 54% 56% 58%
Actual 52% 53%
Subject Social Studies Achievement
% Level 3 - 5 Math Learning Gains Lowest 25%
Year 2015-
16 2016-
17 2017-
18 2018-
19 2019-
20
2015-16
2016-17
2017-18
2018-19
2019-20
Target 65% 67% 70% 73% 77% 39% 47% 53% 58% 62%
Actual 65% 43%
Subject Middle School Acceleration High School Graduation Rate
Year 2015-
16 2016-
17 2017-
18 2018-
19 2019-
20
2015-16
2016-17
2017-18
2018-19
2019-20
Target 63% 63% 70% 70% 70% 78% 81% 84% 87% 90%
Actual
70% 78% Avail.
in Dec.
Subject High School College and Career
Acceleration
Year 2015-
16 2016-
17 2017-
18 2018-
19 2019-
20 Target 54% 55% 60% 61% 62% Actual 59%
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Target 4: The percentage of District schools offering extended day programs will increase by a
minimum of 5 percentage points annually through 2020, as measured by the District’s annual
Extended Day Survey.
Annual Targets FY16 FY17 (Baseline) FY18 FY19 FY20
Target NA Baseline 75.6% 80.6% 85.6%
Actual
70.6%
Target 5: The number of collaborative agreements with community agencies for extended day
and extended year programs will increase to a minimum of 10 by the year 2020, as measured
by the Collaborative Extended Education Report.
Annual Targets FY16 FY17 (Baseline) FY18 FY19 FY20
Target NA Baseline 4 7 10
Actual
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Target 6: The percentage of District students participating in extended year programs will
increase by 5 percentage points annually through 2020, as measured by the District Extended
Year Attendance Report.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 8% 13% 18% 23%
Actual 3% Avail. in Aug.
Target 7: The percentage of students graduating with at least one industry certification will
increase a minimum of 2 percentage points annually through 2020, as measured by graduation
records.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 46% 48% 50% 52%
Actual 44% 46%
Target 8: By 2020, the percentage of students with one or more out-of-school suspensions will
decrease from 6.2% to 3% as measured by entries in the District Support Application System.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 5.5% 4% 3.5% 3%
Actual 6.2% 4.5%
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Target 9: By 2020, the rate of unduplicated School Environmental Safety Incident Report (SESIR)
incidents will decrease a minimum of 3 per 1,000 students annually, as measured by entries
into the District Support Application System.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 25 22 19 16
Actual 28.7 27.9
We believe all students can be successful and are committed to providing the support needed
to achieve the Goal 1 targets. Using the strategies listed below, District personnel will develop
and implement specific action plans designed to increase student achievement.
Promote readiness for kindergarten through increased access to high-quality, inclusive
early childhood education and educational resources.
Establish and maintain active and engaging learning environments in all schools.
Provide a standards-based curriculum that is differentiated to meet the learning needs
of all students.
Utilize formative and summative assessment data to drive instructional decisions.
Provide students and other stakeholders with timely, appropriate feedback to facilitate
improvement.
Provide targeted, appropriate, academic and behavioral intervention and enrichment
resources to all students.
Offer additional Career and Technical Education programs.
Provide all students access to comprehensive services.
Provide all students health and wellness opportunities.
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Goal 2: Increase Family and Community Engagement
The success of our students impacts not only the District, but also their families and ultimately,
our society. Partnering with our stakeholders is essential to achieving our vision of being a world
class school system. The targets under Goal 2 are focused on building and sustaining strong,
mutually beneficial relationships with parents, businesses, and our community.
Target 1: The percentage of parents who engage in District-sponsored education opportunities will increase by 5 percentage points per year, or maintain at or above 90%, by 2020.
s
Annual Targets
FY16 FY17 FY18 (Baseline)
FY19 FY20
Target NA NA Baseline +5 percentage points or maintain ≥90%
+5 percentage points or maintain ≥90%
Actual NA NA
Target 2: The percentage of parents/guardians who agree or strongly agree with the statement,
I understand the District’s brand, and how it aligns with the District’s vision and mission, will
increase by at least 5 percentage points annually or maintain at or above 95% by the year 2020,
as measured by the District Customer Survey.
Annual Targets
FY16 (Baseline)
FY17 FY18 FY19 FY20
Target NA Brand developed
Baseline +5 percentage points or
maintain ≥95%
+5 percentage points or
maintain ≥95%
Actual
Brand development in
progress
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Target 3: The percentage of business/community members who agree or strongly agree with
the statement, I understand the District’s brand, and how it aligns with the District’s vision and
mission, will increase by at least 5 percentage points annually or maintain at or above 95% by the
year 2020, as measured by the District Customer Survey.
