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Norrtth Rocck Crreek Publliicc Scchoollss Cougars Office of Accountability October 2011 Oklahoma School Performance Review Education Oversight Board / Office of Accountability Susan Field, Chairman • Robert Buswell, Executive Director 655 Research Parkway, Suite 301 Oklahoma City, OK 73104 (405) 225-9470 Fax (405) 225-9474 www.SchoolReportCard.org October 2011 Fellow Oklahomans: The Education Oversight Board and the Office of Accountability are pleased to present this school performance review for North Rock Creek Public Schools (NRCPS). This review is intended to help NRCPS contain costs, improve management strategies and operations, and increase student performance. To conduct this review the office contracted with WCL ENTERPRISES. North Rock Creek Public Schools has a number of commendable programs and enjoys support from district residents; however, it is faced with several challenges. The review contains recommendations to help NRCPS meet those challenges and improve the efficiency of their operations. The review also highlights a number of “Commendable Practices” in programs, operations, and services provided by the administration, teachers, and staff. We are grateful for the cooperation of NRCPS Board of Education, administration, staff, parents, and community members. They are to be commended for their dedication toward improving educational opportunities for their community. We are pleased to announce that this review is available in hardcopy through the Office of Accountability and on the office’s web site at www.SchoolReportCard.org. For the Education Oversight Board, For the Office of Accountability, Susan Field Robert Buswell Oklahoma School Performance Review North Rock Creek Public Schools October 2011 Education Oversight Board Office of Accountability Susan Field, Chairman Robert Buswell, Executive Director Patrick Gilmore, Vice-Chair Jeff Wallace, Assistant Director Dr. Sherry Labyer Jerry (Yu-Chao) Hsieh, Database Design Analyst Ami Shaffer Dr. Lonnie Melvin, School Improvement Coordinator Edward A. Petersen Reed Downey Millard House II Senator John Ford Representative Ann Coody WCL ENTERPRISES Bill Lenhart, President and Project Director Debbie Smothermon, Assistant Project Manager Gary Gerber – Chapter 1, Management & Communications Diana Leggett – Chapter 2, Instruct Programs/Services & Personnel Managemt Chuck Yaple and Bill Lenhart – Chapter 3, Business Operations Roy Sprague – Chapter 4, Facilities Assessment Archie Hayes – Chapter 4, Maintenance and Custodial Operations Mark Hopkins – Chapter 4, Safety & Security Beth Wallace – Chapter 5, Child Nutrition Skip Baskerville – Chapter 5, Technology Stephen Loveless – Chapter 5, Transportation This publication was prepared by the Office of Accountability as authorized by Title 70 of the Oklahoma Statutes, Section 3-118 and 1210.5331. It was printed by the Oklahoma State Regents for Higher Education Central Services Department, as authorized by the Education Oversight Board. Forty-three paper copies and 3 CDs have been prepared at a cost of $1,785.36. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries, October 2011. North Rock Creek Public Schools Table of Contents i Page Executive Summary 1 Acknowledgements 1 North Rock Creek Public Schools 1 Commendations 3 Recommendations and Projected Costs and Savings 6 Chapter 1: Management, Personnel, and Communications 1-1 A. Management and Planning 1-9 B. Personnel Management 1-11 C. Communications and Community Involvement 1-18 Chapter 2: Instructional Delivery 2-1 A. Instructional Delivery and Student Performance 2-3 B. Professional Development 2-23 C. Gifted and Talented Education 2-29 D. Special Education 2-32 E. Guidance and Counseling 2-38 F. Federal Programs 2-42 G. Textbooks 2-46 Chapter 3: Business Operations 3-1 A. Planning and Budgeting 3-12 B. Asset and Risk Management 3-19 C. Auditing and Internal Controls 3-21 Chapter 4: Facilities Use and Management 4-1 A. Facilities Planning and Construction 4-2 B. Maintenance and Custodial Operations 4-17 C. Energy Management 4-32 D. Community Use of School Facilities 4-42 E. Safety and Security 4-46 F. Crisis Management 4-59 Chapter 5: Support Services 5-1 A. Food Service 5-1 B. Technology 5-14 C. Transportation 5-21 Table of Contents North Rock Creek Public Schools ii Appendices: A. Professional Staff Survey Results A-1 B. Teacher Survey Results B-1 C. Support Staff Survey Results C-1 D. Student Survey Results D-1 E. Parent Survey Results E-1 F. Teacher and Community Focus Groups’ Comments F-1 G. Enrollment Projections G-1 H. Facilities Walk-through: Maintenance, Safety, and Security Needs H-1 I. Thermal Images of Facilities I-1 J. Sample Transportation Forms J-1 WCL ENTERPRISES 1 EXECUTIVE SUMMARY The Oklahoma School Performance Review (OSPR) Program was authorized by the Oklahoma Legislature during the 2001 session and amended during the 2005 session. The responsibility to conduct School Performance Reviews was assigned to the Office of Accountability, which is under the direction of the Oklahoma Education Oversight Board. The purpose of a School Performance Review is to develop findings, commendations, and recommendations regarding (1) containing costs; (2) improving management strategies; and (3) promoting better education for Oklahoma children. The Office of Accountability began the School Performance Review of North Rock Creek Public Schools (NRCPS) in January 2011. The Oklahoma Office of Accountability contracted with WCL ENTERPRISES to assist with the School Performance Review. The WCL ENTERPRISES consulting team conducted either individual or small group interviews with district personnel and Board of Education members. The team also reviewed operations by touring facilities, observing cafeteria operations, and riding school bus routes. Parents, teachers, principals, support staff, and central office administrators also completed written surveys that were customized to the district. The completed surveys were tabulated and the results were used in the School Performance Review. Survey results are contained in Appendices A-E. Data were received and used from the Office of Accountability, State Department of Education, State Regents for Higher Education, and State Auditor and Inspector. The Office of Accountability selected peer districts for comparisons based on similarities in student enrollment and demographics. The districts selected for comparison to Indiahoma were Fletcher, Laverne, Liberty, Walters, and Wellston. During the review, WCL ENTERPRISES developed 62 recommendations designed to improve operations. In some cases, these recommendations should result in a net savings to the district, in some cases a net cost, and in some cases should have no fiscal impact but should improve district effectiveness. A detailed list of costs and savings by recommendation appears in Exhibit 4. ACKNOWLEDGMENTS The Office of Accountability and WCL ENTERPRISES wish to express their appreciation to the Board of Education of North Rock Creek Public Schools, its superintendent at the time of the review, Marc Moore, and the district employees, students, parents, and others who helped during the School Performance Review. NORTH ROCK CREEK PUBLIC SCHOOLS North Rock Creek Public Schools (NRCPS) is located in central Oklahoma just a mile north of Shawnee along US Highway 40, just 30 miles East of Oklahoma City in Pottawatomie County. NRCPS includes grades EC-8 in one elementary school with no high school and is therefore Executive Summary North Rock Creek PS Performance Review 2 WCL ENTERPRISES dependent on surrounding school districts to provide a high school education for its students. After the eighth grade year students may select from many high school’s including Shawnee, Tecumseh, Earlsboro, Dale, McCloud, Meeker, and Bethel. The district covers 38 square miles with 14 students per square mile. Exhibit 1 provides average daily membership (ADM), ethnicity, and eligibility for free or reduced price meals for NRCPS for 2008-09. Exhibit 1 Student Enrollment and Socioeconomic Characteristics 2008-09 Campus Grade Span Average Daily Membership Ethnic Groups Eligible For Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek EC-8 532.4 57% 2% 1% 4% 37% 56% Community Group F2 697.1 54% 5% 1% 6% 34% 68% State Average 6,462 57% 11% 2% 11% 19% 56% Source: Office of Accountability, Profiles Database Based upon size, geography, and demographics, the Office of Accountability selected five Oklahoma school districts to serve as peer districts for comparative purposes: Grove, Pioneer, Pleasant Grove, South Rock Creek, and Whitebead. Throughout this report, these five districts will be referred to as “peer districts.” For further comparison, a community group average is also used throughout this chapter. NRCPS falls into Community Group F2 for the 2008-09 fiscal year Community Group F2 includes districts with average daily memberships (ADM) of between 500 and 999 students. The “2” indicates that the percentage of NRCPS students eligible for free and reduced price meals was at or above the state average. NRCPS’S average property valuation per student of $69,886 is the second highest among all peer districts and higher than the F2 Community Group and State Averages. NRCPS has the second highest percentage of Native American students among peers and at 37 percent is almost double the State Average and slightly higher than the Community Group Averages. NRCPS also has the second highest percentage of students eligible for Free or Reduced price meals when compared to peer districts, but its percentage is lower than the F2 Community Group and equals the State Average. Exhibit 2 displays demographic information for NRCPS, the peer districts, Community Group F2, and the State Average for 2008-09. North Rock Creek PS Performance Review Executive Summary WCL ENTERPRISES 3 Exhibit 2 Demographics of NRCPS, Peer Districts, and State 2008-09 Entity Average Daily Membership Ethnic Group Average Assessed Property Valuation Per Student Eligible for Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek 532.4 57% 2% 1% 4% 37% $69,886 56.3% Grove 357.3 69% 2% 4% 3% 22% $87,927 23.0% Pioneer 331.9 86% 3% 0% 3% 8% $15,982 43.8% Pleasant Grove 237.5 41% 4% 0% 2% 52% $13,410 70.5% South Rock Creek 320.2 73% 4% 1% 0% 22% $21,167 31.5% Whitebead 415.1 60% 2% 0% 25% 13% $21,147 58.0% Community Group F2 697.8 54% 5% 1% 6% 34% 27,068 68.4% State Average 1,194.3 57% 11% 2% 11% 19% $38,875 56.3% Source: Office of Accountability, Profiles Database NRCPS’S ADM decreased 3.7 percent during the period from 2007-08 through 2008-09. This decrease was greater than three out of five of the peer districts, less than the F2 Community Group, and higher than the State Average for this same period. However, from 2004-05, the district increased a total of 40 students, which is a greater percentage of growth than that of any peer district. Fluctuations in student population are noted from year to year with the overall trend for NRCPS being an increase of 9.9 percent for the five comparison years (Exhibit 3). Exhibit 3 NRCPS, Peer Districts, Community Group, and State Student ADM Trends Average Daily Membership Percentage Entity 2004-05 2005-06 2006-07 2007-08 2008-09 Change North Rock Creek 484.4 486.4 504.6 536.2 532.4 9.9% Grove 391.0 412.3 410.8 413.2 357.3 (8.6%) Pioneer 307.0 309.0 325.7 339.8 331.9 8.1% Pleasant Grove 230.0 229.4 233.2 234.1 237.5 3.3% South Rock Creek 346.0 324.1 337.1 316.5 320.2 (7.5%) Whitebead 