Strategic Plan 2006 – Ideal Learner Action Plan: Cu ... · PDF fileSpring 2007 Strategic...

2010 Plan

Winnebago CUSD #323: Strategic Plan 9/19/2008

Strategic Plan 2006 – Ideal Learner Action Plan: Cu rriculum Consistency and Advanced Coursework SMART GOAL #1 By 2011 Winnebago School District will develop a curriculum in all content area that articulates across all grade levels to meet the needs of all learners. Rationale for Goal (as determined by data analysis)

• Parent/Community meetings, Graduating Class Exit Interviews, Alumni Surveys, Principal Reports, Standardized test scores Strategies/Action Steps

Timeline Person Responsible Budget Status

A Form a seven member collaboration group consisting of parents, administration, and teachers to meet and oversee

Spring 2007 Strategic Plan Committee No fiscal impact

B Gather data from ISAT, MAP, PSAE, and surveys to align the curriculum. The data will result in two outcomes:

1.) A possible recommendation to hire a Curriculum Coordinator

2.) Curriculum areas needing alignment will be addressed.

1.) Summer 2007 2.) Fall 2007

Collaboration Group $35K- $40K

C Examine IAA/ACT standards to explore current writing curriculum and instructional deliverance across all grade levels, which will address writing in the content areas

Fall 2007 Collaboration Group Consultation fee $5K

D Examine possibility of offering accelerated courses at all grade levels

Fall 2007 Collaboration Group Additional staff $40K each

E Examine secondary grading system to identify needed improvements

Fall 2007 Collaboration Group Fall 2007

F Make a secondary level grading system recommendation for incoming Freshman Class

Fall 2007 Collaboration Group Printing for new reporting system if

recommended

Evidence of Progress and Success:

• Formation of a collaboration group with regularly scheduled meeting, data collected, writing curriculum examined, report on accelerated course options, report on grading system options with a start date recommended, and curriculum alignment begins.

• Curriculum aligned horizontally and vertically, and standardized test scores raise 3%. Methods to Gather Evidence (Data Collection):

• Standardized test scores reviewed, and obtain completed curriculum.

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07.01.31Final2010PlanGoals.doc

Strategic Plan 2006 – Ideal Learner Action Plan: Cu rriculum Consistency and Advanced Coursework SMART GOAL #2 Offer professional development opportunities in identified curriculum areas. Rationale for Goal (as determined by data analysis)

• Parent/Community Meetings, Teacher Surveys Strategies/Action Steps


A Survey Winnebago CUSD teachers to identify professional development interests.

Spring 2007 Collaboration Group No fiscal impact

B Offer stipends for professional development where appropriate.

Summer 2007 Principals $10K

C Teachers will have opportunities to be participants of group book studies based upon survey results.

Summer 2007 Principals Cost of books $500

D Use portions of regularly scheduled staff meetings for staff development to strengthen grade-level collaboration and mentoring programs.

Fall 2007 Principals No stipends required.

E Appoint staff coaches or curriculum department heads in content areas and/or grade levels to aide in curriculum alignment.

Fall 2007 Principals Stipends may be needed for

department heads. $10K

F Teachers will participate in curriculum mapping in each content area to determine alignment.

2007-2008 Principals, Department Heads, Curriculum Coordinator, Staff

Coaches

Possible/fee for consultant/trainer

$5K

G Teachers will be trained in Data Team process. Fall 2008 Consultant from KIDS staff who have training

Possible/fee for consultant/trainer

$5K

H Provide staff training for Writing program Fall 2007 Principals Possible/fee for consultant/trainer

$2K

I Provide staff training to strengthen delivery of reading instruction in all content areas.

Fall 2007 Principals Possible/fee for consultant/trainer

$2K

J Teacher evaluations will reflect involvement and use of professional development

Fall 2007 Principals No fiscal impact


• Teacher survey completed, books, purchased and studies begin, staff meetings are regularly scheduled, curriculum alignment begins, training in writing

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and reading content areas completed, and data teams established. • Standardized test scores raise 3%, evaluations reflect the use of professional development, and data teams provide data to administration.

Methods to Gather Evidence (Data Collection):

· Standardized test scores reviewed, evaluations reported, and data teams present at School Board meetings.

