2002-03 Goals and Measurable Outcomes

		2008-2012 Strategic Plan 2007-08 Goals & New Initiatives 2006-07 Goals and Attainment/Results 2005-06 Goals and Attainment/Results 2004-05 Goals and Attainment/Results 2003-04 Goals and Attainment/Results 2002-03 Goals and Measurable Outcomes Lifelong Learner Traits

• Participation in Western States Benchmarking Consortium
• Design new - and continue successful - recruitment and retention strategies, which provide the District with top caliber employees who directly and indirectly support student learning initiatives.
• Ensure that Plano ISD efficiently uses its financial resources/budgeting.
• Develop and build advocacy for Plano ISD's 2003 legislative agenda.
• Ensure continued improvement in student learning.
• Strengthen efforts to build mutually beneficial partnerships and greater involvement with parents and our community to support student achievement.

Goal: Participation in Western States Benchmarking Consortium

Strategic Area: Student Learning

The Western States Benchmarking Consortium is a voluntary network of seven large and fast-growing school systems across the western part of the United States (Beaverton, Oregon; Blue Valley, Kansas; Cherry Creek, Colorado; Lake Washington, Washington; Plano, Texas; Poway, California; and Vancouver, Washington). The Consortium was formed to carry out the following mission:

To develop benchmarks toward becoming exemplary educational organizations; share ideas through networking opportunities; advocate the vision for public education and work collaboratively to find solutions to common problems and issues.

The Consortium is an example of an emerging philosophy of "lateral accountability" where networks of districts voluntarily unite on clearly articulated benchmarks toward best practices and conduct organizational self-assessment based on these benchmarks and learn from each other through the design of meaningful improvement strategies.

Benchmark: Ensuring Learning for all Students

2002-03 Major Initiatives

• Learning Leadership Team will develop a process for the use and support of the benchmarks and web-based tools at individual campuses.
• Work with the DBIC and SBICs to formulate a consistent method of using this self-assessment model as an ongoing template for improvement plans.
• Provide training and support for campuses in the use of the recently completed web-based documentation tool.
• Continue the refinement of guiding questions and acceptable bodies of evidence.
• Strengthen efforts to improve student learning and district effectiveness and efficiency and to communicate the process to other school districts throughout the nation.
• Consortium meetings will continue to focus on student achievement.

Measurable Outcomes

1. Training was provided for campus principals on the use of the web tool at the January 8 principals' meeting.
2. An advisory committee of principals and central administrators meets regularly on the design and implementation of the web tool and its expansion into support for district and school based improvement plans.
3. Initial use of Version 2 of the web tool for the school planning process will take place in pilot schools during the 2003-04 school year.
4. Consortium representatives from Plano ISD participated in an NSBA-sponsored conference on data-driven decision-making.
5. The special education directors from consortium members submitted a proposal to the U.S. Congress during the reauthorization process for IDEA.
6. Consortium representatives are now in the process of writing a position paper on literacy, which will be used as a guide to direct programs in each of the member districts.

Goal: Design new - and continue successful - recruitment and retention strategies, which provide the District with top caliber employees who directly and indirectly support student learning initiatives.

Strategic Area: Capacity Development

We believe the quality of learning in Plano ISD classrooms is directly related to the quality of teachers, principals, and other staff within the District. We will address compensation, benefits, and work environment issues that make Plano ISD an employer-of-choice in the education community.

Benchmark: Expanding Organizational Effectiveness

2002-03 Major Initiatives

• Analyze data on compensation and benefits of competing school districts and applicable private employers to ensure that Plano ISD continues in the top 10 percent in all major categories.
• Conduct a compensation study on pay stipends and make recommendations based on the findings of the study.
• Continue partnerships with colleges and universities on recruitment efforts that produce numbers of quality, diverse teaching candidates. Increase use of technology in recruiting such on-line databases, virtual job fairs, etc.
• Analyze professional development and determine the needs for continued improvement.