399.3 405.2 422.6 410.5 415.1 4.0% Community Group F2 353.3 352.6 692.9 700.5 697.8 97.5% State Average 1,153.5 1,162.2 1,172.2 1,176.7 1,194.3 3.5% Source: Office of Accountability Profiles Database COMMENDATIONS WCL ENTERPRISES identified “exemplary” or “best practices” in North Rock Creek Public Schools that led to 23 commendations. This report highlights the model programs, services, and operations of the district. The Office of Accountability recommends that other school districts throughout Oklahoma examine these exemplary programs and services to see if they could be Executive Summary North Rock Creek PS Performance Review 4 WCL ENTERPRISES adapted to meet local needs of other communities. The commendations are listed below and in each chapter. Chapter 1: MANAGEMENT, PERSONNEL, AND COMMUNICATIONS The superintendent had a direct role in the success of the State Department of Education’s K-8 Council and on the subsequent development of the K-8 Activities Association. The superintendent used a collaborative process to unite disparate groups and create a viable capital improvement plan for NRCPS. These efforts resulted in community support and passage of multiple bond issues. The superintendent demonstrated a successful process for evaluating existing personnel, identifying talented staff, and utilizing individual’s skills to better support the district. The result of these efforts is recognized by district stakeholders as making a positive impact in NRCPS. NRCPS provides a salary schedule for support personnel that is routinely reviewed to assure an equitable compensation system based upon employee experience and skill. NRCPS recognizes both certified and support personnel for contributions and activities that are considered as noteworthy by colleagues. The superintendent utilizes multiple means to communicate with employees and the result is an informed staff with a strong sense of teamwork and ownership in the operations of the school district. The superintendent’s advisory council promotes involvement of all staff in resolving concerns with school district daily operations. The superintendent implemented a parent communication method that directly involves parents as participants in their child’s education. Chapter 2: INSTRUCTIONAL DELIVERY NRCPS teachers develop and use benchmark assessments to monitor student learning and adjust curriculum and instruction to increase students’ mastery of learning objectives. The district provides extended learning opportunities to increase student achievement by offering a variety of experiences, both during the day and after school, which will provide more learning time and support to students. NRCPS has adapted facilities and staffing configurations to support collaborative teaching to improve student learning. NRCPS’ participation in the Mentoring Professional Development Institute provides the district with a cadre of mentor teachers trained to support teachers new to the district and to prepare North Rock Creek PS Performance Review Executive Summary WCL ENTERPRISES 5 other teachers for mentoring and coaching. NRCPS uses an RTI model in which teachers provide and document the response to research based interventions to identify elementary students with specific learning disabilities. NRCPS provides eighth grade students and parents with a comprehensive advisement program, which facilitates a smooth transition from eighth grade to the selected high school and increases the opportunity for student success. Chapter 3: BUSINESS OPERATIONS By using independently created and maintained financial analyses, based upon information contained on North Rock Creek Public Schools automated financial system, the superintendent has been able to effectively manage finances and share this information with the School Board, district staff, and the public when necessary. Chapter 4: FACILITIES USE AND MANAGEMENT NRCPS utilized the services of an architect and construction manager to develop a comprehensive facility improvement list of needs with estimated budgets for the recent successful bond election. NRCPS Board of Education organized a formal committee consisting of several board members, district patrons, business leaders, and district staff to help develop a long-range facilities master plan. By involving district staff, establishing a series of regular procedures, and enforcing district policies, NRCPS provides a safe and secure environment for students and staff. Chapter 5: SUPPORT SERVICES The NRCPS Food Service Department hired an employee through Experience Works, which provides experienced employees to the district at no cost. This is a best practice that should be modeled by other food service operations. NRCPS provides laptops for students during the school day for use on instructional activities. This service allows students to complete activities with the assistance of teachers and allows them to collaborate with other students to complete assignments. NRCPS prepares its students for the 21st century by providing current and up-to-date PC and Macintosh computers which are mirrored in professional work places in an emerging personal computing hybrid field. NRCPS has a secured dedicated location for parking their school buses and administration vehicles. The building offers a secure space for repairs, part storage, and tools. NRCPS uses cell phones to keep drivers in touch with administration. This provides Executive Summary North Rock Creek PS Performance Review 6 WCL ENTERPRISES communication between drivers and the administration in times of need. ESTIMATED FISCAL IMPACT OF RECOMMENDATIONS WCL ENTERPRISES’ recommendations would result in some savings that could be redirected into the classroom. The savings opportunities identified in this report are conservative and should be considered minimums. Proposed investments of additional funds usually are related to increased efficiencies or savings, or improved productivity and effectiveness. All estimable savings and costs are listed in Exhibit 4. RECOMMENDATIONS AND PROJECTED TOTAL SAVINGS A detailed list of recommendations with costs and savings by recommendation appears in Exhibit 4 and in each chapter. Detailed implementation strategies and the estimates of fiscal impact follow each recommendation in this report. The implementation section associated with each recommendation highlights the actions necessary to achieve the proposed results. Many of the recommendations have no costs or savings attached, but are designed to formalize, improve, and streamline operations. It must be understood that not all of the recommendations can be started at one time. The consulting team did not want to place priorities by indicating which should be implemented immediately and which ones implemented later. It will be up to the district to decide which ones to implement and the timelines for beginning implementation. WCL ENTERPRISES recommends that the NRCPS Board of Education ask district administrators to review the recommendations, develop an implementation plan, and monitor its progress. Office of Accountability staff is available to help implement proposals. Exhibit 4 Summary of Costs and Savings by Recommendations Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings Chapter 1 Management, Personnel, and Communications 1 NRCPS should develop written personnel procedures for recruitment and selection of certified and support staff. $0 $0 $0 $0 $0 $0 2 Revise the extra duty salary schedule to include various lead teacher positions for their program coordination duties. $0 $0 $0 $0 $0 $0 North Rock Creek PS Performance Review Executive Summary WCL ENTERPRISES 7 Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings 3 NRCPS should develop specific job descriptions for all district positions. $0 $0 $0 $0 $0 $0 4 NRCPS should implement a mass calling system for use in emergency situations. $0 $0 $0 $0 $0 $0 5 Develop a plan that involves regular two-way communication with stakeholders that facilitates input from the community. $0 $0 $0 $0 $0 $0 6 The superintendent should consider implementing multiple strategies to address the current need for more parental and community involvement. $0 $0 $0 $0 $0 $0 Subtotal $0 $0 $0 $0 $0 $0 Chapter 2 Instructional Delivery 1 Establish a clear vision of the organizational structure needed to address student learning needs in grades six through eight that will guide the transition planning, instructional scheduling, and staffing decisions necessary for the opening of the new school. $0 $0 $0 $0 $0 $0 2 Develop curriculum scope and sequence documents to guide and align instruction in all content areas to provide consistency in learning across grade levels and increase student success. $0 $0 $0 $0 $0 $0 3 Implement vertical teaming by structuring time for teachers to work together across grades to align core content curriculum to increase student performance. $0 $0 $0 $0 $0 $0 4 NRCPS should evaluate the district assessment program to ensure that the testing schedule and the various types of assessments support student achievement. $0 $0 $0 $0 $0 $0 5 Evaluate the Accelerated Reader program to determine its effectiveness in supporting reading achievement and the teaching of reading. $0 $0 $0 $0 $0 $0 6 NRCPS administrators should work together to develop or identify a leadership program that will provide them with the skills and tools necessary to lead school improvement initiatives focused on increasing student $0 $0 $0 $0 $0 $0 Executive Summary North Rock Creek PS Performance Review 8 WCL ENTERPRISES Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings performance. 7 Develop a professional development plan to support data analysis, curriculum development, and instructional delivery. $0 $0 $0 $0 $0 $0 8 Develop a comprehensive Gifted and Talented program for students that includes a defined curriculum and an established schedule of services to ensure that the needs of gifted students are addressed across grade levels. $0 $0 $0 $0 $0 $0 9 Provide a structured schedule and protocol for NRCPS Special Education teachers to work together as a team on a regular basis to address implementing and monitoring of the total program. $0 $0 $0 $0 $0 $0 10 Develop a Guidance and Counseling plan that provides a sequential Guidance program for grades PreK-8 to address student needs across grades. $0 $0 $0 $0 $0 $0 11 As part of the planning process, the district should routinely explore grants and partnerships to supplement federal program funds in order to increase the resources available for student services and school improvement programs. $0 $0 $0 $0 $0 $0 12 NRCPS should structure the textbook selection procedures to ensure that Special Education teachers have input and access to the modified materials and textbooks that align to those selected for the general education classroom. $0 $0 $0 $0 $0 $0 Subtotal $0 $0 $0 $0 $0 $0 Chapter 3 Business Operations 1 Develop a long-term strategic plan using the recommendations in this report as the basis for the plan. ($10,000) ($2,500) ($2,500) $0 $0 ($15,000) 2 NRCPS should establish a budgetary process that is timely, easily understood, allow input from the district staff, community, and communicated to the Board of Education. ($2,500) ($2,500) ($2,500) ($2,500) ($2,500) ($12,500) 3 NRCPS should seek assistance from MAS providers for additional training to include generating “canned” as well as ad hoc reports from the system. ($2,500) ($250) ($250) ($250) ($250) ($3,500) 4 Develop an NRCPS policy and implement a process and timeline for an ($500) ($50) ($50) ($50) ($50) ($700) North Rock Creek PS Performance Review Executive Summary WCL ENTERPRISES 9 Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings inventory of fixed assets of the district. 