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May 2013

Socorro Independent School District Strategic Plan

Leading • Inspiring • Innovating


Superintendent’s Letter

Vision/Mission/Goals/Core Values

Board of Trustees

Table of Contents

A History of Excellence/ Building on Excellence

Achieving Success as a Team

SISD Strategic Direction

A Vision for Every Student

SISD Strategic Action Plan: Leading • Inspiring • Innovating

Managing Growth Plan for 2013-14

Budget Summary Plan for 2013-14

Team SISD

1 2 3 4 5 6 12 13 17 19 21


Superintendent’s Letter I remain grateful to the Board of Trustees and the greater SISD community for providing me the opportunity to lead the continued growth and development of our remarkable school district. By working closely with our Trustees, district leaders, faculty and staff, students, parents, and community as a whole, I firmly believe we will collaboratively take our district to the next level and lead the march to becoming the best school system in the nation. We have a rich history of innovation and success that will serve as the foundation for the future achievement of our students and staff. The high standards of excellence already in place throughout the district are a direct reflection of the strong leadership in SISD, which includes our campus principals, district support staff, and Board of Trustees. Not surprisingly, our board was named the 2012 Region 19 Board of the Year for its members’ commitment to maintaining high standards of ethical leadership and student achievement. Looking ahead, much work remains to be done in order for us to reach our primary goal of ensuring that 100% of our students graduate from high school prepared for the college and career of their choice. To reach this goal, the following Strategic Plan has been developed with input from all stakeholders. I would like to thank everyone in Team SISD who shared their feedback on the current state of our district as well as ideas on how to move our district forward. I am inspired by the level of engagement of our community and the interest from all stakeholders in the success of our children. The input we received has proven invaluable in developing a true community plan with a shared direction for our students, faculty and staff, parents, and community. I am confident the strength of our collaboration will enable us to inspire students, teachers, and the community atlarge through fresh, innovative approaches that will establish SISD as the best district in the nation!

JosĂŠ Espinoza, Ed.D. Superintendent of Schools

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Board Policy AE (Local) identifies the district vision, mission, goals, and core values as adopted by the Board on December 2011.

Vision

Tomorrow’s Leaders Learning Today

Mission

The mission of the Socorro Independent School District is to optimize our student’s academic, artistic, athletic, and interpersonal skills.

Goals

1. Ensure high expectations and increased academic achievement for our students; 2. Provide safe, secure, well-maintained, and adequate facilities conducive to learning; 3. Promote public trust and confidence by engaging our parent and community stakeholders; and 4. Commit to providing a highly qualified and well-trained staff.

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Core Values

1. O ur core business is teaching and learning. The Socorro Independent School District will give its core business, teaching and learning, priority over all other functions of the organization. 2. E ach student can learn at or above grade level and will have the opportunity to do so. We will provide equal access to a quality education regardless of ethnicity, family income, gender, native language, special needs, or area of residence. We will allocate resources to ensure equity for each student to reach his or her full potential. 3. The Socorro Independent School District can achieve higher levels of performance through clearly defined goals that set high expectations for student achievement. We will eliminate achievement gaps between and within student groups. 4. The Socorro Independent School District believes in the value of each employee, in his or her personal and professional growth, and in empowering each one to be accountable to make decisions aligned with the vision of the District. We will treat each employee with fairness, empower each employee to focus on high performance, and hold each employee accountable for results that contribute to student achievement. 5. The Socorro Independent School District believes that the education of all children is the responsibility of the family, the District, and the community. We will improve educational outcomes for our students by engaging our parents and community stakeholders.


Board of Trustees The Socorro ISD Board of Trustees consists of seven elected citizens who work with community leaders, families, and educators to develop sound educational policies that support student achievement and ensure the solvency of the district. They are a strong and cohesive team that helps the district continuously set and achieve new levels of excellence. Five of the trustees represent single-member districts and two are elected at-large.

2012 Region 19 Board of the Year

Michael A. Najera Board President

Craig A. Patton Trustee

Cynthia Ann Najera Board Vice President

Gary Gandara Trustee

Paul Guerra Board Secretary

Antonio 'Tony' Ayub Trustee

Angelica Rodriguez Trustee

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A History of Excellence The Socorro Independent School District has proudly served the City of Socorro and portions of East El Paso and Horizon City for 50 years. With the support of nearly 7,000 full-time and part-time employees, more than 44,000 students are being educated in one of the fastest growing school districts in the state of Texas. It has earned the reputation of an innovative and successful urban school district through recognition as a leader in the field of education with designations as a two-time Broad Prize Finalist and a Texas Education Agency (TEA) Recognized district for the final three years of the Texas Assessment of Academic Knowledge and Skills (TAKS) rating system. The success of students and staff in the classroom is echoed by the district’s premiere position within the community which has been displayed most prominently at the polls by the district’s voters. In May 2011, the community overwhelmingly supported a $297.4 million bond referendum – the largest in the state for the 2011 election cycle – and the district’s two at-large trustees did not draw opponents for their seats on the board. For the upcoming May 2013 trustee election, four Trustees are running unopposed. It is no surprise the SISD Board was named the 2012 Region 19 Board of the Year. Under the collective vision and leadership of Trustees and district administration, SISD students continue to perform well academically despite increasing accountability standards at the state and federal levels. Additionally, students have demonstrated increasing excellence in athletics, fine arts, and co-curricular events as a result of a well-rounded educational experience in SISD.