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Strategic Plan 2006 – Ideal Learner, Tech Ed Subcom mittee: SMART GOAL #1 By the fall of 2007, increase approved career and technical education opportunities for students both in the classroom and with off campus work-based learning applications including revitalization of construction, graphics and continued Project Lead the Way (PLTW) implementation. Rationale for Goal (as determined by data analysis)

• Input from community forums. Strategies/Action Steps


A Work with CEANCI to: Revitalize the manufacturing program to include components Project Lead the Way (PLTW) Computer Integrated Manufacturing (CIM) area

Begin Fall 2007 Vocational (Voc) & CEANCI director (dir)

$40,000 Voc Dir has collaborated with

business partners,

instructors, CEANCI and

PLTW to complete

$25,000 or retrofitting to manufacturing

lab B Develop an approved sequence in construction using off

campus internships with private sector partners for skill level instruction

Begin Winter 2006 Voc & CEANCI dir, instructor, principal

Salary & benefits of Cooperative

Vocational Education (CVE) coordinator

Requires additional staff to implement

C Evolve from a printing based graphics program to a computer based pre-press commercial arts program

Begin Winter 2006 Voc & CEANCI dir, instructor, principal

No cost CEANCI has submitted

sequence to ISBE for approval

D Staff a cooperative technical education/internship position Begin Summer 2006 CVE coordinator, voc dir, principal, Board of Education

Salary & benefits of CVE coordinator

Requires additional staff to implement

E Study the addition of computer based sequence of approved courses

Begin Fall 2007 Voc & CEANCI dir, principal, teachers, Board of Education

Staff time Requires additional staff to implement

F Earn national certification for PLTW Begin Winter 2007 Voc & CEANCI directors Required to deliver PLTW program --

$150

Address in FY08

G Make college credit available for students Begin immediately Principal, Board of Education To be determined On going

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discussions with CEANCI/RVC; decisions to be

made in October 2006


• Documented under status. The hiring of a CVE coordinator is key. • Increase numbers of students: in CTE courses; those identified as completers; with increased satisfaction levels on follow-up surveys and exit interviews; and

earning national recognized certifications. Methods to Gather Evidence (Data Collection):

· IL Student Information System (SIS) Reporting; follow-up surveys; ISBE Dual Credit Report; collection of student data earning certification; data collected by PLTW.

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Strategic Plan 2006 – Ideal Learner, Career, Tech E d Subcommittee: SMART GOAL #2 In the fall of 2007, initiate a feasibility study of adding a computer based graduation requirement with identified proficiencies. A recommendation should be made to the Board of Education by May of 2008. Rationale for Goal (as determined by data analysis)

• Labor market information, and input from community forums. Strategies/Action Steps


A Establish a subcommittee to identify outcomes based on post-secondary and labor market need and provide a variety of courses to meet the requirement

Begin Fall 2007 Principal, teachers, potential curriculum director, vocational director

Staff time Addressed in Technology Plan

for district B Study the addition of a business education/computer based

sequence of approved courses. Begin Fall 2007 Principal, teachers, potential

curriculum dir, vocational director

Staff time Recommendation by May 2008


• Decision will be made of implementing this recommendation and as documented in the District Technology Plan. • Students will exit with greater computer literacy needed for both post-secondary education and labor market.


· Labor market information, follow-up surveys, and number of students earning Microsoft credentials.

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Strategic Plan 2006 – Ideal Learner, Career & Tech Education Subcommittee: SMART GOAL #3 Continue to work during school year 2006-07 to increase collaborative efforts with Byron, Meridian, and Oregon to meet the needs of Career and Technical (CTE) students with increased opportunities to be available in the fall of 2007. Rationale for Goal (as determined by data analysis)

• Input from community forums. Strategies/Action Steps


A Continue to develop school calendars in partnership, using the spring break as the last full week of March

Begin Winter 2006 Boone-Winnebago Regional Superintendent,

Superintendent, CEANCI director, HS principal,

vocational director, counselor

Staff time Conversations held with other

districts and some students

accessing courses at sites

listed B Review current daily block/non-block schedules to better

align with those sites listed above Begin Winter 2007 Superintendent, CEANCI

director, HS principal, vocational director, counselor

Staff time Conversations held with other

districts and some students

accessing courses at sites listed. Little movement

toward consistency of daily schedules


• Meeting minutes citing progress made and challenges to be addressed. • Numbers of students accessing courses at other sites to meet the needs of individual career plans.


· Follow up surveys; Illinois Student Information System (SIS) reporting; ISBE Dual Credit Report.

