dysart: preparing students to be college and career ready...educators in preparing all dysart...
TRANSCRIPT
PREPARING STUDENTS TO BE
COLLEGE AND CAREER READY
S E P T E M B E R 2 014
DYSART USD VISION POWER IN THE PREPARATION…EXCELLENCE IN THE
JOURNEY…SUCCESS FOR A LIFETIME…
Mission
The mission of Dysart Unified School District is to create a safe, diversified and engaging learning environment where every student attains academic excellence and is empowered to achieve l ife -long success.
Through relevant and challenging curriculum, expanded learning opportunities and collaborative partnerships, our students will be:
effective communicators
critical and creative thinkers
informed problem solvers and decision makers
responsible leaders
productive citizen.
STRATEGIC PLAN 2014-
2017
OBJECTIVES
Design and implement curriculum and assessments aligned to College and Career Readiness standards and the Profile of a Graduate attributes.
Design, select and implement instructional resources and teacher training that support educators in preparing all Dysart students to demonstrate College and Career Readiness standards and attributes.
All Dysart students will
graduate ready for
college, career, and life
in a globally
competitive economy
by mastering New
Century Learner skills
as defined by the
Dysart’s Profile of a
Graduate. (see
appendix 1)
GOAL A: ACADEMICS
OBJECTIVES
Develop and implement a customer serv ice phi losophy with continuous learning components that focus on bui ld ing shared ownership and suppor t for the work of the dis tr ict .
Create oppor tunit ies and set expectations for s takeholder groups to work col laboratively to promote continuous learning and shared leadership .
Plan oppor tunit ies to recognize and share achievement of establ ished common goals and expectations .
Create a communication plan that focuses on the t imely, accurate and relevant exchange of information.
Implement the ―We are
Dysart‖ culture defined by
common beliefs, high
expectations, collaboration
and shared leadership
resulting in improved student
success as defined by the
strategic plan academic goals.
GOAL B: CULTURE & LEADERSHIP
GOAL C:
SAFETY
Implement a safety
communication plan to
assure parents and
community members of
safety protocols
Evaluate safety procedures
to meet all stakeholder
needs including the safety
of students before and after
school
Through
consistent
processes
students
and staff
will be
safe and
secure.
GOAL D: RESOURCES
Using input from district
stakeholders identify,
prioritize, allocate and
monitor budget resources
to support the strategic
plan.
Provide
resources
to
support
the
Strategic
Plan.
DYSART READY FOR 21ST CENTURY
CHALLENGES & OPPORTUNITIES
START WITH THE END IN MIND
How do we prepare our students for the challenges and opportunities in the 21st century?
All Dysart students will master new century learner skills graduating ready for college, career, and life in a competitive global economy.
CAREER AND COLLEGE READY
EDUCATION FOR THE NEW CENTURY
LEARNER
Rigorous and based on college and career -ready
expectations- Architecture Signature Program
Collaborative, relevant, and real l ife applications - Audio
Visual Programs
Personalized- Signature Academies
Flexible, with learning taking place anytime, anywhere-
iSchool: Online Learning at Dysart
APPLE: If a person needs to be managed they
are unemployable at Apple
BRING YOUR OWN DEVICE
https://video.dysart.org/Videos/Video.aspx?v=420
In Arizona as elsewhere, the future belongs to the skilled
according to the ASU Morrison Institute for Public Policy 21 st
Century Career and technical Education Pathways -on the Rise
What happens if we fail to prepare our graduates?
Prison population
Property values
Welfare system
Shortages in some job areas
JOB REALITIES
1. Data c runching .
2. Counsel ing and therapy .
3 . Sc ient i f ic research . New technology wi l l cont inue to generate breakthroughs in
medic ine, manufactur ing, t ranspor tat ion, and many other f ie lds , which means
there wi l l be st rong demand for workers schooled in b iology, chemistry, math,
and engineer ing. Some areas that show par t icular promise: b iotechnology and
biomedicine, nanotechnology, robot ics , and 3D pr int ing, which a l lows the
manufacture of phys ica l products f rom a d ig i ta l data f i le .
