STRATEGIC PLAN JUNE 2017
Table of Contents Message from Our Superintendent .................................................................... 2 Core Beliefs, Vision and Mission ......................................................................... 3 Key Areas and Strategies .................................................................................... 4 Strategies, Target Areas and Specific Results...................................................... 5 Staffing/Human Resources ................................................................................. 6 Student Success .................................................................................................. 8 Growth/Facilities .............................................................................................. 10 Technology ....................................................................................................... 11 Community Partnerships .................................................................................. 13
Vision 2020
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In January 2017, the Canyon Independent School District’s Board of Trustees, Superintendent and Executive Cabinet began our Vision 2020 Strategic Planning process. Throughout this endeavor, CISD gathered input from parents, teachers, and administrators in order to develop plans to best serve our students and community.
Message from the Superintendent Darryl Flusche Our journey for setting the future direction of Canyon ISD began in January 2017. This venture titled, Vision 2020, was launched by our Board of Trustees and district leaders. With an optimistic approach for our students, we reflected on our beliefs, vision and mission for Canyon ISD. Our team stepped forward with a desire to expand and improve opportunities for our students and forged a new vision which draws the mindset for our staff and our community, “Empowering Lifelong Success”. From this vision, five key areas were identified as the focal points to advance CISD to a higher level. The key areas are Staffing/Human Resources, Student Success, Growth/Facilities, Technology and Community Partnerships.
“Our Vision 2020 Plan represents the voice of our school community in expressing an ambitious vision for Canyon ISD. The plan is surrounded with pride, commitment and determination in fulfilling the opportunities for every student to reach his or her highest aspirations.”
Stakeholders representing the entire Canyon ISD community were invited to be a part of the Vision 2020 Strategic Planning Committee. Parents, community members, business representatives and staff participated on the action teams which met multiple times during this Spring. Action teams learned of our current reality. From there, the participants extended their thinking to describe what a preferred future could be in each area for CISD. Following their research and discussion, these teams drafted specific result statements with suggested action steps for each key area. This work serves to chart the optimal course for Canyon ISD.
Board of Trustees: Sam Spradlin, President Katharyn Wiegand, Vice-President Bruce Cobb, Secretary Jim Murphy, Associate Secretary Linda Hinders, Member Randy Darnell, Member Bill Jenkins, Member Darryl Flusche, Superintendent
Executive Cabinet: Heather Wilson, Chief Financial Officer Robyn Cranmer, Executive Director of Support Services Paul Kimbrough, Executive Director of Human Resources Cameron Rosser, Executive Director of Curriculum and Professional Development
Our Vision 2020 Plan represents the voice of our school community in expressing an ambitious vision for Canyon ISD. The plan is surrounded with pride, commitment and determination in fulfilling the opportunities for every student to reach his or her highest aspirations. The Canyon ISD Board of Trustees approved the final Vision 2020 Strategic Plan on June 12, 2017. We are fortunate to be part of a community who works collaboratively to hold in high regard, the needs of our children.
Darryl Flusche
Vision 2020
Darryl Flusche Superintendent
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Core Beliefs, Vision and Mission Canyon ISD’s Board of Trustees and Executive Cabinet went through an exercise called, “Profile of a Graduate.” They collaborated and discussed skills, attributes and traits our students must be taught by the time they graduate. As a result, they developed Core Beliefs, Vision and Mission statements to guide our endeavors ensuring CISD produced students with those skills, traits and attributes.
Core Beliefs
Vision 2020
We Believe… ▪ Learning is a result of high expectations and challenging experiences fostering a strong work ethic ▪ People are our greatest resource to advance the highest potential in our students ▪ A partnership between the home, community, and school enables every student to pursue their interests or strengths ▪ Our commitment is to find the preferred pathway for every student ▪ By building our student’s self-confidence they will gain a competitive edge to engage in new opportunities
Vision
Empowering Lifelong Success
Mission
The mission of CISD, in partnership with parents and community, is to empower students through academic and character development to obtain lifelong success as servant leaders. PAGE 3
Key Areas and Strategies We asked parents, teachers, administrators and community members what opportunities and challenges they believed Canyon ISD faces in the next 3 to 5 years. Over 150 ideas and suggestions were generated with varying similarities and differences. On January 22, 2017, our Board of Trustees took these ideas and pinpointed 5 Key Areas as the focus during our Vision 2020 strategic planning process. CISD’s Executive Cabinet developed a strategy for each Key Area to guide the work of our Action Teams.
Vision 2020
Staffing / Human Resources
We will recruit, develop and retain exceptional staff to serve our students.