5 Work with external auditors annually to review control processes over fund disbursements and the maintenance of accounting records. $0 $0 $0 $0 $0 $0 Subtotal ($15,500) ($5,300) ($5,300) ($2,800) ($2,800) ($31,700) Chapter 4 Facilities Use and Management 1 NRCPS should develop a comprehensive facilities’ database to maintain accurate records on all of its facilities. $0 $0 $0 $0 $0 $0 2 NRCPS should evaluate and consider including the noted items from the site visits into the scope of work for any future bond program. $0 $0 $0 $0 $0 $0 3 NRCPS should consult with other districts, as well as legal council, to obtain modified versions of the standard AIA design services and construction contract documents and then change the standard general conditions and supplementary conditions to best meet district needs. $0 $0 $0 $0 $0 $0 4 NRCPS should develop facility design and construction standards, along with educational specifications, so that equity between facilities can be obtained. $0 $0 $0 $0 $0 $0 5 NRCPS should locate any facility related documents that may exist and place them in an environmentally conditioned and fire-rated space within an existing building. $0 $0 $0 $0 $0 $0 6 NRCPS should develop a spreadsheet to track maintenance work orders, equipment inventory, labor and material costs, purchase orders, and preventive maintenance requirements, or at a minimum, modify their present work order system to include this information. $0 $0 $0 $0 $0 $0 7 The NRCPS Maintenance Department should develop a preventive maintenance program and long-range facilities maintenance plan. ($2,500) ($2,500) ($2,500) ($2,500) ($2,500) ($12,500) 8 NRCPS should provide in-house training for its maintenance employee by bringing training materials and possibly trainers to the district or allowing him to team up with neighboring districts to ($500) ($500) ($500) ($500) ($500) ($2,500) Executive Summary North Rock Creek PS Performance Review 10 WCL ENTERPRISES Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings attend safety trainings. 9 NRCPS should contact the contractor responsible for the construction of this building to see what their options are as far as warranty work on the roof. $0 $0 $0 $0 $0 $0 10 NRCPS should develop job descriptions for each of their custodial and maintenance employees as well as provide each employee with an annual evaluation of job performance. $0 $0 $0 $0 $0 $0 11 NRCPS should consider the installation of a comprehensive energy management control system to include the installation of new DDC controlled programmable thermostats, occupancy sensors, and hardware on HVAC equipment to provide zoned on/off control functions. $0 $0 $0 $0 $0 $0 12 NRCPS should consider purchasing one of the available energy accounting software programs. ($672) ($1,172) ($1,172) ($1,172) ($1,172) ($5,360) 13 NRCPS should develop a comprehensive energy management program to be adopted by its Board of Education. $0 $0 $0 $0 $0 $0 14 NRCPS should evaluate its actual cost to operate buildings and develop a rental rate schedule and policy for facility use by community and outside groups to ensure that NRCPS will be reimbursed for costs incurred in facility rental. $0 $0 $0 $0 $0 $0 15 NRCPS should develop formal rental and agreement with legal counsel to address the risks associated with the leasing of district facilities to outside groups and recommend revisions to board policy for approval and adoption by the Board of Education. $0 $0 $0 $0 $0 $0 16 The superintendent should develop a plan to provide secure physical separation of visitor areas from student areas within the instructional facilities. $0 $0 $0 $0 $0 $0 17 Video surveillance warning signs should be installed around the perimeter of all district owned or operated facilities. $0 $0 $0 $0 $0 $0 18 The campus administrator should ensure that Material Safety Data Sheets are maintained for all chemicals used or stored on campus and that all personnel $0 $0 $0 $0 $0 $0 North Rock Creek PS Performance Review Executive Summary WCL ENTERPRISES 11 Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings have access to the Material Safety Data Sheets at all times. 19 Campus administrators should ensure that all hazardous material storage spaces are kept secure at all times. $0 $0 $0 $0 $0 $0 20 Campus administrators should ensure that emergency evacuation maps are posted in all classrooms with the basic elements included. $0 $0 $0 $0 $0 $0 21 The superintendent and campus principal should develop strategies and implement procedures that will mitigate the unsafe conditions within NRCPS facilities. $0 $0 $0 $0 $0 $0 22 Develop and implement an all-hazards emergency operations plan. $0 $0 $0 $0 $0 $0 23 All district personnel should receive emergency management training, and the emergency response plan should be routinely exercised beyond fire, tornado, and lockdown drills. $0 $0 $0 $0 $0 $0 24 Students with special needs or disabilities should be specifically assisted during emergencies and evacuations. $0 $0 $0 $0 $0 $0 25 The National Incident Management System should be adopted and used by North Rock Creek Public Schools to manage all emergency incidents and events. $0 $0 $0 $0 $0 $0 Subtotal ($3,672) ($4,172) ($4,172) ($4,172) ($4,172) ($20,360) Chapter 5 Support Services 1 NRCPS should only code food service financial transactions from Special Revenue Fund Code 22. $0 $0 $0 $0 $0 $0 2 NRCPS should implement “offer versus serve” at all grade levels. $12,951 $12,951 $12,951 $12,951 $12,951 $64,755 3 Discontinue serving seconds to the students and faculty. $2,625 $2,625 $2,625 $2,625 $2,625 $13,125 4 NRCPS should pre-cost all menus before determining the amount to charge for meals. $14,276 $14,276 $14,276 $14,276 $14,276 $71,380 5 The Food Service Department should follow the State Department of Education School Food Service Compliance Document recommendation for meals per labor hour. $9,908 $9,908 $9,908 $9,908 $9,908 $49,540 Executive Summary North Rock Creek PS Performance Review 12 WCL ENTERPRISES Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings 6 All NRCPS employees with the exception of the Food Service staff should pay for their meals. $30,344 $30,344 $30,344 $30,344 $30,344 $151,720 7 NRCPS needs to better protect network servers and devices by securing them in locked units that offer environmental protection. ($500) ($500) $0 $0 $0 ($1,000) 8 NRCPS should develop and test a comprehensive disaster recovery plan that outlines the steps to take to insure timely recovery of district critical data. $0 $0 $0 $0 $0 $0 9 NRCPS should install and use some type of technology work order software such as Spiceworks to manage its technology work orders. $0 $0 $0 $0 $0 $0 10 NRCPS should develop a comprehensive professional development plan for technology that coordinates the training opportunities for all teachers to have the necessary skills for integrating technology into classroom instruction. $0 $0 $0 $0 $0 $0 11 Remove items no longer needed from the bus barn. $0 $0 $0 $0 $0 $0 12 Identify bus rules for students riding the school bus. $0 $0 $0 $0 $0 $0 13 Establish and implement a written guideline for specific maintenance at regular intervals for all school buses and support vehicles. $0 $0 $0 $0 $0 $0 14 Create a form to document repairs made to fleet vehicles. $0 $0 $0 $0 $0 $0 Subtotal $69,604 $69,604 $70,104 $70,104 $70,104 $349,520 Total recurring savings $70,104 $70,104 $70,104 $70,104 $70,104 $350,520 Total recurring costs ($19,672) ($9,472) ($9,472) ($6,972) ($6,972) ($52,060) Total net savings and costs $50,932 $60,632 $60,632 $63,132 $63,132 $298,460 Chapter 1: Management, Personnel, and Communications WCL ENTERPRISES 1-1 Chapter 1 Management, Personnel, and Communications This chapter addresses the management, personnel, and communications of the North Rock Creek Public Schools (NRCPS) in the following sections: A. Management and Planning B. Personnel Management C. Communications and Community Involvement The organization and management of a school district involves cooperation between elected members of the Board of Education and staff of the district. The School Board’s role is to set goals and objectives for the district in both instructional and operational areas, determine the policies by which the district will be governed, approve the plans to implement those policies, provide the funding sources necessary to carry out the plans, and evaluate the results of the plans. Once the School Board adopts goals and objectives for the district, it is the responsibility of the superintendent and staff to establish policies and procedures to achieve these end results. That achievement involves the hiring and retention of employees as well as ongoing communication with the community to ensure an understanding of those goals and the district’s efforts to accomplish them. Background North Rock Creek Public Schools (NRCPS) is located in central Oklahoma just a mile north of Shawnee along US Highway 40, just 30 miles East of Oklahoma City in Pottawatomie County. NRCPS includes grades EC-8 in one elementary school with no high school and is therefore dependent on surrounding school districts to provide a high school education for its students. After the eighth grade year students may select from many high school’s including Shawnee, Tecumseh, Earlsboro, Dale, McCloud, Meeker, and Bethel. The district covers 38 square miles with 14 students per square mile. According to the NRCPS Comprehensive Local Education Plan (CLEP) for 2007 through 2013, a committee of educators and parents serving on the CLEP Committee developed the mission statement, goals, and plans for NRCPS. The district’s CLEP included the following sections: • Mission Statement • Demographics, district profile, and overview – student achievement • Extended learning opportunities • Goals, objectives, strategies, and resources • Action plan for parental involvement Management, Personnel, and Communications North Rock Creek Public Schools 1-2 WCL ENTERPRISES • CLEP Timeline • Reading sufficiency • Remediation plan • Professional development plan and professional learning activities for the past two years • Alternative education • Deregulation • Assurance statement • Quality time analysis ��� Title I site plans for all grades The district’s mission statement is: We are preparing students for success by educating the whole child. The district’s core values are stated as: We teach with a high quality staff. We develop the whole child socially, emotionally, academically, and physically, as well as developing good character traits for lifelong success. We have high expectations for students. We encourage parents and the community to become involved with our children’s education. We provide appropriate resources and facilities to meet educational needs. Demographics Exhibit 1-1 provides average daily membership (ADM), ethnicity, and eligibility for free or reduced price meals for NRCPS for 2008-09. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-3 Exhibit 1-1 Student Enrollment and Socioeconomic Characteristics 2008-09 Campus Grade Span Average Daily Membership Ethnic Groups Eligible For Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek EC-8 532.4 57% 2% 1% 4% 37% 56% Community Group F2 697.1 54% 5% 1% 6% 34% 68% State Averages 6,462 57% 11% 2% 11% 19% 56% Source: Office of Accountability, Profiles Database Based upon size, geography, and demographics, the Office of Accountability selected five Oklahoma school districts to serve as peer districts for comparative purposes: Grove, Pioneer, Pleasant Grove, South Rock Creek, and Whitebead. Throughout the remainder of this report, these five districts will be referred to as “peer districts.” For further comparison, a community group average is also used throughout this chapter. NRCPS falls into Community Group F2 for the 2008-09 fiscal year Community Group F2 includes districts with average daily memberships (ADM) of between 500 and 999 students. The “2” indicates that the percentage of NRCPS students eligible for free and reduced price meals was at or above the state average. NRCPS’ average property valuation per student of $69,886 is the second highest among all peer districts and higher than the F2 Community Group and state averages. NRCPS has the second highest percentage of Native American students among peers and at 37 percent is almost double the state average and slightly higher than the community group averages. NRCPS also has the second highest percentage of students eligible for free or reduced price meals when compared to peer districts, but its percentage is lower than the F2 Community Group and equals the state average. Exhibit 1-2 displays demographic information for NRCPS, the peer districts, Community Group F2, and the state average for 2008-09. Management, Personnel, and Communications North Rock Creek Public Schools 1-4 WCL ENTERPRISES Exhibit 1-2 Demographics of NRCPS, Peer Districts, and State 2008-09 Entity Average Daily Membership Ethnic Group Average Assessed Property Valuation Per Student Eligible for Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek 532.4 57% 2% 1% 4% 37% $69,886 56.3% Grove 357.3 69% 2% 4% 3% 22% $87,927 23.0% Pioneer 331.9 86% 3% 0% 3% 8% $15,982 43.8% Pleasant Grove 237.5 41% 4% 0% 2% 52% $13,410 70.5% South Rock Creek 320.2 73% 4% 1% 0% 22% $21,167 31.5% Whitebead 415.1 60% 2% 0% 25% 13% $21,147 58.0% Community Group F2 697.8 54% 5% 1% 6% 34% 27,068 68.4% State Average 1,194.3 57% 11% 2% 11% 19% $38,875 56.3% Source: Office of Accountability, Profiles Database NRCPS’S ADM decreased 3.7 percent during the period from 2007-08 through 2008-09. This decrease was greater than three out of five of the peer districts, less than the F2 Community Group, and higher than the state average for this same period. However from 2004-05, the district increased a total of 40 students, which is a greater percentage of growth than that of any peer district. Fluctuations in student population are noted from year to year with the overall trend for NRCPS being an increase of 9.9 percent for the five comparison years (Exhibit 1-3). Exhibit 1-3 NRCPS, Peer Districts, Community Group, and State Student ADM Trends Average Daily Membership Percentage Entity 2004-05 2005-06 2006-07 2007-08 2008-09 Change North Rock Creek 484.4 486.4 504.6 536.2 532.4 9.9% Grove 391.0 412.3 410.8 413.2 357.3 (8.6%) Pioneer 307.0 309.0 325.7 339.8 331.9 8.1% Pleasant Grove 230.0 229.4 233.2 234.1 237.5 3.3% South Rock Creek 346.0 324.1 337.1 316.5 320.2 (7.5%) Whitebead 399.3 405.2 422.6 410.5 415.1 4.0% Community Group F2 353.3 352.6 692.9 700.5 697.8 97.5% State Average 1,153.5 1,162.2 1,172.2 1,176.7 1,194.3 3.5% Source: Office of Accountability Profiles Database Among ethnic groups, NRCPS experienced a decline of 2 percent in the Caucasian category, remained the same in Native American, and increased in Hispanic, Asian, and Black categories of approximately 1 percent for the period from 2004-05 through 2008-09 (Exhibit 1-4). During North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-5 this same period, average assessed property valuation per student decreased by less than 1 percent and students eligible for free or reduced meals decreased by less than 1 percent. Exhibit 1-4 Change in Demographics of NRCPS Source: Office of Accountability, Profiles Database School Board Governance Oklahoma state education laws, as codified in the Oklahoma School Law Book (OSLB) and district policies, establish the powers and responsibilities of the district Board of Education and the superintendent. The OSLB contains 12 chapters subdivided by applicable topic into articles that are further subdivided by sections (Exhibit 1-5). Each section provides legal guidance for school district governance and operations. Exhibit 1-5 Oklahoma School Law Book Chapters, Articles, and Sections Chapter No. – Title Articles Sections 1 - Oklahoma School Code I-XXIV 1-517 2 – Administration I-VII 518-521 3 – Bonds I-II 522-619 4 - Funds And Finance I-V 620-707 5 - Elections And Ethics I-II 708-727 6 – Personnel I-V 728-802 7 – Students I-III 803-841 8 – Instruction I-IX 842-919 9 - Facilities And Equipment I-VII 920-1005 10 - Career And Technology Education I 1006-1016 11 – Transportation I-III 1017-1027 12 - Safety And Security I-VII 1028-1062 Appendix A Appropriation Bills Relating to Education Appendix B Senate Bill No. 1114 Appendix C Amendments, Repeals, and New Sections Appendix D Table of Statutes Index Source: Oklahoma School Law Book, Oklahoma State Department of Education School Year Average Daily Membership Ethnic Group Average Assessed Property Valuation Per Student Eligible for Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American 2008-09 532.4 57% 2% 1% 4% 37% $69,886 56.3% 2007-08 536.2 57% 1% 1% 4% 37% $68,331 55.4% 2006-07 504.6 57% 2% 1% 3% 38% $70,818 57.7% 2005-06 486.4 56% 2% 1% 2% 39% $70,529 53.7% 2004-05 484.4 59% 1% 0% 3% 37% $70,062 56.8% Percent Change 9.9% (2%) 1% 1% 1% 0 (0.3%) (0.9%) Management, Personnel, and Communications North Rock Creek Public Schools 1-6 WCL ENTERPRISES OSLB Ch. 1, Art. V, Section 54 states, “Every school district shall be a body corporate and shall possess the usual powers of a corporation…” OSLB Ch. 1, Art. V, Section 55 states, “The governing Board of Education of each school district in Oklahoma is hereby designated and shall hereafter be known as the Board of Education of such district.” Powers and duties of the Board of Education are contained in OSLB Ch. 1, Art. V, Section 68. These powers and duties cover all activities related to operating public school districts. Key powers and duties prescribed in OSLB include election of officers, establishing School Board policies, building and operating schools and related facilities, and contracting for an annual audit of all district funds and school activity funds. OSLB Ch. 1, Art. V, Section 56 addresses the size and election of School Boards in Oklahoma, and Section 77 provides a description of the required officers for School Boards in Oklahoma. The NRCPS School Board consists of three members elected by the citizens of NRCPS all serving three-year terms (Exhibit 1-6). Exhibit 1-6 NRCPS School Board Members March 2011 School Board Member School Board Position Term Expires Occupation Rick Gowin President 2013 Real Estate Adam Hester Vice President 2012 Catering and Concessions Sherri Stacy Newly elected 2014 ONG Accountant Source: NRCPS superintendent, January 2011 Elections are held each year in February on a date set by the state. At the first regular, special, or emergency meeting after the annual School Board election and certification of election of new members, the NRCPS board organizes itself by electing officers. OSLB Ch. 1, Art. V, Sections 78, 79, and 80 list the duties of each officer of the Board of Education. The Board of Education must also elect a clerk, who may or may not be a member of the School Board. OSLB Ch. 1, Art. I, Sections 57 and 58 outline the training requirements for Oklahoma School Board members. New School Board members are required to complete 12 hours of instruction on education issues, including school finance; Oklahoma education laws and ethics; and duties and responsibilities of district Board of Education members within 15 months following election. Every member of a school district Board of Education elected to a full term of office of five years or more shall also be required to attend a minimum of 15 hours of continuing education. Authorized training may be taken in State Department of Education’s New School Board Member Workshops State Board of Education approved workshops and seminars, or higher education institution workshops/seminars/classes. The NRCPS School Board members track their own hours of training with assistance from the Oklahoma State Department of Education; however, the superintendent provides a reminder to School Board members twice per year. The superintendent occasionally schedules training for the School Board at NRCPS. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-7 Board of Education Meetings The NRCPS School Board meets on the second Monday of every month at 6:30 p.m. in the conference room in the main school building. The meeting place and time may be changed by agreement of the majority of the School Board. Special meetings are held as needed, and School Board members receive agendas and any supporting information in advance of the meeting. The superintendent’s finance secretary handles board clerk duties and prepares the board minutes for final approval by the School Board. Oklahoma statutes and NRCPS School Board policy require all School Board meetings to be held in accordance with the Oklahoma Open Meeting Act (OOMA). The OOMA is included in Title 25 of Oklahoma Statutes Sections 301 through 314 (Exhibit 1-7). According to section 302 of OOMA, it is the public policy of the State of Oklahoma to encourage and facilitate an informed citizenry���s understanding of governmental processes and problems. Exhibit 1-7 Oklahoma Open Meeting Act Sections Section Section Subject 301 Citation. 302 Public policy. 303 Times and places — Advance notice. 304 Definitions. 305 Recording of votes 306 Circumvention of act — Teleconferences accepted. 307 Executive sessions. 307.1 Teleconference Exceptions. 308 Meeting between Governor and majority of members of public body. 309 Legislature. 310 Legislative committee members attending executive sessions. 311 Public bodies — Notice. 312 Minutes of meetings — Recording of Proceedings. 