Standing Up for
Children
What Lies Ahead…
2011-12 DCIU Wildly Important Goals
Wildly Important Goals
Family Centers, Head Start, Pre-K Counts,
Project ELECT
• Strategic Goal: Student Centered Learning; Market-based
Business Model
• WIGlet 1.0: Improve staff professionalism
• Summative Outcome Measure:
• 100% of Head Start Instructors have an Associates, Bachelor’s
or Master’s Degree in ECE or a related field by October 1, 2011
in accordance with the Head Start Act of 2007.
• 100% of all staff will be trained in the concept and practice of
learning communities, how to make instructional decisions
and how to employ the steps of Action research.
• Strategy: Write and implement a Compliance Plan to meet the
degree requirements as set forth in the Head Start Act of 2007.
Wildly Important Goals
Family Centers, Head Start, Pre-K Counts,
Project ELECT
• Strategic Goal: Financial Stewardship
• WIG 1.0: Align budgets to reflect current programming
and practices.
• Summative Outcome Measure:
• Budgets implemented with 100% fidelity based on need.
• Budget redevelopment will reflect cost saving measures
in at least three areas that result in a 5% decrease in
expenditures.
• Strategy: Involve administrative leadership and key
Grantee personnel in needs-based budgeting and/or
reprogramming meetings.
Wildly Important Goals
Family Centers, Head Start, Pre-K Counts,
Project ELECT
• Strategic Goal: Student Centered Learning
• WIG 2.0: Demonstrate an increase in social-emotional growth of
students.
• Summative Outcome Measure:
• 85% of referred children will be maintained in their placement.
• 70% of all children showed improved social skills as evidenced by Ages
& Stages SE.
• 75% of staff showed changes in their behavior and improvements
both in and out of the classroom as evidenced by Ages & Stages SE.
• Strategy: Use the PDSA model to integrate evaluation data,
report program improvement and communicate outcomes to
staff.
Wildly Important Goals
Family Centers, Head Start, Pre-K Counts,
Project ELECT
• Strategic Goal: Market-Based Business Model
• WIG 3.0: Increased engagement with stakeholders in Head Start,
Project ELECT, Pre-K Counts and Family Centers
• Summative Outcome Measure:
• 85% of Transitioning Families will participate in an Exit Interview
• 100% of Staff will participate in a Staff Survey regarding job
satisfaction
• 80% of stakeholders will report satisfaction with services based on
results from Quality Assurance Reports
• Strategy: Develop a process which involves the stakeholder
group in program decision-making in a manner that allows the
group to influence the decision-making process.
Wildly Important Goals
Quality Schools
• Strategic Goal: Market-Based Business Model
• WIG 1.0: Increase technology integration in professional
development sessions and meetings offered by the QS
Department.
• Summative Outcome Measure:
• The number of QS Department PD training sessions in which
trainers integrate technology into the presentation in 3 or
more instances will increase by 5% as measured by facilitator
self-assessment inventory by June 30, 2012.
• Strategy: Train QS staff (CIA, CIS, PD) in “cutting-edge”
technology integration strategies and applications.
Wildly Important Goals
Quality Schools
• Strategic Goal: Market-Based Business Model
• WIG 2.0: Add new service(s) offered through
Continuous Improvement Services (School
Improvement) as part of the PDE state-wide grant.
• Summative Outcome Measure:
• PDE school improvement grant (or new iteration) is
renewed to include at least one new SIP service.
• Strategy: Identify as-of-yet unmet school-based needs
in school improvement services and devise plan to
meet those needs.
Wildly Important Goals
Quality Schools
• Strategic Goal: Financial Stewardship
• WIG 3.0: Increase enrollments in Higher
Education partnership programs.
• Summative Outcome Measure:
• Total number of students in active Higher Ed
partnership courses will increase by 5 over 201011 data.
• Strategy: Add new Higher Ed partner.
Wildly Important Goals
Quality Schools
• Strategic Goal: Market-Based Business Model
• WIG 4.0: In collaboration with IT Department, the
Department of Quality Schools will facilitate internal
technology trainings for DCIU staff with the purpose of
improving employee skill sets to maximize efficient delivery
of services.