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Strategic Plan 2006 – Ideal Learner, Career & Tech Ed Subcommittee: SMART GOAL #4 Effective immediately, increase collaborative efforts with Rock Valley College to meet the needs of Career & Technical Education students and staff with increased opportunities to be available in the fall of 2007. Rationale for Goal (as determined by data analysis)

• Input from community forums and progress from comparable area districts. Strategies/Action Steps


A Work with CEANCI to increase numbers of career strands available to students

Begin immediately Superintendent, HS principal, CEANCI director, teachers

Staff time On going discussions with CEANCI/RVC – decisions to be


B Work with CEANCI to develop agreements for students to earn college credit, and disseminate a document of college credit offerings available for 2007-08

Begin immediately Superintendent, HS principal, CEANCI director, teachers

Staff time On going discussions with CEANCI/RVC – decisions to be


C Conduct a gap analysis to determine staff development needs and develop strands

Begin spring 2007 Superintendent, KIDS director, RVC Designated

Contact, HS principal, CEANCI director, teachers

Staff time Ongoing dialog with KIDS

Evidence of Progress and Success: • Number of agreements completed and made available for students with a user-friendly document citing opportunities. Completion of gap analysis to determine

staff needs. • Increase numbers of students in CTE courses; increased college credits generated for students while still in high school; decreased time to earn post-secondary

certificates and/or degrees. Methods to Gather Evidence (Data Collection):

· Follow up surveys; ISBE Dual Credit Report; parental and staff satisfaction as determined on staff development evaluation findings.

2010 Plan


Strategic Plan 2006 – Ideal Learner, Career & Tech Ed Subcommittee: SMART GOAL #5 During the fall of 2007, initiate a feasibility study to determine the viability of curricular departments, pros and cons, and the identification of the roles and responsibilities of the Career & Technical Education department as well as the other chairpersons. A recommendation should be made to the Board of Education by May 2008. Rationale for Goal (as determined by data analysis)

• Discussions within the Ideal Learner committee. Strategies/Action Steps


A Work with all departments and administrators to develop a template of responsibilities and evaluative criteria for moving toward department chairpersons

Begin fall 2007 Teachers, principals, & Superintendent

To be determined depending on method

of staffing department head position and final

conclusions of study

Initial discussions have

been held at administrative

meetings

B Consider expansion of present PLTW advisory committee or other school based committees to identify increased modes of communication to stakeholders, and WBL opportunities

Ongoing Vocational Director, principals

No cost Middle school committee has been expanded to include high school as well

C Review National Career Development Guidelines for seamless K-12 curricula

Begin fall 2008 Potential curriculum director Staff time Not yet addressed


• Formation of a study group with an ultimate recommendation and action. • Seamless curriculum with unduplicated instruction and possible shifting of duties within district/school organization; and increased community participation on

committees. Methods to Gather Evidence (Data Collection):

· Meeting minutes and ultimate Board of Education minutes recording discussion and action.

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Strategic Plan 2006 – Ideal Learner Action Plan: Ch aracter Building SMART GOAL #1 Implement consistent Character Building and No Bullying Program throughout the district. Rationale for Goal (as determined by data analysis)

• To provide a safe, disciplined and nurturing environment in our schools. Strategies/Action Steps


A Survey district students EC-12 on bullying encounters to determine types of bullying behaviors that are most prevalent in the district. This could help in the prioritization of program topics.

2006-07 school year Committee could write age appropriate surveys to be

approved by administration prior to distribution to

students during class time.

Minimal: paper and copying costs

B Research existing programs available in the schools. December 2006 Committee N/A C Determine the extent of implementation of the existing

programs available to the schools. December 2006 Committee N/A

D Explore the possibility of the addition of a more formalized program that is covered throughout the year. As an example, a single topic in the program could be presented every other Friday as part of the PE curriculum since it is tied to a healthy lifestyle and it is a universal class available at all grade levels. Determine whether existing program materials are adequate or research additional programs and their costs.

Research 2006-07 school year;

Implementation 2007-08 school year

Parent/teacher/administrator committee to be formed

TBD, dependent on assessment of

adequacy of existing materials and need to research and acquire

new program materials.


• Committees are formed, surveys are written and distributed, plan for program is formalized. • More structured program is utilized throughout the district resulting in a reduction of incidences.


· Semiannual survey of student body.

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Strategic Plan 2006 – Ideal Learner Action Plan: Dr ess Code SMART GOAL #2 Establish a uniform dress code Rationale for Goal (as determined by data analysis)

• Lack of consistency between school dress codes causing confusion. Appropriately dressed students creates desired image in our community and desired learning environment in our schools.

Strategies/Action Steps


A Establish a uniform dress codes for the administration, teaching, support staff, and students.

Spring 2007 Administrative committee N/A

B Survey parents to solicit involvement in the development of the uniform dress code.

Summer 2007 Committee to write survey. Send copies home with

students.

Paper and copy costs.

C Write the new uniform dress code and send home with student registration packets for timely communication to students parents for the next school year.

May 2007 Administrative committee Paper and copy costs


• Survey written and distributed to parents. • Written policy sent to parents and given to staff.


· Everyone dress according to the uniform code.