Building on Excellence Socorro ISD is an innovative district, which the community is rightfully proud of. Because of its established history and reputation as a leader in the field of education, the district is well positioned for success in this new era of public education. We are very fortunate to have many examples of success across the district to build upon. Increasing standards on high-stakes testing as well as budget constraints will require continual focus and innovation to inspire and prepare our students, parents, employees, and the community at-large to achieve success as a team and make SISD the best district in the nation. By working together, Team SISD will rise to the challenge and meet or exceed district, state, and federal accountability standards. To meet these challenges, SISD must evolve and maximize limited resources by unifying stakeholder efforts through a shared vision based on a common set of goals. The SISD Strategic Plan: Leading • Inspiring • Innovating has been produced to serve as the pathways to success focused on improving academic achievement of all students. Building upon the success that our district has accomplished, Team SISD is committed to working together in a unified direction for the district to meet the needs of 21st century learners.

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Achieving Success as a Team

Students, Parents, Staff, and Community

In the fall 2012, the Board of Trustees hired Dr. José Espinoza to serve as the eleventh SISD superintendent of schools. He officially joined the district in September 2012 and hit the ground learning. The focus of his transition plan was to learn the strengths, needs, and challenges of the district; review data and assess district services; and develop strategic actions to move the district forward. This provided an opportunity for everyone in Team SISD to reflect on the current state of the district and provide input to help shape the SISD Strategic Direction. Over a six month period, Dr. Espinoza worked together with the Board of Trustees and district administration as well as engaged various stakeholder groups to develop a plan for moving the district forward that aligns with the Board’s vision and meets the needs of SISD’s students, parents, and broader community. Input from a number of sources (summarized in the adjoining graphic) was utilized to form the district’s strategic direction. In addition, the district reviewed what is working within SISD as well as best practices in strategic planning from other districts.

Board of Trustees

Strategic Direction Data Analysis

Community Engagement

People from throughout the district were engaged to assess the current state of the school district and help build a shared vision of what SISD can become through collective action. Specifically, Dr. Espinoza: • Met with board members individually and as a group to ensure shared vision and direction • Visited all 43 campuses multiple times • Met with principals, teachers, staff, parents, and students • Attended and participated in various school and district events and celebrations, during which specific feedback was sought from parents, students, and employees • Met with district leadership teams as a group and individually • Met with internal auditors • Met with employee association leaders • Met with business and political leaders • Met with professional and auxiliary staff members • Met with District and Regional committees o Educator’s Professional Advisory Committee (EPAC) o Superintendent’s Parent Advisory Committee o Superintendent’s Student Advisory Committee

Current State of SISD

• • • •

• •

Best Practices

o SISD Foundation for Excellence in Education o SISD Partners in Education o Region 19 Regional Advisory Committee (RAC) Established new Ad Hoc Committee to promote principals’ input in district’s decision-making process Received and reviewed over 200 feedback cards listing stakeholder’s evaluation of district strengths, areas needing improvement, and recommendations Hosted unprecedented open house meetings at each comprehensive high school with some 3,500 community members attending Launched comprehensive climate surveys, one each with: o Parents – 10,770 responses o Elementary Students – 8,409 responses o Secondary Students – 20,842 responses o Campus Employees – 2,882 responses Conducted internal customer service survey to assess support services provided to campuses Solicited input and feedback on district website o Received over 100 contacts, including emails, phone calls, and in-person

Data Analysis

In addition to learning from members of Team SISD, the district established a refreshed focus on the collection and analysis of data to better understand the strengths and challenges of individual schools, students, and district as a whole. From attendance, discipline, safety, campus climate, and academic achievement to how the district spends its money, the comprehensive review of data has revealed areas of strength as well as areas in need of additional support. The strategic use of data has enabled our educators and educational leaders to effectively track and monitor student academic and behavioral performance and make prompt, informed decisions that are in the best interest of our students.

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SISD Strategic Direction The informal and formal review of the state of SISD revealed a consistent set of themes, which will serve as the strategic direction of our district. Aligned with our district goals, the strategies set forth in this plan will guide the day-to-day work of Team SISD and will provide specificity to realizing the overarching goal of ensuring 100% of students graduate from high school prepared for the college and career of their choice.

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Direction One Safe and Supportive Learning Environment Safety is our top priority at SISD! No stone is left unturned in our efforts to support our schools’ safety, security, climate, student/ staff attendance, and performance. Bond 2011 has also played a major role in creating and upgrading our facilities to support the teaching/learning process.

Strategic Objectives

District Strategies to Support Schools

1. Students, staff, parents, and community will feel safe at all our schools and at all our school events. Evidence: School Climate Survey Results, School Community Feedback via emails or in person, Olweus Website

1. Provide resources and guidance that support school personnel in their efforts to maintain safe, drug-free, bully-free, inviting, secure, clean, and attractive campuses.

2. Students will participate in safety drills (ex: intruder, fire) and be prepared to respond in a prompt and effective manner to every emergency scenario deemed possible. Evidence: Campus Emergency Preparedness Documentation Forms, Campus Safety Audits, School Community Feedback via emails or in person 3. Students will attend schools that are bully-free, drugfree, and proactive by having systems in place to promote conflict resolution and positive behavior. Evidence: School Climate Survey Results, School Community Feedback via emails or in person 4. Students will attend well-maintained, clean, and updated facilities throughout our district that support the learning environment. Evidence: Campus Visits, Bond 2011, School Climate Survey Results, Bond Accountability Committee 5. Students will receive the appropriate support, interventions, and resources they need to achieve academic success. Evidence: AEIS Student Academic Performance Reports, School Climate Survey Results 6. Students and their teachers will exceed the student and teacher attendance rate from the previous school year at each campus. Evidence: Student/Teacher Attendance Data Reports 7. Students will be provided with comprehensive schoolwide behavior management programs that will ensure instructional time is not spent addressing disruptive behavior issues. Evidence: Student Discipline Reports, School Climate Survey Results

“People at this school make you feel at home

and welcome new students. The best fact is we are safe and if anything happens we know our drills.”