313 Actions taken in willful violation of act. 314 Violations — Misdemeanor — Penalty. Source: Title 25, Oklahoma Statutes, as amended, Forty-Ninth Oklahoma Legislature, First Regular Session, 2003 All Oklahoma public Boards of Education are required to adhere to the OOMA. Section 307 of OOMA provides for requirements regarding executive sessions of School Boards and violations of which could lead to members facing criminal prosecution. Accordingly, executive sessions of the NRCPS School Board are convened only for specific purposes (Exhibit 1-8). An executive session for the purpose of discussing the purchase or appraisal of real property is limited to NRCPS School Board members, the district's attorney, and immediate staff. No landowner, real estate sales person, broker, developer, or any other person who may profit directly or indirectly from a proposed transaction concerning real property under consideration may be present or participate in the executive session. Management, Personnel, and Communications North Rock Creek Public Schools 1-8 WCL ENTERPRISES Executive sessions are noted on the NRCPS agenda, which contain sufficient information for the public to ascertain that an executive session will be held identifying the items of business and purposes of the executive session. All executive sessions are required to be authorized by a majority vote of a quorum of the members present, and the vote is recorded. Except for matters considered in executive session, which are required by state or federal law to be confidential, any vote or action on any item of business considered in an executive session is taken in the public portion of the School Board meeting with the vote of each member publicly cast and recorded. Exhibit 1-8 Specific Purposes of School Board Executive Sessions In Accordance with Section 307 of The Oklahoma Open Meeting Act Item Description 1 Discussing the employment, hiring, appointment, promotion, demotion, disciplining, or resignation of any individual salaried public officer or employee; 2 Discussing negotiations concerning employees and representatives of employee groups; 3 Discussing the purchase or appraisal of real property; 4 Confidential communications between a public body and its attorney concerning a pending investigation, claim, or action if the public body, with the advice of its attorney, determines that disclosure will seriously impair the ability of the public body to process the claim or conduct a pending investigation, litigation, or proceeding in the public interest; 5 Permitting district Boards of Education to hear evidence and discuss the expulsion or suspension of a student when requested by the student involved or the student’s parent, attorney, or legal guardian; 6 Discussing matters involving a specific handicapped child; 7 Discussing any matter where disclosure of information would violate confidentiality requirements of state or federal law; 8 Engaging in deliberations or rendering a final or intermediate decision in an individual proceeding pursuant to Article II of the Administrative Procedures Act; or 9 Discussing the following: a. the investigation of a plan or scheme to commit an act of terrorism, b. assessments of the vulnerability of government facilities or public improvements to an act of terrorism, c. plans for deterrence or prevention of or protection from an act of terrorism, d. plans for response or remediation after an act of terrorism, e. information technology of the public body but only if the discussion specifically identifies: (1) design or functional schematics that demonstrate the relationship or connections between devices or systems, (2) system configuration information, (3) security monitoring and response equipment placement and configuration, (4) specific location or placement of systems, components, or devices, (5) system identification numbers, names, or connecting circuits, (6) business continuity and disaster planning, or response plans, or (7) investigation information directly related to security penetrations or denial of services f. the investigation of an act of terrorism that has already been committed. Source: Title 25, Oklahoma Statutes, as amended, Forty-Ninth Oklahoma Legislature, First Regular Session, 2003 North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-9 A. MANAGEMENT AND PLANNING An effective central office organization structure is essential to the efficient and effective delivery of services throughout a school district. Efficient central office structures have the appropriate spans of control for district leadership with clearly defined lines of authority that are reflected in the district’s organization charts. Effective central office structures encourage communication at all levels. The superintendent of a school district serves as the chief executive officer and is the administrative leader responsible for policy implementation and the day-to-day operation of the school district. The current 2010-11 NRCPS superintendent is Marc Moore. Although he has served for nine years, he will be moving to the larger independent school district of Shawnee in July 2011. Due to the district’s size with approximately 532 students, the superintendent, the elementary school principal, and a dean of students at middle school constitute the NRCPS district administration. The superintendent and elementary school principal direct the district’s staff members on a daily basis, including 43 certified personnel and 21 support personnel. In Oklahoma, school district planning requirements are included in OSLB. Ch. 1, Art. III, Section 31 and requires that each school district Board of Education prepare and adopt a six-year Comprehensive Local Education Plan (CLEP). At a minimum, the plan must contain: • A school improvement plan • An alternative education plan (submitted annually) • A reading sufficiency plan (submitted annually) • A quality time analysis (submitted annually) Instead of submitting the CLEP and any updates to the state, the state’s regional accreditation officers (RAO) check with districts during the annual accreditation process to ensure that the plans and updates are being done properly. The NCRPS plan has been developed properly and in a timely fashion. FINDINGS 1-1 The superintendent serves in a leadership role on the State Department of Education’s K-8 Council. As a representative of K-8 schools, the superintendent also played a key role in developing a K-8 Activities Association, promoting competitive activities between K-8 schools. The State Department of Education, in an effort to improve K-8 schools, launched a council to discuss potential initiatives for K-8 schools. The NRCPS superintendent was asked to participate in the council. Through his involvement with this project, he became concerned that the state did not have Management, Personnel, and Communications North Rock Creek Public Schools 1-10 WCL ENTERPRISES adequate athletic programs or other competitive activities for K-8 school districts. The superintendent of NRCPS and several other interested superintendents formed the K-8 Activities Association which consists of one hundred participating schools. He continues to serve on the Board of Directors responsible for managing the K-8 Activities Association and on the State Department of Education’s K-8 Council. According to Board of Education interviews and parent focus group comments, the athletic program carried out by the K-8 Activity Association is extremely successful and has helped bring a sense of community to NRCPS. All district events are heavily attended by the community. The superintendent stated that he continues to be involved in both groups, despite the heavy time commitment because of the positive impact these associations have on students at North Rock Creek. COMMENDATION The superintendent had a direct role in the success of the State Department of Education’s K-8 Council and on the subsequent development of the K-8 Activities Association. He continues to provide leadership to the association, and supports continued success of activities for students in NRCPS and other districts involved in the association. FINDINGS 1-2 The superintendent utilized an exemplary, collaborative process with the school community to profile important capital needs and to solicit community assistance in the campaign for the passage of school bonds. These efforts to involve the community resulted in the passage of two bond issues. The superintendent utilized a fifteen member committee made up of School Board members, teachers, parents, and administrators to develop a bond program for the district. This group met with architects, construction managers, and bond consultants to review and discuss all facility needs for NRCPS. The committee visited other school districts and gathered input and ideas. The committee solicited public input through surveys, public hearings, and meetings. The committee also participated in the bond campaign by going into the community and explaining the bond program to groups and individuals. The most current bond issue passed with an 80% approval margin. During the performance review, both the Board of Education and the parent focus group expressed great confidence in the leadership of the superintendent. The groups are in agreement with the capital improvement goals being met in the last two bond issues and feel that the current superintendent is the person to lead the next phase to build a new high school for NRCPS. COMMENDATION The superintendent used a collaborative process to unite disparate groups and create a viable capital improvement plan for NRCPS. These efforts resulted in community support and passage of multiple bond issues. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-11 FINDINGS 1-3 Through an evaluative process defined below, the superintendent redesigned identified personnel positions resulting in better utilization of existing staff and a cost savings to the district. He demonstrated good decision making skills with an excellent grasp of school management and finance. To accomplish this change the superintendent followed these steps: • He studied the skill sets and leadership abilities of identified staff members. • He redesigned several positions changing procedures and profiling job duties. • The superintendent then placed these individuals into new leadership positions and worked to support each in achieving success. • He mentored each person closely and provided ongoing support and encouragement while each individual learned the roles and responsibilities of the respective job. The current positions of finance secretary, elementary principal, and dean of students at middle school are positions created and developed through the evaluative approach in matching existing staff to jobs to create positive changes. The results of this process became clear in interviews with district staff, School Board members, and parent focus groups. These interviews suggest that the superintendent made necessary changes in personnel and job duties that resulted in better budget controls. Over the nine years of the superintendent’s leadership, NRCPS increased its General Fund balance from $140,000 to over $600,000. He has managed these personnel changes while reducing staff and increasing the district fund balance. Each group interviewed during the performance review expressed support for the superintendent and noted that greater budget controls were implemented while also focusing on improvements in instruction for students. Parents in particular noted that the administration, teachers, and parents now work together as a team towards the common goal of what is best for students. COMMENDATION The superintendent demonstrated a successful process for evaluating existing personnel, identifying talented staff, and utilizing individual’s skills to better support the district. The result of these efforts is recognized by district stakeholders as making a positive impact in NRCPS. B. PERSONNEL MANAGEMENT The human resources function of a school district substantially impacts its educational services as the cost of payroll and benefits usually comprises the largest expenditure of a school district’s budget. The human resource functions include the recruitment and retention of quality staff, Management, Personnel, and Communications North Rock Creek Public Schools 1-12 WCL ENTERPRISES development of compensation and benefit plans, creation of job descriptions and job evaluations, and the compliance to personnel policies and procedures at the local, state, and federal level. In order to ensure the mission of a school district, it is important that the human resources function be efficient and effective. Like most employers, public school districts must comply with federal laws governing human resources management. These