THE SCHOOL BOARD OF LEE COUNTY - · PDF fileTransportation / student assignment ... Vision 2020 is the School District of Lee ounty’s updated ... Building on the recommendations

Vision: To be a world-class school system

Order of Business

I. Call to Order

Ms. Mary Fischer, Board Chair

II. Purpose of Workshop

Long Range Strategic Planning (Vision 2020)

(Facilitators - Dr. Denise Carlin/Ms. Cindy McClung)

o Welcome; Review Goals for Today

(Dr. Carlin/Ms. McClung - 15 mins.)

o Conclude Discussion of Superintendent’s FY17 Evaluation (Dr. Carlin/Dr. Adkins/Board Members - 60 mins.)

o Consider Long-Range Priorities: Business Services

(Dr. Desamours/Board Members – 60 mins.)

o Break

(10 mins.)

o Consider Possible Strategies (Dr. Carlin/Ms. McClung/Board Members – 20 mins.)

o Review Next Steps (Dr. Carlin – 15 mins.)

III. Board Member Discussion

IV. Board Attorney/Superintendent’s Comments

V. Good of the Order

VI. Adjournment

THE SCHOOL BOARD OF LEE COUNTY

BOARD WORKSHOP AGENDA

October 17, 2017

2:00 p.m.

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The School Board of Lee County encourages public input into decisions made by this Board in a courteous and educational manner. To ensure the rights and opportunity for

hearing diverse opinion the following procedures must be followed:

IF YOU WISH TO SPEAK AT TODAY’S SCHOOL BOARD MEETING REGARDING AGENDA ITEMS OR

ANY MATTER RELEVANT TO THE OPERATION OF THE SCHOOL DISTRICT YOU MUST…

1) Completely fill out a blue card located at the back of the Board Room; 2) Give the blue card to the Secretary or the Board Attorney in the Board Room, BEFORE THE START of the meeting.

Rules for Speaking: Speakers will be called in order of receipt of cards. At a Regular or Special Meeting speakers addressing agenda items or any other matter relevant to the operation of

the School District will make comment at the beginning of the meeting. Each speaker will be allowed three (3) minutes speaking time unless the number of speakers is greater than 20, in

which case each speaker will be allowed up to two (2) minutes of speaking time. If the number of speakers is greater than 30, speakers will be allowed one (1) minute.

Please state your name for the record before you begin your speech. As each speaker nears the end of their speaking time, the School Board Attorney will instruct the speaker to conclude.

Please conclude speaking at the end of the time period allotted. Failure to stop speaking when directed to do so by the School Board Attorney and after a warning issued by the meeting chair may result in being required to leave the meeting.

No Speakers may yield their time to other people. Speakers and the public attending the meeting are expected to act in a respectful manner. Those who fail to do so

after being warned by the meeting chair may be required to leave the meeting. Attacks on individuals are prohibited. Speakers may ask questions during their comments, but will not engage in dialogue with Board Members. The

questions asked may be answered later in the meeting during Superintendent or Board Member comments. Speakers may also address non-agenda issues of educational relevance during public comment. If a speaker is

advocating a certain action be taken by the Board which requires the expenditure of funds, the speaker shall reveal any financial interest in the Board taking such action. If the speaker is an employee, owner, or has a financial interest in or is related to an individual who is an employee, owner or has a financial interest in an entity which provides the product or service being advocated, the speaker must reveal such interest.

IF YOU WISH TO SPEAK AT TODAY’S SCHOOL BOARD BRIEFING… All Rules are the same for speaking at a Board Briefing, except you can only speak to agenda items and it is

unnecessary to fill out a card.

THERE IS NO PUBLIC COMMENT PERMITTED AT SCHOOL BOARD WORKSHOPS.