• Summative Outcome Measure:
• Participants will demonstrate an average 20% increase in skill
level mastery as measured by pre- and post-assessment data.
• Strategy: Facilitate high-priority technology training
sessions reflective of employee needs assessment.
Wildly Important Goals
Quality Schools
• Strategic Goal: Student-Centered Learning
• WIG 5.0: The Department of Curriculum, Instruction,
and Assessment will increase participation in CPE
courses offerings.
• Summative Outcome Measure:
• Sum total of number of participants in service offerings
from QS Departments will show 5% increase over 2010-11
data (as of 6/30/12).
• Strategy: Add additional courses and expand target
market.
Wildly Important Goals
Supplemental Education Services
• Strategic Goal: Student–Centered Learning; Financial
Stewardship
• WIGlet 1.0: To insure the most effective expenditure of
allotted EP funds by improving the marketing, tracking, and
monitoring of the provision of equitable participation
services for eligible students in nonpublic schools.
• Summative Outcome Measure:
• Increase the number of hours billed for Equitable Participation
consults by 30%.
• Strategy: Refined use of current databases to increase
communication among key providers of EP services.
Wildly Important Goals
Supplemental Education Services
• Strategic Goal: Student-Centered Learning
• WIG 1.0: To document gains in reading for nonpublic school
students in grades 2 through 5 receiving remedial services from
DCIU as measured by AIMSweb benchmark assessments in oral
reading fluency.
• Summative Outcome Measure:
•
Given Fall, Winter, and Spring AIMSweb benchmark assessments,
nonpublic students in Grades 2 through 5 receiving remedial services
will increase scores in oral reading fluency (wcpm) by a minimum rate
of increase of 20% between the fall and spring administrations. Data
will be compiled by student, by grade level, and by whole group.
• Strategy: To implement Professional Learning Communities
(PLCs) for data analysis and development of target instructional
action plans.
Wildly Important Goals
Supplemental Education Services
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Strategic Goal: Student-Centered Learning; Market-Based Business Model
WIG 1.0: To document gains in reading for students in grades K through 2 receiving ESL
services as measured by AIMSweb benchmark assessments in early literacy, oral
reading fluency, and reading comprehension.
Summative Outcome Measure:
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1. Kindergarten - Given Fall, Winter, and Spring AIMSweb benchmark assessments,
Kindergarten students receiving ESL services will increase scores in early literacy by a
minimum rate of increase of 20% between the fall and spring administrations. Data will
be compiled by student and by grade level.
2. 1st Grade - Given Fall, Winter, and Spring AIMSweb benchmark assessments, 1st grade
students receiving ESL services will increase scores in early literacy and oral reading
fluency (wcpm) by a minimum rate of increase of 20% between the fall and spring
administrations. Data will be compiled by student and by grade level.
3. 2nd Grade - Given Fall, Winter, and Spring AIMSweb benchmark assessments, 2nd grade
students receiving ESL services will increase scores in oral reading fluency (wcpm) and
reading comprehension (MAZE) by a minimum rate of increase of 20% between the fall
and spring administrations. Data will be compiled by student and by grade level.
Strategy:
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(1) Marketing - To use results of data collected to support continuation of contracts with
districts currently contracting with us for ELL services and to market the quality of our
ELL services to other districts.
(2) To implement Professional Learning Communities (PLCs) for data analysis and
development of target instructional action plans.
Wildly Important Goals
Special Programs
• Strategic Goal: Financial Stewardship
• WIG 1.0: DCIU Special Programs will implement the
child accounting process
• Summative Outcome Measure:
• Special Programs administration will have a
comprehensive understanding of the new child
accounting process developed by the Instructional
Technology Department as demonstrated by having
written guidelines outlining staffs roles by June 2012.
• Strategy: Implement a new process for the collection
of student data for the IT child accounting data base
as a means to improve data accuracy.
Wildly Important Goals
Special Programs
• Strategic Goal: Market-Based Business Model
• WIG 2.0: DCIU Special Programs will develop a system to
collect parent/guardian and school entity data measuring
customer satisfaction of the DCIU Special Programs process
for intakes for students first entering a program.
