District Educational Update - 2024/2025 Focus
The Superintendent and CFO Sharon Smith presents the Sand Creek Community Schools' commitment to preparing students for successful lives through continuous improvement goals focusing on student academics, behavior, and overall well-being. Strategies include enhancing culture and climate, curriculum, and social-emotional learning. Emphasis is placed on data-driven decision-making, with various sources of data collected regularly. The superintendent's goals align with monitoring student assessments, attendance, and school climate. The district's specific focus involves dedicated time for staff to analyze assessment data and develop a strategic plan based on community input and data collection efforts.
Download Presentation
Please find below an Image/Link to download the presentation.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.
You are allowed to download the files provided on this website for personal or commercial use, subject to the condition that they are used lawfully. All files are the property of their respective owners.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author.
E N D
Presentation Transcript
SUPERINTENDENT QUARTERLY UPDATE Sharon Smith, Superintendent/CFO September 16, 2024
District Goals and Focus for 2024/2025 Mission Statement Sand Creek Community Schools is committed to delivering an effective 21st century educational program that prepares its students to live happy, healthy, productive and successful lives. District Continuous Improvement Goals Improve Student Academics and Behavior through the Implementation of the MTSS Framework Broad Goal that includes MTSS (Multi-Tiered Systems of Support) What is MTSS? Systems work (and part of our school improvement efforts) that works to ensure we have all systems and processes in place to meet the needs of each and every student.
District Goals and Focus for 2024/2025 Mission Statement District Continuous Improvement Goal Strategies 3 main district strategies Culture and Climate Curriculum and Instruction SEL (Social Emotional Learning)
District Goals and Focus for 2024/2025 Mission Statement District Continuous Improvement Goal Strategies Several programs, activities, initiatives that support Strategies
District Goals and Focus for 2024/2025 Specific Focus for 2024/2025 Data, Data, Data! Cannot make a pig fat by weighing it. We have several sources of data we collect regularly. M-Step (state assessment) Spring each year NWEA (3 times per year) Culture/Climate Surveys (2 times per year) Classroom Assessments, SWIS Referral tracking, Attendance Data Daily basis Time to Dig In and start looking at data Examples from first PLC
Superintendent Goals and Focus for 2024/2025 Data Sources for Monitoring Assessments NWEA, M-Step, District Assessments Attendance MIPHY Data SWIS PBIS Tracking Discipline Referrals Culture/Climate Surveys
District Goals and Focus for 2024/2025 Specific Focus for 2024/2025 Half day PLC Dedicated time for instructional staff to dig into assessment data Dedicated support staff meeting to dig into other data sources (surveys, etc.) Strategic Plan Three-to-five year Strategic Plan Includes community and staff input events, surveys and other data collection efforts Through this feedback, we will look at strengths, opportunities and future goals of where we want to go; then prioritize and focus our efforts to get there. Strategic Retreat involves 30-40 stakeholder representatives
District Goals and Focus for 2024/2025 Specific Focus for 2024/2025 Quarterly MICIP (continuous improvement committee meetings) Continuous Improvement: Review, Monitor, Amend as needed Review data from PLC work What are the strengths? What are the weaknesses? Are changes needed to improve? Are current activities and initiatives working? Why or why not? Implemented with fidelity? Are their barriers? How can barriers be addressed?
District Goals and Focus for 2024/2025 Sinking Fund Proposal Safety Updated Emergency Operation Plan Threat Assessment Team Training Training with local law enforcement to work out lockdown, evacuation and reunification plans and training Culture and Climate, Communication and Perception Represent Sand Creek Schools well 1SC Staff, Students, Parents Inside our building, on the bus, on the athletic field, court or bleachers, in all extracurriculars, on Social Media, in the public (1SC after 3) Communicate well The only way to fight mistruths is to ensure we are communicating well and accurately Maintain district sources are the official communication sources
District Goals and Focus for 2024/2025 Proactive Coaching / Leadership Training (Stronger Connections Grant) Students Coaches/Staff Parents Accountability Continue to focus on 1SC expectations and values (PBIS) *For All 100% Safe 100% Effort Cultivate ownership Choose responsibility Show Respect
District Goals and Focus for 2024/2025 What are the DIT and BIT, and what do they do? DIT District Implementation Team DIT team serves also as our MICIP Continuous Improvement Team Overview of processes and programs to ensure we have process, procedures and communication tools in place Ensure fidelity Hear reports from BITs Ensures continuity of school improvement process BIT Building Implementation Team Review activities and fidelity of implementation Review data and needs sunsets or new program/curriculum needed Follow processes Hexagon tool/Barrier Tool/Hiring process/Communication tool
Superintendent Goals and Focus for 2024/2025
Superintendent Goals and Focus for 2024/2025 Culture, Climate, Communication Data, Data, Data Strategic Plan
Superintendent Goals and Focus for 2024/2025 Culture, Climate and Communication Staff Empowerment and ownership Dedicate time in my schedule to visit all work areas: classroom, cafeteria, playground, bus, etc. Continue working to improve my communication and the district s communication Support time for more department group meetings with focused agendas Benefits of eye to eye and face to face. All-Staff Friday Updates (payday Fridays) Personal acknowledgements Quarterly In-Service for all staff (half days)
Superintendent Goals and Focus for 2024/2025 Culture, Climate and Communication Student, Parents, Community Quarterly updates at board meetings on District and Superintendent Goals Quarterly Meet with the Superintendent events Support time for more department group meetings with focused agendas Benefits of eye to eye and face to face. Continue efforts to be present and support student events and activities Superintendent Videos Quarterly Newsletters Feedback from Surveys
Superintendent Goals and Focus for 2024/2025 Culture, Climate and Communication Board Weekly Board Updates via email Quarterly updates at board meetings on District and Superintendent Goals Monthly board meetings Periodic committee meetings Evaluate and report on progress of goals
Superintendent Goals and Focus for 2024/2025 Data, Data, Data Continue with continuous improvement efforts for district and personally thru use of data Use feedback evaluations from all meetings to make staff meetings and school improvement meetings more effective Provide and support time for staff to dig into data Half day PLC Dedicated time for instructional staff to dig into assessment data Dedicated support staff meeting during each half-day PLC
Superintendent Goals and Focus for 2024/2025 Future reports will include some data reports
Superintendent Goals and Focus for 2024/2025 Strategic Plan Strategic Plan Three-to-five year Strategic Plan Includes community and staff input events, surveys and other data collection efforts Through this feedback, we will look at strengths, opportunities and future goals of where we want to go; then prioritize and focus our efforts to get there. Strategic Retreat involves 30-40 stakeholder representatives