Policy 1.11 - Adopted: 2/27/07 (Formerly: Policy 1.31); Revised: 7/31/07; Revised: 9/24/13; Revised: 1/13/15; Revised: 7/28/15 (Formerly: Policy 1.09)

Request to Address the School Board of Lee County

Please Print Information Clearly

Date: __________________________ Specific agenda item/topic you plan to address: ______________________________________________________

___________________________________________________________________________________________________________________________________

Check one: □ For Proposed Action □ Against Proposed Action □ Other

Name: __________________________________________________________ Address: ______________________________________________

City: __________________________________________________ State: _____________________ Zip: _________________________________

Note: Speakers should conduct themselves in a courteous and respectful manner.

(Please return completed form to Attorney before meeting begins.)

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10/13/2017

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Long‐Range PlanningBOARD WORKSHOP

OCTOBER 17, 2017

Goals for Today

Complete discussion of Superintendent’s FY17 evaluation

Consider long‐range priorities in the areas of

Business & Finance

Review Superintendent’s Evaluation

Using the list of comments related to the Superintendent’s FY17 evaluation, please identify:

Areas of Strength

Opportunities for Improvement

Common Themes

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10/13/2017

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Long‐range Planning: Business ServicesDR. AMI DESAMOURS, CHIEF FINANCIAL OFFICER

Business ServicesLong Range PlanningOctober 17, 2017

The Team

Ami Desamours Chief Financial Officer

Susan Malay Executive Director, Business Services

Robert Brown Director, Internal Audit

Kelly Letcher Director, Business Services

Fredrick Ross Director, Procurement Services

Mark Santiago Director, Financial Accounting and Property Records

Sonny Stelmacki Director, Food & Nutrition Services and District Warehouse

And an extremely dedicated staff in each department!

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District Funding Structure

Operating Funds - for day to day operations of the school district

Federal grants - for specific purposes or specific populations as defined in the grant

Capital dollars - for purchase of new buildings, land, technology, and maintenance of capital asset

The Challenge

Current capital plan is balanced in five year window

Capital plans during the last several years have been built based on what we can afford

Growth and age bring needs that are not reflected in the plan (unfunded capital needs)

Operating funds often do not keep pace with growth

Meeting The Challenge

Long Range Planning Strategy 1:

Develop viable revenue generation streams

Identify sources of new or increased revenue

Incorporate legislative process

Inform the public and increase public engagement

Increase information for employees

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Comprehensive Growth Plan

Effective school and department staffing models

Focus on eliminations of statutory restrictions and unfunded mandates

Managing debt

Improve alignment of resources to prioritiesMeeting The Challenge

Meeting The Challenge


Efficiency Initiatives

Reduce Costs & Increase Productivity

Energy

Transportation / student assignment

Structure of the organization

Integrated technology

Smart investments for large savings

Measuring Success

Success depends on the delivery of high quality academic opportunities for all students Deliver curriculum, equipment and materials for in–demand

programs

Attract and retain the highest quality candidates for all positions

Offer a variety of options for college and career readiness

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Measuring Success

Success is measured by: Documented cost savings

Additional revenue earned

Productivity increases--KPIs

Our Vision

World Class Teachers

World Class Programs

World Class Facilities

Innovative Solutions

Community Involvement

Fiscally Conservative Operations

World Class School System

Questions/Discussion

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Strategizing

Use your worksheet to identify priorities

What possible strategies could be used to address these?

Next Steps Strategies will be shared with staff for consideration

Reorganization workshop: November 9th

Additional long‐range planning workshops December: Information Systems and Operations

January: HR and Academic & Support Services

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Compiled Comments from September 2017 Annual Superintendent’s Evaluation

To Assist in Goal Setting

Leadership and Management

• Consider ways to empower all staff to engage with leadership and community partners.

• Show progress with branding and marketing.

• Make a stronger push in the application of quality practices in the schools, to include every level

of employees throughout the District.

• There is no Vision 2020 goal tied directly to the efficient completion of construction projects.

The processes in this area have been inadequate to meet the expectations of our community.

• Increase stakeholder involvement as we move to mid and long-term strategic planning.

• Deeper involvement by our Board Advisory Committees so that they can be proactive in their

recommendations to the Board, rather than reactive to the information provided to them.

• More proactive, timely communication with the Board on major projects.