Measurable Outcomes

1. To assist in keeping Plano ISD in a competitive position, the Board of Trustees approved pay increases of 2.5 percent of the control point for each pay range for 2003-2004.
2. The Board of Trustees approved $300,000 for 2003-2004 to begin to address stipend inequities as recommended by the compensation audit.
3. The 2002-2003 recruitment schedule included visits to 45+ campuses, at least 20 of which graduate and/or allow interview possibility for a significant number of minority candidates. This year added one more minority job fair, which combines candidates from four colleges. Relationships have been developed or expanded with approximately 18 college campuses.
4. Presented Hiring and Recruitment Practices to two classes of second-year students at CCCC.
5. Implemented use of web-based Gallup Teacher Insight screener in November 2002. Currently using Career Builder, Education America Network and Texas Workforce Commission program sites. Exploring use of Texas Regional Education Applicant Placement Program and TxBESS program sites. Researching feasibility of virtual job fairs and interviews of potential candidates.
6. Due to budgetary constraints, recruiting trips will be reduced for 2003-2004 to include only those colleges and universities which yield best hiring results for the District.
7. Requested an HR audit by TASB consultants to ensure legal compliance and initiate continuous improvement efforts for departmental processes. The audit has been completed. Currently awaiting written conclusion and recommendation report from TASB. Verbal report indicates no major problem areas.
8. Exit interview tool redesign in progress with goal being to improve meaningfulness, accuracy and speed in retrieval and reporting of information.
9. Professional Development Survey of all offerings, both district and campus, was completed and reported to District Based Improvement Committee on April 24, 2003.

Benchmark: Promoting Innovation

2002-03 Major Initiatives

• Build on partnership with the Plano ISD Education Foundation and the community on recruitment and retention efforts.
• Enhance mentoring program for new teachers.
• Implement on-line employment application and on-line substitute systems. Evaluate and enhance on-line benefits enrollment and reporting, including employee access to personal information on-line.

Measurable Outcomes

1. Continued partnership with the Plano ISD Education Foundation to fund interview trip expenses and relocation loans in cases of special need.
2. Expanded annual Recruitment Open House to include community groups, including minority organizations, to provide information to attendees.
3. Continued to solicit and heed input from PISD's Multi-Ethnic Committee. Completed audit of race/ethnicity codes within the District and made system changes as required so that the reporting of minority representation is more accurate.
4. Worked with all campuses to identify mentor liaisons to assist new teachers and mentors. Negotiated broadcast agreements for use of commercial videotapes by new teachers. Filmed 25+
5. PISD master teachers for observation by new teachers during Spring 2003. Purchased two video series for broadcast and/or checkout by new teachers.
6. Visited all campuses to obtain input as to needs, wants, and ideas for mentor program.
7. Created and presented a manual entitled Helping a New Teacher and conducted one-on-one conversations with principals who requested help with teachers needing assistance.
8. Worked with Barnes and Noble to stock helpful books for new teachers. Collected and communicated to liaisons successful strategies for supporting new teachers. Created and distributed mentor liaison manual.
9. On-line employment application has been successfully implemented.
10. Implementation of an electronic transfer process is in progress.
11. Second phase of on-line benefit enhancements is complete as of August 2003.
12. Completed implementation of electronic registration process for certification through SBEC.
13. Investigating the development of a management tool for tracking certification renewals.
14. Active partner with Technology Division and Prologic in creating new TEAMS system, one benefit of which should be that it will enable the District to monitor statistical measurements of success.

Benchmark: Improving Professional/Organizational Learning

2002-03 Major Initiatives

• Continue involvement in non-traditional certification programs for degreed and non-degreed staff members.
• Pursue creative options to keep students in our community as future educators.
• Design and provide induction/mentoring for new administrators.
• Design and provide training for new team leaders.

