CVES 2018 2021 Strategic Plan for Continuous Improvement 2018 19 Update - ISC CVES BOCES Board Meeting October 10, 2018 Plattsburgh, NY
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CVES 2018‐2021
Strategic Plan for Continuous Improvement
2018‐19 Update
CVES BOCES Board Meeting
October 10, 2018
ISC
Plattsburgh, NY
CVES 2018‐2021 Strategic Plan
CVES School Community,
As we move forward through the 2018‐19 school year, CVES continues to embrace our
Strategic Plan. We are approaching the Plan with renewed vigor, steadfast commitment
and enthusiasm. As part of our thoughtful consideration and update process, we utilized
the results of the April 2018 annual employee survey to help sharpen our focus and
support our plan updates.
We are pleased to share our CVES 2018‐21 Strategic Plan which was updated in September
2018 by the District Planning Team (DPT) and divisional teams, working with Sean Brady of
Prism Decision Systems. It was an exemplary effort that has yielded solid results that will
shape our planning and work throughout the coming year.
CVES thanks all DPT and divisional team members for their committee work, and indeed all
members of the CVES family for their daily work and commitment to our Strategic Plan and
its ongoing implementation. This is an integral and indispensable part of CVES’ educational
environment that assists us to build upon the excellence of our programs and employees as
we prepare our students for future endeavors.
Dr. Mark C. Davey, CVES District Superintendent/CEO
2
CVES 2018‐2021 Strategic Plan
Presentation Overview
• Introduction
• Guiding Principles
• 2018‐21 CVES Strategic Plan
Performance Measures
• 2018‐20 Divisional Overviews
3
Mission: Core beliefs:
The Champlain Valley Educational • Students are our first priority.
Services empowers students, • We value open and honest communication.
schools and communities by • We embrace collaboration and shared decision‐making.
providing exemplary education, • We promote creativity and innovation.
training, support and shared
services. • All students can learn and be successful.
• We all lead by example.
• We act with integrity, fostering respect for all.
Vision:
• Students, family and community are valued partners for
We aspire to be a nationally success.
recognized, premier provider of
dynamic and innovative programs and • We ensure a safe, supportive learning and work
services, serving as a catalyst for environment.
personal and regional economic • We all impact the educational process and are dedicated
growth. to perform at the highest possible levels.
4
CVES 2018‐19 District Planning Team (DPT)
Chairperson ‐ Teri Calabrese‐Gray McCartney, Jim
Osborne, Scott ‐ (new CSO)
Arthur, Janet ‐ (new Special Education) Parker, Jen ‐ (new CV‐TEC)
Aubin, Thomas Phillips, Brigitte
Bell, Eric ‐ (new ASMS Central Admin & Mgmt. Serv.) Robinson, Tonya
Berry, Bonnie ‐ (interim Director of Spec. Ed) Saunders, Lori
Bouyea, Shelley Smith, Matthew
Dancoes, Laura Snow, Cathy
Davey, Mark St. Pierre, Alex
Fisher, Travis ‐ (new O & M) Stay, Grace
Friedman, Michele Valenzuela, Daniel
Harriman, Sr. Richard Waldron, Angie
LaClair, Jessica – (new Mgmt. Serv.) Wick, Cayla ‐ (new Special Education)
Landry, Jane Wimett, Kim
Marlow, Laura Yelle, Stacey ‐ (new Special Education)
Mayer, Kim
5
CVES 2018‐19 Divisional Teams
Special Education ISC/Central Administration & CV‐TEC
Bonnie Berry, Team Leader Management Services Michele Friedman, Team Leader
Janet Arthur Teri Calabrese‐Gray, Team Leader ISC Mark Brown
Eric Bell Team Leader Central
Ashley Brown Amy Burdo
Administration & Management
Chrissy Cassevah Kevin Donoghue
Services
Jennifer Christiansen Adam Facteau
Sherry Aguglia
Erin LaDuke Alexis Dirolf
Susanne Ford‐Croghan
Anthony Biasini Nick LaCroix
Becky Gates
Janel Kingsley Colleen LaFountain
Jessica LaClair
Missy Litts Tina LeFevre
Joseph Lamoy
Kim Mayer Joanne Mazzotte
Megan Manson
Brigitte Phillips Jim McCartney
Jessie Moulton
Tonia Robinson Jessica Mitchell‐Briehl
Christine Myers
Angie Waldron Kristen Parker
Meaghan Rabideau
Caitlyn Worley Dana Poirier
(Louise Jackstadt‐alternate)