laws include the Fair Labor Standards Act that governs wages and hourly payments as well as the Americans with Disabilities Act, which requires employers to provide reasonable accommodations to any employee or job applicant who has a disability. These laws also include the Equal Employment Opportunity Act that prevents employers from making hiring and firing decisions based upon age, race, religion, gender, or other factors not related to performance. In addition, state laws govern school district human resource administration in areas such as grievances, due process, termination, and contract renewal. Personnel management in NRCPS is the responsibility of the encumbrance clerk who is under the direct supervision of the superintendent. The encumbrance clerk manages the personnel files, employment logistics, sick leave, insurance benefits, and payroll. FINDING 1-4 NRCPS has a salary schedule for support personnel that is routinely reviewed and updated. With a set salary schedule, support employees are assured equitable compensation and opportunity for advancement based upon experience and skill, which results in increased employee morale and productivity. In interviews, the superintendent and the finance clerk shared that in addition to a teacher salary schedule, which is required by state law, NRCPS has a salary schedule for support personnel. According to the superintendent, there is an established procedure for determining the starting salary of newly employed staff, which provides the basis for administering an equitable compensation plan. A salary schedule provides a method to determine salary increases and provide uniform compensation for longevity and increased competencies. In interviews, the superintendent stated that the salary schedule is used when pay raises are given to support personnel, and that its use allows staff to better understand the process for making salary decisions. This has resulted in improved staff morale and increased trust in the process for making salary decisions. The superintendent shared that the support staff salary schedule included years of experience and skill requirements for noted positions. In developing the schedule, the superintendent conducted a salary survey of comparable districts to determine the salaries being paid for each support position and used this information to structure a comparable scale for NRCPS’ various positions. The salary schedule is reviewed periodically to ensure that equitable compensation for support personnel is maintained in NRCPS. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-13 COMMENDATION NRCPS provides a salary schedule for support personnel that is routinely reviewed to assure an equitable compensation system based upon employee experience and skill. FINDING 1-5 NRCPS has a process for staff recognition that includes both certified and support personnel. As a result, staff members are recognized for contributions and activities that are considered as being noteworthy by colleagues. In interviews, the superintendent stated that each month staff members are recognized at faculty meetings for notable contributions to the district. Certified staff meetings are scheduled at different times twice a month to accommodate teachers’ schedules; support staff meets bi-monthly at a scheduled time. According to the superintendent, a certified or support staff member receives the “Make a Difference” award at the beginning of each meeting. This award program is unique in that recognition comes from a colleague. The staff member who receives the award one month presents it to a colleague the next month whose observed actions have positively impacted the school or learning environment. In the publication Power of Positive Employee Recognition, Susan Heathfield points out that recognition of staff ensures a positive, productive, and innovative organizational climate (http://about.com). By providing employee recognition, an organization encourages more positive actions that will lead to successful organizations. The NRCPS “Make a Difference” recognition award communicates peer appreciation for an individual’s ability to contribute significantly to the district. COMMENDATION NRCPS recognizes both certified and support personnel for contributions and activities that are considered as noteworthy by colleagues. FINDING 1-6 NRCPS does not have written personnel procedures for the recruitment and selection of certified and support staff. The lack of written procedures can cause inconsistencies that result in unfair employment practices or leave the district without necessary documentation to address employment concerns. NRCPS does not have written employment procedures in place for staffing all personnel positions. The procedures for recruiting and selecting staff, as described by the superintendent and finance clerk, are sound practices, but these procedures are not in written form (Exhibit 1-9). According to the superintendent, there is no structure in place to ensure the procedures are consistently followed for all applicants since a number of staff members are involved in the hiring process. The lack of written procedures and inconsistent hiring practices could result in unfair employment actions and lack of documentation to address employment issues. The superintendent cited hiring procedures as an area for review in the district. Management, Personnel, and Communications North Rock Creek Public Schools 1-14 WCL ENTERPRISES From interviews with the superintendent and finance clerk, hiring procedures for the district are summarized in Exhibit 1-9. While these practices are generally used in employing staff, the superintendent stressed a need to formalize them to ensure consistency. Exhibit 1-9 Described Employment Procedures 2010-11 Stage of Process Procedure Person Responsible Recruitment Open positions are posted for 10 days on the bulletin board in the office, the SDE web site, teacher.com, and in the local newspaper. Finance clerk Application Individuals may apply by completing an application obtained from the school office. Resumes will be accepted but applications are required for interviews. Application files are maintained in the school office. School secretary Screening of Applications After the required posting period, the principal and dean of students review applications and screen for interviews. Principal with dean of students Interview Administrative team will do a screening interview with selected applicants asking the same set of questions. Teachers are sometimes included in interviews for grade level vacancies, but they are more often involved in teacher assistant interviews. Admin. Team = Superintendent, principal and dean of students Reference Check From the screen interviewing the two or three applicants are selected for further consideration. References are contacted by the superintendent. Superintendent Interview Based on reference check the administrative team interviews the top candidates a second time and makes their selection. Administrative Team Recommendation After a background check is completed, the superintendent takes a recommendation to hire to the School Board for approval. Superintendent Source: Interviews with superintendent, finance clerk, and school secretary, January 2011 RECOMMENDATION NRCPS should develop written personnel procedures for recruitment and selection of certified and support staff. The superintendent should meet with administrative team, finance clerk, and school secretary to review existing employment practices and determine a process for developing proposed rules and regulations. The proposed rules and regulations should include ways to document and monitor consistent implementation. A draft should be written by the team and presented to the district’s legal counsel for feedback and revisions if needed. Once the written rules and regulations are finalized, the superintendent should forward them to the Board of Education as per School Board policy. Personnel policy, DN, specifies that the superintendent shall develop rules and regulations governing employment practices. Such rules and regulations must be approved by the Board of Education and shall become a part of district North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-15 policy. FISCAL IMPACT This recommendation can be implemented with existing resources. FINDING 1-7 NRCPS does not have an extra duty salary schedule that includes lead teacher positions. As a result, teachers with program coordination responsibilities are not provided an opportunity for extra duty pay. The finance clerk provided a copy of three salary schedules: certified personnel, support personnel, and extra duty for certified staff. This extra duty schedule includes sponsors for: yearbook, cheerleading, academic teams, honor society, and eighth grade, athletic coaches, music/band teacher, after school tutoring coordinator, and athletic director. The schedule does not include lead teacher type positions. In interviews, the superintendent stated there is currently a lead teacher for Special Education and lead teacher positions in other program areas, such as Gifted and Talented, are being considered. The lead teacher in Special Education assists the superintendent in coordinating the program and teaches the learning lab seven periods each day. Overall program coordination includes maintaining files, working with related service contractors, completing manifestation paper work, placing students in programs, 504 plans, and submitting required State Department of Education (SDE) paperwork. This lead teacher, however, is not included on the extra duty salary schedule but performs extra duties well beyond regular teaching responsibilities and the contract day. RECOMMENDATION Revise the extra duty salary schedule to include various lead teacher positions for their program coordination duties. The superintendent should work with the finance clerk, principal, and supervisors to review the existing extra duty salary schedule. In determining salary amounts, consideration should be given to the job, time requirements for both teaching and performing extra duties, and comparability to other extra duty salaries. A job analysis study should be conducted on each position or category of positions to determine the actual responsibilities of the extra duty assignments. This would involve an interview or survey of each of the employees currently on the schedule to determine specific tasks performed and to analyze and summarize the tasks of those with similar or related extra duty assignments. The analysis should be followed by a job evaluation that establishes the relationship of the extra duty assignments to each other based upon a number of factors. These factors include level of responsibility, effort and time required, working conditions, and supervisory responsibilities. Management, Personnel, and Communications North Rock Creek Public Schools 1-16 WCL ENTERPRISES The job evaluation procedure should be used to establish a hierarchy of extra duty assignments within the district. This can then be reviewed to determine if the existing extra duty salaries establish an equitable salary structure. Salaries should be adjusted if a misalignment exists. With the job evaluation and the hierarchy of existing extra duty assignments, the lead teacher positions can then be added to the schedule with an equitable salary. FISCAL IMPACT This recommendation will require additional funds to be determined by the job evaluation hierarchy. Based on the range