VISION 2025 March 1, 2022 - Board Docs
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VISION 2025 March 1, 2022
OUTCOMES
The Board will receive a status update on
how we are preparing for future success:
● Strategic Planning Process
● District Overarching Goals
● Multi-Tiered System of Supports
Service Delivery Model
Building the SBCUSD Framework
for Excellence: VISION 2025
OUTCOMES
02
Why This and Why Now
Student
Achievement
Student
achievement
momentum was
halted by school
closures
2020-21 Key Performance Indicators
Key Performance Indicator 2018-19 2019-20 2020-21
4-year Cohort Graduation Rate 90.4% 86.8% 84.6%
4-year Cohort Grads Meeting UC/CSU A-G Requirements 36.8% 38.4% 38.2%
College and Career Indicator (CCI) 34.1% 36.3% 36.3%
Chronic Absenteeism 18% 16.5% 23.9%
Attendance Rates 94.1% 94.3% 91.3%
Renaissance STAR CAASPP ELA Estimate Grade 3 37.7%* Not available 21.8%**
Renaissance STAR CAASPP ELA Estimate Grade 7 42.7%* Not available 31.8%**
Renaissance STAR CAASPP ELA Estimate Grade 11 42.0%* Not available 35.6%**
Renaissance STAR CAASPP Math Estimate Grade 3 39.4%* Not available 20.2%**
Renaissance STAR CAASPP Math Estimate Grade 7 25.3%* Not available 19.1%**
Renaissance STAR CAASPP Math Estimate Grade 11 16.0%* Not available 31.6%**
* 2018-2019: State SBAC test ** 2020-2021: District STAR test
WHY THIS AND WHY NOW
05
Current State: How are we doing?
Grade 3 Grade 7 Grade 11 Graduates
Meeting UC-CSU A-G
NWEA NWEA NWEA Requirements
On Track - Reading On Track - Reading On Track - Reading 37%
(2018-19)
23% 24% 27%
(Fall 2021-22) (Fall 2021-22) (Fall 2021-22) Meeting College and
Career Indicators (CCI)
On Track - Math On Track - Math On Track - Math
40%
14% 13% 15% (2018-19)
(Fall 2021-22) (Fall 2021-22) (Fall 2021-22)
4-Year Graduation Rate
90%
(2018-19)
English Learner Reclassification 5.6% (20-21)
22.6%(19/20)
WHY THIS AND WHY NOW
06
We are poised for excellence…
One on One Listening & Listening & Learning
Interviews: Learning Forums: Forum Participants:
55 16 851
Listening & Learning Meet & Greets Meet & Greets
Forum Thoughts Meetings: Participants:
& Ideas Captured:
45 350
2,457
Schools
Visited:
Classrooms
Visited:
Stakeholders want us
73 350+
WHY THIS AND WHY NOW to be excellent for kids! 07
Strategic Planning
SBCUSD STRATEGIC PLANNING TEAM
3 14 16 9 8 8 11
Board Members Certificated & Parents Cabinet Department Principals High School
Classified Staff Advisory Groups Administrators Students
(CSEA, CWA, (CAC, DAC,
SBTA, SBPOA) DAAAC, DELAC)
STRATEGIC PLANNING
09
VALUES VALORES
Intentionality Intención
● Deliberately and consistently nurturing ● Deliberada y consistentemente fomentando
a student-centered culture. una cultura centrada en los alumnos.
Inclusivity Inclusión
● Welcoming all people in a learning ● Recibiendo a todos en un entorno de
environment where trust and kindness aprendizaje donde prospera la confianza y
thrive. bondad.
Innovation Innovación
● Reimagining education to spark ● Reimaginando la educación para despertar
curiosity and inspire success in school la curiosidad e inspirar el éxito en los
and life. estudios y la vida.
STRATEGIC PLANNING
10VISION
SBCUSD will be global leaders in
teaching and learning, empowering
each other to make the world a
better place.
VISIÓN
El SBCUSD será líderes globales en
enseñar y aprender, empoderando a
todos para hacer el mundo un lugar
mejor.
STRATEGIC PLANNING
11MISSION
SBCUSD is an educational community of
continuous improvement, embracing the
gifts and talents of all people so students
will succeed in school and life.
MISIÓN
El SBCUSD es una comunidad educativa de
mejoramiento continuo, aceptando los
dones y talentos de todos para que los
alumnos tengan éxito en los estudios y la
vida.