Daniel Valenzuela Nicole Santaniello
Stephanie Trombley
Kevin Shaw
Matthew Walentuk
Cathy Snow
Sherry Snow
Grace Stay
Dena Tedford
Beverly Thwaits
Rob Witkiewicz
6
2018 CVES Strategic Profile & Interpretation
7
2018 CVES Strategic Profile & Interpretation
1. High Quality Staff: Attract, support and retain high quality employees.
2. Communication/ services: Engage in and provide consistent, respectful,
timely and supportive communications and services.
3. Five-year budgeting: Continuously update our five-year program, equipment,
technology and facilities budgets and plans through a transparent process.
4. Promote/ market: Promote and market our programs and services both
internally and externally.
5. Co-Sers: Support and expand existing and develop new Co-Sers and shared
services.
6. Professional Development: Invest in all staff by providing professional
learning opportunities.
7. SEL/ mental health: Provide for the social, emotional and mental health
needs of our educational community
8. Capital project: Support approval and implementation of the capital
project.
9. Partnerships: Expand and strengthen partnerships with business and
industry, educational institutions, community and government agencies.
8
Provide dynamic leadership
• Attract, support and retain high quality employees.
Lead • Engage in and provide consistent, respectful, timely and supportive communications and services.
• Continuously update our five‐year program, equipment, technology and facilities budgets and plans
through a transparent process.
• Promote and market our programs and services both internally and externally.
Educate through innovative, high‐quality programs and services
Deliver • Invest in all staff by providing professional learning opportunities.
• Support and expand existing and develop new Co‐Sers and shared services.
Ensure a quality learning environment
Support • Provide for the social, emotional and mental health needs of our educational community.
• Support approval and implementation of the capital project.
Build and enhance partnerships
Collaborate • Expand and strengthen partnerships with business and industry, educational institutions, community
and government agencies.
1 Immediate priorities are bolded.
9
2015‐18 Performance Trends & 2021 Targets
Performance Measures 2015 2016 2017 2018 2021 Target
CVES wide measures1
% agreeing that CVES is good at communications 44 74 86 85 90
% agreeing that “I feel informed about CVES issues that
may affect my job duties or job performance”
30 48 66 66 85
% agreeing the strategic plan is moving us in the right
direction
‐ ‐ 75 86 90
% employees who say they have experienced
bullying/harassment at work within the last year
‐ ‐ 11 15 0
% employees who feel safe at work2 ‐ ‐ ‐ ‐ 100
Central Administration and O&M
% agreeing that “decisions made by the CVES Board are
regularly communicated to employees”
17 45 71 84 90
% agreeing senior admin provide leadership and
direction to CVES employees
‐ ‐ ‐ 80 90
% of yearly O&M work order requests addressed or
complete
‐ ‐ 80 86 90
1 The 2018‐19 employee survey will include questions related to the provision of consistent, timely, respectful and supportive services.
2 Baseline to be established in Spring 2019
102015‐18 Performance Trends & 2021 Targets
Performance Measures 2015 2016 2017 2018 2021 Target
Instructional Services Center
Total number of ISC Co‐Ser subscriptions 183 187 228 243 260
% clients satisfied with ISC services2 ‐ 93 ‐ ‐ 95
# of PD and events being offered to support social and
emotional and mental health
‐ ‐ ‐ 13 25
CV‐TEC
Total CTE daytime enrollment (high school + post‐
secondary)
661 696 702 658 710
% eligible high school and post‐secondary students
earning technical endorsement
‐ 54 68 54 85
Adult enrollment in job skills training or continuing
education (non CTE daytime)
102 77 49 61 100
Special Education
% IEPs written with goals and needs aligned ‐ ‐ ‐ TBD3 90
% of transition plans written that meet a quality check list
(14 and older)
‐ 0 41 74 85
2 ISC will collect client satisfaction data in 2018‐19.
3 2017‐18 is the baseline year for this metric. The TBD will be replaced with baseline data by October 2018.
