Download Entry Plan Draft - Pasco School District

Student Achievement: focus organizational efforts and align resources to ensure all students
experience a guaranteed and viable curriculum resulting in students who graduate collegeand career-ready.
Phase 1 Transition: 2015-2016
Key Actions
Status
Updated District Policies: #2120, 2121, 2310 and 2311
Implemented a curriculum management system with an eye on consistency and fidelity
Initiated a comprehensive curriculum needs assessment of all content areas grades K-12
Implemented a responsive instructional materials adoption plan
Identified an instructional materials review cycle
Aligned, focused and coordinated professional development opportunities
Phase 2 First 90 Days: July 2016-September 2016
Key Actions
Status
Design and implement a series of reports to the Board of Directors focused on data
Oversee implementation of the ELA and Mathematics curriculum
Monitor the curriculum review process for Science, Social Studies, Physical Education and
Related Arts
Engage community stakeholders in exploration of a continuum of services for pre-kindergarten
services
Become familiar with the High School Reimagine initiative and support path forward
Outside third party review the district’s Special Education Department and follow through with
recommendations
Phase 3 90-120 Days: October 2016-January 2017
Key Actions
Status
Engage a stakeholder workgroup to align Pasco School District’s Strategic Improvement Plan to
the Board of Directors Results Policies
Support partnership between Columbia Basin College and Pasco School District as it applies to
key initiatives in preparation for relocation of New Horizons High School
Phase 4 120 Days and Beyond: February 2017-June 2017
Key Actions
To be determined in January 2017
Status
Governance Team: establish and promote highly effective district governance by creating a
cohesive Superintendent/Board governance team focused on students learning.
Phase 1 Transition: 2015-2016
Key Actions
Status
Explored various governance models through reading and training
Established a Board Governance Model based on: Good Governance is a Choice by Randy
Quinn and Linda J. Dawson
Established and implemented a transition plan in collaboration with the Board of Directors
Supported Board of Directors meetings including: reorganization of Board officers and routine
work of the Board
Advocated for legislation that enhanced PSD’s operational and instructional programs by
actively supporting the Board of Director’s legislative priorities
Developed a collaborative Superintendent and School Board working relationship through
monthly meetings for shared reflection of the transition process
Phase 2 First 90 Days: July 2016-September 2016
Key Actions
Develop a Board Planning Calendar to proactively plan the Board of Director’s Annual Work
Plan
Continue the establishment of a Board Governance Model including:

Revisit the Owner/Client definition

Establish Board CEO Relationship Policies

Refine Board Governance Policies

Continue efforts toward identification of Operational Expectations

Formalize the Board of Director’s outcomes into Results Policies
Support the development of the Board of Director’s Legislative Priorities
Advocated for legislation that enhanced PSD’s operational and instructional programs by
actively supporting the Board of Director’s legislative platform

Representative Tharinger visitation

Representative Nealey and Representative Walsh
Schedule quarterly meeting with individual board members
Status
Phase 3 90-120 Days: October 2016-January 2017
Key Actions
Status
Develop and implement a Superintendent evaluation model that aligns with the established
Board Governance Model
Support the development of the Board of Director’s Legislative Positions
Advocate for legislation that enhanced PSD’s operational and instructional programs by
actively supporting the Board of Director’s legislative platform
Ongoing support of the work of the Board of Directors
Develop and implement a comprehensive plan to address District Procedures as noted in
District Policies
Phase 4 120 Days and Beyond: February 2017-June 2017
Key Actions
To be determined in January 2017
Status
Organizational Leadership: increase organizational consistency, efficiency, innovation,
proactivity and ensure high performance in support of all district sites.
Phase 1 Transition: 2015-2016
Key Actions
Status
Reviewed organizational structure in preparation for district level staffing
Developed a new organizational structure and aligned existing staffing with an eye on
providing exemplary customer service to all stakeholder groups
Reviewed and analyzed foundational documents and data to inform ongoing and upcoming
initiatives including:
 Student achievement data

Survey results

Contracts

Board minutes

Policies and procedures

Budgets

Audits
 Grants
Monitored the exploration of a data dashboard in an effort to comprehensively monitor data to
focus on multiple success factors
Built a positive and productive working relationship with district staff through planning and
facilitating Leadership Council
Phase 2 First 90 Days: July 2016-Septemeber 2016
Key Actions
Redesign Leadership Council to create the organizational conditions necessary for district level
staff to be creative, innovative, proactive and empowered
Focus on a clear vision of system-wide protocols for problem solving and decision making
through collaboratively designing a Decision Making Matrix including consistency around:

Departmental Strategic Planning

Initiative Planning
 Communication/Decision Making
Implement a new organizational structure including:

Hiring key district level positions

Leaving other district level positions vacant to allow for restructuring in year 2
Redesigning and reorganizing the physical arrangement of the district office to align to
the new organization structure and enhance customers service
Develop a tool to clearly communicate the new organizational structure including role and
responsibilities

Status
Phase 3 90-120 Days: October 2016-January 2017
Key Actions
Status
Explore a data dashboard as it applies to the Board of Director’s Results Policies
Phase 4 120 Days and Beyond: February 2017-June 2017
Key Actions
To be determined in January 2017
Status
Operational Leadership: ensure alignment of resources to efficiently and effectively meet the
educational, safety, social and emotional needs of all students.
Phase 1 Transition: 2015-2016
Key Actions
Status
Accomplished district goals while maintaining a favorable financial position by:
 Participating in weekly meetings with Executive Director of Fiscal Services.