• There is a high level of reciprocal respect seen with you amongst administrators. Some members

of staff and administrators sense that this isn’t received from all District Leadership.

Information & Communication

• Hire and implement Government and Community Relations plan.

• Focus on ways to improve the relationship between the District and parents by creating an online

system for student data.

• Maximize the use of all forms of media as a means of driving the conversations regarding our

students, staff, and schools.

• Continue implementation of Castle 2020.

• Push Vision 2020 requirement down to the schools and across every department and employee

group in the District.

• Maintain positive relationships with members of the community regardless of negative demeanor

one may portray.

Support for Teaching and Learning

• Some individual school leaders may benefit from support in communicating effectively with

school community

• Continue to work to improve quality and effectiveness of District academic support for schools.

• Continue to rely on the advice and feedback of teachers and HR professionals.

• Focus on succession plan for key positions at all levels in the District.

• Adopt a more hands on, proactive approach to school construction management. Provide the

Board with at least monthly updates on the steps being taken to improve construction

management processes as we finish BSHS and begin the High School MMM project.

• With staff, brainstorm ways to create more space for a growing student population, while keeping

costs within the constraints of what is allocated by state and local tax structures.

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• Keep Maintenance Services’ focus on Tier I and II for maintenance planning and upgrades.

Bring school maintenance functions under the management of the District Maintenance Services

Department - potential or cost savings, standardization of processes, and more equitable

maintenance throughout the District.

• Formulate plan to push green Cabinet practices down to each and every department and school

throughout the District.

Strategic Planning & Quality Improvement

• Conduct a detailed investigation of our processes for constructing schools so that all errors are

identified and plans are put in place to avoid those errors in the future.

• Existing District policy does not encourage Dr. Adkins to engage in strategic planning that goes

beyond three years. Recent initiatives will free Dr. Adkins to work with the Board to formulate

a medium and long-term strategic plan for the District.

• Push staff laser-like focus on Vision 2020 culture down into the schools so that Vision 2020 is

identified and embraced by all employees in the District.

• Work with staff in the District and in the schools to realize that the 19 point increase targeted for

next year is achievable.

• I don’t know that all members see this, but I do. I am impressed with how readily staff interacts

with us to engage in conversations and questions so that we may learn more. It is evident that

they listen to our concerns and either address them or make necessary changes.

• Long-term goals can be difficult to coordinate with the state as they are ever changing. I do

appreciate that long-range goals have been put in place, but will now be delineated to better

communicate those that have been made.

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School District of Lee County

Long-range Planning

Priorities Worksheet

Business Services

V2020 Goal Alignment Priority Possible Strategies

4: Become a Model Continuous Improvement Organization

Operational efficiencies Create partnerships with municipalities and other local governments & government agencies

4: Become a Model Continuous Improvement Organization

Fiscal health Set short, medium, & long term levels for debt, bond rating, reserves

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School District of Lee County

Long-range Planning

Business Services

Priorities Worksheet

V2020 Goal Alignment

Priority Possible Strategies

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VISION 2020

The School District of Lee County’s Strategic Plan for achieving our Vision:

To Be a World Class School System

Board Approved: September 19, 2017

Vision 2020 is the School District of Lee County’s updated Strategic Plan for fulfilling our vision

To Be a World-Class School System. Building on the recommendations of Education Revolution:

A Theory for Action, Vision 2020 defines a specific course of action to implement key, research-

based recommendations and strategies designed to achieve four overarching District Goals:

Increase Student Achievement

Increase Family and Community Engagement

Increase Retention of Effective and Highly Effective Employees

Become a Model Continuous Improvement Organization.

This document details the rationale and targets for each goal, driving the work of schools and

departments throughout the District. The work is carried out through department and school

improvement plans, as well as through Cabinet-sponsored, cross-departmental projects. School

and department personnel develop aligned goals, select key measures to monitor progress, and

carry out detailed action plans in order to meet their goals. Progress is monitored through the

CASTLE Project Tracker and school and department dashboards.