11CV‐TEC 2018‐20 Improvement Plan
Mission: CV‐TEC empowers students by providing exemplary career and technical education
Performance Performance measures 2015 2016 2017 2018 2020 target
Targets Total CTE high school daytime enrollment 584 608 620 588 625
(Co‐Ser 101 & 115)
Total CTE post‐secondary daytime enrollment 45 65 82 70 85
(Co‐Ser 103)
Post‐secondary enrollment in job skills training or continuing 102 77 49 61 85
education (non CTE daytime)
% CTE high school daytime completion rate: 95 96 97 95 98
‐ % eligible earning honors ‐ ‐ 49 40 60
‐ % eligible earning technical endorsement ‐ 54 68 51 75
‐ % eligible earning National Work Readiness ‐ pilot 85 87 90
Credential
% CTE post‐secondary completion rate (CTE daytime): 90 86 94 88 97
‐ % eligible earning honors ‐ ‐ 65 76 80
‐ % eligible successfully completing a technical ‐ 51 77 77 90
assessment at the state cut score
‐ % eligible earning National Work Readiness ‐ pilot 88 88 90
Credential
12CV‐TEC 2018‐20 Improvement Plan
2018 – 20 Action step Owner Due
Activities
Provide Continuously update our five‐year program, equipment, technology and facilities budgets and plans through a transparent process.
dynamic Collaborate with the Assistant Superintendents to identify creative ways to address CV‐TEC’s unique concerns Director 11/2018
leadership regarding: Reps from
Barriers to adopting new technologies (e.g., access and software: Instagram account, Google docs, etc.) strategic
Issues related to phone placement/availability in some specific rooms planning team
Proactive annual building maintenance schedule (e.g., painting rooms on rotating basis, etc.)
Maintain COE accreditation for the current year and explore alternative means of meeting national standards.
Provide additional planning time for committee members. Admin 2018‐19
Identify Title IV requirements for maintaining US DOE funding eligibility (LPN). Jim McCartney, 1/1/2019
Chris Chaffin
Admin, Dena
Tedford
Identify and implement state and nationally recognized alternatives to COE accreditation. Standards 2018‐20
team
Colleen
Lafountain
Industry certifications, credentials& licensures: Jim McCartney, 6/2019
Identify what industry certifications, credentials or licensures we offer. team
Identify additional industry certifications, credentials or licensures we could be offering.
Capture a baseline number year‐end 2018‐19 for “percent eligible earning > 1 industry certifications or
licensures”
13CV‐TEC 2018‐20 Improvement Plan
2018 – 20 Action step Owner Due
Activities
Educate Enhance job skills education training opportunities and general divisional marketing strategies.
through Explore the feasibility of implementing block schedule for programs within CTE daytime for adult students. Cathy Snow, Amy 1/2019
innovative, What program(s) are most appropriate to pilot this approach? Burdo, Michele
Identify the action plan to implement. Friedman
high‐quality
Implement new technology to market our programs. Michele
programs and
Add Instagram and other apps. Friedman, Alex St. 1/2019
services Review and update individual website sections. Pierre, Kevin 6/2019
Donoghue, Mark
Brown
Run at least one adult short‐term training course at the CV‐TEC Mineville Campus. Market through a Amy Burdo, Cathy 6/2019
standardized CV‐TEC @ OneWorkSource “brand” for these training courses. Snow & Grace
Stay
14CV‐TEC 2018‐20 Improvement Plan
2018 – 20 Action step Owner Due
Activities
Ensure a quality Provide for the social, emotional and mental health needs of our educational community.
learning Schedule and deliver training for all staff: Title IX SDM to
environment What is harassment/bullying among staff? coordinators schedule full
How do we report incidents of bullying/harassment among staff? team
What is appropriate, professional communication within the workplace?