4 . Computer eng ineer ing
5 . Veter inar ians . The BLS expects the need for vets to r i se 36 percent by 2020.
6 . Env i ronmental and conser vat ion sc ience
7 . Some hea lthcare f ie lds .
8 . Management . E f fect ive management in the future wi l l require bas ic bus iness
knowledge p lus the abi l i ty to oversee operat ions in many locat ions and
countr ies , and some technical know -how.
9 . F inance .
10 . Ent repreneurship . And nobody real ly knows what the next iPad, Twit ter, o r
P interest w i l l be —except , perhaps, some ent repreneur who's dreaming about i t
r ight now.
h t t p : / / m o n e y . u s n e w s . c o m / m o n e y / c a r e e r s / a r t i c l e s / 2 0 1 2 / 0 9 / 1 0 / 1 0 - b u s i n e s s e s - t h a t - w i l l - b o o m - i n -
2 0 2 0 ? p a g e = 2
THE 10 FIELDS THAT ARE LIKELY TO
FLOURISH IN 2020:
HOW DO WE PREPARE DYSART GRADS
TO BE PRODUCTIVE CITIZENS?
Video: Building a Solar Car
Reading
Follow precisely a complex multistep procedure when carrying out experiments, taking measurements, or performing technical tasks; analyze the specific results based on explanations in the text. (11-12.RST.3)
Integrate and evaluate multiple sources of information presented in diverse formats and media (e.g., quantitative data, video, multimedia) in order to address a question or solve a problem. (11-12.RST.7)
Writing
Write informative/explanatory texts, including the narration of historical events, scientific procedures/ experiments, or technical processes.
Provide a concluding statement or section that follows from and supports the information or explanation presented (e.g., ar ticulating implications or the significance of the topic). (9-10.WHST.2)
WHAT DOES INSTRUCTION LOOK LIKE?
. Math
Science
English
Social Studies
. Content Mastery
Critical thinker
Effective communicator
Effective collaborator
Creative and innovative
Student A
WHICH STUDENT WOULD TODAY’S
EMPLOYERS HIRE?
Student B
STANDARDS & CURRICULUM
Reading Standards Writing Standards Curriculum
Standard RL.11-12.1
Cite strong and thorough textual evidence to support analysis of what the text says explicitly as well as inferences drawn from the text, including determining where the text leaves matters uncertain.
Standard W.11-12.2.B
Develop the topic thoroughly by selecting the most significant and relevant facts, extended definitions, concrete details, quotations, or other information and examples appropriate to the audience's knowledge of the topic.
Dysart Curriculum
Students read the poem to find deeper meaning, but first they had to decide exactly what the poet was saying by examining specific words and l ines to get the l iteral meaning.
WHAT DOES INSTRUCTION LOOK LIKE?
Video: Language Arts
Standards
Determine the main idea of
a text and explain how it is
supported by key details;
summarize the text.
Produce clear and coherent
writing in which the
development and
organization are appropriate
to task, purpose, and
audience. (Grade-specific
expectations for writing
types are defined in
standards 1-3 above.)
Determine the meaning of
general academic and
domain-specific words or
phrases in a text relevant to
a grade 4 topic or subject
area.
Curriculum
ANOTHER LOOK:
CONNECTING SCIENCE TO LITERACY
Students read to find the main idea or claim the
author is making. These students were using evidence
to write arguments. They made claims backed by
evidence.
Both the teacher and the students talked about the
importance of using the correct vocabulary in
communicating with each other and how discussion in
this lesson cemented the meaning of words they may
have only read previously.
WHAT DOES INSTRUCTION LOOK LIKE?
