Major Initiatives 2017-18

Major initiatives for 2017-18

The Major Initiatives reflect the action items from, goals listed in the district Unified Improvement Plan, ongoing projects and initiatives that will help the district meet its mission. The Initiatives should work through four steps before being removed from the list.

  1. Formulate or develop strategies
  2. Implement concepts
  3. Monitor results
  4. Review, refine, make adjustments or manage
  5. Remove

 

Personnel/Human Resources, Systems and Public Relations

  1. Refine the District Mission, Vision and Core Beliefs document and present to staff and community.
  2. Manage the District leadership teams in the district.
  3. Manage Certified and Classified Staff evaluation system, District-wide with expectations of 100% participation.  Prepare to update the evaluation MOU in the Master Agreement.
  4. Work with the Gunnison County Education Association and the 3 x 3 committee to monitor and refine the Master Agreement and the negotiations process.
  5. Monitor and adjust the Unified Improvement Plans at both the district and building level.
  6. Continue to refine the district Human Resource policies, procedures, hiring practices and job descriptions.
  7. Monitor and make adjustments to the technology plan to ensure GWSD students have access to current tools and the curriculum to ensure 21-century skill development.
  8. Work with District Leadership and the Pathways Director to formulate strategies, implement and or make adjustments to programs including, ICAP, Online Course offerings, Summer Experience, Vocational, STEAM and Concurrent Enrollment.
  9. Monitor and refine collaborative agreements with governmental agencies including, WSCU, City of Gunnison, Town of Crested Butte, Marble Charter School, Hinsdale County School District and the Delta-Montrose Technical College.
  10. Develop strategies to build community understanding of the school district.
  11. Manage Local Area Manager Duties to allow for smooth operations of the Data Pipeline.
  12. Work with the Board of Education to monitor, update and adopt policies and regulations for the efficient administration of the affairs of the district.
  13. Development of an administrative handbook as a resource for administrators in the district.
  14. Review and prepare to present alternative methods to managing the Appendix B salary schedule.
  15. Work with the Business Manager to monitor student population growth and develop a facility expansion plan.

Curriculum, Instruction, Assessment, and Data Collection & Reporting

  1. Work with district leadership to manage and align district-wide professional development and support building level professional development.
  2. Implement the transition from Pearson Inform database to Alpine Achievement database.
  3. Continue to manage the PowerSchool Program to track and analyze student information.
  4. Work with principals to review teacher’s use of formative assessments aligned with the State Academic Standards to demonstrate a year’s growth in a year’s time.
  5. Manage all state and district level assessments, results and data.
  6. Work with the Pathways Director and the Principals to prepare for the implementation of ICAP and the new state graduation guidelines.
  7. Work with principals to monitor curriculum alignment of content areas.
  8. Monitor and refine grading and record keeping practices.
  9. Manage the curriculum replacement cycle for the district, involving district and teacher leadership.
  10. Monitor and review data collections and reporting for CDE reports including October Count, Discipline and Attendance.
  11. Work with building leaders to refine and monitor Unified Improvement Plans.
  12. Monitor and manage Summer Experience and the Summer Experience administrators.

Special Services and Student Populations

  1. Manage and review the state data pipeline information exchange for all special services reports.
  2. Review with intention of increasing instructional time on task and appropriate instruction for all sub groups.
  3. Monitor the ELL instructional recommendations at the building level.  Work with building leadership to develop at least one Unified Improvement Plan goal for the ELL population based on School Performance Framework.
  4. Use Multi-Tiered System of Supports to; assist in reviewing and updating the Response to Intervention systems, assist in providing staff professional development, assist in UIP goal setting, develop strategies to use data to drive intervention and instruction.
  5. Manage and monitor the GT, ELL, SPED and Title programs and budgets.
  6. Manage and monitor Special Services Staff.

Facilities and Transportation

  1. Manage and refine the custodial and maintenance and transportation systems and employees to ensure the district is providing efficient and effective services.
  2. Work with district staff and APCO to Monitor and adjust the district Emergency Operations Plan as needed.
  3. Monitor the building and grounds maintenance cycle and ensure district facilities are in quality shape.
  4. Monitor the transportation replacement cycle to ensure the fleet is in safe operating order.
  5. Monitor and adjust the District Risk Management program.
  6. Work with district leadership to refine the building security plan and infrastructure.
  7. Monitor and review data collections and reporting for the CDE Transportation Audit.
  8. Assist the Superintendent and Business Manager developing a facility expansion plan.
  9. Work with Superintendent and the Business Manager to formulate strategies that will assist the school district as it explores the concept employee housing.
  10. Monitor and refine communications systems within the transportation department.

Business and Finance

  1. Continue to refine financial procedures, systems, and protocols for the District.
  2. Work with the Board of Education, the Administrative Council, and staff to develop and monitor a budget that will allow the district to meet Unified Improvement Plan goals and major initiatives.
  3. Continue to manage and monitor the business practices to ensure fiscal responsibility and transparency.
  4. Manage the procedures used by the Fund 26 committee.
  5. Work with district leadership to continue to review and refine the district salary schedules.
  6. Continue to monitor and review spending, staffing and student patterns across the district.
  7. Monitor and refine the district food service program while promoting nutrition, decreasing costs and increasing compliance.
  8. Review and refine the Health Insurance program for employees to ensure compliance and cost effectiveness.
  9. Work with district staff to manage and review the state data pipeline information exchange for all October Count and Finance reports.
  10. Manage and review the financial Audit and the Colorado Department of Education Audit.
  11. Continue to monitor the Negative Factor (Budget Stabilization Factor) and work with the Cabinet and ADCO to develop strategies to assist in managing the negative impact on our school district.
  12. Review and develop strategies to improve the district procurement policies.
  13. Develop routines and communication strategies that will ensure efficient operations.
  14. Work with the Superintendent to monitor student population growth and develop a facility expansion plan.

 

 

Updated 6/8/2017

 

 

 

 

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