Provide time and resources for the social & emotional learning (SEL) committee to: Admin 9/2018 –
Complete a needs assessment of professional and personal knowledge and needs of staff related to social and SEL committee 6/2019
emotional learning Counselors
Develop a flow chart/protocol for crisis management/intervention for both staff or students (with the CVES
Continue to collaborate on intake and referral process for Behavioral Health Services North Suicide
Seek other resources: Access VR, Clinton County Mental Health Prevention
Identify options for supporting Mineville (Essex County) SEL needs Planning Team
Explore the possibility of a mental health safety day as needed)
Continue to make CV‐TEC a warm, welcoming place for students and staff: All staff Ongoing
You Matter/We Care culture SDM
Building Relationships/Making Connections
Bucket filling
Active listening
Increasing time for staff and faculty collaboration
15CV‐TEC 2018‐20 Improvement Plan
2018 – 20 Action step Owner Due
Activities
Build and enhance Provide our students multiple pathways to success that allow seamless, efficient transitions to further education or to the
partnerships workplace.
Plan and implement professional development on technical assessments:
The NYSED multiple graduation pathways, 4 + 1 assessments, technical assessments and how the CTE Committee 11/2018
approval process aligns with each. & SDM
Review of the technical assessments for CTE approval and the alignment within each program. Committee 1/2019
& SDM
Adding performance assessments for CTE approval. Committee 3/2019
& SDM
Communicating to students the value of taking these assessments. Committee 3/2019
& SDM
Implement employability skills on all campuses including career planning, financial literacy, job seeking Committee 6/2019
and a job fair involving business and industry.
Create a graphic organizer identifying pathways for national assessments and the credit earned through Committee 11/2018
them.
16ISC 2018‐20 Improvement Plan
Performance Targets Measure 2015 2016 2017 2018 2020 target
Total number of ISC Co‐Ser subscriptions 183 187 228 243 250
% of clients satisfied with ISC services ** ‐ 93 ‐ ‐ 94
Total number of professional development sessions 233 258 240 273 275
conducted at CVES—July to May
Total number of professional development session 4522 4201 4122 4492 4500
participants—July to May
% agreeing that technology is accessible, up‐to‐date, and 63 81 83 83 88
adequate to perform my job duties
# of PD and events being offered to support social and ‐ ‐ ‐ 13 20
emotional and mental health
** ISC will collect client satisfaction data in 2018‐19
17ISC 2018‐20 Improvement Plan
2018 – 20 Activities Action step Owner Due
Provide dynamic Promote and market our programs and services both internally and externally.
leadership Maintain CVES website with content from all divisions. Monitor metrics. Matt Smith & Megan Ongoing
Manson
Disseminate brochure and present at all divisional staff meetings on what ISC has to offer. Susanne Ford‐Croghan & 3/31/19
ISC subcommittee
Promote ISC services and professional development through multimedia (meetings, electronic ISC staff 6/30/19
boards, website, presentations, etc.)
Engage in and provide consistent, respectful, timely and supportive communications and services.
Improve CVES SharePoint user experience. Alex St. Pierre, Megan ongoing
Manson
Explore additional content creation for ISC SharePoint. Megan Manson, Alex St. 6/30/19
Pierre
Educate through Support and expand existing and develop new Co‐Sers and shared services.
innovative, high‐ Conduct an analysis of cross contracts by our component districts to assess potential expansion of ISC subcommittee 1/31/19
quality programs existing or new services/Co‐Sers.
and services Discuss with administrators at meetings district/building needs and align to potential Co‐Sers. ISC staff Ongoing
Invest in all staff by providing professional learning opportunities.
Survey and create professional learning opportunities for CVES staff. Matt Smith & Jane 4/1/19
Landry
18ISC 2018‐20 Improvement Plan
2018 – 20 Action step Owner Due
Activities
Ensure a quality Support approval and implementation of the capital project.
learning Provide technical assistance to CVES capital project. ISC staff 6/30/19
environment Provide for the social, emotional and mental health needs of our educational community.