Video: Connecting Science
Location SY2012-2013
AZ 77%
Dysart USD 82%
DHS 83%
SRHS 83%
WCHS 83%
VVHS 81%
4-Year Graduation
Rate
77
82 83 83 83 81
50
55
60
65
70
75
80
85
90
95
100
AZ Dysart USD DHS SRHS WCHS VVHS
Per
cen
t o
f St
ud
ent
Co
ho
rt
Location
Comparative Four Year Graduation Rate, SY2012-13
GRADUATION RATE DETAIL:
DYSART IS AN AWARD WINNING DISTRICT
RECOGNIZED FOR INNOVATION
―A‖ Accountability Label from ADE
AZ National Distinguished Principal of the Year – Karen Winterstein, Sunset Hil ls
AZ Teacher of the Year – Beth Maloney, Sunset Hil ls
A+ School of Excellence – Canyon Ridge
NAEA Art Educator of the Year – Connie Ferguson, Riverview
Education Week Leader to Learn From – Dr. Gail Pletnick, Superintendent
2014 Phoenix Business Journal Healthiest Employers in the Valley – Dysart Wellness Program
Excellence in Financial Reporting – Dysart Unified School District
How far have we come?
Video
CULTURE
High Expectation-career and college ready
curriculum
Focused- Dysart Strategic Plan
Supportive -prevention and extension
programs
Innovative- innovate but do not speculate
Learner centered
See it for yourself-go to
video.dysart.org
COLLABORATION
Partnerships Dysart Hero Award
Rachel’s Challenge – Dysart Heartbeat Recognition
Step Out
Collaboratives Dysart Your Call
Move on When Ready
Alliance for Excellent Education Project 24
Extensions Rio Salado Dual Enrollment
Communiversity
City of Surprise Youth Leadership Programs
Dysart Education Foundation
COMMUNITY
26,000 + students Pre-K-12
2,800 staff members
comprised of:
certified personnel
support staff
administrators
guest teachers
temporary/substitute support staff employees
140 square miles in the northwest valley
19 Pre-K-8 schools
including 4 chartered
academies
4 comprehensive
high schools
1 alternative
education program
1 online learning
program
COMMUNITY
49% students on free and reduced lunch
ELL: 36 languages
64, 143 volunteer hours
Over 2 million miles of bussing each year
POPULATION AND ENROLLMENT
PROJECTIONS
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90.0%
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
2000
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2001
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2002
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2020
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2021
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2022
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School-age Population
Enrollment
Enrollment-Population Ratio
Increase of 10,000 students in next 10 years
Dysart Unified School District Employee Information 2845 Employees
1406 Certified
1073 Support Staff
286 Substitutes
80 Administrators
Retention Rates SY 11-12 – 87% retention rate (excluding relocation – 90% retention)
SY 12-13 - 86% retention rate (excluding relocation – 90% retention)
SY 13-14 - 82% retention rate (excluding relocation – 84% retention)
Teacher Recruitment
Student Enrollment Rate
SY 12-13 – 25,562 students
SY 13-14 – 25,793 students
SY 14-15 – 26,115 students
Increase of 553 students from SY12-13 to SY 14-15
HUMAN RESOURCES INFORMATION
COMMUNICATION
Dysart has won several awards for their PR efforts including the ASPRA*tion
award for Overall Excellence in School District Public Relations
Dysart Unified School District Guide to Solving Problems and Getting Answers Fast
The Dysart Unified School District has established procedures to effectively and efficiently respond to questions and suggestions from parents and community members. This guide is meant to serve as a resource for parents and community members to identify the district staff that would have the most information to provide answers to questions and concerns. If you have any questions or concerns related to the school district or your child’s progress, please do not hesitate to call. The Dysart Unified School District is here to meet the needs of all students, staff, parents and community members.