Elementary Student

2. Assess security needs at each campus by conducting detailed audits. 3. Maintain an effective relationship with local police, fire, health, and emergency services. 4. Revise district and campus emergency operations plans. 5. Provide multi-hazard training for all staff and students prior to the start of the school year. 6. Provide security cameras and computer software to enhance safety at all campuses. 7. Reorganize security force to establish a consistent security presence at all campuses. 8. Ensure effective discipline management programs at each campus. 9. Implement the Olweus anti-bullying program with fidelity. 10. Support attendance intervention strategies with Make it Count campaign. 11. Coordinate activities between our Technology Department and Police Department to implement enhanced safety and security measures. 12. Continue implementation of Preventive Maintenance Program at our older campuses bringing equity throughout the District. 13. Provide district funding and resources to ensure quality student support and interventions.

“I like the fact that the school has security and

police officers on the premises. I feel my daughter is safe in school.”

SISD High School Parent

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Direction Two College and Career Readiness All SISD students deserve a quality education with rigorous instructional standards that adequately prepare them for the college and career of their choice. Our 100%…No Excuses Vision of Excellence promotes high expectations for our students, staff, parents, and community as a whole. No child will be left behind at SISD without continuous academic growth.

District Strategies to Support Schools

Strategic Objectives 1. Students (ELL, Non-ELL, Special Education, Gifted and Talented) will be placed in proper learning environments and proper grade levels to ensure they reach their full potential. Evidence: AEIS Student Performance Reports, School Climate Survey Results, Grade Placement, Promotion and Retention Reports 2. Students will receive rigorous Instruction that relates learning to real-life situations and is differentiated to meet their needs. Evidence: AEIS Student Academic Performance Reports, College Readiness Indicators, School Climate Survey Results 3. Students will attend schools that maximize academic learning time, which enables them to meet or exceed district, state, and federal accountability standards. Evidence: District Benchmarks Data, AEIS Student Academic Performance Reports, Adequate Yearly Progress Reports, Performance-Based Monitoring Analysis System Report (PBMAS), Annual Measurable Achievement Objectives (AMAOs), Climate Survey Results 4. Students will enroll in pre-advanced placement courses, advanced placement courses, pre-international baccalaureate courses, international baccalaureate courses, and dual credit courses and will participate in ACT/ SAT college admissions test administrations in preparation for post-secondary education. Evidence: AEIS Student Academic Performance Reports, College Readiness Indicators, Advanced Placement Course Enrollment 5. Students will be prepared for post-secondary opportunities through career and technical education (CTE). Evidence: AEIS Student Academic Performance Reports, College Readiness Indicators, School Climate Survey Results, CTE Student Enrollment, CTE Licensure and/or Industry Certifications

1. Evaluate current practices, programs, and systems to determine effectiveness on increasing student achievement and in turn meeting adequate yearly progress. (Sample List Below) • Stetson and Associates Technical Assistance and CoTeaching Model Professional Development • Eduphoria Aware Data Analysis • Lead4ward STAAR Support Professional Development • Differentiated Instruction for Response to Intervention • Campus Coach Support • District Leadership Team Support and Instructional Rounds • Achieve3000 (online reading program for ESL students in grades 6th - 12th) • Guided Math • Read 180 • TIA(Part-time temporary instructional aide to assist with small group reading instruction for ELL students) 2. Assist campuses to build a college-bound culture with college and career initiatives that combine rigorous academics with relevant career education. 3. Provide services to students and their parents to assist them in preparing for college admissions, scholarships, and enrollment. 4. Provide educators with STAAR and data analysis training through STAAR aligned and TEKS correlated resources. 5. Provide District and Campus leaders with current and longitudinal data to analyze trends in specific areas across all student populations. 6. Provide on-site technical assistance for every campus conducted by Stetson and Associates targeted toward best practices for inclusion (models of support, master schedule, and differentiated instruction). 7. Continue to utilize Student Tracker for High Schools conducted by National Student Clearinghouse to accurately evaluate our college preparation efforts as evidenced by our graduates’ college enrollment and degree completion. 8. Create an Instructional Technology Department to enhance curriculum with the integration of world-class technology methodologies. 9. Ensure sufficient and equitable campus budgets to adequately provide all of our students with a quality education that prepares them for the college and career of their choice.

“I like that I am able to use high-end technology in classes that require it.” High School Student

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“We need effective solutions for the maintenance

of our core infrastructure along with implementation of the newest technological advances to provide opportunities for our students, teachers and staff to exceed District goals and expectations.”

SISD District Administrator


Direction Three Highly Qualified, Effective Faculty and Staff Principal and teacher effectiveness greatly impact student achievement. Thus, it is extremely important to have the best educators and campus leaders at SISD. Support staff members at the campus and district level also play a major role in educating our students. Highly qualified, effective faculty and staff are able to improve student academic performance and ensure all of our students graduate college and career ready.