Schedule and deliver training for all staff Cabinet 6/30/19
What is harassment/bullying among staff?
How do we report incidents of bullying/harassment among staff?
What is appropriate, professional communication within the workplace?
How do I access EAP services?
Continue to highlight student, staff and organizational achievements through print, video, photo, web, etc. on Tech & Com Ongoing
electronic informational displays. Departments
Build and enhance Expand and strengthen partnerships with business and industry, educational institutions, community and government agencies
partnerships
Revise, re‐administer and analyze customer satisfaction survey to component school districts. Jane Landry, 1/1/19
ISC staff
Strengthen relationships with CVES and component school district personnel through one‐on‐one ISC staff Ongoing
communications.
Continue to partner with institutes of higher ed to create opportunities for student volunteers. ISC staff Ongoing
19Special Education 2018‐20 Improvement Plan
Performance Targets Measure 2015 2016 2017 2018 2020 target
STAR ELA assessment: % students maintaining or improving their average grade 72 72 62 70 80
equivalent
STAR Math assessment: % students maintaining or improving their average grade ‐ ‐ 86 76 85
equivalent
% of transition plans written that meet a quality check list 1 ‐ 0 41 74 90
% IEPs written with goals and needs aligned 2 ‐ ‐ ‐ TBD 90
Social and emotional learning metrics: 3
Physical restraints: Avg total restraints over 2015‐16 and 2016‐17 as baseline ‐ ‐ 604 225 < 200
Out of school suspensions: Avg total of days lost to OSS over 2015‐16 and 2016‐ ‐ ‐ 184 167 < 150
17 as baseline
% staff receiving > 15 hours of PD in social & emotional learning 4 ‐ ‐ ‐ ‐ TBD
% classes holding “circle‐ups” > 1 time per six‐day cycle October to May ‐ ‐ ‐ ‐ TBD
% of programs holding > 1 circle up per month with staff ‐ ‐ ‐ ‐ TBD
1. A random sample of 25% of transition plans for students 14 or older for each teacher will be used to determine this measure.
2. A random sample of 25% of IEPs for each teacher will be used to determine this measure.
3. The planning team will explore identifying and administering a climate survey and including data from it in the performance table.
4. The final three metrics in this table are new. 2018‐19 baseline data will be collected and added to next year’s plan.
20Special Education 2018‐20 Improvement Plan
2018 – 20 Action steps Owner Due
Activities
Provide dynamic Attract, support and retain high quality employees.
leadership Meet with the Assistant Superintendents to begin to formulate a plan to improve Dir of Spec Ed Fall 2018
employee retention within the Special Ed Division. Members of
strategic planning
committee
Engage in and provide consistent, respectful, timely and supportive communications and services.
Update membership of communication committee. Grace/Dan Yearly in October
Analyze the communication survey results. Committee
Establish improvement goals and share with staff.
Continue to develop an efficient method of communication with Mineville and with Admin Ongoing
itinerant staff (e.g., Bulldog Bulletin). Director/Admin
weekly note,
Newsletters
(WAF/YD per 6
weeks)
Explore and implement appropriate use of the RACE chart. Committee/ Ongoing
Admin
21Special Education 2018‐20 Improvement Plan
2018 – 20 Activities Action steps Owner Due
Educate through Invest in all staff by providing professional learning opportunities.
innovative, high‐ IEP goal writing:
quality programs and Schedule and deliver training on effective IEP goal writing, transition planning and data collection Admin Ongoing
services specific to each discipline.
Schedule time in annual calendar to collaborate as a team to write concise IEP goals (e.g., classroom SDM Ongoing
staff and related service providers).
IEP plan measurement: Admin 9.2018
Implement a review tool to assess alignment of goals and needs within CVES staff ‐written IEPs. Based Curriculum
on the review, calculate and report “% IEPs written with goals and needs aligned.” coordinator
IEP plan process: Admin 9.2018
By last Friday in May, teachers submit a list of student IEPs that were written for the upcoming year. Curriculum
A master list of all IEPs written is created. coordinator
A coordinator uses a random sampling tool to identify 25% of IEPs per teacher by 1st Friday in June.