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Strategic Plan 2006 – Ideal Learner Action Plan: Co mmunity Service

SMART GOAL #3 Involve more student in community service by including students at all grade levels in the district.

Rationale for Goal (as determined by data analysis)

• Helps build character for our student body. • Community service is a life skill.



A Establish criteria for community service. April 2007 School principals with community support. (Review

Byron plan)

N/A

B Establish guidelines for appropriate hours of service required per grade level. Establish accountability standards.

April 2007 School principals with community support. (Review

Byron plan)

N/A

C Implement community service requirement across K-12 Fall 2007 School principals N/A Evidence of Progress and Success:

• Criteria/guidelines established and communicated for 2007-2008 academic year. • Increased evidence of participation in community service.


· Standard service forms to be submitted by student and signed by parent/guardian. Service hours tracked quarterly on report card.

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Strategic Plan 2006 - Community Outreach and Commun ication Action Plan SMART GOAL #1 Hire a Communications Director (fulltime) for 2007-2008 and beyond Rationale for Goal (as determined by data analysis)

• Need to offload communications projects from current staff • Survey results and feedback from referendum process and town hall meetings indicate a need for additional communications



A COST - Salary Analysis

January ‘07 Administrative Council $50,000 incl. benefits

B CREATE JOB DESCRIPTION/QUALIFICATIONS

January ‘07 Administrative Council N/A

C SEEK APPROVAL FOR POSITION

March ‘07 Administrative Council N/A

D ADVERTISE FOR POSITION

April ‘07 Administrative Council $2,500

E INTERVIEWING

May/June ‘07 Superintendent N/A

F HIRING

July ‘07 Superintendent N/A

G EVALUATION

6 months after hire Superintendent N/A

H INTERNAL AND EXTERNAL COMMUNICATION

2007-2008 Communications Director $10K


• Communications Director Hired • Evaluation of job performance completed.


• Follow-up surveys

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Strategic Plan 2006 - Community Outreach and Commun ication Action Plan SMART GOAL #2 Improve External communication to reach 90% of district population by 2010. Rationale for Goal (as determined by data analysis)

· Survey results and feedback from referendum process and town hall meetings indicate a need for additional communications Strategies/Action Steps


A ESTABLISH REWARDS FOR RETURN OF SURVEYS

Spring ‘07 Communications Director / Communications Committee

NA

B CREATE SIMPLE SURVEY


C DEVELOP NEWSLETTER TO ALL DISTRICT RESIDENTS

February ‘07 Communications Director / Communications Committee

$5,000 - mailing

D CALENDAR

Spring ‘07 Athletic Director $0-sell calendar

E GUIDELINES FOR GAZETTE


$0

F BOARD BRIEFS


$0

G WEBSITE


$0

H MEDIA PRESS RELEASE (review current policies)


$0

I ELECTRONIC READER BOARD (School sign)

Spring ‘08 Superintendent $20,000


• Completion of individual strategies • Improvement in survey scores


• Follow up surveys, feedback in town-hall meetings, informal interviews • Number of press releases, website visitors, Gazette submissions, number of returned surveys, etc

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Strategic Plan 2006 - Community Outreach and Commun ication Action Plan SMART GOAL #3 Improve internal communication to 100% of district staff by spring 2008. Rationale for Goal (as determined by data analysis)

· Results of informal surveys with subgroups indicate a need for additional communications within the district Strategies/Action Steps


A FORM INTERNAL COMMUNICATION COMMITTEE (with members of each subgroup)

January 1, 2007

Superintendent $0

B EXPLORE POSSIBLE SOLUTIONS FOR INTERNAL COMMUNICATIONS

January 1, 2007 Communications Director / Communications Committee

$0

C IMPLEMENT FIRST STRATEGIES AS SUGGESTED BY COMMUNICATIONS COMMITTEE (internal newsletter, intranet, etc)

April 2007 Communications Director / Communications Committee

$0

D PROVIDE RECOMMENDATIONS TO COMMITTEE

January 1, 2007 Strategic Planning Committee $0

Evidence of Progress and success:

• Results of follow up surveys • Copies of internal newsletters • Individual performance reviews – positive feedback on communications component


• Website submissions to contact page on district web page • Survey results

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Strategic Plan 2006 - Community Outreach and Commun ication Action Plan SMART GOAL #4 Create 5 new programs for the community by spring 2009 with a minimum of 7 people per program such as, walking, internet access & training, computer access& training, mentor programs, reading, horticulture, career days, teacher-for-a-day, etc.) Rationale for Goal (as determined by data analysis)

· Return on taxpayers’ investment • Community involvement in the schools • Wise use of resources



