SCUCISD District Annual Action Plan 2016-2017 Priority 1: High Achievement for All Students/Quality 15/16 Results

Priority 2: High-performing and Engaged Workforce

Goal 1.1: increase % of all students who meet or exceed minimum STAAR standards combined over all tested subject areas.  Incremental Goal for 2015/16 = 86%  Stretch Goal for 2017/18 = 90%

16/17 Goal 82% 88% Goal 1.7: Increase % of students who score at or above college entry criterion on SAT/ACT Examinations. 15/16 Results

15/16 Results

15/16 Results

Priority 3: Effective and Efficient District and Campus Operations

SUMMATIVE MEASURES

Goal 2.1 Increase percentage 80% of participants who respond in top 3 (of 7) scoring bands in workforce satisfaction on SCUC annual staff survey.  Incremental Goal for 2015/16 = 72%  Stretch Goal for 2017/18 = 80% 15/16 Results

70%

16/17 Goal

76%

15/16 Results

Goal 3.3: Increase percentage of respondents to District Questions on the community and student engagement survey(s) responding with overall satisfaction.  Incremental Goal for 2015/16 = 86%  Stretch Goal for 2017/18 = 90%

15/16 Results 16/17 Goal 91% 92% Goal 3.3 – NOTE: New measurement tool will be implemented in 2016-2017.

 Incremental Goal for 2015/16 = 44%  Stretch Goal for 2017/18 = 60% 15/16 Results

30%

16/17 Goal

52%

Goal 1.7 – NOTE: Board has requested to recalibrate 15/16 Goal 1.8: 90% of students reading on Grade Results Level by the End of 2nd Grade. (Istation)  Incremental Goal for 2015/16 = 86%  Stretch Goal for 2017/18 = 90% 15/16 Results

71%

16/17 Goal

88%

Goal 1.8 – NOTE: We changed measurement instrument 15/16 Goal 1.10: 90% of secondary (7-12) students Results participate in high-quality extra-curricular

activities.

 Incremental Goal for 2015/16 = 88%  Stretch Goal for 2017/18 = 90% 15/16 Results

89%

16/17 Goal

NOTE:

NOTE:

How we went from 19 goals to 6… In narrowing the 19 smart goals, we utilized three criteria: 1) Weak performance areas 2) Underlying goals- foundational goals 3) Anything critically important to local community

Process Monitoring Spring 2017 Process monitoring measurement is based on “what we did” (completion of task) not “how we did.” Not Yet Started In Progress Completed

89%

• Leading Data: Common Assessments • Evaluation/Walk-throughs • Collaborative conversations through Professional Learning Communities • Campus and classroom visits/observations • Progress on RTI processes and protocols of pilot group • 2nd Grade reading: iStation • Extracurricular Activities Report

PROCESS MONITORING

• Team 1 District Services Survey (Fall) • Mid-Year Themes from Senior Leader Rounding • Staff Advisory SWOT

• Team 1 District Services Survey (Fall) • Student Advisory Group Survey • Satisfaction Survey at CCAC

• Progress on Professional Development Map

• Team 1 District Services Survey (Spring) • Parent/Community Survey (Spring)

• Staff Turnover Rate – TAPR Report Mid-Year

• DIC SWOT • Team 1 District Services Survey (Spring)

SCUCISD District Annual Action Plan 2016-2017 Priority 1: High Achievement for All Students/Quality

Priority 2: High-performing and Engaged Workforce

SCUC Senior Leaders shall:

SCUC Senior Leaders shall:

STRATEGIC ACTIONS

• …build systematic approach(s) to ensuring a guaranteed and viable curriculum, which includes an outside evaluation (Curriculum Audit) which will assess the written, taught and assessed curriculum. • …build a balanced assessment strategy which includes: o District Common Unit Assessments o Clear and Transparent Grading Guidelines • …deploy the Texas-Teacher Evaluation System (TTESS) in a way that aligns to four critical questions (PLC) and SCUC Belief Statements. • …ensure well deployed and consistent systems of interventions which includes utilization of 6 pilot campuses and integration of front-line staff needs.

• Measure – Team One Meetings  Sep/Nov/Dec/Feb/Mar/Aug • Report Out – Board Meetings  Oct/Dec/Jan/Mar/Apr/Sep

Priority 3: Effective and Efficient District and Campus Operations SCUC Senior Leaders shall:

• …develop and maintain a systematic process for all SCUC employees to express capability and capacity needs and then receive meaningful and engaging learning and development.

• …develop and maintain a systematic process designed to share the district’s success stories of our students and community with internal and external customers and stakeholders.

• …develop and deploy a formal protocol for defining the path to leadership in every campus and department (system-wide). This will include Aspiring Leadership Academies for Instruction and Operations. • …work to ensure that benefit package is the most robust that SCUC ISD can afford to undertake. This includes a robust communication protocol for this item. • …develop and deploy senior leader rounding protocol to engage senior leaders, board members, and school leaders in purposeful conversations for process improvement and to identify areas for recognition. • ...work to ensure a valid, reliable professional evaluation instrument is developed and deployed for every employee group.

• …develop and deploy systematic processes to provide opportunities to listen, learn and respond to customer and stakeholder feedback.

MEASURE STRATEGIC ACTIONS/REPORT OUT

• Measure – Team One Meetings  Oct/Jan/Apr/Aug • Report Out – Board Meetings  Nov/Feb/May/Sep

Measuring Strategic Actions Spring 2017 Strategic Actions are measured based on the level of deployment of the specific action, not on “how we did” (strategic goal) or “what we did” (completion of task).

• …ensure systematic processes are developed and deployed to foster continued organizational development through two-way communication with District Partners and Collaborators.

• Measure – Team One Meetings  Oct/Jan/Apr/Aug • Report Out – Board Meetings  Nov/Feb/May/Sep

An approach has not yet been developed. An approach has been developed to address requirements needed to achieve desired results. The approach has been communicated and is being reviewed and refined through cycles of listening and learning.