Coordinator notifies teachers by email of the selected IEPs to be printed and given to their
administrator.
Administrators utilize the review tool to collect data and provide teacher feedback by the end of
September.
Administrators report their data to the Director who calculated the overall “% IEPs written with goals
and needs aligned.”
Feedback is shared with appropriate staff.
22Special Education 2018‐20 Improvement Plan
2018 – 20 Activities Action steps Owner Due
Educate through Transition plan measurement: Coordinators 9.2018
innovative, high‐ Utilize a quality review checklist of transition plans. Bases on quality review, calculate and report “%
of transition plans written that meet the quality checklist (14 & older).
quality programs
Transition plan process: Coordinators 9.2018
and services
Generate a list all students enrolled that are 14 or older on Feb. 1.
The curriculum coordinator uses a random sampling tool to identify 25% of plans to be reviewed per
teacher.
Transition Coordinator uses the quality checklist to review plans by end of September.
Share results with the Director in order to drive future PD.
Ensure a quality Provide for the social, emotional and mental health needs of our educational community.
learning environment Begin to track Special Ed division employee trend data related to bullying/harassment in the work place Director Spring 2019
(questions 22, 23, 25, 26, 27 & 28) with Q. 27 disaggregated student‐to‐staff and student‐to‐student with Data Coordinator
the purpose of identifying specific areas ripe for intervention.
Schedule and deliver training for all staff Admin December
What is harassment/bullying among staff? Health & safety 2018 &
How do we report incidents of bullying/harassment among staff? Coordinator ongoing
What is appropriate, professional communication within the workplace?
How do I access EAP services?
Implement restorative justice in all special education programs. Counselors 6.2019
Implement monthly circle ups for all staff. Admin
By October 31, create and implement a system to track frequency of circle ups among staff and Staff
programs.
23Special Education 2018‐20 Improvement Plan
2018 – 20 Activities Action steps Owner Due
Ensure a quality Clarify the scope of work and resources available to the Wellness Committee: Wellness Ongoing
learning Seek grants from Excellus and Health Dept. to support wellness initiatives. Committee
Identify opportunities to combine wellness initiatives for students and for staff (e.g., drum circle for Spec Ed Director
environment
kids during the day and presenter volunteering to do drumming with staff in the afternoon.) Eric Bell
Collaborate with Professional Development Committee to identify PD for staff that focuses on
wellness (e.g., mindfulness.)
Identify organic, staff driven wellness or morale activities (e.g., pot luck lunches, etc.)
Develop in‐house strategies for therapeutic activities (e.g., gardening, meditation, dance, music, art.)
Continue structured student‐centered meetings weekly to include all providers working directly with Admin Ongoing
students.
Consider future implementation of the following: Strategic Ongoing
Continue to correlate SEL NYSED social emotional curriculum benchmarks/resources within the PBIS planning team
framework.
Increase staff and student community involvement
24Central Admin/O & M 2018‐20 Improvement Plan
Performance Targets Measure 2017 2018 2020 target
% agreeing that “decisions made by the CVES Board are regularly 71 84 90
communicated to employees”
% agreeing senior admin provide leadership and direction to CVES ‐ 80 90
employees
% of new employees completing a CVES orientation program within first ‐ 49 90
year of their start of employment at CVES2
% of yearly O&M work order requests addressed or complete 80 86 90
% of District Office, Management Services and O&M employees attending > 0 0 75
2 professional development sessions1 annually
1. The final metric in this table is new. 2018‐19 baseline data will be collected and added to next year’s plan.
2. This data was never recorded or included in previous reports.
25Central Admin/O & M 2018‐20 Improvement Plan
2018 – 20 Activities Action step Owner Due
Provide dynamic Engage in and provide consistent, respectful, timely and supportive communications and services.
leadership Populate and maintain the Central Admin SharePoint pages:
Create a subcommittee. Eric Bell 10/31/18
Identify and collect the information to include. Subcommittee 12/2018‐
& Eric Bell 2/2019
Provide refresher training on the functionality of SharePoint. Alex St. Pierre 2/2019
Establish a process for submitting information and making changes. Subcommittee 3/2019
Implement a frequently asked question (FAQ) on SharePoint.