Student Success
We will ensure each student is empowered with a competitive edge for lifelong learning.
Facilities / Growth
We will optimize resources to enhance educational opportunities and manage growth.
Technology
We will utilize innovative technology to build engaging experiences.
Community Partnerships
We will actively engage and collaborate with parents, community and business partners. PAGE 4
Strategies, Target Areas and Specific Results Staffing / Human Resources We will recruit, develop and retain exceptional staff to serve our students. 1.1 Recruit
Hire highly qualified personnel through a variety of means of recruitment and interview processes.
1.2 Retain and Develop
Employee turnover will be reduced and employee retention will be increased.
Student Success We will ensure each student is empowered with a competitive edge for lifelong learning. 2.1 Individual Student Pathway
Enhance every student’s educational experience to achieve day to day growth toward lifelong success.
2.2 Expansion of Programs and Curriculum
Investigate and create a system for tracking each student’s pathway K-12 and beyond in order to monitor student success and effectiveness of programs.
2.3 Teacher Growth Continuum
Establish specific opportunities for all staff to develop and remain current in the areas of educational best practices, relevant technology, and socio-emotional development of students.
Facilities / Growth We will optimize resources to enhance educational opportunities and manage growth. 3.1 Planning for Growth
Meet growth needs through a short term plan that anticipates and plans for enrollment gains and is aligned with a dynamic long range facility master plan.
3.2 Equitable Facilities
Provide, equip and maintain equitable facilities that promote an engaging learning environment and promote productivity to all.
3.3 Funding Opportunities
Evaluate critical funding issues and communicate to stakeholders.
Technology We will utilize innovative technology to build engaging experiences. 4.1 Resources
Canyon ISD students will have access to current technology.
4.2 Support
Canyon ISD will provide professional development for teachers to promote 21st century learning skills.
4.3 Community
Canyon ISD will provide opportunities for community to support student learning.
4.4 Infrastructure
Canyon ISD will acquire and maintain a technology infrastructure that supports learning needs and future.
Community Partnerships We will actively engage and collaborate with parents, community and business partners.
Vision 2020
5.1 Building Partnerships
Establish and build relationships with businesses, community and parents to support student and district success.
5.2 Communication
Evaluate and improve the communication pathways of the District and campuses.
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Staffing / Human Resources We will recruit, develop, and retain exceptional staff to serve our students.
Hire highly qualified personnel through a variety of means of recruitment and interview processes. ▪
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1.1 Recruit
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Utilize the attractiveness of our community as a recruitment tool by working with community and local realtors. Develop a relationship with targeted universities, such as West Texas A&M and Texas Tech. Assess current salary scale for competitiveness compared to other districts using the TASB salary survey analysis. Explore ways to incorporate performance based interviews in the interview process at the campus level. Develop a career track in order to educate teachers about the requirements for different positions in teaching, counseling, administration, etc. Ensure student teachers are paired with effective teachers, who will be a positive influence toward student teachers and their desire to work for the district. Collaborate with Technology Department to create an inviting website to help attract potential applicants. Explore other organizations as potential means for advertising positions.
1 Action Team Members Leaders: Paul Kimbrough Paige Tebeest
Members: Claudia Burkett Channing Butler Gary Hinders Lana Jasper Shannon Lang Caryn Martinez Bill Miller Will Miller Brenda Perkins Nick Renteria Steve Rubio April Snelson Nate Stroh Lanea Tipton Joel White Jared Wirt
“I like how we all played a part in coming up with what is best for our district teachers, community, but, most importantly, our students.” Jodi Stary, Teacher
Vision 2020
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Staffing / Human Resources We will recruit, develop, and retain exceptional staff to serve our students.
Employee turnover will be reduced and employee retention will be increased.
▪ Provide employees with annual survey to gauge morale, ▪
1.2 Retain and Develop
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Vision 2020
working conditions, professional development needs, and facility needs. Assess current salary scale for competitiveness compared to other districts using the TASB salary survey analysis. Provide first year teachers with an academy to help instill the culture and expectations of the district. Invite community and business leaders to share their leadership advice with potential district leaders through Aspiring Administrators Academy. Provide all departing employees an exit interview to provide comments to the district. Develop a mentor program that would train current staff members interested in mentoring first year teachers and teachers new to the district. Partner with the Curriculum Department to provide professional teaching staff with relevant instructional techniques and strategies to enhance student achievement.
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“I feel leadership is the key to keep staff coming back every year. When talking to teachers that were employed for more than 20 years, they said their school staff were ‘family and still are.’” Kelli Henson, Parent PAGE 7
Student Success We will ensure each student is empowered with a competitive edge for lifelong learning.