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Goal 1: Increase Student Achievement

The mission of our District is to ensure that each student reaches his or her highest potential. The targets under Goal 1 are designed with this in mind, addressing the academic and social-emotional needs of our students in order to inspire them to think and learn.

Target 1: The number of District identified Pre-Kindergarten (Pre-K) partners will increase a minimum of

10% annually through 2020, as measured by the Pre-K-3 Alignment Committee Criteria.

Annual Targets FY16 FY17 (Baseline) FY18 FY19 FY20

Target NA Baseline +10% +10% +10%

Actual NA 9

Target 2: The number of students served through District Pre-Kindergarten programs will

increase a minimum of 3% annually through 2020, as measured by the District Enrollment

report.


Target NA Baseline 1071 1103 1136

Actual

1040 Avail. in Sept.

Target 3: By the year 2020, the School District of Lee County will improve its overall academic

ranking in Florida from 35th to 5th, as measured by the annual Florida Department of Education

(FDOE) District rankings.

Annual Targets FY16 (Baseline) FY17 FY18 FY19 FY20

Target Baseline 26th 19th 10th 5th

Actual 35th 30th

This Target has eleven components that are included in determining the state ranking. These

components, along with annual milestones, are listed below.

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Vision 2020 – Student Achievement Milestones

Subject ELA Achievement % Level 3 - 5 ELA Learning Gains

Year 2015-

16 2016-

17 2017-

18 2018-

19 2019-

20

2015-16

2016-17

2017-18

2018-19

2019-20

Target 53% 56% 59% 63% 68% 50% 55% 59% 62% 65%

Actual 54% 52%

Subject Math Achievement % Level 3 - 5 ELA Learning Gains Lowest 25%

Year 2015-

16 2016-

17 2017-

18 2018-

19 2019-

20

2015-16

2016-17

2017-18

2018-19

2019-20

Target 52% 55% 59% 63% 67% 39% 49% 56% 63% 68%

Actual 55% 42%

Subject Science Achievement % Level 3 - 5 Math Learning Gains

Year 2015-

16 2016-

17 2017-

18 2018-

19 2019-

20

2015-16

2016-17

2017-18

2018-19

2019-20

Target 51% 53% 57% 61% 65% 48% 51% 54% 56% 58%

Actual 52% 53%

Subject Social Studies Achievement

% Level 3 - 5 Math Learning Gains Lowest 25%

Year 2015-

16 2016-

17 2017-

18 2018-

19 2019-

20

2015-16

2016-17

2017-18

2018-19

2019-20

Target 65% 67% 70% 73% 77% 39% 47% 53% 58% 62%

Actual 65% 43%

Subject Middle School Acceleration High School Graduation Rate

Year 2015-

16 2016-

17 2017-

18 2018-

19 2019-

20

2015-16

2016-17

2017-18

2018-19

2019-20

Target 63% 63% 70% 70% 70% 78% 81% 84% 87% 90%

Actual

70% 78% Avail.

in Dec.

Subject High School College and Career

Acceleration

Year 2015-

16 2016-

17 2017-

18 2018-

19 2019-

20 Target 54% 55% 60% 61% 62% Actual 59%

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Target 4: The percentage of District schools offering extended day programs will increase by a

minimum of 5 percentage points annually through 2020, as measured by the District’s annual

Extended Day Survey.


Target NA Baseline 75.6% 80.6% 85.6%

Actual

70.6%

Target 5: The number of collaborative agreements with community agencies for extended day

and extended year programs will increase to a minimum of 10 by the year 2020, as measured

by the Collaborative Extended Education Report.


Target NA Baseline 4 7 10

Actual

1

Target 6: The percentage of District students participating in extended year programs will

increase by 5 percentage points annually through 2020, as measured by the District Extended

Year Attendance Report.


Target Baseline 8% 13% 18% 23%

Actual 3% Avail. in Aug.

Target 7: The percentage of students graduating with at least one industry certification will

increase a minimum of 2 percentage points annually through 2020, as measured by graduation

records.