STRATEGIC PLANNING
12Building our Framework for Excellence
DISTRICT OVERARCHING GOALS
Academic College & Social Emotional Family Health &
Achievement Career Success Learning Engagement Safety
We’re building our Framework for Excellence 14ACADEMIC
ACHIEVEMENT
We will strengthen the District’s
teaching and learning culture by
delivering targeted professional
development for administrators,
certificated, and classified staff in
reading, mathematics and
language development.
15To promote Academic Achievement, we will:
Align curriculum to create equitable, high
quality, learning experiences for all students
“ (In the next three years, we need)
alignment between curriculum, instruction
and assessment.
- District Manager
(June 17, 2021)
“ The sites should have commonalities
in the work we as a district are doing. It’s
important because we are all one district.
- Certificated Staff
(September 27, 2021)
Map out a plan for establishing essential standards;
scope and sequences and aligned assessments
Short Term Goals: 1.b.1
ACADEMIC ACHIEVEMENT
16To promote Academic Achievement, we will:
Recruit SBCUSD educators to review and
revise curriculum guides
“ The most critical work
SBCUSD should be doing in the next
three years is to update the
curriculum, so students will be
successful.
- SBCUSD Parent
(October 28, 2021)
Teacher Leadership Teams
Teacher Advisory Committee
Short Term Goals: 1.c.1
ACADEMIC ACHIEVEMENT
17To promote Academic Achievement, we will:
Provide training for site leaders and educators
aligned to District priorities and student need
“ I am most proud to be in this
district because we have the most
highly trained teachers around.
Important because our teachers
need to know the most current
educational pedagogy and have
access to curriculum and technology.
- Certificated Staff
Using Professional Learning Communities (PLC) to focus our (November 1, 2021)
Administrative Leadership Institutes (ALI) in support of meeting our
district goals in reading, math, and language development
Short Term Goals: 1.a.1; 1.d.1
ACADEMIC ACHIEVEMENT
18To promote Academic Achievement, we will:
Redesign teaching and learning to strategically
meet the unique needs of all students
“ I think that all schools should
keep doing one-on-one teaching
with students. I say that because
that is what help me to get through
my classes and pass.
- SBCUSD Student
(September 28, 2021)
Universal Design for Learning
Universal Access
Learning Labs Additional initiatives
ACADEMIC ACHIEVEMENT
19COLLEGE & CAREER
SUCCESS
SBCUSD will build and align
systems to promote college and
career success across all high
schools and link innovative
industry sectors to K-12 signature
STEAM Academies, CTE Pathways,
and After-School Programs
District-wide.
20To promote College & Career Success, we will:
Equip all 9-12 students with a digitized four-year
college and career success plan
“ I believe SBCUSD could continue
working on college readiness by
implementing courses selectively
catered to that skill. When students are
finally treated like adults in college,
they need to be adequately prepared
or they will not know what to do.
- SBCUSD Student
(October 28, 2021)
Align plans to University A-G Requirements and the state College &
Career Indicator measurement to create consistency districtwide
Short Term Goals; 2.a.1,2,3
COLLEGE & CAREER SUCCESS
21To promote College & Career Success, we will:
Create TK-12 plans to increase college & career readiness
and student access to college classes while in high school
“ Grow our career pathways and
dual enrollment. Have opportunities
where students can graduate with
certification and/or experience to start
a career. Honor and recognize that all
students have individualized paths and
goals.
- SBCUSD Managers
(August 24, 2021)
Develop support systems for 9th Grade Math / Algebra
Readiness and A-G Credit Recovery; and
Access to Dual Enrollment programs
Short Term Goals; 2.b.1
COLLEGE & CAREER SUCCESS
22To promote College & Career Success, we will:
Develop a roadmap for building STEAM
Signature Programs at every school
“ Work to offer programs such as
STEAM at all sites. All students should have
the same opportunities no matter what
neighborhood they live in.
- SBCUSD Parent
(September 23, 2021)
“ Offer STEAM at ALL sites. All of our
scholars deserve the same opportunities.
- Certificated Staff
(October 4, 2021)
Provide schools with a self-evaluation and planning tool
to guide implementation of high quality programs
Short Term Goals; 2.c.1
COLLEGE & CAREER SUCCESS
23SOCIAL EMOTIONAL
LEARNING (SEL) &
WELLNESS
We will strengthen the District’s
Social Emotional Learning
(SEL) & Wellness culture to
create enabling conditions that
support the whole child’s
engagement to foster a growth
mindset.