A SURVEY FOR TYPES OF PROGRAMS (shuttle, senior interaction with students, lunch once a month with seniors, etc)

Fall ‘07 Communications Director $1,000 mailing/printing

B CONTACT SIMILAR SCHOOL DISTRICTS ABOUT PROGRAM IDEAS

Fall ‘07 Communications Director NA

C IMPLEMENT FIRST 2 PROGRAMS OUT OF 5

Spring ‘08 Communications Director NA

D IMPLEMENT 3RD AND 4TH PROGRAMS OUT OF 5

Fall ‘09 Communications Director NA

E IMPLEMENT 5TH PROGRAM

Spring ‘09 Communications Director NA

Evidence of Progress and Success

• Class/participation lists and sign-in • Request for additional activities and programs • Survey results • Facility usage logs and rental agreements and schedules • Janitorial/maintenance input and feedback on facility usage


• Class/participation lists and sign-in • Feedback from community members involved in programs • Survey results

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Strategic Plan 2006 – Facilities Action Plan for Wi nnebago CUSD 323 SMART GOAL #1 To provide adequate safety and security for all students, staffs, and buildings Rationale for Goal (as determined by data analysis) Strategies/Action Steps


A The administration will work out a detailed safety plan to protect students and staff

• Process will start with an inspection of each building by the administration to identify problem areas

• Administration will identify what can be accomplished with life safety

funds

• Hallways will be color coded to assist emergency responders to get to a problem area.

• All outside doors will be labeled starting at the main entrance

Feb. 07

Jan. 07

Jan. 07

Aug. 07

Aug. 07

Administrative Council

Building

Administrators

Business Manager

Activities Director

Maintenance Director

Use current staff and current

budget

B Entrance to each building will be limited so that we can monitor access to the buildings

• All doors to each building will be locked with the exception of the door identified as the main entrance

• An audio buzzer or visual identification system will be installed

• Hire at least one hall aide for the WHS/WMS building complex to patrol

the hallway during school hours.

• Prepare a plan for keyless entry into our buildings during non-school hours

Aug. 07

Aug. 07

Aug. 07

Aug. 08

Aug. 08


Administrative

Council

Business Manager

Superintendent

Business Manager

$50K

C Buildings and staff will be equipped with upgrades to our existing equipment to facilitate communication within the district.

• Cell phones to be upgraded • Rooms in the old high school used by the high school will be linked to

the high school intercom system

Nov. 07

Nov. 07 Aug 07

Technology

Technology Business Manager

$30K

D All staff and secondary students, substitutes, and volunteers will be required to Jan. 07 Technology $2K

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carry or wear a photo ID

E The administration will work out a plan to limit accessibility to non-school groups

• AED and supervision liability • Minimum of one (1) week prior notice • Posting by activities director on the web event calendar

Feb. 07 Administrative Council


Activities Director

Use current staff


• The projects and work recommended is completed on a timely basis and within budget. Methods to Gather Evidence (Data Collection):

• Completed work orders. • Inspection of project by the building administration.

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Strategic Plan 2006 – Facilities Action Plan for Wi nnebago CUSD 323 SMART GOAL #2 The administration will maintain a schedule of preventive maintenance and develop a schedule by which the maintenance is budgeted and completed. Rationale for Goal (as determined by data analysis)

• Preventive maintenance ensures the safety and health of students and staff. • Preventive maintenance is cost effective over time. • The community pays and desrves well-maintained facilities.



A The administration will prepare a schedule of preventive maintenance and develop a schedule by which the maintenance is budgeted and completed.

Feb. 07

Activities Director Use current staff and current

budget

B The preventive maintenance schedule will be used in the development of the annual budget.

Sept. 07 Business Manager Use current staff and current

budget

C The Activities Director will monitor progress of the preventive maintenance. Ongoing Activities Director Use current staff and current

budget

D The Activities Director will report progress on the scheduled preventive maintenance to the Superintendent on a monthly basis.

Monthly Activities Director Use current staff and current

budget

The Superintendent will report progress on the scheduled preventive maintenance to the Board on a quarterly basis.

Quarterly Superintendent Use current staff and current

budget


• The preventive maintenance projects and work recommended is completed on a timely basis. Methods to Gather Evidence (Data Collection):

• Completed work orders. • Inspection of project by the Activities Director.

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Strategic Plan 2006 – Growth Action Plan for Winneb ago CUSD 323 SMART GOAL #1 By July 15, 2007, the Board will approve a plan to address the growing student population in the Winnebago Schools. Rationale for Goal (as determined by data analysis)

• The student population is expected to grow beyond the current available space in our schools. Given the space available, current population projections, and the architects analysis there is no need to build a new facility within the next five years.