Actual 44% 46%

Target 8: By 2020, the percentage of students with one or more out-of-school suspensions will

decrease from 6.2% to 3% as measured by entries in the District Support Application System.


Target Baseline 5.5% 4% 3.5% 3%

Actual 6.2% 4.5%

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Target 9: By 2020, the rate of unduplicated School Environmental Safety Incident Report (SESIR)

incidents will decrease a minimum of 3 per 1,000 students annually, as measured by entries

into the District Support Application System.


Target Baseline 25 22 19 16

Actual 28.7 27.9

We believe all students can be successful and are committed to providing the support needed

to achieve the Goal 1 targets. Using the strategies listed below, District personnel will develop

and implement specific action plans designed to increase student achievement.

Promote readiness for kindergarten through increased access to high-quality, inclusive

early childhood education and educational resources.

Establish and maintain active and engaging learning environments in all schools.

Provide a standards-based curriculum that is differentiated to meet the learning needs

of all students.

Utilize formative and summative assessment data to drive instructional decisions.

Provide students and other stakeholders with timely, appropriate feedback to facilitate

improvement.

Provide targeted, appropriate, academic and behavioral intervention and enrichment

resources to all students.

Offer additional Career and Technical Education programs.

Provide all students access to comprehensive services.

Provide all students health and wellness opportunities.

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Goal 2: Increase Family and Community Engagement

The success of our students impacts not only the District, but also their families and ultimately,

our society. Partnering with our stakeholders is essential to achieving our vision of being a world

class school system. The targets under Goal 2 are focused on building and sustaining strong,

mutually beneficial relationships with parents, businesses, and our community.

Target 1: The percentage of parents who engage in District-sponsored education opportunities will increase by 5 percentage points per year, or maintain at or above 90%, by 2020.

s

Annual Targets

FY16 FY17 FY18 (Baseline)

FY19 FY20

Target NA NA Baseline +5 percentage points or maintain ≥90%

+5 percentage points or maintain ≥90%

Actual NA NA

Target 2: The percentage of parents/guardians who agree or strongly agree with the statement,

I understand the District’s brand, and how it aligns with the District’s vision and mission, will

increase by at least 5 percentage points annually or maintain at or above 95% by the year 2020,

as measured by the District Customer Survey.

Annual Targets

FY16 (Baseline)

FY17 FY18 FY19 FY20

Target NA Brand developed

Baseline +5 percentage points or

maintain ≥95%

+5 percentage points or

maintain ≥95%

Actual

Brand development in

progress

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Target 3: The percentage of business/community members who agree or strongly agree with

the statement, I understand the District’s brand, and how it aligns with the District’s vision and

mission, will increase by at least 5 percentage points annually or maintain at or above 95% by the

year 2020, as measured by the District Customer Survey.

Annual Targets

FY16 (Baseline)

FY17 FY18 FY19 FY20

Target NA Brand developed Baseline +5 percentage points or

maintain ≥95%

+5 percentage points or

maintain ≥95%

Actual

Brand development in

progress

Target 4: The number of School District of Lee County business and community partnerships will

increase to a minimum of 100 partners by the year 2020, as measured by the annual School

District of Lee County Community and Business Partnership Report.


Target NA Baseline 88 93 ≥100

Actual NA 83

Target 5: The School District of Lee County will implement revenue generation strategies, including competitive grants and fundraising, for a total of at least $20 million by 2020, as measured by District annual end of year budget reports.

Annual Targets FY16

(Baseline)

FY17 FY18

(Cumulative

Total)

FY19

(Cumulative

Total)

FY20

(Cumulative

Total)

Target Baseline $1 million $15 million $18 million $20 million

Actual: Competitive

Grants

$7,687,287

$11,347,507

Actual: Fundraising NA $ 558,194

Actual: Total $7,687,287 $11,905,701

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Achievement of the Goal 2 targets requires a strengthening of the bonds between the District,

parents, businesses, and the community. District personnel will use the strategies below to

facilitate these relationships.