24To strengthen Social Emotional Learning & Student Wellness, we will:
SBCUSD will create systems and structures to
support Social-Emotional Learning in schools
“ Make mental health and trauma
informed education a priority because
we can’t expect students to perform
academically if their not ok
emotionally. Even educators as well,
we must feel present to help others.
- Certificated Staff
(September 27, 2021)
Provide professional development for teachers, counselors and classified
staff; and equip teachers with social emotional learning lesson plans
Short Term Goals: 3.a.1
SOCIAL EMOTIONAL LEARNING & STUDENT WELLNESS
25To strengthen Social Emotional Learning & Student Wellness, we will:
SBCUSD will strengthen capacity of
School Climate & Culture Teams
“ Re-learn and re-teach. The
Social Emotional IQ in addition to the
Academic IQ has been lost by our
students. In addition, rebuild the
HOPE! Without these things…our
students will not be able to compete.
- Certificated Staff
(September 27, 2021)
Use the CASEL guide to improve Social
Emotional Learning school wide
Short Term Goals: 3.b.1
SOCIAL EMOTIONAL LEARNING & STUDENT WELLNESS
26To strengthen Social Emotional Learning & Student Wellness, we will:
A District Task Force will develop plans
for school Wellness Centers
“ It’s important that both students
and staff engage in measures to foster
mental and physical wellbeing. We’ve
learned a hard lesson this year that
the number one priority for us all is
health.
- Certificated Staff
(October 4, 2021)
Incorporate many stakeholder voices to develop a comprehensive
wellness center plan that meets student needs
Short Term Goals: 3.c.1,2
SOCIAL EMOTIONAL LEARNING & STUDENT WELLNESS
27FAMILY
ENGAGEMENT
SBCUSD will enhance our Family
& Community Engagement
efforts to empower our families,
schools and educational
community and strengthen the
home to school connection in
order to improve academic
achievement of all students.
28To enhance Family and Community Engagement:
SBCUSD will create a 3-year plan for family
and community engagement
“ Somehow get more parent
involvement. Parents involved with
their child’s education could have a
positive effect on student learning and
their willingness to participate in
school academics.
- Classified Staff
(August 26, 2021)
Establish parent centers in all schools
Short Term Goals: 4.a.1
FAMILY AND COMMUNITY ENGAGEMENT
29To enhance Family and Community Engagement:
Develop structures for effective Family and
Community Engagement
“ Share standards with parents
from the beginning of the school year,
so they know what to expect to see
during the school year. Maybe the
District can help teachers do this as a
grade level, so teachers can easily
share this information to families.
- SBCUSD Educator
(October 28, 2021)
Establish Superintendent Parent Advisory
Create Calendar of Family Events
Provide ParentSquare training for families & staff
Short Term Goals: 4.b.1,2,3
FAMILY AND COMMUNITY ENGAGEMENT
30To enhance Family and Community Engagement:
Family Engagement will develop a system for identifying and
training a parent advocate at each school
“ Build trust within the community of
parents. It’s hard to grow as a District
without trust.
- Classified Staff
(September 1, 2021)
“ Reach out to the communities around
our schools and empower them as parents
and families. I’ve noticed that many families
were afraid and we need to help restore their
confidence and help them restore their
strength.
- SBCUSD Educator
(October 18, 2021)
Create a manual to guide site leaders, FACE Specialists and Parent
Advocates in their role so they can support parents they serve.
Short Term Goals: 4.c.1
FAMILY AND COMMUNITY ENGAGEMENT
31HEALTH &
SAFETY
We will strengthen operational and
communication systems to provide a
safer, healthier, and more
welcoming educational learning
environment for students and staff
as we continue to navigate ongoing
shifts in public health guidance and
strive to increase the trust of families
we serve.
32To provide safer, healthier, and more welcoming learning
environments, we will:
Standardize custodial practices and service levels
to improve cleanliness at all schools
“ Create a better system to
interact with other departments and
quicker service for sites. It’s important
for the maintenance and the safety of
our students and staff and more
importantly a better environment.
- SBCUSD Parent
(September 30, 2021)
Create a custodial handbook and transition from
site-based to district-led custodial crews.
Short Term Goals: 5.a.1,2
SAFER, HEALTHIER, AND MORE WELCOMING LEARNING ENVIRONMENTS
33To provide safer, healthier, and more welcoming learning
environments, we will:
Ensure the District has an effective Health
& Safety Program related to COVID
“ Successfully lead us out of this
pandemic with students first! We need
consistency throughout the District as
it relates to students and their families
concerns regarding COVID and how
they can continue education.