• Assuming a similar spike in student population over the next five years, the district will not need a new building for about five years. • In Option A, the school district would build a new school in the near future. In Option B, the district would remodel and build additions on our current facilities. In

Option B, the district would delay the need for a new building. In Option C, the district will wait to build a new school when money is available. At that time the district would construct a new secondary school and/or a new elementary school. The Growth Committee recommended the adoption of Option B.

• At this time, the Winnebago district cannot afford to build new building. • Additions will postpone the need for a new building. This is important because it allows time for growth in EAV (Equalized Assessed Value) and time for the district to

pay off some of its current debt. This means that the cost to the homeowner of the future building will be less. • Band instrument storage in inadequate. • The cross over of students between the middle school and the high school becomes a supervision of student issue. • The WHS/WMS complex is located adjacent to the outdoor sports complex. • Additions will allow the district to have adequate room for future growth and expansion. • Room would be available to create combined teacher workrooms with computers, copy equipment, for departmental planning, etc. • Food Services staff in the middle school complain that the WMS is too hot and needs to be updated. • The district is lacking adequate storage areas for supplies and materials. • Remodeling the WHS/WMS complex for is recommended for the following reasons:

o The current high school is a good facility. o Two gyms already exist. o The WHS cafeteria was designed to accommodate more students. o WHS has two art rooms. o Vocational classrooms already exist in the current facility. o Two workout rooms exist in WHS. o The middle school and high school students could be separated. o WMS was originally built as a high school. o The WMS cafeteria could be converted for other use, e.g. computer lab, study hall that is near building entrances for use after hours, teacher work area, student

counseling and planning area, etc. o The WMS kitchen could be eliminated for student lunch. Or could be converted to a second WHS lunch area with a narrow menu, e.g. daily pizza and salad. The

WMS kitchen or WMS teacher workroom could be used for family and consumer science for both middle school and high school students. Strategies/Action Steps


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A The Board will choose between one of three Growth Committee options to address the growing student population in the Winnebago Schools. The Growth Committee recommends approval of Option “B”.

July 15, 2007 President of the Board of Education

N/A In Action Planning Committee

B The middle school needs to either be remodeled or renovated. • Add an addition onto the South end of the Middle

School would add needed classroom space, gives flexibility to WMS/WHS complex, and buys time. It also will be usable space in the future.

• It allows for EAV growth. • The HVAC system must be upgraded to air condition

the building. • The doors must be secure to stop intruders from

entering the building. • WMS is attached to WHS that makes it ideal for a

future high school expansion.

August 1, 2008 Board of Education $1.8M

C Use the space between WHS and WMS for a multi-purpose area. • For example, this multi-purpose facility could be

constructed for minimal cost. • Include a snack bar that can be used by the Fans

Club during extracurricular events and by the school during the lunch hour.

• This area could be used as a middle school eating area.

• The area can be used for staging events for band, track, football, graduation, clubs, and other student related activities

• The multipurpose area could be used for extra-curricular practices and special events, e.g. wrestling tournaments, football, baseball, track, volleyball teams could meet before games, at half-time, and after games for coaching, additional band practice, etc.

• A wide hallway could be constructed on the south end of the new addition so that students can pass from WMS to WHS without going outside.

• Doors could remain secure to improve security and student safety.

• The band instrument storage could be included in the multi-purpose room.

• McNair students could be receiving band instruction

August 1, 2008 Board of Education $850K

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in the WHS complex.

D Move the wood shop to the Transportation Building. • Relocate the transportation facility to another site. • The current woods shop would be converted a room

for other student use. • See Goal #2.

July 15, 2007 Administration $15-$20K

E. Centralize the location of programs that serve both the middle and high school students. • A “technology wing” would house centrally located

computer labs, Project Lead the Way, and metals, and the district tech office.

• The foreign language and driver education classes could be relocated.

• The remaining classrooms could become computer labs that would be centrally located.

• Maintain and develop a “fine arts wing”, which would house band, art, graphic arts, chorus, and drama.

2008-2009 Administration $15K

F. Implement and expand wireless connectivity so that teachers could easily move from room to room.

August 1, 2008 Director of Technology $10K

G Add telephones to the middle school classrooms. August 1, 2008 Superintendent $8K

Evidence of Progress and Success: • The projects and work recommended is completed on a timely basis and within budget.


• Completed work orders. • Inspection of project by the building administration.

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Strategic Plan 2006 – Growth Action Plan for Winne bago CUSD 323 SMART GOAL #2

By the beginning of 2007-2008 academic year, the Transportation Center and bus maintenance should be relocated away from the main campus.