Identify and implement meaningful engagement opportunities for families and

community members.

Develop an aligned network of community, business, faith-based, and philanthropic

partners to work with the District to support students and families.

Provide parents with additional opportunities for engagement in their child’s education

at the home, school, and District level.

Leverage opportunities to generate additional revenue and services.

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Goal 3: Increase Retention of Effective and Highly Effective Employees

The ability of the District to achieve its vision and mission is dependent upon the work of its

employees. The targets under Goal 3 are focused on attracting, hiring, developing, and retaining

the best employees in order to provide a solid foundation for student success.

Target 1: The percentage of turnover for instructional personnel will decrease from 29.1% to 16%

by the year 2020, as measured by the School District of Lee County Annual Retention Report.


Target Baseline 26.1% 23.1% 19.1% 16.%

Actual 29.1% Avail. in Sept.

Target 2: The retention rate of instructional personnel average years 1- 5 will increase from TBD

to TBD by the year 2020, as measured by the School District of Lee County Annual Retention

Report. (NOTE: This will be updated in September, dependent upon baseline data)

Annual Targets

FY16 FY17 FY18 FY19 FY20

Target NA Baseline TBD TBD TBD

Actual NA Avail. in Sept.

Target 3: Through the year 2020, the percentage of unfilled positions on the first day of school

will decrease by a minimum of .1 percentage point annually, as measured by the Annual Hiring

report.


Target Baseline .4% .18% .1% .1%

Actual .5% .28%

Target 4: The percentage of connects to offers for instructional personnel will increase by a

minimum of 5 percentage points annually through the year 2020, as measured by the District

Recruitment Report.



Actual 4% 23%

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Target 5: The percentage of District employees attending Health Screenings will increase by a

minimum of 5 percentage points annually through the year 2020, as measured by the annual

Screenings Report.



Actual 42% 49.2%

Research has shown that the classroom teacher is the most important factor in student

learning. Providing our students with the very best teachers, as well as the best personnel to

support all other areas of our students’ education, is the purpose of the Goal 3 targets. The

strategies below will be used to develop detailed action plans to realize these targets.

Design and implement innovative methods to attract, hire, develop, and retain highly

qualified teachers, administrators, and support staff.

Provide health and wellness opportunities to all staff members.

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Goal 4: Become a Model Continuous Improvement Organization

The most successful organizations, regardless of sector, have several things in common:

Well-defined, shared vision, mission, and value statements

Aggressive, collaboratively developed goals

Clear, agreed upon expectations

Consistent, systematic processes

Perhaps most importantly, the most successful organizations relentlessly pursue excellence

through ongoing continuous improvement efforts. The School District of Lee County is

committed to this ideal. The targets under Goal 4 articulate the District’s commitment to being

better every day.

Target 1: The percentage of school and department personnel reaching Quality Expertise Level I

will increase by 10 percentage points annually through FY20.


Target NA Baseline (Avail. in Sept.)

+ 10% pts. + 10% pts. + 10% pts.

Administrator Actual NA

Instructional Actual NA

Support Actual NA

Total Actual NA

Target 2: The percentage of schools and departments reaching Quality Expertise Level I will

increase by 3 percentage points annually through FY20.


Target NA Baseline (Avail. in Sept.)

+ 3% pts. + 3% pts. + 3% pts.

Schools Actual NA

Departments Actual NA

Total Actual NA

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Target 3: The percentage of schools and departments participating in the Continuous Systemic

Improvement Lee (CSI: LEE) site visit process will increase a minimum of 5 percentage points

annually through 2020, as measured by CSI: LEE Feedback Reports.



Actual 7% 12.4%

Target 4: The percentage of internal customers, segmented by group (i.e., principals, teachers,

support staff), who agree or strongly agree with the statement, I have received excellent customer

service, will increase a minimum of 3 percentage points annually or will maintain at or above 90%

by 2020, as measured by the District Customer Service Survey.