- Certificated Staff
(September 27, 2021)
Navigate ongoing shifts in public health guidance and
communicate effectively with parents, staff and students.
Short Term Goals: 5.b.1
SAFER, HEALTHIER, AND MORE WELCOMING LEARNING ENVIRONMENTS
34To provide safer, healthier, and more welcoming learning
environments, we will:
Improve maintenance of schools to protect and
promote pride for students and staff
“ Provide safe learning
environments. Students should feel
safe and supported. Students thrive
in this environment.
- Classified Staff
(August 26, 2021)
Implement a 5-Star Inspection process with quarterly
evaluations of school sites and district properties.
Short Term Goals: 5.a.1
SAFER, HEALTHIER, AND MORE WELCOMING LEARNING ENVIRONMENTS
35Structuring to Deliver Results
Preparing for
Tomorrow
New normal
creates
opportunity for
innovationMulti-Tiered System of
Supports (MTSS)
Service Delivery Model
An Organizational Structure that:
1. Creates vertical and horizontal alignment and supports for
our curricular, instructional, operational, social emotional
and wellness systems.
2. Decentralizes District staff to create and deploy coordinated
support teams that each serve a small clusters of schools
helping them to achieve the Districts Goals & priorities.
3. Mobilizes more boots on the ground to augment school staff
teams and reintegrate students into caring and welcoming
environments.
STRUCTURING TO DELIVER RESULTS
38MTSS SERVICE DELIVERY MODEL
WHAT DOES IT DO?
1 2 3
Establishes a student-centered Provides professional Creates a shared ownership of
approach that moves support development support and student outcomes for a focused
out of the District office and augments staff functions to build set of schools among an
into schools where the capacity of school to serve interdisciplinary team of
students are. students. specialists.
STRUCTURING TO DELIVER RESULTS
39MTSS SERVICE DELIVERY MODEL
Learning Network Learning Network Learning Network Learning Network Learning Network Learning Network Learning Network Learning Network
Director Director Director Director Director Director Director Director
Area #1 Area #2 Area #3 Area #4 Area #5 Area #6 Area #7 Area #8
HOPE Pacific Southern Central City High School North End (A) North End (B) West Side
Rodriguez Del Vallejo Curtis Arrowview Arroyo Valley Paakuma Shandin Hills Chavez
Serrano Anton Bing Wong Golden Valley Cajon Richardson Davidson King
Belvedere Barton Dominguez Brown Indian Springs Arrowhead Hillside Alessandro
Bonnie Oehl Bradley Jones Lincoln Pacific Kimbark Holcomb Gomez
Cole Del Rosa Lytle Creek Marshall San Bernardino North Verdemont Kendall/Carmack Henry
Cypress Fairfax Monterey Norton San Gorgonio Palm /Harmon Inghram
Emmerton Hunt Roberts Parkside Wilson Newmark Mount Vernon
Highland-Pacific Urbita Riley ICEC North Park Muscoy
Lankershim Warm Springs Middle College Salinas Rio Vista
Thompson Sierra Roosevelt
Virtual Academy San Andreas Vermont
Academic Support Academic Support Academic Support Academic Support Academic Support Academic Support Academic Support Academic Support
Team Team Team Team Team Team Team Team
Student Service & Student Service & Student Service & Student Service & Student Service & Student Service & Student Service & Student Service &
Operations Support Operations Support Operations Support Operations Support Operations Support Operations Support Operations Support Operations Support
Team Team Team Team Team Team Team Team
STRUCTURING TO DELIVER RESULTS
40Academic Support Teams
MTSS SERVICE DELIVERY MODEL
Current State: 01.06.2022
Learning Network Learning Network Learning Network Learning Network Learning Network Learning Network Learning Network Learning Network
0 8
Director Director Director Director Director Director Director Director
HAVE NEED HOPE PACIFIC SOUTHERN CENTRAL HIGH SCHOOL NORTH A NORTH B WEST
4 3 ELA Elementary ELA Elementary ELA Elementary ELA Elementary ELA Elementary ELA Elementary ELA Elementary
PHASE I (21/22)
3 1 ELA Secondary ELA Secondary ELA Secondary ELA Secondary ELA Secondary ELA Secondary ELA Secondary ELA Secondary