Measurable Outcomes

1. Developed relationships with Region 10, ECAP, Brookhaven (DCCCD), University of North Texas, Region 11, and CCCC in regard to alternative certification programs.
2. Implemented plan under Certified Educational Aide Exemption program to encourage classroom assistants to become certified teachers.
3. Worked with CCCC to develop program, which will assist teaching assistants in becoming qualified per No Child Left Behind requirements.
4. Collaborated with CCCC and Region 10 in regard to mentor training ideas and shared PISD's design year plans for the teacher mentoring program.
5. Partnered with CCCC on the Preparing Tomorrow's Teachers Grant.
6. Funded substitute days as requested by Region 10 certification program to provide observation/planning time for new teachers.
7. Continuing to look into possibilities of keeping students in our community as future educators. Initiated discussion with Plano Principals Association regarding possible scholarships.
8. New administrator induction program was designed and implemented beginning July 15, 2003, with expanded training opportunities, assigned mentors and progress reporting procedures for 20 new administrators.
9. New team leader training was designed and delivered in a three-day sequence for 165 team leaders during fall 2002 and for 70 team leaders during summer 2003. Level II team leader training will be delivered in fall 2003.

Goal: Ensure that Plano ISD efficiently uses its financial resources/budgeting

Strategic Area: Data Driven Decision Making

This goal will focus on the process to be used for building the 2003-2004 school year budget. The impact of the recapture tax (Robin Hood) must constantly be assessed as the district reviews programs, practices and delivery systems. In addition, the goal will focus on the processes and support services necessary to allow a greater focus of resources to work effectively with the instructional arm of the organization.

Benchmark: Using a Variety of Data Effectively

2002-03 Major Initiatives

• Establish a budget calendar to be reviewed by the Board in December 2002.
  Project student enrollment for the fiscal year 2003-04 in December rather than February, to enhance salary projections and staffing.
• Establish budget targets by February 2003.
• Plan for adoption of a fiscal year calendar starting July 1 for the fiscal year 2003-04.
• Apply appropriate financial budget models.
  Solicit budgetary needs from departments and campuses.

Measurable Outcomes

1. All initiatives regarding the budget calendar, making projections and establishing budget targets were accomplished within major initiative timelines.
2. The Board adopted a fiscal year calendar starting July 1, 2004 at the May 6, 2003 Board Meeting.
3. Budgets submitted by departments and campuses were modified and reduced in April and May by $5.8M using financial budget models.
4. The Administration identified peer districts to establish future budget targets in all areas of operation.
5. The district achieved a Superior rating on the Financial Integrity Rating System of Texas released by the Texas Education Agency in August 2003.

Benchmark: Relating Investments, Outcomes and Improvement Strategies

2003-03 Major Initiatives

• Investigate programs, systems and partnerships designed to train, motivate and deliver high levels of service throughout the District.
• Analyze the infrastructure overhead necessary to support services internal operations.
• Integration of data systems to provide linkages and relationships between all district departments.

Measurable Outcomes

1. Design and programming are underway in partnership with Prologic Technology systems to develop a set of integrated, Texas-specific tools that will provide district wide, across-department gathering and reporting capability. Initial HR/Payroll systems are due to be placed in production during the first quarter of 2004.
2. The District continues to market and sell curriculum, technology and after-school services to maximize the existing infrastructure in place.
3. The District has implemented an e-pay system that accommodates the District's patrons when paying for services that are provided by the District.
4. The District initiated and citizens supported a $33.55 million bond election to address critical growth, technology and transportation needs.

Goal: Develop and build advocacy for Plano ISD's 2003 legislative agenda.

Strategic Area: Capacity Development

The district will work to prepare its legislative agenda for 2003 so that coalitions can be formed and so that we can communicate with the appropriate legislators and educate the community regarding the district's needs.

Benchmark: Expanding Organizational Effectiveness

2002-03 Major Initiatives

• Identify current and future financial, instructional, and facility challenges and explore legislative solutions to those challenges.
• Support legislative efforts to revise the Texas School Finance System.
• Participate in Texas School Coalition activities to bring financial relief to Chapter 41 districts.
• Promote legislation to garner credit for non-PISD students enrolled in PISD e-School.
• Promote legislation to transfer with voter approval all self-insurance programs to the Debt Service Fund.
• Maintain ongoing communication with state elected representatives.
• Educate PISD staff and parents regarding the District's legislative initiatives and seek their active support.