K-8 Schools and High Schools Step 1– Classroom teacher; if not resolved… Step 2– School Principal; if not resolved… Step 3– Jim Braden, Director of Student Services & Athletics; if not resolved… Step 4– Dr. Stephen Poling, Assistant Superintendent of Education, or Jim Dean, Assistant Superintendent for Support Services; if not resolved… Step 5– Dr. Gail Pletnick, Superintendent
Curriculum Questions (State standards, material being taught, textbooks and materials) Step 1– Classroom teacher; if not resolved… Step 2– School Principal; If not resolved… Step 3– Teresa Heatherly, Director of Curriculum and Assessment; if not resolved… Step 4– Dr. Stephen Poling, Assistant Superintendent of Education; if not resolved… Step 5– Dr. Gail Pletnick, Superintendent
Medical Questions and Concerns Step 1– School Nurse; if not resolved… Step 2– School Principal; If not resolved… Step 3 – Karen Angelopoulos, District Lead Nurse; if not resolved … Step 4– Joy McCain, Director of Exceptional Student Services; if not resolved… Step 5– Dr. Stephen Poling, Assistant Superintendent of Education; if not resolved… Step 6– Dr. Gail Pletnick, Superintendent
Transportation (Bus Stops, Route Problems, etc.) Step 1– Transportation customer service; if not resolved… Step 2– Jeff Cook, Transportation Administrator; if not resolved… Step 3– Steve Daigle, Director of Transportation; if not resolved … Step 4– Jack Eaton, Executive Director of Business Services ; if not resolved… Step 5– Dr. Gail Pletnick, Superintendent
Student Behavior (Including Bus Behavior) Step 1– Classroom teacher; if not resolved … Step 2– School Principal; if not resolved… Step 3– Jim Braden, Director of Student Services & Athletics; if not resolved… Step 4– Dr. Stephen Poling, Assistant Superintendent of Education, or Jim Dean, Assistant Superintendent for Support Services; if not resolved… Step 5– Dr. Gail Pletnick, Superintendent
Exceptional Student Services Step 1– Special Education or Gifted teacher; if not resolved… Step 2– School Principal; if not resolved… Step 3– Joy McCain, Director of Exceptional Student Services; if not resolved… Step 4– Dr. Stephen Poling, Assistant Superintendent of Education; if not resolved… Step 5– Dr. Gail Pletnick, Superintendent
Athletics Step 1– Coach; if not resolved… Step 2– Assistant Principal (Athletics); if not resolved… Step 3– School Principal; if not resolved… Step 4– Jim Braden, Director of Student Services & Athletics; if not resolved… Step 5– Jim Dean, Assistant Superintendent for Support Services; if not resolved… Step 6– Dr. Gail Pletnick, Superintendent
After School Activities (Clubs, etc.) Step 1– Activity Sponsor; if not resolved… Step 2– School Principal; If not resolved… Step 3– Jim Dean, Assistant Superintendent for Support Services; if not resolved… Step 4– Dr. Gail Pletnick, Superintendent
Budget and Finance Questions Step 1– Marydel Speidell, Budget Coordinator; if not resolved… Step 2– Jack Eaton Executive Director of Business Services; if not resolved… Step 3– Dr. Gail Pletnick, Superintendent
Facility Usage Step 1– Kathy Hill, Director of Federal Projects & Community Outreach; if not resolved… Step 2– Jim Dean, Assistant Superintendent for Support Services; if not resolved… Step 3– Dr. Gail Pletnick, Superintendent
Dysart Student/Parent
Handbook
HOW CAN YOU SUPPORT THE WORK OF
DYSART?
Internships, mentorships and shadowing
opportunities
Contact Thom Dickerson, Director of CTE
Volunteer to share expertise
Contact Kathy Hill, Director of Community
Outreach [email protected]
Serve on committees
See dysart.org Committees & partner
organizations
www.dysart.org video.dysart.org
FINDING MORE INFORMATION
OUR FUTURE LEADERS
DISTRICT BUDGET
OVERVIEW
PRIOR YEAR BUDGET IMPACTS
As a result of several years of State funding cuts, Dysart Unified
School District’s budget is over $50,000,000 lower than it would
have been had these cuts and revenue reductions not occurred.