• Summative Outcome Measure:
• DCIU Special Programs will field test the developed system by
June 2012 with one intake at each of the center programs to
measure customer satisfaction of the DCIU Special Programs
intake process.
• Strategy: Devise a system to assess customer satisfaction
so data can be used to improve current intake process in
Special Programs.
Wildly Important Goals
Special Programs
• Strategic Goal: Student-Centered Learning
• WIG 3.0: To develop legally compliant outcomes
(e.g., IEP, ER, IDEA/Chapter 14) documents.
• Summative Outcome Measure:
• To decrease the number of “no” indicators by 10% in
each program from the baseline data obtained
during the 2010-2011 school year.
• Strategy: Devise process to aid DCIU Special
Programs adhere to Federal and State Special
Education Laws and Regulations around
paperwork processes.
Wildly Important Goals
Career and Technical Education (DCTS)
• Strategic Goal: Student Centered Learning
• WIG 1: Increase student achievement in CTE programs.
• Summative Outcome Measure: Summative Outcome Measures:
• Student NOCTI success rates will be maintained or increased by 2% at
Aston and Folcroft combined.
• The number of industry certifications in programs will either be
maintained or increased by 2%.
• Targeted instructional strategies and/or checks for student
learning/understanding will be implemented as reported in 95% of
observations.
• Strategy: Increase the rigor in CTE programs through academic
integration, using instructional strategies, measuring the
instructional and learning process, assessments, and curriculum
development. (Integrated TAP activities: TCTW, PSSA PIL, NOCTI
PIL, Education Trust)
Wildly Important Goals
Career and Technical Education (DCTS)
• Strategic Goal: Market-Based Business Model; Student-Centered Services
• WIG 2: Increase the awareness and value of DCTS and CTE
• Summative Outcome Measures:
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There will be an increase in traffic and use of the website for reaching specific
audiences (students, parents, school administrators, alumni, and business and
industry representatives) as measured by online counter. Greater control over
audience exposure to messages reflecting a positive image of DCTS and CTE
through articles, newsletters, images and links to DCTS website
The number of students that apply for entrance into DCTS programs will
increase by 10%
After participating in a DCTS awareness activity, 90% of students and school
personnel will report a positive value of 7 on average on a scale from 0-10 for
the programs at DCTS
• Strategy: Utilize a variety of marketing and awareness activities
including, student recruitment sessions, presentations and activities at
the campuses and in the community, maintain a multifaceted website
and online presence. (Integrated TAP activities: TCTW, Education Trust)
Wildly Important Goals
Early Intervention
• Strategic Goal: Financial Stewardship
• WIG 1.0: Meet or exceed the OCDEL aggregate
child count of 1,625 students excluding
kindergarten-eligible students.
• Summative Outcome Measure:
• Final child count submission reflects an aggregate
of 1,625 plus kindergarten-eligible students.
• Strategy: Maximize diagnostic services by
increasing evaluation slots and balancing
schedules for diagnostic opportunities.
•
Wildly Important Goals
Early Intervention
• Strategic Goal: Student-Centered Learning
• WIG 2.0: Meeting State Performance Plan
Indicators with 90% Compliance.
• Summative Outcome Measure:
• Determination Letter from OCDEL indicating
90% compliance and meets expectations.
• Strategy: Maximize diagnostic services by
increasing evaluation slots and balancing
schedules for diagnostic opportunities.
Wildly Important Goals
Early Intervention
• Strategic Goal: Market-Based Business Model
• WIG 3.0: External customers will be satisfied with EI
services
• Summative Outcome Measure:
• Surveys will reflect satisfaction with the School Age
Transition process and there will be a 5% increase in
parental responses to survey
• On a scale from 1-5 the average satisfaction rating with
the school age transition process will be 3.5.
• Strategy: Surveys reflect continuous improvement
opportunities for future services to districts. Staff
“primaries” contact parents to inform them of survey.