Annual Targets
FY16 (Baseline)
FY17 FY18 FY19 FY20
Target NA Brand developed Baseline +5 percentage points or
maintain ≥95%
+5 percentage points or
maintain ≥95%
Actual
Brand development in
progress
Target 4: The number of School District of Lee County business and community partnerships will
increase to a minimum of 100 partners by the year 2020, as measured by the annual School
District of Lee County Community and Business Partnership Report.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target NA Baseline 88 93 ≥100
Actual NA 83
Target 5: The School District of Lee County will implement revenue generation strategies, including competitive grants and fundraising, for a total of at least $20 million by 2020, as measured by District annual end of year budget reports.
Annual Targets FY16
(Baseline)
FY17 FY18
(Cumulative
Total)
FY19
(Cumulative
Total)
FY20
(Cumulative
Total)
Target Baseline $1 million $15 million $18 million $20 million
Actual: Competitive
Grants
$7,687,287
$11,347,507
Actual: Fundraising NA $ 558,194
Actual: Total $7,687,287 $11,905,701
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Achievement of the Goal 2 targets requires a strengthening of the bonds between the District,
parents, businesses, and the community. District personnel will use the strategies below to
facilitate these relationships.
Identify and implement meaningful engagement opportunities for families and
community members.
Develop an aligned network of community, business, faith-based, and philanthropic
partners to work with the District to support students and families.
Provide parents with additional opportunities for engagement in their child’s education
at the home, school, and District level.
Leverage opportunities to generate additional revenue and services.
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Goal 3: Increase Retention of Effective and Highly Effective Employees
The ability of the District to achieve its vision and mission is dependent upon the work of its
employees. The targets under Goal 3 are focused on attracting, hiring, developing, and retaining
the best employees in order to provide a solid foundation for student success.
Target 1: The percentage of turnover for instructional personnel will decrease from 29.1% to 16%
by the year 2020, as measured by the School District of Lee County Annual Retention Report.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 26.1% 23.1% 19.1% 16.%
Actual 29.1% Avail. in Sept.
Target 2: The retention rate of instructional personnel average years 1- 5 will increase from TBD
to TBD by the year 2020, as measured by the School District of Lee County Annual Retention
Report. (NOTE: This will be updated in September, dependent upon baseline data)
Annual Targets
FY16 FY17 FY18 FY19 FY20
Target NA Baseline TBD TBD TBD
Actual NA Avail. in Sept.
Target 3: Through the year 2020, the percentage of unfilled positions on the first day of school
will decrease by a minimum of .1 percentage point annually, as measured by the Annual Hiring
report.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline .4% .18% .1% .1%
Actual .5% .28%
Target 4: The percentage of connects to offers for instructional personnel will increase by a
minimum of 5 percentage points annually through the year 2020, as measured by the District
Recruitment Report.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 9% 28% 33% 38%
Actual 4% 23%
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Target 5: The percentage of District employees attending Health Screenings will increase by a
minimum of 5 percentage points annually through the year 2020, as measured by the annual
Screenings Report.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 50% 55% 60% 65%
Actual 42% 49.2%
Research has shown that the classroom teacher is the most important factor in student
learning. Providing our students with the very best teachers, as well as the best personnel to
support all other areas of our students’ education, is the purpose of the Goal 3 targets. The
strategies below will be used to develop detailed action plans to realize these targets.
Design and implement innovative methods to attract, hire, develop, and retain highly
qualified teachers, administrators, and support staff.
Provide health and wellness opportunities to all staff members.
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Goal 4: Become a Model Continuous Improvement Organization
The most successful organizations, regardless of sector, have several things in common:
Well-defined, shared vision, mission, and value statements
Aggressive, collaboratively developed goals
Clear, agreed upon expectations
Consistent, systematic processes
Perhaps most importantly, the most successful organizations relentlessly pursue excellence
through ongoing continuous improvement efforts. The School District of Lee County is
committed to this ideal. The targets under Goal 4 articulate the District’s commitment to being
better every day.
Target 1: The percentage of school and department personnel reaching Quality Expertise Level I
will increase by 10 percentage points annually through FY20.
Annual Targets FY16 FY17 (Baseline) FY18 FY19 FY20
Target NA Baseline (Avail. in Sept.)
+ 10% pts. + 10% pts. + 10% pts.
Administrator Actual NA
Instructional Actual NA
Support Actual NA
Total Actual NA
Target 2: The percentage of schools and departments reaching Quality Expertise Level I will
increase by 3 percentage points annually through FY20.
Annual Targets FY16 FY17 (Baseline) FY18 FY19 FY20
Target NA Baseline (Avail. in Sept.)