Strategic Objectives

District Strategies to Support Schools

1. Students will have an effective teacher in every classroom. Evidence: Performance Evaluations, School Climate Survey Results, Student Academic Performance (Grades, Test Scores)

1. Recruit and retain effective teachers and principals.

2. Students will have an effective principal in every campus. Evidence: Performance Evaluations, School Climate Survey Results, School Accountability Data Tables 3. Students’ teachers will be provided with the resources, planning time, and professional development they need to engage students in meaningful, appropriately leveled learning before, during, and/or after the school day. Evidence: School Climate Survey Results, Student Academic Performance (Grades, Test Scores), Campus and District Improvement Plans 4. Students’ teachers and staff will be provided with adequate support in order to achieve professional growth and increase student success rates. Evidence: Performance Evaluations, School Climate Survey Results, Student Academic Performance (Grades, Test Scores), Employee Retention Rates

2. Maintain 100% highly qualified teachers in all core academic subjects. • Maintain accurate certification and licensing information. This includes employee credentials, degrees, official transcripts and service records. • Monitor highly qualified status of all teachers in core academic areas using the state defined exam rules and High Objective Uniform State Standard of Evaluation (HOUSSE) rules. 3. Ensure that all administrators at each campus and departments meet certification requirements. • Monitor and maintain accurate certification and licensing information for all administrators. • All candidates selected for interviews for administrator positions will meet all certification and licensing requirements before a recommendation to hire is made. 4. Maintain 100% highly qualified instructional aides. • Review official transcripts, service records and/or testing information to ensure NCLB qualifications for all instructional aides. 5. Maintain competitive salaries and comprehensive employee benefits package to ensure recruitment and retention of highly qualified staff. 6. Conduct Instructional Rounds, vertical instructional leadership meetings, Assistant Principal Academy, and on-going professional development. 7. Provide professional development on Eduphoria in alignment with District initiatives. 8. Provide all employees new to their position with appropriate pre-service, in-service, and administrative support.

“People working as a team accomplish goals

that lead to success. We need to check and follow through on what areas need to be upgraded in order for us to be successful as a team.”

District Staff Member

“We continue to lead the way in education. Our

board and superintendent work well together and set high standards for all.”

SISD Principal

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Direction Four Home, School, Community Partnerships In order to ensure the success of all our students, we intend to form partnerships with all our stakeholders. Our students, parents, staff, and community as a whole will work together as a team to increase student academic and behavioral achievement.

Strategic Objectives

District Strategies to Support Schools

1. Students, families, and community members will become active partners in education by engaging in collaborative activities as well as informative sessions that promote teamwork and unity. Evidence: School Climate Survey Results, Participation Records, Volunteer Service Reports

1. Use all media available to provide information concerning district programs, student achievement, and events.

2. Students, families, and community members will make connections with schools via numerous means of communication (ex: e-newsletter, email, twitter, Facebook) and in turn increase their use of technology. Evidence: School Climate Survey Results, Contact/ Participation Records

3. Maximize electronic resources to improve community outreach.

3. Students and families will be able to access educational information and resources in their home setting. Evidence: School Climate Survey Results, Contact/ Participation Records, Website Access Records 4. Students’ education will be supported by partnerships with businesses, higher education institutions, and other outside agencies. Evidence: Partners in Education Data Reports, School Climate Survey Results, Participation Records 5. Students and families will feel welcomed and connected to their schools. Evidence: School Climate Survey Results, School Community Feedback via emails or in person

2. Provide leadership to coordinate community and business connections that serve students and schools.

4. Encourage open, consistent communication among stakeholders to inspire trust in the district. 5. Ensure frequent communication regarding Bond 2011: Promises Made, Promises Kept by utilizing various means of communication (district website, e-newsletter, community meetings, etc.) 6. Seek and secure business partnerships (total 253 currently at our district) to provide all SISD campuses with additional support. 7. Host fall and spring community meetings to provide parents with informative sessions, student performances, food, and an exciting and energetic atmosphere that promotes home, school, and community partnerships. 8. Provide support to campuses for the ongoing professional development for parents through the implementation of Latino Family Literacy Project. 9. Enhance our current district website to increase our communication with our district and community stakeholders by working closely with our technology and public relations departments.

“I wish the schools would inform the parents on all safety measures which have been taken.”

SISD PK Parent

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“Our

parents come to visit and are very concerned and always asking what else they can do to help even though many of them do not speak English.”

High School Teacher


Direction Five Accountability For ALL All SISD students deserve a quality education that will adequately prepare them to be successful in life. It takes a team to educate a child. Teachers, principals, assistant principals, support personnel, central office administrators, and the superintendent play an important role in the success of every child.

Strategic Objectives

District Strategies to Support Schools

1. Students in all subgroups will meet district, state, and federal accountability standards. Evidence: District Benchmark Scores, AEIS Student Performance Reports, Adequate Yearly Progress Data Reports, Performance-Based Monitoring Analysis System Report (PBMAS)

1. Ensure campuses have adequate resources/funds to provide students with meaningful, effective interventions (tutorials, ESL support, technology resources such as iPads, Nooks, and laptops, etc.).

2. Students’ teachers will provide them with a quality education and meaningful, effective interventions to ensure their academic growth. Evidence: Subgroup Assessment Data from District/ State/Federal Reports, Performance Evaluations 3. Students’ campus leaders will provide teachers with support and resources to achieve professional growth and high student academic achievement rates. Evidence: Campus/District Professional Development Calendar, School Accountability Data Tables, Performance Evaluations 4. Students’ district leaders will provide schools with support and resources to achieve campus goals that include high student academic performance. Evidence: Campus/District Corrective Action Plans, District Accountability Data Tables, Performance Evaluations

2. Assist campus leaders in developing and implementing summer and intersession intervention tutorials for students in need of academic support. 3. Provide campus administrators with Professional Development Appraisal System training to ensure they are providing teachers with sufficient support, feedback on their job performance, and guidance that is instrumental to their professional growth. 4. Provide teachers, support staff, campus administrators, and district leaders with appropriate professional development opportunities that enable them to grow professionally and increase their productivity. 5. Design and implement new campus and district leader appraisal instruments, which will accurately and fairly evaluate leadership performance that impacts the success of our students.