40
DYSART DISTRICT BUDGET HISTORY (ALL F IGURES FROM DISTRICT CAFR EXCEPT 2014 WHICH IS BUDGET)
Fiscal Year All Funds
% Change From Prior
Year Capital Outlay Operating
% Change From Prior
Year ADM % Change From
Prior Year
Per ADM Operating
Expenditure
% Change From Prior
Year
2014 * $ 190,685,946 0.92% $ 6,103,226 $ 184,582,720 1.08% 24,800 0.58% $7,443 0.49%
2013 $ 188,954,116 1.06% $ 6,344,953 $ 182,609,163 0.92% 24,656 4.52% $7,406 -3.45%
2012 $ 186,979,929 -5.96% $ 6,028,752 $ 180,951,177 0.95% 23,589 2.42% $7,671 -1.43%
2011 $ 198,832,802 1.13% $ 19,592,803 $ 179,239,999 3.32% 23,031 0.97% $7,783 2.33%
2010 $ 196,615,554 -19.88% $ 23,139,745 $ 173,475,809 -4.88% 22,809 -0.16% $7,606 -4.73%
2009 $ 245,412,347 -15.52% $ 63,045,416 $ 182,366,931 12.15% 22,845 3.84% $7,983 8.00%
2008 $ 290,486,474 29.14% $ 127,877,438 $ 162,609,036 17.19% 22,000 12.02% $7,391 4.62%
2007 $ 224,934,500 19.56% $ 86,176,663 $ 138,757,837 31.48% 19,640 16.89% $7,065 12.49%
2006 $ 188,132,415 37.21% $ 82,601,088 $ 105,531,327 17.63% 16,802 18.73% $6,281 -0.93%
2005 $ 137,113,797 7.61% $ 47,399,899 $ 89,713,898 17.57% 14,151 28.60% $6,340 -8.58%
2004 $ 127,412,456 $ 51,102,844 $ 76,309,612 11,004 $6,935
* Budgeted
TOTAL EXPENDITURES
Fiscal Year All Funds % Change From Prior Year
2014 * $ 190,685,946 0.92%
2013 $ 188,954,116 1.06%
2012 $ 186,979,929 -5.96%
2011 $ 198,832,802 1.13%
2010 $ 196,615,554 -19.88%
2009 $ 245,412,347 -15.52%
2008 $ 290,486,474 29.14%
2007 $ 224,934,500 19.56%
2006 $ 188,132,415 37.21%
2005 $ 137,113,797 7.61%
2004 $ 127,412,456
* Budgeted
CAPITAL OUTLAY AND OPERATING
EXPENDITURES
Fiscal Year Capital Outlay Operating % Change From
Prior Year
2014 * $ 6,103,226 $ 184,582,720 1.08%
2013 $ 6,344,953 $ 182,609,163 0.92%
2012 $ 6,028,752 $ 180,951,177 0.95%
2011 $ 19,592,803 $ 179,239,999 3.32%
2010 $ 23,139,745 $ 173,475,809 -4.88%
2009 $ 63,045,416 $ 182,366,931 12.15%
2008 $ 127,877,438 $ 162,609,036 17.19%
2007 $ 86,176,663 $ 138,757,837 31.48%
2006 $ 82,601,088 $ 105,531,327 17.63%
2005 $ 47,399,899 $ 89,713,898 17.57%
2004 $ 51,102,844 $ 76,309,612
* Budgeted
ADM OPERATING EXPENDITURES
Fiscal Year ADM % Change From Prior
Year Per ADM Operating
Expenditure % Change From
Prior Year
2014 * 24,800 0.58% $7,443 0.49%
2013 24,656 4.52% $7,406 -3.45%
2012 23,589 2.42% $7,671 -1.43%
2011 23,031 0.97% $7,783 2.33%
2010 22,809 -0.16% $7,606 -4.73%
2009 22,845 3.84% $7,983 8.00%
2008 22,000 12.02% $7,391 4.62%
2007 19,640 16.89% $7,065 12.49%
2006 16,802 18.73% $6,281 -0.93%
2005 14,151 28.60% $6,340 -8.58%
2004 11,004 $6,935
* Budgeted
M&O EXPENDITURES BY TYPE
63% 62% 61% 63% 60% 61%
18% 20%
20% 19% 19% 19%
19% 18%
19% 18% 20% 20%
0
5,000
10,000
15,000
20,000