Identify which functions need to be on the FAQ. Eric Bell 6/2019
Draft the FAQ and answers to each: Central admin 6/2019
Review and revise if necessary and approve. Eric Bell & Summer ‘19
cabinet
Post FAQ on SharePoint and begin using. Central admin, Fall 2019
Alex St. Pierre,
Matt Smith
Improve utilization of the School Dude O&M work order software program:
Create a line of communication between staff and O & M, including custodial staff. Eric Bell & 2/2019
Provide a means (within SchoolDude or other means) to report more detailed work order status to Jerry Brooks
staff and admin.
26Central Admin/O & M 2018‐20 Improvement Plan
2018 – 20 Activities Action step Owner Due
Provide dynamic Add questions to the Annual Strategic Planning Survey to measure “% viewing Central Admin and
leadership O&M as providing consistent & timely service” and “% viewing Central Admin and O&M as providing
respectful & supportive service:”
Determine survey questions. Eric Bell, Jane 1/2019
Landry
Review results and determine next steps, including setting a target. Eric Bell, Dr. 5/2019
Davey
Attract, support and retain high quality employees.
Develop a process to conduct exit interviews. Cabinet 4/2019
Implement the process and track the data. Cabinet 6/2019
Analyze exit interview data to determine root cause of turnover. Cabinet 6/2020
27Central Admin/O & M 2018‐20 Improvement Plan
2018 – 20 Action step Owner Due
Activities
Educate Invest in staff by providing professional learning opportunities.
through Implement a plan to ensure that District Office, Management Services and O&M employees attending > 2
innovative, professional development sessions annually:
high‐quality Identify what professional development is needed. Eric Bell Ongoing
programs and Research and communicate available training opportunities (Webinars, internal, Wincap, etc.) Staff
services
Schedule and attend training. Staff
Identify and share key learning and insights with staff. Eric Bell, staff
Based on what’s learned, implement changes to improve efficiencies and operations. Staff, Eric Bell
Maximize the CVES new employee orientation program:
Offer mid‐year new employee orientation. Employee Svcs 2/2019
Eric Bell
Cabinet
Administer informal orientation when new employees complete their initial paperwork: Employee Svcs As needed
Review current new employee on‐board process. Eric Bell
Tailor meeting to new employee type (e.g., 12‐month clerical, teacher, admin, etc.)
Evaluate new employee packet and develop standardized packets.
28Central Admin/O & M 2018‐20 Improvement Plan
2018 – 20 Activities Action step Owner Due
Educate through Provide targeted training, informational meetings and materials to staff in all Management Services areas.
innovative, high‐ Create training opportunities. Management Ongoing
quality programs Services
and services Schedule dates and times of presentations. Dept reps
collaborating
Evaluate the services available and provide regular updates to all CVES employees. Management
Services
Ensure a quality Provide for the social, emotional and mental health needs of our educational community.
learning Schedule and deliver training for all staff: Cabinet 2018‐19
environment What is harassment/bullying among staff?
How do we report incidents of bullying/harassment among staff?
What is appropriate, professional communication within the workplace?
How do I access EAP services?
Support approval and implementation of the capital project.
Educate CVES employees about key capital project points and provide regular status updates. Eric Bell 12/11/18
Encourage staff to share information and promote the capital project. Eric Bell 12/11/18
Encourage staff to assist with the administration of the BOCES‐wide vote. Eric Bell 12/11/18
If project passes, create a design committee and support the development of the scope of the project. Eric Bell 1/2019 –
5/2019
292018 – 19 Strategic Planning DPT Calendar
30CVES 2018‐21 Strategic Plan
Thank you for your continued support
of our 2018‐21 Strategic Plan and
for your commitment to creating a
brighter future for our students.
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