Measurable Outcomes

1. The PISD Board of Trustees and cabinet hosted a legislative breakfast in October, 2002 in preparation for the 2003 Legislative Session.
2. The district took an active role in the legislative process. Dr. Otto testified numerous times before legislative committees and currently serves as President of the Texas School Coalition. Staff members met monthly with State Legislators seeking legislative relief.
3. PISD through its membership in the Texas School Coalition introduced one of only two school finance plans considered during the 2003 Legislative Session.
4. PISD through its membership in the Texas School Coalition lobbied to suspend the current school finance system and replace it by the end of the 2005 legislative session. As a result, the Legislature did vote to sunset the current school finance system after 2004
5. Plano's input through the TSC resulted in HB 5, sponsored by Representative Kent Grusendorf. HB 5 was a departure from previous school finance plan proposals in that it suggested an "across the board" increase in per pupil spending in lieu of changes to the various formulas.
6. The Legislature failed to pass legislation to credit non-PISD students enrolled in PISD e-school and failed to pass the self-insurance programs being supported by the Debt Service Fund.
7. The PISD website continually updates staff and parents regarding legislative initiatives and the District's position.
8. Plano ISD will continue to be active in searching for solutions to the current school finance system as the legislature prepares to conduct a special session on school finance, probably in the spring, 2004.

Goal: Ensure continued improvement in student learning.

Strategic Area: Student Learning

We will focus the efforts of the campus-based and district-based improvement committees on continued improvement in student learning as the major priority of the district.

Benchmark: Ensuring Learning for all Students

2002-2003 Major Initiatives

• Complete program evaluations for science and career education and begin evaluations for social studies and gifted program.
• Conduct professional development to ensure student learning in core academic areas with emphasis on:

  students identified as English language learners,
  secondary students receiving Special Education services,
  secondary students served by PASP, and
  students who are economically disadvantaged.

Measurable Outcomes

• Reports for science and career education completed and presented to School Board August 19, 2003. Data Collection in progress for social studies and gifted program.
• Continuous professional development conducted by program directors including SIOP (Sheltered Instruction Observation Protocol) for teachers who work with students identified as English language learners; Margaret Kilgo workshops for principals and lead teachers and professional development for special education teachers in the following curricular areas:
  

  general education curriculum for those students participating in general education classrooms with special education support,
  Strategic Reading,
  Language Arts & Math for students requiring specialized curriculum,
  Herman Reading for students identified as having dyslexia.

• IEP training regarding the decision-making process for state required assessments - training on data driven decision making, TBSI training as related to maintaining a classroom environment which is conducive to learning; staff learns how to manage escalating behaviors that could interfere with learning.
• Bilingual/ESL summer school at Christie Elementary was restructured to be in line with state mandates in the area of reading language arts.

Benchmark: Integrating Standards

2002-2003 Major Initiatives

• Implement Ed Soft Instructional Management System to gather and disseminate student performance data.
• Ensure that all teachers understand the TEKS standards and student expectations and are teaching the PISD TEKS based curriculum.

Measurable Outcomes

1. We have implemented EdSoft and are continuing to expand its use.
2. Curriculum principal meetings and summer training focus on TEKS/TAKS data analysis and the implementation of the PISD TEKS based curriculum.
3. All curriculum professional days with teachers focus on the PISD TEKS based curriculum.
4. Held the Learning Summit: A Crucial Conversation on March 5, 2003, for approximately 160 campus, classroom and district leaders. Continuous follow-up includes June 4, 2003, meeting with principals/staff and the August 5, 2003, Superintendent's convocation address.

Benchmark: Incorporating Innovative Practice

2002-2003 Major Initiatives

• Implement and provide training in the bilingual dual language model.
• Implement PAR3 strategies in each 3rd grade language arts classroom.
• Extend training in Cognitively Guided Instruction for elementary mathematics teachers.

Measurable Outcomes

1. Implementation in progress including training of teachers Pre-K-1.
2. All elementary principals, 3rd grade teachers, literacy specialists, ESOL, and special education teachers have been trained in PAR 3 strategies.
3. Cognitively Guided Instruction training has been conducted for Central Cluster teachers K-2 and K-2 teachers in Title I schools.

Benchmark: Integrating Technology

2002-2003 Major Initiatives

• Replace and upgrade equipment and software to ensure appropriate curriculum delivery.
• Develop and pilot on-line assessment using EdSoft.
• Continue to develop school to home technology access.