Enhance every student’s educational experience to achieve day to day growth toward lifelong success. ▪ ▪
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2.1 Individual Student Pathway
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Analyze comparable district data to identify strengths Canyon ISD could use to improve our own systems. Develop a system to analyze state assessment data to focus on strengths and weaknesses of special populations (SPED, 504, ECD, At-Risk, GT, ESL, etc…). Research effectiveness of various practices with homework. Research and develop K-12 curriculum for teaching students interpersonal skills (soft skills). Investigate, align and/or refine interventions (academic and behavior) for special student populations (SPED, At-Risk, SSI, ESL, etc…). Research and provide non-traditional ways in which students are able to receive credit beginning in junior high. Evaluate each school’s culture and determine its impact on student success. Analyze course offerings to improve the impact of student voice. Survey student aptitudes and aspirations, K-12, to create pathways for a competitive edge.
“I dream of a time when every student and teacher is on their own personal path to excellence and excited about learning.” De-Vonna Clark, Teacher
Vision 2020
2 Action Team Members Leaders: Cameron Rosser Bridget Johnson Yolanda Delaney Marc Hamil
Members: Susan Allen Cara Bradshaw Devonna Clark Bruce Cobb Celeste Corman John Forbis Tawna Haggard Sheri Hildinger Nicole Johnston Leslee Justice Kristi Keeler Tori Klose Brandi Lang Alan McCarty David Neeley Brandi Parker Michelle Pharis Jeff Scwartzenberg Teresa Soria Jodi Stary Misty Sutton Whitney Trammell Becky Usleton Emma Webster
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Student Success We will ensure each student is empowered with a competitive edge for lifelong learning.
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Investigate and create a system for tracking each student’s pathway K-12 and beyond in order to monitor student success and effectiveness of programs. ▪
2.2 Expansion of Programs and Curriculum
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Complete campus-based needs assessment to identify and evaluate current advanced education/career certification programs, initiatives, and/or partnerships. Identify priorities and develop an implementation timeline based upon the campus-based needs assessment data. Explore CTE, career, Gifted-Talented, and other enrichment opportunities in grades K-12. Investigate systems to create a culture of ensuring motivation which fosters student ownership of their own learning. Expand alternative programs and opportunities to prepare students for college and/or careers. (i.e, languages, arts, and vocational). Gather research on Canyon ISD students beyond graduation. Explore methods to improve individual student advocacy and mentoring. Evaluate reasons students leave Canyon ISD before graduation and avenues to support and retain them.
Establish specific opportunities for all staff to develop and remain current in the areas of educational best practices, relevant technology, and socio-emotional development of students.
▪ Analyze comparable districts to investigate their teacher growth continuum ▪
2.3 Teacher Growth Continuum
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Vision 2020
practices which relate to their success. Investigate ways to ensure quality vertical and horizontal collaboration, prekindergarten through postsecondary. Provide all teachers with ongoing training and resources through differentiated growth opportunities to improve instruction and student achievement. Gather staff input to identify areas to address through Canyon ISD’s growth continuum. Analyze data to identify the current use of instructional time and develop district best practices for maximizing instructional minutes. Determine the needs to support growth opportunities of teachers in the areas of social, emotional, and academic student success. Research and provide growth opportunities to ensure an equitable experience for our students in the areas of grading, instruction, and homework. PAGE 9
Facilities / Growth We will optimize resources to enhance educational opportunities and manage growth. Meet growth needs through a short term plan that anticipates and plans for enrollment gains and is aligned with a dynamic long range facility master plan.
3.1 Planning for Growth
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3.2 Equitable Facilities
Research and evaluate the advantages of building an additional high school. Evaluate the need for additional educational facilities, including high school, junior high and elementary school. Evaluate current demographic data, population growth, as well as, future land developments to determine placement of new schools. Evaluate the need for boundary adjustments to maximize each campus capacity.
Provide, equip and maintain equitable facilities that promote an engaging learning environment and promote productivity to all.
▪ Provide relevant technology resources for all (dark fiber/infrastructure). ▪ Assess existing facilities and develop a baseline of equitable standards for existing CISD campuses and future schools. Evaluate critical funding issues and communicate to stakeholders.
▪ Create a communications plan to provide timely
3.3 Funding Opportunities
Vision 2020
and accurate financial information to stakeholders, including critical funding issues to foster a better understanding and support of the district. ▪ Create a CISD Growth Management Committee to develop plans for growth, equipment needs (technology and transportation), and upgrades to existing facilities. ▪ Solicit corporate sponsorships to support operational activities to the District. ▪ Investigate the maximization of all resources (golden pennies).