25,000
30,000
$-
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
Salaries Benefits Purchased Services, Supplies, and Other Average Daily Membership
M&O SPECIAL EDUCATION EXPENDITURES
HISTORY
17% 17% 18% 18% 17% 18%
$0
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
$180,000,000
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
M&O Total
Expenses
M&O Special
Education
Expenditures
$23.3 M $24.8 M $24.3 M $24.2 M $25.7 M $24.0 M
UTILITY COSTS
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
$10,000,000
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
Telephone
Water/Sewage
Disposal
Natural Gas
Electricity
CAPITAL BUDGET HISTORY
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2006 2007 2008 2009 2010 2011 2012 2013 2014
Transferred $1.9
million from M&O to
Capital
$2.8 million
budget prior
to M&O
CAPITAL OUTLAY EXPENDITURES
$0
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
M&O REVENUE CONTROL LIMIT AND
M&O OVERRIDE FUNDING
108,476,184 114,573,702 110,714,329 111,054,110 114,165,072 120,817,811
11,067,103 11,536,059 17,297,046 17,332,904 17,803,537 18,122,719
0
5,000
10,000
15,000
20,000
25,000
30,000
$0
$20,000,000
$40,000,000
$60,000,000
$80,000,000
$100,000,000
$120,000,000
$140,000,000
$160,000,000
2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
M&O Override
M&O RCL
Average Daily
Membership
MAINTENANCE AND OPERATION
OVERRIDE 2014
Override Purpose
Allocated
Percentage
Allocated
Dollar
Student programs including art, music, band, physical education and
athletics 41% $7.4 M
Provide all-day kindergarten free of charge throughout the District, if
current State funding for all-day kindergarten is reduced or eliminated 12% $2.2 M
Continue critical resources for the K-3 reading program and support
lower K-3 class size 7% $1.3 M
Current class size ratios 40% $7.2 M
2014 Override 100% $18.1 M
This funding is critical in meeting the District’s Strategic Plan.
BREAKDOWN OF M&O FUND BY AMOUNT
M&O FUNDING SOURCES
DYSART PRIMARY ASSESSED VALUE
11%
-13% -14%
-9%
-4%
5%
-15%
-10%
-5%
0%
5%
10%
15%
FY10 FY11 FY12 FY13 FY14 FY15
INFLATION ADJUSTMENT TO BASE
LEVEL
Year
Legislative
Base Level
Inflation
What Base Level
Should Have Been
FY 2009-10 $3,267.72 2.0% $3,357.25
FY 2010-11 $3,267.72 1.2% $3,397.54
FY 2011-12 $3,267.72
0.9% $3,428.11
FY 2012-13 $3,267.72
2.0% $3,496.68
FY 2013-14 $3,326.54 1.8% $3,559.62
FY 2014-15 (estimated)
$3,373.11 1.4% $3,609.45
PER STUDENT SPENDING SINCE
BUDGET CUTS
Fiscal Year
State $
Per Student
State and Local
$
Per Student
State, Local and
Federal $
Per Student
2008 $4,920 $8,584 $9,578
2013 $3,958 $7,641 $8,769
Reduction ($962) ($943) ($809)
Source: JLBC (Joint Legislative Budget
Committee)