Rationale for Goal (as determined by data analysis) • Relocation will help to reduce emissions from idling bus from entering the schools. • The area where the buses currently park can be used for student parking. • The bus garage can be converted into a woods shop. Students can enroll in a construction vocational training program. • The current location of the woods classroom is inadequate for small construction projects. • The woods room is often too warm and needs to have the HVAC system upgraded. • If a room were constructed in the alleyway between the WHS and WMS, the wood shop would not be in a good location. • Student technology can be expanded and located near the current technology office and current wiring and servers thus reducing costs of technology expansion.



A The Superintendent or designee will develop a plan to relocate the transportation center to a location away from the main campus. The new center should be located close to the main campus, as possible.

July 15, 2007 Superintendent Use current staff

B When the transportation center moves to a new location, the current transportation facility should be converted to a career and technical vocational program for construction.

August 1, 2007 Superintendent $15K

C When the wood shop moves to a new location, the area can be converted to a student technology classroom.

August 1, 2008 Superintendent $15K

Evidence of Progress and Success: • The transportation center is moved to a new location. • The current transportation facility has been converted to a career and technical vocational program.


• Inspection of project by the district administration.

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Strategic Plan 2006 – Growth Action Plan for Winneb ago CUSD 323 SMART GOAL #3

As the student population growth in a school reached the 75% capacity level as determined by the “School Capacity Chart”, the administration will develop and submit a plan to the Board to ensure appropriate learning environments (class size and space) for students.

Rationale for Goal (as determined by data analysis) • Relocation of the pre-school Seward classrooms will allow the kindergarten to expand if needed. The district will realize cost savings in transportation budget. It

is easier to relocate the pre-school than it would be to relocate the kindergarten. • The temporary classrooms are nearing the end of their useful life. • Land for expansion around Simon School is extremely limited. • Staff parking is inadequate. • Student drop-off and pick-up by parents causes problems with the traffic flow. • Visitor parking is limited. • A new school is not needed at this time based upon the student projections.

Rational for a future building • The district purchased land several years ago along Westfield Road with the intent to build a new high school when needed. • According to the architect the rooms in the middle school are small and thus limiting the number of square feet per students. • It is impossible to block off areas when the building is open for extracurricular events. Students and visitors have access to too many areas in the middle and the

high school. • The high school cannot be locked down during the day because the boundaries between the middle school and the high school overlap. • The new high school should have additional labs for science. • The high school does not have adequate facilities for family and consumer science. • The teachers do not have a workroom for joint planning. • Storage is extremely inadequate in the high school. • Teachers do not have room to plan as departments. • The Cafetorium, while adequate, does not meet all of the needs for a drama program.

o Seating is limited for productions. o Classes cannot practice on the stage when the lunch program is operating. o The backstage area is very small.

2010 Plan


Rational for a future building (cont’d.) • Additional classrooms will expand student capacity for both middle and high school students. • Space for high school students is limited in the current high school facility. • The middle school art room is located in the high school. • High school students have to go into the middle of the middle school for chorus. • High school students continually walk through the middle school to access their cars during the school day. • Student traffic flow in the hallways for high school students in the current high school is too limiting. • The mezzanine does not lock down well for safety and security. • Allowing the public to have access to the elevator leaves the entire second floor accessible and unmonitored. • Foreign language classes are not located near the other core academic classes. • The woodshop does not meet the needs for a construction program. • The Business department and English department have requested computer labs but space is not available. • The high school consists of four grade levels while the middle school only has three grade levels. The current high school while limiting for the high school

could house the future middle school. • Student parking is inadequate. Visitor parking is limited. Student parking could be expanded on the corner of Elida Street and McNair Road.



A The Board should begin a process to review architectural firms and determine an architect of record to begin the planning for the future facilities that will be constructed.

January 1, 2008 Superintendent N/A

B A conceptual plan should be developed for a new secondary building. Build a secondary school along Westfield Road in five to seven years. The Board should visit schools in other school districts to determine what type of structures to build.

July 1, 2008 Superintendent TBD

C A conceptual plan should be developed for a new elementary school. Build a new elementary school along McNair Road.

July 1, 2008 Superintendent TBD

D In order to maintain the community and to help define the future, the Board should approve the concept of a centralized campus.

July 1, 2008 Board N/A

F As the school population grows, some classrooms or grade levels may need to be relocated to another building or site.

As needed Superintendent TBD

F The district office could be relocated to a location outside of McNair School at some point in the future. The current office could be used without renovation for the McNair school office. The current office windows provide improved visual access by the school office to the front entrance. The current Principal’s office will revert back to classroom space. The

TBD Superintendent TBD

2010 Plan


district office was designed to be converted into the school office when necessary.