Measurable Outcomes

1. All replacements provided for in the 2000 technology bond have been completed.
2. The August 2003 bond provides funding for continued implementation of the technology replacement plan.
3. Piloted on-line assessment in grades 3 - 5 at Brinker Elementary.
4. 195 students have registered to be part of the myPISD.net school to home technology initiative.
5. Rollout of myPISD.net will be complete to all PISD campus neighborhoods by January 2004.

Benchmark: Developing a Coherent Curriculum

2002-2003 Major Initiatives

• Implement grade 8 curriculum during 2002-2003 in language arts, mathematics, science and social studies.
• Continue to monitor student progress and achievement in language arts, mathematics, science, and social studies and align instruction to optimize results.
• Develop curriculum framework in high school TAKS foundation courses in language arts, mathematics, science and social studies.

Measurable Outcomes

1. Grade 8 curriculum implemented in all middle schools.
2. Student achievement is constantly monitored using district diagnostic tests, district exams and TAKS/SDAA results.
3. Curriculum is reviewed and revised based on this data.
4. Framework developed and implementation has begun at the 9/10 level.
5. Literacy specialist placed on each elementary campus (replaces Reading Recovery).

Goal: Strengthen efforts to build mutually beneficial partnerships and greater involvement with parents and our community to support student achievement.

Strategic Area: Community Connectedness

We will strengthen the district's out-reach program as we seek to involve more members of the community and our parents in planning and implementing school improvement.

Benchmark: Building Community Partnerships and Developing a Strong Community

2002-03 Major Initiatives

• We will work with the technology department to market the expansion of myPISD.net.
• We will work with the curriculum department and schools to strengthen the district's mentor program and provide appropriate resources for the mentors.
• We will continue to work to increase parent involvement in schools.

Measurable Outcomes

1. Promotion of myPISD.net was reflected in district publications.
2. Media coverage of the myPISD.net was sought and obtained.
3. We contacted over 26,000 students directly last year through flyers home promoting myPISD.net.
4. We successfully developed, published and disseminated a district style (communications) guide that is posted on the Web and located in district offices. It has received widespread acceptance and praise and is being used.
5. We have representation on the Chamber of Commerce Education & Workforce Development Committee to strengthen partnerships between PISD and Chamber
6. We worked cooperatively with the Plano ISD Council of PTAs and passed a policy to ensure that all campus parent organizations will become PTA affiliated organizations.
7. We worked with the Plano ISD Council of PTAs to establish a new Cultural Diversity Chairman position on the council to address cultural awareness needs of our campuses and parent organizations.
8. We strengthened the mentor initiative in the district by creating the T.E.A.M.S. (Together Everyone Achieves More Success) mentoring program and trained 32 coordinators to implement the program for 2003-04.
9. We continued to promote the need for volunteers to mentor students through our Mentor Celebration event and through the news media and district publications.
   Chamber of Commerce members supported the New Teacher Dinner with gift bags, door prizes and a back to school gift box.
10. Working cooperatively with the district, the Chamber of Commerce held Education in Business Day at 18 businesses for 55 Career Education Teachers representing 22 courses on October 10, 2002.
    Working cooperatively with the District, the Chamber of Commerce held career an awareness and recruitment fair for students age 14 to 18 on April 29, 2003.
11. We continued to assist campuses in forming partnerships with local businesses for volunteer and financial resources. This year 54 campuses reported 295 partnerships (a 35% increase over previous year) ranging from large corporations (EDS, Nortel, Alcatel, Ericssons, Cisco Systems, Raytheon) to medium and small businesses, clubs and organizations and City of Plano employees.
12. We continued to track volunteers and hours and show that in 2002-03 over 8,845 volunteers (a 38% increase over previous year) served approximately 241,268 hours to provide more than $3,900,000 of in-kind services.
13. Mentoring Programs for students took place at 38 campuses and 1200 volunteers from the community served as mentors to students (a .06% decrease in volunteers mentoring than previous year, due to the fact that the HOSTS program was no longer offered at several campuses and due to economic conditions in the community).
14. The New Teacher Dinner incorporated community and business partners as sponsors (for a total of $10,000, an increase of $2,500 from 2001-02), hosts, and video greeters.
15. The Plano ISD Education Foundation hosted the first Celebration Fair promoting the Incentive Grant program.
16. We continued to strengthen the SBIC process by training new principal interns to become SBIC facilitators.
17. We provided training to senior citizens groups so that they could become school volunteers.
18. We facilitated a record five school dedications.
19. We hosted more than 1500 community members at the annual Martin Luther King, Jr., event at Plano Centre.
20. We facilitated communication for the 2003 bond election resulting in a nearly 72% passage rate.

