2018-2019SPRINGIMPROVEMENT CYCLE

The Belvidere Community Unit School District #100 underwent a community-wide strategic planning process during the 2016-2017 school year. That process identified 5 Pillars that would move the district toward its stated mission to Empower all Learners to Achieve Personal Excellence, and an overarching goal for each of those pillars.

This report provides a summary of the work that is currently happening in the school district in regards to those goals, and is updated three times annually in the fall, winter, and spring.

This report is divided into three sections:

1) Goals: An executive summary of strategies utilized in the most recent improvement cycle;2) Key Indicators: High level data points that are monitored and benchmarked;3) Strategy Highlights: A rationale for selected recent strategies that are discussed in greater length at a regularly

scheduled board meeting where the improvement cycle is publicly reported.

Respectfully submitted,

Dr. Woestman, Superintendent2

Introduction

DISTRICT 100 PILLARS & GOAL STATEMENTSSTUDENTS PEOPLE COMMUNITY QUALITY RESOURCES

We will provide a quality education for all students to

ensure career, civic, and college

success.

We will ensure trust, effective collaboration,

innovation, and engagement to

foster a professional work

environment.

We will ensureexcellent service to our students,

their families, and our community.

We will use effective

practices to ensure the

highest quality education for our

students.

We will ensure excellent

stewardship of community resources to achieve our

district’s mission, vision, and goals.

Annually we have three improvement cycles: fall, winter, and spring.

18 - 19GOALSPILLAR 1:STUDENTS

Student Achievement

This text identifies the specific target set for our district to achieve during the current school year; the goal does not change throughout the year.

This section explains the work our school district is doing to move us toward achieving the goal identified These statements are updated each cycle..

Career Endorsement

This text identifies the specific target set for our district to achieve during the current school year; the goal does not change throughout the year.

This section explains the work our school district is doing to move us toward achieving the goal identified These statements are updated each cycle..

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pillar identified in the strategic plan

A “stoplight” for each target lets you know if we’re:

Complete or on track Needs adjustments

Off track. needs attention.

Each pillar has at least one measurable target for the year.

Each target is addressed through multiple strategies that we develop, implement, study, and then improve throughout the year.

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This page is provided to help you understand how this report is structured and what information it provides.

18 - 19GOALSPILLAR 1:STUDENTS

Student Achievement

We will achieve expected growth in ECRISS at all schools and in all grade levels using the Spring Scores.

Spring results showed that the district met expected growth in all grade levels for math and reading except two: 5th and 6th grade math. All of our schools met overall expected growth at the school-level in math and reading. All of our subgroups met expected growth in English Reading and English Math.

Career Endorsement

We will ensure all 9th graders are on track to earn a career endorsement.

New courses have been added to the IT and Health Sciences endorsements. Summer training is being offered to align curriculum and train staff so our students can receive early college credit for five district courses. The district has is working with Ed Systems to enter information into the web based reporting tool which will be used by the state to accept districts endorsement plans.

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Student Engagement

We will create baseline for student engagement.

After exploring multiple Student SEL/Engagement tools, Panorama was selected and administered to a group of approximately 665 students from 8 of our buildings. Teams of teachers were able to provide feedback on the process that will help inform a larger roll out in the future.

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18-19GOALSPILLAR 2 & 3:PEOPLECOMMUNITY

Employee Engagement

We will maintain our Employee Engagement score above 4.3 using the Fall score.

Fall scores dropped to 4.17. We did however earn Great Places to Work certification for the 2nd year in a row.

Our principals and district leaders made a concerted effort to "round" with their direct reports on a regular basis.

District Support Services

We will increase our District Support Services score from a 4.23 to a 4.28

Spring 18 average was 4.14 compared to 4.23 last Spring when comparing Principal to Principal scores, this was an improvement from our Fall score of 4.09.

Overall, with the addition of APs and Central Office scores, our average in Spring 19 was 4.31.

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Parent Satisfaction

We will increase parent satisfaction from 3.93 to 4.03 using the annual winter score

The Fall 18 score dropped to a 3.85.

Many schools created recognition plans for students to respond to last year’s low scores in the area of “I receive positive phone calls, emails, or notes about my child from the school” or a similar statement. The PSS is an annual survey and we have not had a chance to measure the impact of this strategy.

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18-19GOALSPILLAR 4:QUALITY

HRS Certifications

We will attain 4 additional High Reliability Schools certifications.

Perry Elementary School earned their Level 1 certification. BHS, CMS, WA, MES and SWES earned their Level 2 certification. Lincoln Elementary and South Middle School earned their Level 3 certifications. The district is now one of 24 districts in the country that are High Reliability School certified.

Work Order Times

We will maintain an 80th percentile in work order completion each quarter.

Our quarterly completion percentage is in the 83rd percentile for regular work orders and 86th percentile for preventative maintenance. We have increased our overall work order completion percentage to the 84th percentile fiscal year to date..

Substitute Placement Rates

We will maintain a substitute placement rate above 90% each quarter.

Our overall placement rate was 88% for the school year, which was an improvement from our 87% rate last year, but fell short of our goal to achieve a 90% placement rate. We have entered an agreement with Kelly Services to manage our substitute placements for next year and anticipate improved results.

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18-19GOALSPILLAR 5:RESOURCES

Grant Funding

We will increase external revenue sources by $100,000

A grant writer was hired for the year and multiple grants were applied for. However, for the grants we reviewed and pursued, we were either unsuccessful in applying for grants or the grant had requirements which did not align with our plans.