G The Board should designate the property east of McNair Elementary School on McNair Road for a future elementary school and the property on Westfield Road for a future secondary school.

July 15, 2007 Superintendent N/A

H When the student population exceeds 75% capacity as determined by the “School Capacity Chart”, the administration will develop and submit a plan to the Board for a building referendum to build additional classrooms or schools.

TBD Superintendent N/A

I Obtain an option to purchase property to adjacent Simon Elementary School. When available construct an addition on Simon Elementary School.

TBD Superintendent

TBD

J The district should establish an ongoing growth committee to regularly monitor the growth, housing numbers, marketing studies, classroom usage, etc. and make recommendations to the administration and the board. This community/staff advisory committee should meet at least annually to review the data.

July 15,2007 Administration N/A

K The Board should continually look years down the road to determine future needs and obtain land for future development.

2008 Board N/A

L Consider options for the use or sale of the old athletic field, for building a new preschool for the school district.

2009 Administration N/A

M Continue to utilize the Seward building without adding on or expanding the building. Monitor the condition of the classroom modulars. Do not replace the modulars.

2007 Administration N/A


• A new architectural firm has been selected. • Conceptual architectural plans are drawn and submitted tot the Board. • Building are operating within capacity.


• Inspection of project completion by the district administration.

2010 Plan


Strategic Plan 2006 – Finance Action Plan for Winne bago CUSD 323 SMART GOAL #1 Prepare a long term (3-5) year financial plan for the district


• The district needs a financial plan to provide vision and support the other strategic planning committees • Input from the other committees will be a significant piece of the financial plan • The long range financial plan will validate the strategic plan with realistic expectations



A Gather assumptions including growth projections, inflation and other general cost increases from other strategic planning committees.

June ‘07 Finance Committee N/A

B Validate projections to be used in financial plan with all other assumptions. The projection of EAV should include the anticipated Lowes distribution Center and the Ethanol Plant.

Sept ‘07 Finance Committee N/A

C Project revenue projections. Local revenue will be projected using EAV and tax rates, taking into account tax caps, abatements and other limiting factors. State revenue will be projected using the enrollment projections and assumptions on Illinois state aid. Federal funds will also be projected.


D Project expenses based on projections of student enrollment, headcount projections, and cost increase assumptions.


E Include need and timing of capital expenditures including any building additions or new construction.


F Gain understanding of bonding limits, and timing for referendums.


G Finalize Plan Sept ‘07 Finance Committee N/A H Approve Plan Nov ‘07 Board of Education N/A Evidence of Progress and Success:

• Growth projections are continually updated. • Revenue projections are continually reviewed and updated. • The Board approves financial plan.


• Board monitors progress.

2010 Plan


Strategic Plan 2006 – Finance Action Plan for Winne bago CUSD 323 SMART GOAL #2 Project fund balances and establish goal for each fund balance


• The state requires that the district operates on a balanced budget • Each fund within the budget needs to be balanced or a plan of improvement needs to be filed with the State • The Board needs to work toward a goal for fund balances



A Establish goal for three months of operating expense, six months, nine months, or other goal.


B Breakdown the 3-5 year financial projection by fund.


C Evaluate projections against goal


D Each area creates specific budgets. Sept ‘07 Business Manager N/A E Administrators operate within given budget 2007-2008 Administration N/A


• Financial projections are developed and reviewed by fund. • The Board approves financial plan. • Administrators operate buildings and programs within given budget


• Superintendent monitors progress.

2010 Plan


Strategic Plan 2006 – Finance Action Plan for Winne bago CUSD 323 SMART GOAL #3 Develop financial information to be communicated with the public (State of the District)


• Taxpayers of the district should have information on the financial state of the district • Future referendums will be aided by more shared information



A Brainstorm what information to share. • The correct information needs to be communicated • Assumptions need to be clear for future analysis • It should not be complicated and confusing, but

clear, simple and helpful • It should be communicated on a regular basis once

started. • It should include cost reductions implemented and

grants applied for or secured.

Sept ‘07 Finance Committee / Communications Director

NA

B Determine timing of communication

Sept ‘07 Communications Director NA

C Develop information for first communication

Sept ‘07 Communications Director NA

D Approve release of information

Sept ‘07 Superintendent NA


• Financial information is communicated to internal and external groups. •

Methods to Gather Evidence (Data Collection): • Superintendent monitors progress.

Strategic Plan 2006 – Ideal Learner Action Plan: Cu ... · PDF fileSpring 2007 Strategic...

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Transcript of Strategic Plan 2006 – Ideal Learner Action Plan: Cu ... · PDF fileSpring 2007 Strategic...