2019-2020FALL IMPROVEMENT 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 the 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.

19 - 20GOALSPILLAR 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.

EXAMPLE

19 - 20GOALSPILLAR 1:STUDENTS

Student Achievement

We will achieve expected growth in ECRISS at all schools and in all grade levels

Each school has access to the portals that contain the data for each assessment. The first round of data for this school year will be available in the winter based on October PSAT and December MAP test scores.

Proficiency Based Grading continues in our elementary schools, expanded to all middle school classrooms, and is being piloted in several high school courses.

Career Endorsement

100% of 9th and 10th grade students will be on track to earn a career endorsement.

Level I pathway courses are in place for all endorsements and work continues on level II & III pathway courses with five new course proposals coming this winter. We are aligning current and new courses to offer early college credit.

We are looking to identify a software platform that can track student progress toward obtaining an endorsement.

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Student Emotional Health

Set a benchmark for student social emotional health using Panorama.

Completed Student SEL/Engagement Survey Pilot in Spring; Roll Out set for 9/30-10/4 and 2/24-28.

Tasks completed to date include: trained staff, communicated with students and parents, created accounts for staff, rostered students in system, and set aside time to review data at various levels.

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19-20GOALSPILLAR 2 & 3:PEOPLECOMMUNITY

Employee Engagement

We will maintain our Employee Engagement score from 4.17 to 4.22 using the fall survey.

The Employee Engagement survey window is currently open through October 28th.

Results are due on November 22nd, leaders will conduct a results roll-out to identify 2 - 3 strategies to implement.

Based on spring results, the district leadership will distribute regular highlights of staff and a quarterly facilities and finance newsletter.

District Support Services

We will maintain District Support Services score above 4.30 using the Spring Score.

The DSS survey window just closed on October 11th and results are due November 11th.

This is the first year we are including Assistant Principal feedback, as well as Cabinet peer-feedback in our scores. Our monthly district leadership meetings with principals will include curriculum focused sessions and monthly Assistant Principal meetings will include a leadership development series. 6

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Parent Satisfaction

We will increase parent satisfaction from 3.85 to 3.95 using a spring score

After feedback from leaders we will survey parents in the spring, supplement the online survey with paper surveys, and have the survey available in Spanish.

The district will be sending out quarterly "Facility & Finance newsletters to stakeholders to increase awareness of district-level decision making.

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19-20GOALSPILLAR 4:QUALITY

Substitute Placement Rates

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

Our current fill rate is 94% which keeps us on track, however we were 95% overall this same time last year. The next month will tell as October of last year is when our fill rate % started to dip. We had 161 more leaves and requests for subs this September than we did last September. While our placement percentage rate is the same, we are filling more positions due to the increase in absences.

Work Order Times

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

81% of corrective work orders are being completed in 7 days or less, continuing to place us in the top 20% of K-12 school districts nationwide.

Our Preventative Maintenance work order ratio completion rate of 51% (preventive to corrective) is much improved over last year and also places us in the top 20% nationwide.

High Reliability Schools

We will achieve 4 additional High Reliability Schools certifications..

Seven schools will pursue eight certifications in HRS this year.

Caledonia and Belvidere North will pursue certification in Level 2. Seth Whitman, Central Middle School, Belvidere High School, & Belvidere North will pursue a Level 3 certification, if awarded they will be deemed a High Reliability School. Lincoln & South Middle School will each pursue a Level 4 certification for their Proficiency Based Grading practices. 7

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19-20GOALSPILLAR 5:RESOURCES

Program Construction & Evaluation

We will continue Program Construction & Evaluation

Our district leadership team is working to identify new programs for the current year. The focus is on programs that the state’s Evidence Based Funding (EBF) Model suggests have a higher impact on student achievement as well as those with readily available measures.

School Boundaries

We will increase the number of students projected to attend their home school between 2022 - 2028

Our FY20 Fall enrollment data was submitted to Davis Demographics. Davis is in the process of updating the enrollment numbers and geocoding students.

Multiple scenarios will be developed based on the updated enrollment projections.

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Bond Rating

We will achieve ann Aa3 bond rating.

Our audit was completed and we will submit financials to ratings agencies once the report is received in mid-October.

Continuation of the current rating of Aa3 is likely.

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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.

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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.

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KEYINDICATORS_________PILLAR 1:STUDENTS

Calculation is presented as % of high school students enrolled in a college within 12 months after graduation.

Calculation is presented as % of scores within given national quartile bands for similar-grade schools.

Benchmark is presented as average of all high school college enrollment 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 the national 50th percentile of work order completion rates as reported by our work order management system.

Calculation is presented as the percentile completion rate

Financial Profile Rating

2016 2017 2018

KEYINDICATORS_________PILLAR 5: RESOURCES

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Benchmark: State Breakdown

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Set a benchmark for student social emotional health using Panorama.

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Strategy Highlight #1 SOCIAL EMOTIONAL LEARNING- STUDENT PILLAR

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. The surveys also help students become more reflective on their own learning.

Last May 655 students from eight buildings participated in the Panorama pilot by taking the SEL/Engagement Survey. Through rounding with teachers, we were able to gain valuable feedback that was utilized when designing the roll out for SY19-20.

In October, all 3rd-12th grade students participated in the Panorama survey. The survey is split into two parts: Skills/Competencies & Supports/Environment. During the month of October, building level and district teams will review the data and begin action planning. The next survey window is at the end of February.

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Maintain substitute placement rate above 90% each quarter.

Strategy Highlight #2KELLY SUBSTITUTE STAFFING - PEOPLE PILLAR

The substitute teacher shortage is an issue and has been for several years, not only within our district, but throughout the state and across the country. When teacher absences cannot be filled with a sub, then we are faced with having to either period sub (secondary schools) or make other arrangements (combine classes for example) that have a negative impact on both student learning and staff morale.

Our sub fill rate over the past few years, has improved, but only slightly. Our sub fill rate for the 2018-19 school year was 88%. If we can increase our fill rate to over 90%, we know this will have a positive impact on our students and also staff morale. With this in mind, we made the decision to outsource our substitute teachers with Kelly Staffing Services.

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Identify strategic planning priorities for the next two to three years.

Strategy Highlight #3STRATEGIC PLAN REFRESH - PEOPLE, COMMUNITY & QUALITY PILLARS

The Belvidere School District adopted a strategic plan in February of 2017 that has been guiding the work of the school district for the previous three years. As we continue to move further into our work, the school district is partnering with the Consortium for Educational Change (CEC) to provide an opportunity to reconnect with all stakeholders to review the progress we have made and clarify our priorities going forward.

Prior to the first session to be held in November, staff, students, parents, and community members will have an opportunity to provide feedback about the work we are doing to accomplish our strategic plan as well as how we are using our strategic plan to align our current actions to our desired future state. Using this feedback and reports of key initiatives in our schools, the Strategic Planning Team will provide district leadership with guidance for the work we should continue as well as adjustments to consider.

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