Port Angeles School District Strategic Plan

The Board of Directors approved the Port Angeles School District's 2011-2015 Strategic Plan at its March 28, 2011 meeting.

PASD Strategic Plan, Approved March 28, 2011

Questions, comments and suggestions regarding the strategic planning process and its development may be sent via email to info@portangelesschools.org, or by U.S. Mail to: Superintendent Jane Pryne, Port Angeles School District, 216 East Fourth Street, Port Angeles, WA 98362.

OUR VISION

All Port Angeles School District students will reach high standards and graduate prepared with knowledge, skills, and abilities to choose a successful future.

OUR MISSION

The Port Angeles School District creates and sustains learning communities that prepare each student to live, work, and learn successfully in a changing world.

BOARD OF DIRECTORS BELIEF STATEMENTS

Education is the shared obligation of the student, family, school and community.
Education must take place in a safe and caring environment that values high expectations, honesty, trust, and respect.
All students must have the opportunity to learn and experience success individually and collectively.
All students must feel valued as human beings and successful as learners.
Every student is unique and all are capable.
All members of the school community have equal dignity and worth.
Cultural and social diversity are strengths in an educational environment.
Learning is a life-long process.
Schools are accountable to the public.
Patriotism and citizenship are fundamental to our society.
Individual commitment strengthens the entire organization.

Revised: January 2003

Port Angeles School District Strategic Goals, Objectives, Action Items

Print version

GOAL #1 ORGANIZATIONAL CULTURE
All participants in our organization exhibit enthusiasm, feel valued, and find joy in their commitment to student learning and achievement.

Preferred future statement:
In 2015, Port Angeles School District is renowned throughout the nation as a mutually respectful community of adults & youth working collaboratively to ensure success for all.

Objective #1: Create a culture of trust among staff, students, and community.

	Start/End Date	Responsible
Action Item 1: Meet with Association Presidents to choose a facilitator to work with District facilitator	3/2011-4/2011	Presidents' Council District Administration
Action Item 2: Get two facilitators together to work with each other, then with Associations and District to begin creating a culture of trust	5/2011-8/2011	Kenneth Jones and Facilitator for Associations
Action Item 3: Communicate the work by personally visiting all school sites and departments	6/2011-6/2015	Board Members District Administration Association Representatives
Action Item 4: Next steps determined by the Action Items above	9/2011-6/2015	Board Members District Administration Association Representatives

Objective #2: Create an efficient and effective communication system where the decision-making process is transparent and all stakeholders are well informed. (Note: Most effective is brief and decision/action items are first.)

Start/End Date

Responsible

Action Item 1: Organize a Communications Task Force to evaluate modes of communication, redundant messages, streamlining information so we can become more effective and efficient in sending out our message

4/2011-9/2011

Communications Specialist
Task Force Members, including a student

Objective #3: Have 100% of students in Grades 7-12 engaged in extracurricular activities.

	Start/End Date	Responsible
Action Item 1: Update Club Info on website	4/2011-6/2011	CSB Administration Building Principals Club Sponsors
Develop a leadership survey to increase student involvement	6/2011-6/2015	Leadership Class at PAHS
Have students sign up for 2 clubs, or extracurricular activities when they register for classes	7/2011-6/2015	Staff/students

GOAL #2 STUDENT ACHIEVEMENT
All students will graduate and be prepared to live up to their potential and have the tools to pursue their aspirations

Preferred future statement:
All students are prepared to learn in an environment that provides the curriculum and opportunity at all levels. With continuous mentorship, encouragement and celebrations, they graduate and are prepared socially and academically for a life-long journey of growth and success as valued members in their community

Objective #1: All students receive engaging, informative instruction throughout the system as demonstrated by student/parent data.

	Start/End Date	Responsible
Action Item 1: Communicate new teacher and principal criteria	4/2011-6/2015	Board Members CSB Administration
Action Item 2: Write into PAEA Collective Bargaining language that the Association and the District will collaborate on the new evaluation language	5/2011-8/2011	PAEA Representatives Team District Bargaining Team
Action Item 3: Utilize the new evaluation system to support professional development for teachers and principals	9/2011-6/2013	PAEA Representatives Team District Bargaining Team
Action Item 4: Attempt to place teachers in their areas of passion and expertise	6/2011-6/2015	District Administration PAEA Board Members
Action Item 5: Evaluate policies around evaluation and bring them up-to-date	6/2011-6/2013	Policy Committee Board of Directors

Objective #2: All students will receive the necessary support to successfully matriculate through the system.