7 0 Math Elementary Math Elementary Math Elementary Math Elementary Math Elementary Math Elementary Math Elementary
3 1 Math Secondary Math Secondary Math Secondary Math Secondary Math Secondary Math Secondary Math Secondary Math Secondary
5 3 Multilingual Specialist Multilingual Specialist Multilingual Specialist Multilingual Specialist Multilingual Specialist Multilingual Specialist Multilingual Specialist Multilingual Specialist
4 4 Ed Tech Specialist Ed Tech Specialist Ed Tech Specialist Ed Tech Specialist Ed Tech Specialist Ed Tech Specialist Ed Tech Specialist Ed Tech Specialist
1 0 Career Pathway Lead
PHASE II (22/23)
3 4 Early Literacy Specialist Early Literacy Specialist Early Literacy Specialist Early Literacy Specialist Early Literacy Specialist Early Literacy Specialist Early Literacy Specialist
4 0 Tech (CSI) Specialist Tech (CSI) Specialist Tech (CSI) Specialist Tech (CSI) Specialist Tech (CSI) Specialist Tech (CSI) Specialist Tech (CSI) Specialist Tech (CSI) Specialist
0 8 Equity Liaison Equity Liaison Equity Liaison Equity Liaison Equity Liaison Equity Liaison Equity Liaison Equity Liaison
0 8 STEAM Specialist STEAM Specialist STEAM Specialist STEAM Specialist STEAM Specialist STEAM Specialist STEAM Specialist STEAM Specialist
STRUCTURING TO DELIVER RESULTS
41Student Services & Operations Support Teams
MTSS SERVICE DELIVERY MODEL
Current State: 01.06.2022
Learning Network Learning Network Learning Network Learning Network Learning Network Learning Network Learning Network Learning Network
0 8
Director Director Director Director Director Director Director Director
HAVE NEED HOPE PACIFIC SOUTHERN CENTRAL HIGH SCHOOL NORTH A NORTH B WEST
4 4 ATLAS Liaison ATLAS Liaison ATLAS Liaison ATLAS Liaison ATLAS Liaison ATLAS Liaison ATLAS Liaison ATLAS Liaison
1 7 CAPS Specialist CAPS Specialist CAPS Specialist CAPS Specialist CAPS Specialist CAPS Specialist CAPS Specialist CAPS Specialist
7 1 FACE Liaison FACE Liaison FACE Liaison FACE Liaison FACE Liaison FACE Liaison FACE Liaison FACE Liaison
PHASE I (21/22)
8 0 Lead Nurse Lead Nurse Lead Nurse Lead Nurse Lead Nurse Lead Nurse Lead Nurse Lead Nurse
Climate & Culture Climate & Culture Climate & Culture Climate & Culture Climate & Culture Climate & Culture Climate & Culture Climate & Culture
7 1
Specialist Specialist Specialist Specialist Specialist Specialist Specialist Specialist
6 2 SPED Specialist SPED Specialist SPED Specialist SPED Specialist SPED Specialist SPED Specialist SPED Specialist SPED Specialist
Student Recovery Student Recovery Student Recovery Student Recovery Student Recovery Student Recovery Student Recovery Student Recovery
3 5
Specialist Specialist Specialist Specialist Specialist Specialist Specialist Specialist
3 5 Attendance Specialist Attendance Specialist Attendance Specialist Attendance Specialist Attendance Specialist Attendance Specialist Attendance Specialist Attendance Specialist
0 72 School Parent Advocate School Parent Advocate School Parent Advocate School Parent Advocate School Parent Advocate School Parent Advocate School Parent Advocate School Parent Advocate
8 0 FMO Liaison FMO Liaison FMO Liaison FMO Liaison FMO Liaison FMO Liaison FMO Liaison FMO Liaison
8 0 School Resource Officer School Resource Officer School Resource Officer School Resource Officer School Resource Officer School Resource Officer School Resource Officer School Resource Officer
PHASE II (22/23)
2 6 Social Worker Social Worker Social Worker Social Worker Social Worker Social Worker Social Worker Social Worker
STRUCTURING TO DELIVER RESULTS
42Next Steps
43Where are we going: January - September 2022
Jan. Feb. Mar. Apr. May June July Aug. Sept.
State of the District
Board Update Board Update Board Consensus
Strategic Planning Process
3-Year Action Plans Development With Teams
Aligned to Overarching Goals
MTSS Service Delivery Model
Development
Launch
Framework for Excellence:
Vision 2025 Tour
NEXT STEPS
44Thank You
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