+ 3% pts. + 3% pts. + 3% pts.
Schools Actual NA
Departments Actual NA
Total Actual NA
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Target 3: The percentage of schools and departments participating in the Continuous Systemic
Improvement Lee (CSI: LEE) site visit process will increase a minimum of 5 percentage points
annually through 2020, as measured by CSI: LEE Feedback Reports.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 12% 17% 22% 27%
Actual 7% 12.4%
Target 4: The percentage of internal customers, segmented by group (i.e., principals, teachers,
support staff), who agree or strongly agree with the statement, I have received excellent customer
service, will increase a minimum of 3 percentage points annually or will maintain at or above 90%
by 2020, as measured by the District Customer Service Survey.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 89% ≥90% ≥90% ≥90%
Actual 86% 88%
Target 5: The percentage of parents who agree or strongly agree with the statement, I have
received excellent customer service, will increase a minimum of 3 percentage points annually or
will maintain at or above 90% by 2020, as measured by the District Customer Service Survey.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target NA Baseline ≥90% ≥90% ≥90%
Actual NA 89.6%
Target 6: The percentage of users who agree or strongly agree that they have the data systems and supports to allow them to use data effectively to inform their work will increase a minimum of 5 percentage points annually, or will maintain at or above 95%, as measured by the District Data Survey.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 93.5% ≥95% ≥95% ≥95%
Actual 88.5% 88.9%
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Target 7: By 2020, the rate of State Requirements for Educational Facilities (SREF) deficiencies will be reduced by 74% from an average of 30.4 per site to 8 per site, as measured by the Annual Comprehensive Fire Safety, Casualty Safety, and Sanitation Report.
Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20
Target Baseline 28 18 13 8
Actual 30.4 23.4
Target 8: The School District of Lee County will provide enough student seats to meet growth,
enhance safety, and prevent overcrowding, by ensuring that the average utilization rate in each
level and assignment zone is no more than 95% of capacity by 2020, as measured by District
Enrollment and FISH Facility Inventory reports.
Level Zone FY17 FY18 FY19 FY20
Elem. East Target 96% ≤100% ≤98% ≤95%
Actual 95%
Elem. South Target 94% ≤95% ≤95% ≤95%
Actual 93%
Elem. West Target 76% ≤95% ≤95% ≤95%
Actual 74%
Middle East Target 98% ≤98% ≤97% ≤95%
Actual 95%
Middle South Target 94% ≤95% ≤95% ≤95%
Actual 90%
Middle West Target 85% ≤95% ≤95% ≤95%
Actual 90%
High East Target 108% <107% ≤105% ≤95%
Actual 97%
High South Target 108% <105% ≤100% ≤95%
Actual 107%
High West Target 96% <95% ≤95% ≤95%
Actual 94%
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K-8 East Target 84% ≤95% ≤95% ≤95%
Actual 84%
K-8 South Target 88% ≤95% ≤95% ≤95%
Actual 88%
Total Total Target 93% ≤98% ≤97% ≤95%
Actual 92%
Target 9: The School District of Lee County will create transportation operational efficiencies
resulting in the reduction of transportation operational costs from 6.8% of the General Fund
Budget to 5.5% by 2020, as measured by the annual District budget.
Annual Targets FY16 (Baseline)
FY17 FY18 FY19 FY20
Target: Total Transportation Budget
Baseline 6.4% 6.1% 5.8% 5.5%
Actual: Total Transportation Budget
6.8% Avail. in Sept.
Target: Transportation, Operations Only
Baseline
Actual: Transportation, Operations Only
NA Avail. in Sept.
Actual: Transportation, School Enrichment Only
NA Avail. in Sept.
Better results come through improved processes. The Goal 4 targets are focused on providing
our school and department personnel with the knowledge and tools to build better processes,
and on the efficiencies that will be the outcome of these improvements. The strategies below
will be utilized to help the District become a model continuous improvement organization.
Implement a systemic and systematic improvement model throughout the District.
Provide all employees with the tools and skills to deliver excellent customer service.
Encourage a culture of innovation at all levels of the system.
Develop clear, reasonable, and contextual measures of success for all personnel.
Leverage technology to provide and support user-friendly, timely data systems.
Build capacity of all stakeholders to effectively use data in decision-making.
Leverage technology to support performance management across the District.
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Provide a safe and secure environment.
Administer a transparent and effective resource allocation system that aligns resources with
District priorities.
Maximize utilization of facilities and manage capacity for future growth throughout the
District.
Establish and implement quality standards and equitable maintenance schedules for facilities.
Establish and implement quality standards and equitable levels of technology across the
District.
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