	Start/End Date	Responsible
Action Item 1: Recharge the system with the Advisory at the PAHS/LHS, Teams at the MS and significant adult with elementary students	9/2011-6/2015	District Administration Building Principals
Action Item 2: Engage Joe Martin, Motivational Speaker in conjunction with Peninsula College	9/2011	District Administration Board Member Peninsula College Representative
Action Item 3: Establish a Collaborative Time Task Force and evaluate the value of common Collaborative Time	3/2011-5/2011	Collaborative Time Task Force

Objective #3: Reinstate all day kindergarten as soon as fiscally sustainable.

	Start/End Date	Responsible
Action Item 1: Support for all day kindergarten when fiscally sustainable	On hold	School Board

GOAL #3 RESOURCES
To have the resources (time, talent & treasure) necessary to meet district student achievement goals.

Preferred future statement:
An upswing in community and inter-district partnerships will provide additional effective support to achieve a 100% graduation rate. We will come together to develop a resource base (bonds, levies, outside grants, state and federal funding & donations) to build innovative campuses where teachers, support staff, technology & students are all on the cutting edge.

Objective #1: Create a more efficient and equitable resource distribution system.

	Start/End Date	Responsible
Action Item 1: Continue to monitor and be diligent about equity in the system	3/2011-6/2015	District Administration Board Members
Action Item 2: Communicate Process	6/2011-6/2015	District Administration Board Members

Objective #2: Create an infrastructure that supports student learning.

	Start/End Date	Responsible
Action Item 1: Create a Task Force to study the restructuring of elementary education	9/2011-12/2011	Restructure Task Force
Report Recommendation	12/2011	Restructure Task Force
Board Action (if required)	1/2012	School Board
Implement Plan (if needed)	2/2012	District Restructure Team
Action Item 2: Pass a capital bond	By 6/2015	Board of Directors
Pass a tech levy	By 6/2015	Board of Directors

GOAL #4 ADAPTABILITY
To be adaptable in our support of student achievement.

Preferred future statement:
We will have a system in place able to take in information and proactively adapt to whatever challenges and opportunities are presented.

Objective #1: Create a data-driven adaptable education system.

	Start/End Date	Responsibility
Action Item 1: Hire an Information Technology Services Director	6/2011-9/2011	Technology Committee Board Members

GOAL #5 COMMUNITY
To have community support for the value of education in the midst of community changes and to have education as THE priority in the Port Angeles Community.

Preferred future statement:
Port Angeles embraces education as a positive central feature of a healthy, attractive place to live. The communities connectedness to Port Angeles School District is demonstrated by: partnership to improve social, physical, emotional well-being and academic achievement; a strong volunteer base and resources to achieve student success; open two-way communication; high level of parent/guardian involvement in schools; school staff and STUDENTS are engaged in community projects. The priority of the community is a commitment to the success of ALL students.

Objective #1: Leverage community resources and expertise to further the education of all students.

	Start/End Date	Responsible
Action Item 1: Create a standing steering committee to coordinate the leverage of community resources to: Identify what we have; identify what we need	7/2011-6/2015	District Administration
Action Item 2: Restructure Communications Specialist position to include Outreach/Community Liaison position	7/2011-12/2011	District Administration Board Members

Approved: March 28, 2011

BOARD OF DIRECTORS VALUE STATEMENTS

We value:

Treating every student, staff member, school partner, and community member with dignity, respect, and care for their well-being in an environment that honors diversity;

A curriculum that is aligned with state and local standards, and that reflects academic skills, life and work readiness skills, and an array of personal qualities such as respect, responsibility, civility, teamwork, and leadership;

A comprehensive staff development program with a common district focus for all staff members designed to meet district, school and individual needs, based on sound instructional practices and improving student achievement;

Multiple data sources, including ongoing performance-based assessments, that are used to support staff and students, as they continually improve their performance and achievement;

Student promotion to the next instructional level that is based on demonstrated knowledge, skills, and abilities, and providing a support system to ensure all students meet identified standards;

A skilled staff, hired to enhance the quality, relevance, and effectiveness of the educational system, within available resources; Partnerships in all aspects of school and district programs that involve parents, business and labor, government, as well as community agencies providing services to youth, to enhance the quality, relevance, and effectiveness of the educational systems;

A system of distributed leadership that enhances the capacity of all district staff, partners, and students to make relevant decisions closest to the point of implementation, to participate appropriately in decisions designed to advance the entire system of schools and supporting structures, and through effective governance, to make budget, hiring, and program decisions;

Ongoing, two-way communication and collaboration among all district staff, students, partners, and the community to support all students achieving high standards;

The continual improvement of district and school technology, as an integrated instructional support tool, as well as a tool to enhance the effective and efficient operations of schools and the district;

A physically, intellectually, and emotionally safe, healthy, and attractive learning environment conducive to personalization of learning, strong adult-student relationships, and pride of ownership in schools;

Ongoing, intentional, quality evaluations of staff skills and performance, conducted annually, and based upon specific, understandable, and fair standards, expectations, and performance criteria; and

Fiscal responsibility and sound financial management practices that support the capacity to adequately maintain district programs and priorities, and that will advance the Strategic Plan and contribute to all students achieving high standards.