5. Students’ parents will be actively engaged in their child’s education by working as a team with school personnel to ensure their child’s academic and behavioral success. Evidence: Parent Participation Records, School Climate Survey Results

“Our

students are very dedicated and hardworking. They are able to overcome obstacles and find solutions to be successful in school. It is an incredible sign to see them flourish.”

High School Teacher

“When

I need help or have a problem, my school will do their best to help me and gives me attention and support when I need it.”

Elementary Student

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A Vision for Every Student Working together, Team SISD will ensure that every student graduates from high school prepared for the college and career of their choice and will encompass the following traits outlined in the district Student Attributes/Outcome Profile. The list of attributes and desired outcomes that graduates should possess was created in collaboration with the University of Texas at El Paso through the SOAR GEAR-UP Project.

Visionary/Leader/Collaborator

Fiscally Literate & Responsible

Strong Interpersonal Skills

Civic Political Awareness/Ethical

Effective Communicator (Oral & Written)

Happy & Confident

Adaptable/Resilient/Resourceful Risk Taker/Drive/Passionate

Strong Support Network & Resources

Global Thinker/Awareness Service/Community Oriented Critical Thinker/Creative Problem Solver

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Socially Competent/Well Rounded Focused With Secure Plan

Solid Work Ethic Academically Capable/Life Long Learner


SISD Strategic Action Plan: Leading • Inspiring • Innovating In order to become the best district in the nation and reach the goal of ensuring 100% of students graduate from high school prepared for the college and career of their choice, everyone on Team SISD must approach each day as a leader that inspires positive action through a fresh, innovative approach. The potential of Team SISD is limitless, and the district’s more than 44,000 students deserve a community that embraces leadership, inspiration, and innovation. Holding himself directly accountable for the progress of the district, Dr. Espinoza has selected the goals identified in this action plan as his Superintendent’s Performance Goals. Each goal specifically outlined within this plan includes targeted strategies/actions with specific components.

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Goal I:

Ensure Instructional Improvements and Increased Student Achievement for Every Child

I.1 Provide instructional leadership that promotes the success of all students. Assess, report, and demonstrate improvement in student achievement, attendance rates, completion rates, graduation rates, and other indicators of student performance and college and career readiness.

• • • •

Ensure that eligible schools in SISD receive the designated • rating indicating a proficient percentage as defined by the • new AEIS performance index. •

Data Based Decision Making College and Career Culture District Fall and Spring Benchmarks Make It Count Attendance Initiative District Leadership Team Support Pyramid of Intervention Tiered Support Aligned Performance Data Warehouse – Eduphoria

I.2 Provide leadership to enhance instructional delivery systems for the improvement of classroom instruction and student learning. Develop, implement, and evaluate a comprehensive • professional development program designed specifically to • address areas of identified district, campus, and/or staff need. • •

Response to Intervention and Inclusive Schools Culturally Responsive Pedagogy and Sheltered First Reaction Job Embedded Professional Development and Modeling Differentiation and Brain

Provide opportunities for all SISD principals and assistant principals to participate in professional development programs aimed at the supervision and evaluation of instruction, which will improve instruction and achievement significantly for 2013-14 through data-driven leadership.

Assistant Principal Leadership Academy Data Driven Conferencing and Training Gradual Release Training Protocol Visible Classroom Presence and Constructive Feedback

• • • •

I.3 Provide leadership to enhance the capabilities of the District’s Leadership Team to provide support to teachers for the improvement of classroom instruction and student learning through performance evaluations. Design and implement an appraisal system for district and • campus administrators that directly ties student achievement • to their performance evaluation.

Revised Campus and District Leadership Evaluations Monitoring of Evaluations for Equity and Effectiveness

Ensure performance evaluations adequately reflect strengths • and areas of concern by requesting data supporting • documentation of accomplishment.

Eduphoria Observations and Walkthroughs External and Internal Campus Technical Visits

Provide district and campus leaders with adequate support • and resources to grow professionally. •

Superintendent’s Advisory Ad-Hoc Committee Ongoing Leadership Training and Shared Best Practices

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Goal II:

Anticipate and Successfully Manage District Growth

II. Provide leadership for management of growth. Successfully complete elementary and middle combo schools in • July 2013. • •

Consistent Stakeholder Communications Community Meetings DSC Logistical Site Meetings and Technical Support

Continue to support the completion of Eastlake High School in • 2013 and the expansion of the El Dorado 9th Grade Academy • and opening of Pebble Hills High School in July 2015. •

Board Committee and Stakeholder Communication Ongoing Monitoring of Construction Timeline DSC Logistical Site Meetings

Manage the design and ensure the new North of Montana • Elementary School is on schedule and within budget. • •

Facilities Advisory Plan Local and Governmental Code Compliance Effective and Efficient Design and Budget Management

Provide the Board and community with updates on SISD’s five- • year district facilities plan while ensuring transparency and • proper management.

Stakeholder Feedback for Long Range Planning School Enrollment Projections Based on Demography

Goal III:

Develop Systems to Increase Organizational Effectiveness, Efficiency, and Accountability

III. Provide leadership for the effective management of human resources, budget, technology, and facilities. Conduct an organizational audit of departments and campuses • to ensure optimal support for teachers and students as well as • monitor that funds are being invested appropriately through adequate allocation of resources.

Internal Audit Department Expansion District and Campus Staffing Guidelines

Continue a position control system that regulates and • • monitors the district’s personnel budget.

