Cuyahoga Falls: Vision 20/20 - Cuyahoga Falls City School District

Report
4/30/2014

Kathy LaSota, Director, Board Services

Cheryl Ryan, Deputy Director, Board Services

Steve Horton, Consultant, Board Services

Terri Neff, Region Manager, NE Ohio

Dr. Todd M. Nichols, Superintendent/CEO

David Hoskin, Treasurer/CFO

Mark Gleichauf, Deputy Superintendent

Melvin J. Brown, Director of Human Resources

Gerry Zelenka, Director of Business &
Operations
2003-2006
CIP
Become Effective
2006-2009
Plan for
Excellence
Established
Vision/Mission/Beliefs
/Four Focus Areas
2009-2011
Curtailment
Plan
Stabilize the Budget
2011-2013
Plan for the
21st Century
Reaffirmation and
Heightened Progress
Business
Expectations
College and
Career
Readiness
Culture of
Excellence
Student
Growth
Community
Engagement
Culture of
Excellence
Facilities &
Resource
Leveraging
Every Student…Every Day…Every Opportunity
College and Career
Readiness
Facilities/Resources
Educational
Excellence in
a Changing
World
Family/Business/
Community
Culture of
Excellence

We believe that the best interests of students should serve as the foundation
of all decision making.

We believe that learning is a life-long process for all individuals. Personal
achievement is fostered through a love of learning and intellectual
engagement.

We believe that collaborative partnerships among family, school,
community and businesses contribute to each student’s success and are
essential to the development of good character, values and citizenship.

We believe that an environment of mutual respect and trust is necessary for
effective communication and learning.

We believe in harnessing technology to design and provide meaningful and
challenging student work.

We believe that student and staff potential are best realized in a safe,
healthy and nurturing learning environment.

We believe that student engagement is the foundation of each student’s
academic progress and success.

We believe that involvement in extra-curricular and co-curricular
activities is an integral component to the development of a well-rounded
person.

We believe that the success of our public school system is a shared
responsibility and is dependent upon the commitment of time, talent and
financial resources of the entire community.

We believe that the school system is an essential element to community and
economic development in Cuyahoga Falls.
District Mission
The mission of the Cuyahoga Falls City School District
is to assure each student is equipped with the skills
necessary to meet the challenges of the future.
“Every Student, Every Day, Every Opportunity!”
District Vision
Educational excellence in a changing world.

Focus Area #1 – College and Career
Readiness

Focus Area #2 – Culture of Excellence

Focus Area #3 – Family, Business and
Community Engagement

Focus Area #4 – Facilities and Resource
Leveraging

Authentic Learning Experiences

Integrated Technology

“Readiness”

By the end of the 2018-2019 school year, each
student will experience at least four
interdisciplinary, project-based learning units
annually that are rooted in the Common Core
and revised state standards.

By the end of the 2018-2019 school year, each
HS student will take a blended online or
online course before graduation.

By the end of 2018-2019 school year, each
MS student will be using appropriate
technology to enhance learning in each of the
four annual interdisciplinary, project-based
units.

By the end of 2018-2019 school year, each
elementary student will receive discrete
skill-based instruction in their regular
classes on the technology skills outlined in
the common core/revised standards/etc.

By the 2018-2019 school year, each CFHS
student will be better prepared for post-HS
diploma by 15% increase in average college
credits earned, average industry credentials
earned, and percentage of students enrolled in
two or four year college.

By the 2018-2019 school year, the CFCSD
will increase “readiness” for kindergarten by
increasing the number of kindergarten students
engaged in a meaningful preschool
experience.
“Black Tiger Family”

By June 2019, 85% of parents/guardians/other
will be involved in major facets of the school
district and the educational engagement of
their children as measured by parent surveys,
event attendance, committee representation,
and academic conference events.

By June 2019, the attendance rate of CFCSD
students will be 96% as measured by the
student attendance rate for the purpose of
maximizing instructional time.

To promote the importance of “Black Tiger
Pride” throughout the district and community
as measured by yearly survey results with
75% positive returns in 2017 and 85% positive
returns in 2018.

By the 2015-2016 school year, 50% of the
CFCSD population will demonstrate
membership in the Black Tiger Family
1.
Discover preferred method of communication by stakeholders — how
often and what do they want. Methods include ROAR, Twitter,
Facebook, website, radio stream, public access channel, email,
telephone, fliers, bulk rate mailings, utility bill, face-to-face, billboards,
banners, signage at school buildings and newsletters.
2.
Create confirmation method to establish two-way communication
channel.
3.
Implement preferred communication based on responses.
4.
Identify available and convenient spaces for two-way face-to-face
communications and offer regular opportunities for two-way
communication.
5.
Promote information networking throughout the community
1.
2.
Grow classroom/business partnerships and
connections
Analyze survey data and organize feedback to:
a. Invite the public to specific community events;
b. Invite the public to targeted school events;
c. Invite the public to outreach programs at each
school/park
1.
2.
3.
4.
5.
6.
Work with the BOE to improve their collaborative cooperation with each other and the
community
a.
Intentional opportunities to collaboratively cooperate with
the community
b.
More widespread information re: BOE Resolutions
c.
Implement the Five Question Process
d.
Using ROAR to tell the story
Promote Maxwell’s 21 Irrefutable Laws of Leadership
a.
Design Seminars – to increase the awareness of leadership for all groups
Identification of roles and responsibilities
Conduct a perception survey
a.
Academic Program
b.
Extracurricular Activities
c.
Accentuation of the positive
b.
Neutralize the negative
Create a District Brand
a.
Marketing strategies
b.
Capitalize on School/Community Events
Create a positive “buzz” through marketing strategies
28

By September 1, 2014, present options to the
community that are available through the
OFCC for renovation/rebuild along with the
qualifications of each.

By October 15, 2014, develop and distribute a
communication piece that will survey the
community’s pulse as it relates to the district’s
facilities.

By January 15, 2015, have developed a plan for
presentation to renovate and/or rebuild buildings in
the district.

By February 15, 2105 have provided a
recommendation to the BOE for a bond issue
to rebuild/renovate buildings to be placed on
the August 2015 ballot.
Singular
Academic
Expectation!
Meet every student
where they are,
cognitively, and
guarantee at least
one year of
academic growth
for each year in our
system.
Singular
Business
Expectation!
Adhere to a
revenue over
expenditure
business plan
whereby at least
1% of our total
revenues for the
fiscal year will be
carried over into
the general fund
cash balance.
Singular
Cultural
Expectation!
Create a climate of
Black Tiger Pride
through the
creation and
promotion of a
Black Tiger
Family!




Finish writing SMART Goals and Action Plan
development by June 1, 2014
Submit finished documents to Dr. Nichols for
compilation by June 6, 2014
Present a prototype document to the BOE at their
June 14, 2014 regular meeting
BOE resolution to adopt the Cuyahoga Falls:
Vision 20/20 Plan no later than July 15, 2015

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