Target Baseline 89% ≥90% ≥90% ≥90%

Actual 86% 88%

Target 5: The percentage of parents who agree or strongly agree with the statement, I have

received excellent customer service, will increase a minimum of 3 percentage points annually or

will maintain at or above 90% by 2020, as measured by the District Customer Service Survey.


Target NA Baseline ≥90% ≥90% ≥90%

Actual NA 89.6%

Target 6: The percentage of users who agree or strongly agree that they have the data systems and supports to allow them to use data effectively to inform their work will increase a minimum of 5 percentage points annually, or will maintain at or above 95%, as measured by the District Data Survey.


Target Baseline 93.5% ≥95% ≥95% ≥95%

Actual 88.5% 88.9%

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Target 7: By 2020, the rate of State Requirements for Educational Facilities (SREF) deficiencies will be reduced by 74% from an average of 30.4 per site to 8 per site, as measured by the Annual Comprehensive Fire Safety, Casualty Safety, and Sanitation Report.


Target Baseline 28 18 13 8

Actual 30.4 23.4

Target 8: The School District of Lee County will provide enough student seats to meet growth,

enhance safety, and prevent overcrowding, by ensuring that the average utilization rate in each

level and assignment zone is no more than 95% of capacity by 2020, as measured by District

Enrollment and FISH Facility Inventory reports.

Level Zone FY17 FY18 FY19 FY20

Elem. East Target 96% ≤100% ≤98% ≤95%

Actual 95%

Elem. South Target 94% ≤95% ≤95% ≤95%

Actual 93%

Elem. West Target 76% ≤95% ≤95% ≤95%

Actual 74%

Middle East Target 98% ≤98% ≤97% ≤95%

Actual 95%

Middle South Target 94% ≤95% ≤95% ≤95%

Actual 90%

Middle West Target 85% ≤95% ≤95% ≤95%

Actual 90%

High East Target 108% <107% ≤105% ≤95%

Actual 97%

High South Target 108% <105% ≤100% ≤95%

Actual 107%

High West Target 96% <95% ≤95% ≤95%

Actual 94%

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K-8 East Target 84% ≤95% ≤95% ≤95%

Actual 84%

K-8 South Target 88% ≤95% ≤95% ≤95%

Actual 88%

Total Total Target 93% ≤98% ≤97% ≤95%

Actual 92%

Target 9: The School District of Lee County will create transportation operational efficiencies

resulting in the reduction of transportation operational costs from 6.8% of the General Fund

Budget to 5.5% by 2020, as measured by the annual District budget.

Annual Targets FY16 (Baseline)

FY17 FY18 FY19 FY20

Target: Total Transportation Budget

Baseline 6.4% 6.1% 5.8% 5.5%

Actual: Total Transportation Budget

6.8% Avail. in Sept.

Target: Transportation, Operations Only

Baseline

Actual: Transportation, Operations Only

NA Avail. in Sept.

Actual: Transportation, School Enrichment Only

NA Avail. in Sept.

Better results come through improved processes. The Goal 4 targets are focused on providing

our school and department personnel with the knowledge and tools to build better processes,

and on the efficiencies that will be the outcome of these improvements. The strategies below

will be utilized to help the District become a model continuous improvement organization.

Implement a systemic and systematic improvement model throughout the District.

Provide all employees with the tools and skills to deliver excellent customer service.

Encourage a culture of innovation at all levels of the system.

Develop clear, reasonable, and contextual measures of success for all personnel.

Leverage technology to provide and support user-friendly, timely data systems.

Build capacity of all stakeholders to effectively use data in decision-making.

Leverage technology to support performance management across the District.

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Provide a safe and secure environment.

Administer a transparent and effective resource allocation system that aligns resources with

District priorities.

Maximize utilization of facilities and manage capacity for future growth throughout the

District.

Establish and implement quality standards and equitable maintenance schedules for facilities.

Establish and implement quality standards and equitable levels of technology across the

District.

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Documents

THE SCHOOL BOARD OF LEE COUNTY - · PDF fileTransportation / student assignment ... Vision 2020 is the School District of Lee ounty’s updated ... Building on the recommendations