Accurate Position Control and Data Integrity 100% Highly Qualified Staff

Introduce a plan to restructure, re-engineer, and/or re- • organize departments within the District Service Center to • control operating costs and improve service and support to our schools if deemed necessary.

Purposeful Department Organizational Structure Collaborative Team and Departmental Structure Support for Campuses

Continue monitoring and evaluating all facilities to ensure a • comfortable and secure environment. • •

Preventive Maintenance Program Comprehensive Reports Monitoring Supplies and Utilities Environment and Boundary Revisions for Maximum Facility Use

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Goal IV:

Develop and Maintain Public Trust and Confidence and Increase Parent and Community Involvement

IV. Provide leadership in the development and support of school/business/community partnerships. Continue to successfully ensure Promises Made are Promises • • Kept for the 2011 Bond obligation. •

Bond Accountability Meetings and Communication Timeline and Savings Review Two-Way Stakeholder Communication

Involve all appropriate stakeholders to ensure the proper • management and implementation of SISD’s five-year district • • facilities plan to address growth.

Business, Community and Military Partnerships Effective and Informative Community Meetings Chamber and Realtor Communication and Feedback

Develop and implement systematic methods for effective internal and external communications, including links on district’s website to solicit input from all stakeholders on 2013 SISD Strategic Action Plan and feedback on overall customer service provided directly to the Superintendent.

Website Redesign Climate Surveys Superintendent’s Blog Social Media Communications

• • • •

Communicate the school district vision, student and district • needs, and district priorities to the community and the media. •

District Improvement Plan and EPAC Public Relations Networking and Outreach

Establish partnerships with parents, area businesses, institutions of higher education, and community groups to strengthen district programs and to support district goals, including the establishment of a District Safety Committee.

Superintendent’s Student Advisory Committee Greater El Paso Chamber Advisory Board City of El Paso Tax Advisory Committee Partners in Education (PIE) El Paso Collaborative Superintendent’s Region 19 Advisory Council

• • • • • •

Initiate needed improvements for current parent and • community involvement structure to increase community • • meetings and communications. •

Parent Climate Survey Social Media Outlets Superintendent’s Parent Advisory Committee Open-door Policy and Customer Service Feedback

Invite and encourage parents to participate actively in their • child’s education. Staff will monitor and evaluate the success • of the activities detailed in the District Improvement Plan as • well as School Improvement Plans and make recommended changes prior to the start of each school year.

Written and Verbal Bilingual Translations Improved Parent/Community Involvement Structure Evaluation of District and Campus Parental Involvement Activities

Goal V:

Assess the Strengths, Needs, and Challenges Pertaining to Safety, Climate, Attendance, and Discipline

V. Provide leadership in the development and increased involvement of all stakeholders in ensuring students receive a quality education in a safe and orderly environment. Ensure safety at all schools and district is a top priority by evaluating current safety and security policies, procedures, programs, and initiatives to determine if any gaps or areas of concern exist that require prompt action.

• • • • • •

Safety Audits and Tracking of Data Safety Committee Training and Monitoring Standardizing Campus Emergency Operations Technology Safety Systems Intruder Drills Digital Security Systems

Evaluate campus and district climate utilizing qualitative • • and quantitative methods of inquiry. •

Bi-yearly Climate Survey with Open Responses Site Visits by District Administrators Annual Performance Report Feedback

Review current district/campus attendance initiatives, policies, • and procedures for students and employees to determine • • level of effectiveness and modify/create plans if necessary. •

Campus and District Attendance Committees Standardized Operating Procedures for Policy Compliance Monitoring Visits and Support Monthly Employee Absence Reports

Evaluate district/campus student discipline plan, policies, and • procedures to determine level of effectiveness and modify/ • create programs if necessary. • •

Chapter 37 Training for Administrators Quarterly Discipline Reports Monthly DAEP Reports Development of Administrative Handbooks

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Managing Growth Plan 2013-14 Socorro ISD continues to be one of the fastest growing school districts in the state and began the current school year as the secondlargest district in the region, surpassing Ysleta ISD. To effectively plan and manage growth, the district closely tracks population patterns, housing developments, and regional activity to project future enrollment. Through community support of Bond 2011 and sound fiscal management, the district has maintained pace with growth through the opening of new schools, redistribution of students through boundary adjustments, and the use of portable classrooms in high concentration areas. The district’s research and application of historical data has helped successfully project annual enrollment within a quarter (.25) percent. While the 2012-13 school year was an anomaly in that the district grew less than anticipated, data suggests that the district will continue to grow steadily over the next three years. Taking into account the current year’s growth rate, enrollment is being projected at a modest two percent each year through 2015-16. Currently in its second year of implementation, Bond 2011 is progressing on time and within budget. The first projects, Eastlake High School Phase III and the new combination school, will open for the 2013-14 school year and add 1,800 high school seats for the Eastlake feeder pattern and 1,800 chairs at the elementary/middle school level in the El Dorado feeder pattern (James P. Butler Elementary and SSG. Manuel R. Puentes Middle). However, with two new elementary schools still in the planning phases and other campuses in high growth regions over 90 percent filled, existing facilities will not be able to accommodate all of the new students anticipated to enroll for the 20132014 school year as currently aligned. To provide safe, secure, well-maintained, and adequate facilities conducive to learning for all students, the short term plan on the following page has been created. The 2013-14 growth management plan includes the continued practice of redirecting elementary and middle school students to select campuses to maximize the use of existing facilities, and the relocation of 4 portables (8 classrooms). The anticipated cost of the portable moves is $250,000 from the general fund.