3 Action Team Members Leaders: Heather Wilson Derek Criswell Kirk Self Jeff Millner
Members: Melissa Bickel Casey Bradshaw Shane Brooks Jon Behrens Brandon Finke Tina Finke Tim Gilliland Lisa Harris Kelli Henson Randy Hochstein Cherri Johnson Wade King Cortney McCarthy Jay Pharis Russ Reneau Randy Rikel Maranatha Southerland Bryan Sparks Stuart Sutton Jeremy Viermann Doug Voran
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Technology We will utilize innovative technology to build engaging experiences.
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Canyon ISD students will have access to current technology.
▪ Evaluate the district’s current technology by grade level ▪
4.1 Resources
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and subject area. Research new available technology resources to meet the district's instructional needs. Investigate potential funding sources for new technologies. Implement a pilot program to evaluate potential technologies. Teachers involved in pilot program will communicate success and potential issues with District support. District support will evaluate feedback and decide best plan of action.
Canyon ISD will provide professional development for teachers to promote 21st century learning skills.
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4.2 Support
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Evaluate the technology proficiency skills teachers need to be proficient for their subject and grade level. Create a proficiency list per subject and grade level. Create a system for teachers to access opportunities to learn skills listed for their subject area and grade level. Create a system for teachers to demonstrate proficient skills in their specific subject area. Determine ways professional development can be brought to teachers. Create and provide professional development in a variety of ways to meet specific learning needs. Create a plan to track District technology proficiency to determine further technology needs.
Action Team Members Leaders: Michael Keough Chris Norton
Members: Jennifer Auburg Mike Callahan Mandie Duggan Ashley Fortner Jeff Fortner Mavis Jennings Tina Jones Micah Ladd Brandie Morgan Kelisa Nelson Stephanie Newcomb Heather Peoples Tina Renteria Justin Richardson Shelly Willeford Kaylie Massie “It is impossible to stay ahead of technology. It’s good to hear that CISD is addressing the need and emphasizing integration of technology into all learning.” Susan L. Allen, Community Member
Vision 2020
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Technology We will utilize innovative technology to build engaging experiences.
“Technology is integrated into every aspect of modern life, so it is very important that it be integrated into every aspect of education as well.” David Neeley, Parent
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Canyon ISD will provide opportunities for community to support student learning.
4.3 Community
4.4 Infrastructure
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Evaluate methodologies of informing stakeholders regarding district devices and resources for classroom instruction. Establish steps for disseminating information to stakeholders in regard to district devices and resources for classroom instruction.
Canyon ISD will acquire and maintain a technology infrastructure that supports learning needs and future. goals. ▪ Evaluate bandwidth, filter, and technology tools.
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Assess district needs. Research current innovations. Ensure district devices and infrastructure are on a standardized cycle for replacement.
“Upgrading our technology infrastructure is vital to creating an environment to engage our students through technology.” Jay Pharis, Parent
Vision 2020
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Community Partnerships We will actively engage and collaborate with parents, community and business partners. Establish and build relationships with businesses, community and parents to support student and district success.
▪ Research ways to run a District campaign/Vision 2020
5.1 Building Partnerships
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marketing. Evaluate current business partnerships and formulate ways to build new ones. Research ways to recognize current partnerships in the district. Determine the needs of the district and communicate those needs to businesses, community and parents. Develop ways to build new partnerships that support and align with district goals.
Evaluate and improve the communication pathways of the District and campuses.
▪ Survey campuses to determine pathways of
5.2 Communication
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communication used. Research methods to communicate information out to the community. Evaluate and research websites which are user friendly and have accessible information. Implement and promote different types of communication pathways. Train employees on communication pathways. Inform parents and students about common communication pathways used in the District and at each campus.
5 Action Team Members Leaders: Robyn Cranmer Montess Callahan April McDaniel
Members: Angie Boyles Cortni Hudspeth Carissa Wingate Kandi Kempf Chris Lang Erin Miller Jeremy Payne Bailey Wise Christi Rawls Todd Morgan Kent Keeler Denese Skinner Shawn Neeley Carol Wilson Kristen Frankovich Brittany Bacon Stephanie Rempel Christy Campbell Jenifer Payne
“The importance of communication with parents and the consideration of the best ways to do this is definitely something that will improve participation and understanding from our parents, as well as, other community members.” Shane Brooks, Parent
Vision 2020
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