Benchmark: Using and Understanding Assessment Results

2002-03 Major Initiatives

• We will update the district's five-year strategic plan to ensure congruence between Plano ISD's goals and the WSBC strategic areas.
• We will involve internal and external publics in determining the long-range goals for Plano ISD.
• We will develop a plan to integrate the SBIC improvement process with the WSBC strategic areas.

Measurable Outcomes

1. The district's five-year strategic plan was successfully updated and revised to ensure congruence between PISD's goals and the Western States Benchmarking Consortium's (WSBC) strategic areas.
2. More than 150 representatives of the community, including teachers, administrators, support staff members, parents and the business community participated in the strategic planning process.
3. This group reacted to the preliminary goals provided by the board and cabinet study group, and also made recommendations that were included in the strategic plan.
4. A Web tool is being developed with input from principals and district administrators that will create a seamless reporting system integrating the SBIC process and the WSBC strategic areas.
5. Test results (including SAT, ACT, TAKS) with explanation by Curriculum staff were shared with news media in a timely manner to communicate to patrons how PISD students are doing on various tests.

Benchmark: Developing a Strong Community

2002-03 Major Initiatives

• We will seek advertising to help cover the expense of district publications.
• We will seek to increase the amount of competitive grants the district pursues and achieve at least a 35% return rate on grants.
• We will increase by 25% the subscribers to eNEWS, the email ListServ that provides a low cost, efficient method of communicating to thousands of community members.
• We will assist campuses and departments in seeking grants through the Plano ISD Education Foundation.
• We will work with the Plano ISD Education Foundation to provide $100,000 is support of Plano ISD students, faculty staff, and schools.
• We will work with the Plano ISD Education Foundation to establish an endowment to benefit the students, teachers, staff and schools.

Measurable Outcomes

1. We raised approximately $15,000 in advertising revenue during the past year to assist in reducing the cost of publications.
2. We successfully applied for and received a strategic grant from the Verizon Foundation for $20,000 for the enrichment of the STARS program and $15,000 seed funding from the Plano ISD Education Foundation for myPISD.net service for students participating in the STARS programs.
3. We increased the number of subscribers to eNews, the email ListServ that provides a low cost, efficient method of communicating to thousands of community members by 50%.
4. The Plano ISD Education Foundation, supported by PISD staff, held a Celebration Fair and workshop to assist campuses and departments in seeking incentive grants. There were 73 grant applications and 43 funded grants totaling $39,291, an increase over 2001-02 of $12,743.
5. The Plano ISD Education Foundation provided $217,960 in support of PISD staff, students and schools.
6. The establishment of an endowment campaign is still pending, but expected to begin this year (2003-04).
7. We sent a welcome letter to over 5,000 parents of preK and kindergarten parents from the Superintendent of Schools and Board President.
8. We initiated the Military Family Tribute on the PISD Website to recognize our own employees' service in the military.
9. We reflected community opinion in obtaining a waiver for the district calendar.
10. We raised over $60,000 through the MajorSaver Fundraiser including 30,000 dedicated directly to schools and $30,000 to the PISD Education Foundation.
11. The Foundation obtained approximately $30,000 to fund calendar magnets for every student.
12. We successfully initiated an employee fundraising campaign for the Foundation.
13. The district raised $47,236 from business partners in donations separate from those mentioned above. These donations were often disseminated to schools to support specific projects.

2002-03 goals were adopted by trustees on September 3, 2002.
Measurable outcomes were adopted by trustees on September 2, 2003.