Actual/Projected Enrollment

Actual/Projected Growth Rate

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Short Term Growth Plan

Americas Feeder Pattern Overflows • Elementary students to Sierra Vista & Loma Verde • Middle school students to Walter E. Clarke John Drugan School • Receiving two portables from Ituarte (four classrooms) • Send Pre-K students to Myrtle Cooper *Myrtle Cooper Elementary • Pre-K Hub for students from Chester Jordan, Hurshel Antwine and John Drugan • Send Pre-K students back to Sgt. Roberto Ituarte Eastlake Feeder Pattern Overflows • Elementary students to Horizon Heights & Dr. Sue Shook • Middle school students to Col. John O. Ensor • Desert Wind students to Robert R. Rojas • New students from Sparks to Robert R. Rojas Horizon Heights Elementary • Send Pre-K students to Dr. Sue Shook *Dr. Sue Shook Elementary • Pre-K Hub for students from Horizon Heights • Send Pre-K students back to John Drugan (Myrtle Cooper) Col. John O. Ensor Middle • Receiving two portables from Spc. Rafael Hernando (four classrooms) El Dorado Feeder Pattern Overflows • Elementary students to Lujan-Chavez • Middle school students to SSG. Manuel R. Puentes Chester Jordan/Hurshel Antwine Elementary • Send Pre-K students to Myrtle Cooper Lujan-Chavez Elementary • Take back Pre-K students from O’Shea Keleher

Paso del Norte School • Send Pre-K students to O’Shea Keleher Sgt. Roberto Ituarte Elementary • Take back Pre-K students from Myrtle Cooper • Send two portables to John Drugan (four classrooms) SPC. Rafael Hernando III Middle • Float teachers • Send two portables to Col. John O. Ensor (four classrooms) New Schools • James P. Butler Elementary • SSG. Manuel R. Puentes Middle Montwood Feeder Pattern Overflows • Elementary students within the feeder pattern • Middle school students to William D. Slider Elfida P. Chávez Elementary • Send Pre-K students back to Bill Sybert (O’Shea Keleher) *O’Shea Keleher Elementary • Send Pre-K students back to Lujan-Chavez and Sgt. Roberto Ituarte • Pre-K Hub for students from Paso del Norte, Bill Sybert and Jane A. Hambric Jane A. Hambric/Bill Sybert schools • Send Pre-K students to O’Shea Keleher Socorro Feeder Pattern Overflows • Elementary students to Escontrias & Campestre • Middle school students to Socorro Escontrias Elementary • Receive Pre-K students from H.D. Hilley Robert R. Rojas Elementary • Receive overflow students from Desert Wind & Sparks area

*Pre-K Hubs

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Budget Summary Plan for 2013-14 The district has successfully implemented strategies and procedures to address the efficient and effective allocation of financial resources. These strategies included the implementation of administrative regulation EEB (Local) and staffing guidelines, and a modified zero based budgeting process whereby requested budget amounts for technology and equipment, travel, and miscellaneous operating expenditures are itemized and substantiated. A multi-year planning outlook will allow the district to anticipate budget needs as the district continues to grow. Currently, this outlook is in the preliminary state and subject to change when the Legislature formally adopts a new funding formula. A board policy establishes a minimum fund balance of unassigned reserve equal to two months of operating expenditures. Nevertheless, in an environment of continuous improvement, the district plans to enhance the existing budget planning process. Critical to this objective is the full development of the Tyler Munis ™software system. As staff becomes more familiar with the total capabilities of this software and the position control module is fully utilized, the administration intends to enhance the budget process by providing the governing board with a listing of positions, by department and campus for their review during the budget process. This information will provide greater transparency and will allow the governing board and public to see the number of permanent positions that the district supports in the general fund. For greater efficiency, the Tyler Munis budget module allows campus and department personnel to enter their proposed budgets directly into the system. To further improve the budget development process, budget department personnel illustrated the proposed budget and current expenditures on a whiteboard for the departments and campuses to review their respective budgets. This process allows department supervisors and campus principals to see their current expenditure patterns and make adjustments to their proposed budgets. These actions should reduce the number of budget transfers and amendments that are needed throughout the year. The district continues to be good stewards of our limited financial resources with the goal of addressing the continuing needs of our students and ensuring their academic success.

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Budget Summary Plan for 2013-14 Socorro ISD FY2013-­‐16  Multi-­‐Year  Budget  and  Projections Assumptions: No  change  in  property  tax  rate Compensation  proposal  included  in  FY2014  only

2.15% ADA  Increase   5.35%  inc.  in  TAV

2.30% ADA  Increase   5.45%  inc.  in  TAV

FY 2014 Proj.  Revenue                                                78,152,126                                            228,606,867                                                    2,910,000                                            309,668,993

FY 2015 Proj.  Revenue                                                      82,389,234                                                242,303,127                                                            3,070,000                                                327,762,361  

FY 2016 Proj.  Revenue                                                    86,749,313                                                243,970,749                                                        3,070,000                                                333,790,062

FY 2013 Proj.    Expenditures

FY 2014 Proj.  Expenditures

FY 2015 Proj.  Expenditures

FY 2016 Proj.  Expenditures

Substitutes Salaries Teacher Salary  Scale  "Step" Proposed  Compensation  Plan  (Less  Step) Health  Care Other  Fringes Contracted  Services Supplies  and  Materials Other  Operating  Expenditures Debt  Service Capital  Outlay Total  Expenditures

                                                     3,812,784                                              196,649,788                                                          1,276,327                                                        1,539,045                                                  28,447,056                                                    22,126,161                                                    19,581,282                                                    15,831,472                                                          3,780,492                                                              380,469                                                        5,454,257                                              298,879,133  