Revised: January 2003

ADMINISTRATIVE TEAM OPERATING PRINCIPLES

We will use our vision and mission statements as a filter for our actions and decisions.
We will practice active listening, check for understanding, and assess our team’s performance.
We will support each other with respect, loyalty, personal and professional integrity, and trust.
We will take time to get together for meaningful dialogue and to celebrate our growth and success in a spirit of fun.
We will strive to maintain open and honest communication, and we will respect the confidentiality of our team, consider all voices, and encourage full participation.
We will acknowledge and resolve conflicts as they arise, recognizing them as indicators of the variety of perspectives that create meaningful dialogue and progress.
We will honor and support informed decisions through clear decision-making structures. We are committed to a distributive and collaborative decision-making process. We will commit to using questions as a form of active inquiry to support our learning together.
We will develop clear and limited agendas with identified purposes.
We will show respect to team members by starting and
finishing on time.

Accepted: February 2002

STUDENT PROFILE

A Port Angeles School District graduate will be prepared for the future through:

Life and Work Readiness Skills

Has a basic work ethic
Understands the importance of being a life-long learner
Knows practical life skills
Demonstrates citizenship and global awareness
Works well with others
Develops vocational/career opportunities

Academic Skills

Reads with understanding
Writes with skills
Knows and applies mathematics
Communicates effectively
Knows and applies the concepts of social, physical and life sciences; civics and history; geography; arts; and health and fitness
Thinks analytically, logically, and creatively, and combines
experience and knowledge to solve problems
Uses technology as a tool to reach high standards

Personal Qualities

Uses interpersonal skills such as respect, integrity,compassion, tolerance, and civility
Acts with responsibility and accountability
Demonstrates self-awareness and self-esteem
Knows when and how to use teamwork and leadership skills
Lives a healthy lifestyle

Approved: June 2001

GLOSSARY OF TERMS*

Vision is the single most important tool for leading your organization. It captures your organization’s purpose, direction, and values.

Vision Elements define key words and phrases in the vision statement to prevent differing interpretations of the vision.

Mission Statement is a written statement of purpose, crafted to inspire people to commit to the organization’s vision. It answers the questions: Why do we exist? What do we do? For whom do we do it? Why do we do it?

The Mission Elements define key words and phrases in the Mission Statement; this prevents differing interpretations of the mission.

Guiding Principles are the crucial values that guide people’s relationships with customers (students, parents, and community members) and with each other.

Goals define what the organization is going to accomplish by when. Goals are long-term and describe an end result. Together, goals portray the organization’s design for achieving its vision.

Tichy (2002)** describes goals as “quantum ideas” or big overriding principles that keep everyone working in a common direction. Quantum ideas by themselves don’t make an organization successful because they don’t provide a strategy or set of specific actions.

Objectives describe action-oriented elements designed to move the organization toward its vision. Objectives are SMART: Specific, Measurable, Attainable, Results-oriented, Time bound.

Tichy (2002) describes objectives as “incremental ideas” people put into action to reach a goal.

Strategies describe the approaches an organization takes to reach an objective.

Actions describe the specific activities or tasks that will be taken to achieve the objectives. Actions are achievable in the short term.

Powerful Teaching and Learning represents instruction characterized by inquiry, in-depth coverage, and performance assessment.

*Wall, B., Sobol, M. and Solum, R. (1999). The Mission-Driven Organization.
Prima Publishing.

**Tichy, N. M. (2002). The Leadership Engine. HarperBusiness.

AREAS OF RESPONSIBILITY

The table below describers the range of elements used in our strategic planning and identifies which level of the organization has primary responsibility for designing and implementing those elements.

                Goals     Objectives     Strategies     Actions
District        X               X
School                          X                X            X
Site***                        X                X            X

***“Site” refers to specific district-level organizations such as central services, transportation, maintenance, information technology, etc.

Click the link below for more information on School Improvement Planning and related resources for students and parents from the Office of Superintendent of Public Instruction: School Improvement.