Long Term Facility Usage Plan

We will present a long term facility usage plan.

All follow up town halls completed in May for boundary changes and a plan for some boundary changes was approved by the School Board. We plan to have a second recommendation on October 2019.

Furniture for 90 classrooms and other large facility projects have been reviewed by the school board and are underway

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Program Construction & Evaluation

We will present data on Program Evaluation and Review for three programs.

We completed final meetings of the year and much data was collected. PCE is a new process and we are finding our way. We will refine for next year and begin the process of tying PCE to the Evidence Based Funding Model.

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KEYINDICATORS_________PILLAR 1: STUDENTS

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pillar identified in the strategic plan

Key indicators are monitored over time.

Past data shows how we have historically measured.

Updated data is presented when available after each

improvement cycle: fall, winter, and spring.

Benchmark shows how we measure against others or a standard.

Calculation is presented as deviation from annual 1 year of growth of students on district and state administered assessments as reported by ECRISS data services.

Benchmark is presented as statistical 1 year growth ranges as provided by ECRISS data services.

KEYINDICATORS_________PILLAR 1:STUDENTS

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Calculation is presented as % of high school students enrolled in a college course while in high school.

Benchmark is presented as average of all high schools in Illinois.

Calculation is presented as % of high school students who graduate in 4 years or less.

Benchmark is presented as average of all high schools graduation rates in Illinois.

KEYINDICATORS_________PILLAR 2:PEOPLE

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Calculation is presented as 1-5 from a scored survey administered to all employees and reported by Studer Education.

Benchmark is presented as average district score across Studer Education partners, as reported by Studer Education.

Calculation is presented as 1-5 from a scored survey administered to all administrators and reported by Studer Education.

Benchmark is presented as average district score across Studer Education partners, as reported by Studer Education.

KEYINDICATORS_________PILLAR 3: COMMUNITY

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Calculation is presented as 1-5 from a scored survey administered to all employees and reported by Studer Education.

Benchmark is presented as average district score across Studer Education partners, as reported by Studer Education.

Benchmark is presented as the number of raw opens needed from our parent email database calculated to achieve the 22.23% national open rate for 2017 in the Education Primary/Secondary sector as published by Constant Contact.

Calculation is presented as the number of raw opens by parents who are sent a monthly electronic newsletter.

KEYINDICATORS_________PILLAR 4: QUALITY

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Benchmark is taken from the Council for Great City Schools 2015 Benchmarking Report.

Calculation is presented as the percentage of classrooms filled by a substitute teacher and not filled internally by a teacher. as reported by Frontline Education, our absence management system.

Benchmark is presented as work order completion rates by comparable school districts as reported by our work order management system.

Calculation is presented as the percentage completion rate within 7 days or less.

Financial Profile Rating

2016 2017 2018

KEYINDICATORS_________PILLAR 5: RESOURCES

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Benchmark is taken from the Council for Great City Schools 2015 Benchmarking Report.

Benchmark: State Breakdown

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Create baseline for student engagement

Strategy Highlight #1 STUDENT SEL/ENGAGEMENT SCREENER- STUDENT PILLAR

As a school district we regularly assess students in the areas of reading and mathematics in order to inform future instruction and ensure intervention and enrichment opportunities for those that need it. It is essential that we also look at data that provides us more information about each learner from the “whole child” perspective. Student SEL/Engagement Surveys help educators support each student’s social emotional learning and provide key information about the student’s success in school and life.

This winter, a variety of staff explored various SEL/Engagement survey tools. Panorama was selected as the tool to pilot. In early May, approximately 655 students participated in the survey that asked students to self-reflect on their critical skills an mindsets about learning. After the pilot was complete, baseline data was reviewed by school teams and the district team.

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Maintain Staff Employee Engagement above 4.3 & Increase District Support Services score from 4.23 to 4.28

Strategy Highlight #2EMPLOYEE ENGAGEMENT & DISTRICT SUPPORT- PEOPLE PILLAR

We continued our practice of measuring staff perceptions of service and engagement throughout the district. Although we were not able to reach our goal for the year in Employee Engagement, we were able to re-certify as a Great Place to Work.

Although we were not able to reach our goal for District Support services as reported by principals, we added assistant principals and central office administrators to the survey pool, creating a feedback loop that is more inclusive and provides more feedback for our district level administration team.

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Present data on Program Construction and Evaluation for three programs.

Strategy Highlight #3PROGRAM CONSTRUCTION & EVALUATION - RESOURCES PILLAR

We were able to tackle two programs this year. The first was the Math Intervention program and the second was our Instructional Coaching program. Using both local and federal resources, we were able to place math interventionists in all elementary buildings. The Impact Model will provide a summary overview of the program. In addition to measuring student growth through a number of tools, we also collected qualitative data from both students and parents. Overall the preliminary quantitative data was mixed, with some students showing expected growth and others not. As with any process, we are looking at making revisions for next year based on many of the things we found were successful this year.

We spent most of the year defining the program on the Instructional Coaching side. This winter our tech coaches created a data collection tool to record coaching interactions with staff. More than 300 coaching sessions have been captured during the second semester and we will be coding the individual responses this summer to isolate patterns. We will review the data with the IC’s in the fall to chart a course of action for the 19-20 school year.

Please visit www.district100.com/district/strat-plan for more information.