Collaboratively planning and participating in bi-monthly budget planning meetings.
Developed, in coordination with building principals, a new approach to determining building
staffing allocations
Participated in decision making regarding legal and risk management issues.
Engaged in activities to gain awareness of PSD’s Support Services including:

Rode a bus route

Visited a school lunch

Toured the Print Shop

Monitored the development of a three-year technology plan.
Phase 2 First 90 Days: July 2016-September 2016
Key Actions
Identify funding for implementation of year 1 of the three-year technology plan
Restructure bi-monthly budget planning meetings and protocols with a focus on increasing
efficiency and consistency
Initiate an outside third party review the district’s Transportation Department and follow through
the recommendations
Exploration of Government Finance Officers Association’s new best practices focused on
prioritizing spending on student achievement
Join the Government Finance Officers Association’s Cohort II which will focus PSD on the new
best practices for school budgeting focused on prioritizing spending on student achievement
Develop and implement and short term and long term facilities planning strategies

Short term: Bond 2017

Long term: comprehensive facilities management plan
o
Request for Proposals for a facilitator
o
Launch a stakeholder committee
Status
Phase 3 90-120 Days: October 2016-January 2017
Key Actions
Status
Continue the work around the new approach to determining building staffing allocations by:

Engaging building principals to analyze strengths, weaknesses and next steps

Develop staffing matrixes to ensure consistency in staffing allocations
Engage Principals in a budget analysis of building allocations
Focus on recruitment, induction and retention strategies to ensure every building has high
quality employees
 Engage in a data analysis to inform strategy development

Explore recruitment mechanisms

Career pathways

“Grow you own”

Paraprofessionals

Graduates
Explore retention mechanisms

Mentoring

Professional Development

Coaching
Phase 4 120 Days and Beyond: February 2017-June 2017
Key Actions
To be determined in January 2017
Status
Collaborative Culture: to establish a respectful, positive district culture centered around
solution focused communication and positive relationships through open communication
and authentic engagement.
Phase 1 Transition: 2015-2016
Key Actions
Initiated communication opportunities including, but not limited to:


One-on-one meetings with each key staff
o
Principals: one-on-one meetings
o
Teachers: Listening Lunches and individual meetings by request
o
Transportation: bus drivers group meetings
o
Departmental Leaders: one-on-one meetings
o Area Superintendents: monthly group meetings
Community and business partners:
o Parents
o
Community Conversations in Partnership with Mid-Columbia Library,
o
ATP meetings,
o
PTO meetings,
o
PAC meeting,
o
Parent Education Center visitation and

o Individual meetings by request
Faith-based community leaders:
o HOPE meeting, and

o Individual meetings by request
Union leadership:
o PAE weekly meetings,
o


o Others by request
Service Clubs and Business Groups
o Pasco Chamber and Board meetings
o
Tri City Hispanic Chamber meeting
o
Sunrise Rotary meeting
o
Ambassadors of Lake View Achieving Success (ALAS) meetings
o
Pasco Coalition meetings
o Kiwanis meetings
Board communication strategies
o Community Forums
o

PSE individual meeting,
You Tube access to Board study sessions and business meetings
Legislative Representatives
Status
Phase 2 First 90 Days: July 2016-September 2016
Key Actions
Create the organizational condition where every employee of Pasco School District feels
empowered to creative, innovative and proactive.
Implementation of “Yes and’ culture in partnership with consultant Galen Emanuele
Leadership Academy
August 1, 2016: 300 Pasco School District employees attend a key note delivered by
Superintendent Whitney and Mr. Emanuele focused on the philosophy of a “Yes and” culture
August 1, 2016: break out session for classified and certificated administrators with Galen
Emanuel focused on strategies to create a “Yes and” culture
August 1, 2016: break out session for classified and certificated administrators with district staff
focused on creating a district foundational document embracing a “Yes and” culture.
Publication of “Our Pasco Promise”
Secretary In-service
 August 10 and 11, 2016: keynote by Superintendent Whitney focused the “Yes and”
philosophy and unveiling of “Our Pasco Promise”
Transportation In-service
 August 11, 2016: keynote by Jose Hernandez and Randy Nunamaker focused the “Yes
and” philosophy
Nutrition Services In-service
 August 16, 2016 keynote by Superintendent Whitney focused the “Yes and” philosophy
and unveiling of “Our Pasco Promise”
Nurse In-service
 August 23, 2016 keynote by Superintendent Whitney focused the “Yes and” philosophy
and unveiling of “Our Pasco Promise”
Back to School Rally
 August 29, 2016 keynote by Superintendent Whitney focused the “Yes and” philosophy
and unveiling of “Our Pasco Promise”
Focus on Customer Service
 Launch a third party communications audit and implement recommendations
 Launch a Pasco School District App

o
App available August 15, 2016
o
o
Communication and marketing campaign launched in August’s back to school
communications
Mailing delivered to every household (insert date)
o
Online training modules available (insert date)
o
Partnership with Ignite Youth Mentoring and other community partners
Launch an Online Work Order Reporting System
Schedule Community Pasco School Board of Directors Forums quarterly
 October 20, 2016 Marie Curie STEM Elementary
 January 18, 2017 Ochoa Middle School
 March 23, 2017 Ruth Livingston Elementary
 June 22, 2017 Maya Angelou Elementary
Weekly meetings with PAE Union Leadership
Status
Prioritize school and site visitations through calendar and schedule redesign
Phase 3 90-120 Days: October 2016-January 2017
Key Actions
Status
Key Actions
•
November 2, 2016 Pasco secretaries and classified staff attend keynote and breakout
session by Galen Emanuele focused on the philosophy and strategies of a “Yes and” culture
Prioritize school and site visitations: Monday, Wednesday, Friday mornings dedicated to site
visitations
Phase 4 120 Days and Beyond: February 2017-June 2017
Key Actions
February 7, 2017 Galen Emanuele follow up with administrators focused on move “Yes and”
culture philosophy and strategies to the next level of implementation.
To be determined in January 2017
Status