                                                 3,929,804                                            206,513,252                                                    1,348,796                                                    1,539,045                                                27,777,048                                                22,396,429                                                21,482,479                                                15,159,546                                                    5,384,423                                                                            -­‐                                                    2,958,310                                            308,489,132

                                                       4,008,400                                                212,903,224                                                            1,369,028                                                                                  -­‐                                                      28,642,504                                                      24,844,358                                                      22,126,953                                                      15,614,332                                                          5,545,956                                                                                  -­‐                                                          3,047,059                                                318,101,814  

                                                     4,088,568                                                217,862,988                                                        1,389,563                                                                                -­‐                                                    29,500,421                                                    25,529,624                                                    22,790,762                                                    16,082,762                                                        5,712,334                                                                                -­‐                                                        3,138,471                                                326,095,494

Projected Surplus  (Deficit) Projected  Ending  Committed  Funds Projected  Ending  Unassigned  F/B  (less  Enc.  &  E-­‐Rate) Fund  Balance  Requirement  (2  months) Difference  between  ending  and  requirement

                                                 (1,888,204)                                                        1,208,618                                                    64,101,736                                                    49,813,189                                                    14,288,547  

1,179,861                                                                                    -­‐                                                66,490,215                                                51,414,855                                                15,075,360

9,660,547                                                                                        -­‐                                                        76,150,762                                                      53,016,969                                                      23,133,792

7,694,568                                                                                        -­‐                                                    83,845,329                                                    54,349,249                                                    29,496,080

GF Local  Funds   GF  State  Funds   GF  Federal  Funds  

6142 614X 6200 6300 6400 6500 6600

1.50% ADA  Incease   5.38%  inc.  in  TAV € FY  2013 Proj.  Revenue                                                  78,227,859                                                215,952,340                                                          2,810,730 Total  Revenues                                              296,990,929  

Legend:

ADA-­‐Average Daily  Attendance FY-­‐Fiscal  Year F/B-­‐Fund  Balance TAV-­‐Taxable  Assessed  Valuation € FY2013  Local  Revenues  include  one  time  $1.4  million  insurance  reimbursement Note:  Administration's  best  estimate  of  revenues  prior  to  the  conclusion  of  the  legislative  session.  

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2016-­‐2017 Biennium

2.00% ADA  Increase   5.38%  inc.  in  TAV

Total Projected  Revenues

6112 61XX

2012-­‐2013 Biennium                                                                        2014-­‐2015  Biennium


Team SISD The SISD Strategic Action Plan: Leading • Inspiring • Innovating outlines the core elements of the district’s strategy for moving SISD forward. SISD’s Strategic Direction and Action Plan represent the culmination of six months of focused work and a process in which a variety of stakeholders have participated. However, it is only a starting point. Reaching the goals outlined in the plan will be a multiyear effort, and it will require everyone’s perseverance and vigilance to remain focused on the items that have the greatest potential to improve academic performance of our students. Every member of Team SISD – including employees, parents, students, businesses and other community members – has a stake in the success of the district and must remain engaged in order for the district to realize its goals and become the best district in the nation.

Roles

Below are the roles everyone will play as we move forward. Board of Trustees • Represent the community as a whole and work with the superintendent to make decisions that are in the best interest of our students. • Remain vigilant and committed to efficacy and transparency. • Maintain unwavering dedication to ethical practices. District Leaders and Staff • Strengthen the system for recruiting, supporting, and developing a high-quality workforce. • Provide equal access to rigorous instruction and academic programs to all SISD students. • Provide a safe, secure, and healthy environment in every school. • Engage parents, community members, and businesses in partnerships that support student achievement. Parents • Stay informed about your child’s academic progress. • Work in partnership with school staff to help your child achieve at the highest levels. • Communicate to your child the importance of being prepared for college and a career. Students • Dedicate 100% effort to learning and reaching your full potential. • Respect your peers, teachers, school staff, and administrators. • Be on your best behavior at all times. Employees • Work hard to consistently improve your performance. • Stay informed, engaged, and accessible to all stakeholders. • Be an advocate of SISD with your family, friends, and community. Community • Support SISD by sharing your expertise, providing volunteers, and/or helping fund initiatives. • Be an advocate to students about the importance of college and careers.

All - Be sure to stay informed about district news and initiatives. Please continue to share ideas, questions, and concerns with district leadership and rally behind the plan to help in its implementation.

Join Us!

The district remains committed to engaging the community through regular two-way communication. In addition to this document, the district’s strategic direction will be shared online and in person via a televised, digital community forum. Our website will highlight artifacts demonstrating the implementation of our strategic direction, which will be evaluated, monitored, and revised over the plan’s implementation. In addition, stakeholders will be encouraged to share ideas, questions, and concerns via an easily accessible link on the site. Subscribe to SISD e-News at (www.sisd.net/enews). Follow us on Twitter. (www.twitter.com/SocorroISD) Like us on Facebook. (www.facebook.com/SocorroISD) Subscribe to our YouTube channel. (http://www.youtube.com/SocorroISD)

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2012 Region 19 Board of the Year

Socorro ISD Board of Trustees

Michael A. Najera - President Cynthia Ann Najera - Vice President Paul Guerra - Secretary Craig A. Patton - Trustee Gary Gandara - Trustee Antonio ‘Tony’ Ayub - Trustee Angelica Rodriguez - Trustee

Superintendent of Schools José Espinoza, Ed.D.

The Socorro Independent School District does not discriminate on the basis of race, color, national origin, sex, disability, or age in its programs, activities or employment.

2012 13 sap budget  

Socorro ISD Strategic Action Plan

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