Wildly Important Goals
Alternative Education
• Strategic Goal: Financial Stewardship
• WIG 1.0: DCIU Alternative Education Services will implement
the child accounting process
• Summative Outcome Measure:
• Alternative Education Services administration will have a
comprehensive understanding of the new child accounting
process developed by the Instructional Technology
Department as demonstrated by having written guidelines
outlining staffs roles, and a baseline for accuracy by June 2012
of 90%, as measured by the accuracy of the information at the
last stage of review by child accounting staff.
• Strategy: Implement a new process for the collection of
student data for the IT child accounting data base as a
means to improve data accuracy.
Wildly Important Goals
Alternative Education
• Strategic Goal: Market-Based Business Model
• WIG 2.0: DCIU Alternative Education Services will develop a
system to collect parent/guardian and school entity data
measuring customer satisfaction of the DCIU Alternative
Education Services process for intakes for students first
entering a program.
• Summative Outcome Measure:
• DCIU Alternative Education Services will field test the
developed system by June 2012 with one intake at each of the
center programs to measure customer satisfaction of the
DCIU Alternative Education Services intake process.
• Strategy: Devise a system to assess customer satisfaction
so data can be used to improve current intake process in
Alternative Education Services.
Wildly Important Goals
Alternative Education
• Strategic Goal: Student-Centered Learning
• WIG 3.0: To develop legally compliant outcomes
(e.g., IEP, ER, IDEA/Chapter 14) documents.
• Summative Outcome Measure: To decrease the
number of “no” indicators by 10% in each program
from the baseline data obtained during the 20102011 school year.
• Strategy: Devise process to aid DCIU Alternative
Education Services to adhere to Federal and State
Special Education Laws and Regulations around
paperwork processes.
Wildly Important Goals
Facilities
• Strategic Goal: Market-Based Business Model
• WIGlet 1.0: Direct visitor flow and inform internal and
external clients of daily events utilizing Meeting Room
Manager
• Summative Outcome Measure:
• On a scale from 1 to 5, internal customers will rate their
satisfaction with Meeting Room Manager as 3.5 on
average.
• Strategy: Conduct regular meetings with support
department and relevant personnel during the 20112012 year to ensure satisfaction of clients’ needs and
expectations
Wildly Important Goals
Facilities
• Strategic Goal: Market-Based Business Model; Student
Centered Learning
• WIG 1.0: Undertake Projects which support and enhance
programs at the Marple Education Building
• Summative Outcome Measure:
• On a scale from 1 to 5, internal customers will rate their
satisfaction with their ability to operate effectively in a sound,
healthy environment as 3.5, on average.
• Strategy: Collaborate with Marple Building’s personnel to
identify mutual/shared needs of building occupants and
their respective programs and ensure a cooperative,
solution oriented environment for the continued success of
these programs
Wildly Important Goals
Facilities
• Strategic Goal: Market-Based Business Model
• WIG 2.0: Ensure successful
construction/installation of emergency generator
at the Marple Education Campus
• Summative Outcome Measure:
• Emergency generator is installed and runs
effectively commensurate with industry standards
in 100% of quarterly tests.
• Strategy: Work with Architectural Firm to ensure
that contractors are working toward the effective
installation of the “Emergency Generator”
Wildly Important Goals
Facilities
• Strategic Goal: Financial Stewardship
• WIG 3.0: Seamless relocation of personnel at the
Administration Building
• Summative Outcome Measure:
• On a scale from 1 to 5, internal customers will rate their
satisfaction with their relocation based on expediency
and level of disruption as 3.5, on average.
• Strategy: Collaborate with all stakeholders, coordinate
and facilitate minor construction associated with the
project (i.e., painting, floor covering, electrical etc.) to
prepare targeted workspaces for occupation of
relocated personnel.
Wildly Important Goals
Facilities and Information Technology
• Strategic Goal: Student-Centered Learning
• WIG 4.0: Renovate rooms 171 and 172 as well as the Board
Room with state of the art instructional technology.
• Summative Outcome Measure:
• On a scale from 1 to 5, internal customers will rate their
satisfaction with their ability to provide quality presentations
in a pleasant, professional atmosphere and to model the
application of instructional technology as 3.5, on average.
• Strategy: Cosmetically renovate with raised flooring and
carpeting, painting etc. and equip rooms with at least (but
not limited to) public address system, wireless network
upgrades, LCD projectors, projector screens, flat screen
televisions.
•
Wildly Important Goals
Facilities
• Strategic Goal: Student-Centered Learning; Financial
Stewardship
• WIG 5.0: Efficient Operation of all activities and programs
at our various locations.
• Summative Outcome Measure:
• On a scale from 1 to 5, internal customers will rate their
satisfaction with the resolution of daily facilities issues and
emergencies within our various operating locations based on
expediency, professionalism and cost effectiveness as 3.5, on
average.
• Strategy: Providing a safe learning and working
environment, coordinating renovations and repairs and
addressing issues immediately as they arise to reduce
accidents / emergency incidents and minimize disruption to
staff and programs.
Wildly Important Goals
Human Resources
• Strategic Goal: Financial Stewardship
• WIG 1.0: Reduce the cost and number of workers
compensation claims by adopting a
comprehensive safety program.
• Summative Outcome Measure:
• Overall 15% reduction in workers compensation
claims. Total cost for claims will be reduced by 15%.
• Strategy: Use awareness and rewards to enhance
safety and reduce costs.
Wildly Important Goals
Business Services
• Strategic Goal: Financial Stewardship
• WIGlet 1.0: Technology Revenue and Expenditures are
outlined for budgetary clarification
• Summative Outcome Measure:
• A set of guidelines that articulates where expenses and
revenues are posted for technology related transactions will
be developed.
• Strategy: Business office staff along with IT staff will review
prior year IT expenses and revenues for each budget having
significant IT activity in order to classify transaction types
associated within the budgets which will be used for the
basis of creating guidelines.
Wildly Important Goals
Business Services
• Strategic Goal: Financial Stewardship
• WIG 1.0: Reduce handouts for regular meetings including
Joint Purchasing, Healthcare Affiliation, Business Managers,
Superintendents and Board.
• Summative Outcome Measure:
• The number of handouts will be measured 3 times during the
year at the BM/HA/JP meetings to determine the % reduction
meets or exceeds 60%.
• Strategy: Utilize technology to provide electronic handouts
for meetings and budget presentations. Budgets and
handouts for meetings are on line and available via the
DCIU secure website.
Wildly Important Goals
Business Services and the Office of the
Executive Director
• Strategic Goal: Financial Stewardship
• WIG 2.0: County Wide District Healthcare Costs Savings
• Summative Outcome Measure:
• The goal is to realize a county wide healthcare costs savings of
2% to 3% in total premium paid utilizing 2011-2012 strategies
proposed
• Strategy: Provide healthcare saving measures as verified
and presented by consultants to various levels of district
administration. Based on the information presented
districts and the IU can decide which action or actions are
necessary in order to reduce healthcare costs.
Wildly Important Goals
Business Services and the Office of the
Executive Director
• Strategic Goal: Financial Stewardship
• WIGlet 2.0: Develop and provide for an Innovation Fund within
DCIU
• Summative Outcome Measure:
• The DCIU Board approves an Innovation Fund policy that outlines the
purpose of an innovation fund, the means to generate and activate
funds, and establishes the guidelines on the operations of the
Innovation Fund.
• Strategy: Review the innovation fund principles with the
Executive Director and the Auditors. Update the innovation fund
draft guidelines previously developed and further review with the
Executive Council prior to presenting to the DCIU Board for
consideration.
Wildly Important Goals
Office of the Executive Director
• Strategic Goal: Student-Centered Learning; Financial
Stewardship; Market-Based Business Model
• WIG 1.0: Increase/enhance communication and collaboration
systems for the organization in order to achieve the DCIU
Strategic Goals.
• Summative Outcome Measure:
• On a Likert-type scale, participating employees will rate their level of
satisfaction with communication and collaboration as very satisfied
(i.e., an average score of 3.5 out of 5) on a quarterly basis.
• Strategy: Create Professional Learning Communities (PLCs)
structures for solution oriented decision-making, information
sharing and improved communication and collaboration.