of extra duty salaries, the lead teacher position for special education should range from $600 to $2000 depending on the comparison of responsibilities. If a similar lead teacher position is created to coordinate the Gifted and Talented program, it should also be placed at the appropriate level on the schedule. FINDING 1-8 NRCPS does not have job descriptions for certified and support personnel positions. By not having job descriptions results in misunderstanding of job expectations, duplication of effort, assumptions that tasks are being completed by others, and lack of accountability for performance. In interviews, the finance clerk stated that there are no job descriptions available to NRCPS personnel. According to the superintendent, in many instances, multiple staff members share responsibility for a given function. Such situations include: the superintendent, principal, dean of students, and three clerical staff members who each play a role in personnel and/or administrative responsibilities. According to the Society for Human Resource Management (SHRM), a job description summarizes the most important features of a job, including a description that details the required tasks, knowledge, and skills; abilities and responsibilities; and reporting structure (http://www.shrm.org). Job descriptions provide a clear statement of employee duties and responsibilities that: • Ensure the employee performs satisfactorily by establishing clear expectations. • Sets the parameters for evaluating performance. • Describes essential functions that assist in making accommodations. • Help identify possible training needs. • Provide a tool for designing salary schedules. In addition, job descriptions allow districts to reassign responsibilities and adapt positions to meet district needs. Also, if the employee receives and signs a copy of the job description, the district has documentation that the employee has been informed of job expectations and understands the duties, responsibilities, and chain of command for the position. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-17 A consistent format for writing a job description is important to ensure that all the necessary components are included. According to SHRM, a well written job description is clear and concise and contains: title and summary of objectives; essential tasks, duties and responsibilities; non-essential functions; required skills, knowledge and abilities; minimum qualifications; and the relationship of the job to other jobs. RECOMMENDATION NRCPS should develop specific job descriptions for all district positions to clarify job expectations, prevent duplication of effort, avoid assumptions that tasks are being completed by others, establish a chain of command and provide for performance accountability. The superintendent should meet with the principal to develop the procedures and timeline for writing specific job descriptions. A uniform format for writing descriptions should be determined. The essential functions of the job should be clearly defined so that modifications and accommodations can be made as needed to meet the requirements of the Americans with Disabilities Act (ADA). Society for Human Resource Management (http://www.shrm.org), National School Board Association (http://www.nsba.org), and Oklahoma School Board Association (http://www.ossba.org/legal-information1) are possible resources for job description formats. A schedule should be established for writing the job descriptions based upon a job analysis. A job analysis study should be conducted on each position or category of positions to determine the actual responsibilities of the job. Since it is sometimes difficult to determine what an employee actually does in the job, the following steps should be considered in completing a job analysis: • Interview or survey the employee currently in the position to obtain information regarding specific tasks performed. • Collect task information from all those in the same or related positions and from the supervisor. • Analyze and summarize the tasks using an analysis matrix if there are multiple job holders. • Organize task information into essential and non-essential functions. The superintendent and principal should work with the finance clerk to conduct a job analysis for positions and write an appropriate job description for each using the agreed upon format. As job descriptions are developed, the superintendent should submit them to the School Board for approval. Approved job descriptions should be filed with contracts and a copy should be distributed to current employees for review and signature. A job description should be provided to each to new employee and signed receipt obtained at the time of employment. Management, Personnel, and Communications North Rock Creek Public Schools 1-18 WCL ENTERPRISES FISCAL IMPACT This recommendation can be implemented with existing resources. C. COMMUNICATIONS AND COMMUNITY INVOLVEMENT School districts are a vital part of communities and are often associated with their identity, sense of pride, quality, and growth. In order to maintain this role, school districts develop methods to communicate their policies and programs, and to involve parents and residents in the activities of the district and the individual schools. Robert Marzano’s book, “What Works in Schools: Translating Research into Action,” ranks parental and community involvement as the third most critical factor affecting student achievement. It further states that “one of the defining features” of effective involvement is good communications. The primary role of communications in a school district is to convey a message and image consistent with the policies put forth by the Board of Education and implemented through procedures established by the superintendent and district staff. Critical components of communications include strategies for externally communicating with the community and internally communicating within the school district. Two-way communications are vital to the success of a district. Effective communications will lead to an informed staff and community, support for programs and bond issue elections, and an atmosphere of openness in the district. They also contribute to effective leadership with the School Board and superintendent serving as a leadership team. Ineffective communications result in confusion, lack of support, conflicting messages and decision making, and a sense of detachment in the district. Effective community involvement programs should address the unique characteristics of the school district and the community. These programs can significantly affect citizen perceptions of the school system. Effective programs will garner public support and involvement in the form of parent and community volunteers, public participation in decision making processes affecting the schools (e.g. bond issue and School Board elections), and productive business and community alliances. Exhibit 1-10 provides survey results from NRCPS teachers and professional staff regarding communications. Exhibit 1-10 NRCPS Teacher and Professional Staff Survey Results Source: WCL ENTERPRISES Survey 2011 Survey Group Statement Agree No Opinion Disagree Teacher My school regularly communicates with parents. 100% 0% 0% Professional Staff The district regularly communicates with parents. 100% 0% 0% North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-19 A school district’s website is often an avenue for communicating valuable information to the community that it serves. The site can also serve as a recruiting tool for prospective employees, homeowners, and businesses who are considering investing in the area. In this day and age, this tool may be the most efficient and economical method of conveying a district’s message to a broad audience. School district websites should include the following: • District information such as address, contact numbers, and locations. • Dates of School Board meetings, and an archive of board meetings and minutes. • District characteristics such as demographics, finances, and student performance. • List of all the teachers and aides with email addresses for each. • Breakfast and lunch menus for each day of the current month. • Departmental staff and telephone listings. • Links to campus, team, band, and club web pages. • Policies, procedures, and other critical internal information. • A listing of current employment opportunities. The current NRCPS website contains comparable information to that of its peer districts and is in the process of being updated (Exhibit 1-11). Exhibit 1-11 Comparison of NRCPS and Peer District Web Page Content Source: NRCPS and peer district Internet websites, March 2011 District District Announcements and Other Information Board Meeting Dates Staff Email Directory Breakfast and Lunch Menus Department and Staff Telephone Listings School Web Pages Policy and Procedures Employment Opportunities North Rock Creek X X - X - - - - Grove X - - X - - - - Pioneer - - - - - - - - Pleasant Grove - - - - - - - - South Rock Creek X X X X X - - - Whitebead X X - X - - - X Management, Personnel, and Communications North Rock Creek Public Schools 1-20 WCL ENTERPRISES Some school districts use additional technology tools to increase communication with staff, students, parents, and the community. Of the most popular with school districts are Facebook, Twitter, and parent portals. Facebook is a global social networking website intended to connect friends, family, and business associates and is used to allow for collaboration between participants. Many school districts use this advanced tool to post information regarding district initiatives, programs, calendars, student recognitions and accomplishments, and similar topics for staff, parents, and community to receive feedback and comments. Twitter is a social networking and blogging service that enables users to post short messages or status updates that can be read by people who follow events and happenings in districts. As a means to increase parent involvement and ultimately increase student achievement, some districts use parent portals. This secure website design provides targeted, customized information for each student. Portals allow parents to view attendance, grades, daily assignments, progress reports, and in many cases to email teachers directly from the website. FINDING 1-9 The superintendent implements multiple strategies, including meetings, phone, email, and mass texting, to provide ongoing communication with employees and School Board members. As a result of these internal communication methods, the superintendent conveys important information, discusses district happenings, and updates all employees. The superintendent focuses efforts to ensure that all staff and School Board members are informed and considered a part of the NRCPS team. A district-wide email system was implemented that includes all level of staff. The superintendent communicated expectations that email should be checked daily and that responses be provided in a timely manner. To maintain a personal touch, he frequently communicates via telephone especially with members of the Board of Education. The development of a website and the use of mass texting has also been initiated by the superintendent and the principal. To ensure that staff are informed and provided opportunities for input, the superintendent personally chairs staff meetings every two weeks with all teachers and administrative personnel. He also chairs an advisory group twice a month to discuss operational concerns in the district and to develop solutions to identified problems. The superintendent speaks at every meeting about the importance of making a difference for kids. He emphasizes this by using quotes and famous sayings to encourage and motivate staff. A weekly commendation is given to a support staff member in acknowledgement of quality work. In addition, the middle school staff has been involved since the initial stages in the design of the new middle school. The communication efforts of the superintendent are recognized by staff. In a survey conducted by WCL ENTERPRISES, 82 percent of teachers felt that the central office is efficient and 97 percent said that education is the main priority in the school district. Survey questions relating to safety, efficiency, and cleanliness were all answered by teachers with 80 percent and above agreement. Administrative staff and teaching staff indicated that regular communication with parents is accomplished 100 percent of the time. Parents have noted the sense of teamwork they feel with the teachers and administrators that can only be achieved through good communication. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-21 COMMENDATION The superintendent utilizes multiple means to communicate with employees and the result is an informed staff with a strong sense of teamwork and ownership in the operations of the school district. FINDINGS 1-10 The superintendent established an advisory council that promotes the involvement of all district stakeholders in resolving concerns about daily operations. Chaired by the superintendent, the advisory council enhances internal communications and improves operating efficiency within the district. The design of the council brings together a cross section of people to discuss and brainstorm solutions to everyday operational problems. The advisory council involves teachers by having a representative teacher from every hallway in the school building on the council. Additionally, the committee includes support staff, parent teacher organization members, and the principal. This advisory council meets on the second and fourth week of each month on Tuesdays. These efforts improve the superintendent’s understanding of employee concerns, address school operational issues, and provide a venue for discussing instructional initiatives. The result has been increased opportunity for two-way communications within the district and a strengthening of relationships between staff members. COMMENDATION The superintendent’s advisory council promotes involvement of all staff in resolving concerns with school district daily operations. The advisory council not only promotes solution focused discussions but enhances two-way communication and strengthens the collaborative atmosphere required in successful schools. FINDING 1-11 The superintendent implemented the PowerSchool parent portal which allows parents access to school classroom information. As a result, parents have greater opportunities to be informed of student progress and to be more involved their children’s education. The PowerSchool parent portal allows for protected access to student assignment data, attendance, grades, future lesson plans and topics, activity schedules, and events. The portal allows parents to stay abreast of upcoming tests, written assignments, and projects. A parent may check on current grades and how assignments and tests are impacting their child’s grade. If a parent has a question or comment about the student performance or record, those can be shared with the teacher without leaving the portal. Interviews with School Board members indicated that they are pleased with this initiative and the possibilities for enhanced communication with parents. Management, Personnel, and Communications North Rock Creek Public Schools 1-22 WCL ENTERPRISES COMMENDATION The superintendent implemented a parent communication method which directly involves parents as participants in their child’s education. FINDING 1-12 NRCPS does not have a mass calling system for parental notification of important school information. As a result, the district is not able to efficiently contact all parents regarding emergencies, school activities and programs, or district news and events. Many school districts utilize mass calling systems for the emergency notifications to inform parents of changes due to weather conditions, communicate important information about district/school events and activities, and provide ongoing communications between the home and school. Some schools also use these software systems to send messages to verify student absences and attendance requirements. The software systems currently available also have customizing features that allow district-wide contacting, individual school only contacts, and individual classroom only contacts. The systems can be programmed to call the home phone number, cell phone number, send a text message or email, or all four types of communications. The number of times a contact is attempted can be customized and which communication device is primary, and therefore receives the first contact can be designated. Parents may also designate an alternative person such as a close friend or relative as a secondary contact if all efforts fail in contacting the parent. The NRCPS superintendent can contact school districts currently utilizing systems such as El Reno, Fletcher, and Broken Arrow to learn more about how systems are utilized. For example, El Reno used the mass calling system to send out flu advisory information. Broken Arrow utilized the system to send out information on an upcoming bond election and utilized the system extensively during the flu outbreak. Using the mass calling systems for emergency situations seems to be the most effective use of the systems. RECOMMENDATION NRCPS should implement a mass calling system for use in emergency situations. The superintendent should research potential systems and evaluate each to meet district goals regarding mass communication. Systems to review might include: School Cast (http://www.highgroundsolutions.com/). First Family Alert (http://www.familyfirstalerts.com/). School Messenger (http://www.schoolmessenger.com/). North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-23 These systems configure services based on the calling solution that the host district selects as best suited for its size and organization. All of the systems require contacting sales and support in order to acquire actual pricing. However, savings in the following areas can offset cost: • Attendance calls can increase student attendance and that can translate into additional funding. • Alerting parents to low and negative fund balances in a student’s child nutrition account can increase collections. • Reduction in printing and mailing costs can be a result of implementation. FISCAL IMPACT The cost associated to implement a district mass calling system will be dependent on the system selected and the options purchased. FINDING 1-13 NRCPS has no formal method of routinely soliciting input from parents or the community on critical district issues. As a result, the district does not receive necessary feedback from stakeholders for use in making district decisions. In interviews with district staff and School Board members, the consulting team noted that the district does not routinely seek input from parents or community members. The district does not utilize social networking tools such as Twitter or Facebook to communicate information, seek input, or allow stakeholders to ask questions. The district webpage does not have a feedback loop that allows for patrons to ask questions and receive replies. The webpage is currently maintained by a teacher which, due to time pressures, could be a limiting factor to developing the district webpage to its full utility. Staff shared that there is no regular plan for surveying parents or the community for feedback to evaluate the effectiveness of current programs and practices, or to seek input on future initiatives by the district. The School Board and staff also believe that a significant percentage of parents do not utilize computers regularly to stay involved with their students and the district. RECOMMENDATION Develop a plan that involves regular two-way communication with stakeholders that facilitates input from the community. The superintendent should consider implementing the following strategies: • Utilize both technology and paper based methods to communicate with parents about district initiatives and timelines. • Utilizing Twitter and Facebook at the district level are cost effective methods of networking. Management, Personnel, and Communications North Rock Creek Public Schools 1-24 WCL ENTERPRISES • Provide a feedback loop on the district’s website which permits emailing the superintendent from the district website and gives the superintendent a chance to track comments and provide answers. An example of a feedback loop can be found on the Pioneer-Pleasant Vale district webpage (http://www.ppv.k12.ok.us/). • Implement a periodic survey of community and parent attitudes about issues facing the school district. An easy to use online tool called Survey Monkey (www.SurveyMonkey.com) is a cost efficient method of surveying parents, the community, and teachers. However, having a pick up location or sending a survey home with students may be an alternative to online surveys. • Utilize a computer software specialist to supplement the teacher who is currently managing the webpage. The goal for the specialist should be to develop the feedback loop on the webpage and assist with the other technology related steps mentioned above. An independent contractor rather than hiring staff would be most cost effective. FISCAL IMPACT Costs will depend on the sophistication of the desired surveys and the level of technician expertise needed to achieve the enhancements in technology. Costs for online surveying range from $199.00 to $799.00 annually. The computer software specialist can cost from $75 to $200 per hour. FINDING 1-14 NRCPS does not have ongoing strategies to ensure continued parent involvement in school activities. As a result, parents and district staff are not able to partner to support student success and maximize resources for the district. Interviews with the superintendent, staff, and School Board members indicated a need for increased involvement of parents in the total school program. No formal processes are established to solicit school volunteers, mentors, or resources. Teacher survey responses indicated that only 43.6 percent agreed to the statement, “My school has sufficient volunteers to help student and school programs.” Conversely, 47.7 percent disagreed with this statement. Interviews indicated that the elementary school had a Parent Teacher Organization but that efforts to create an organization at the middle school were not successful. When compared to peer districts, NRCPS has the third highest hours, 2.9 per student, contributed by volunteers and is above the community group but below the state average. Exhibit 1-12 shows a comparison of NRCPS, peer districts, Community Group F2, and the state attendance at parent-teacher conferences. NRCPS has a comparable attendance rate for parent conferences when compared to most peer districts. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-25 Exhibit 1-12 NRCPS, Peer Districts, Community Group, and State Attendance at Parent-Teacher Conferences District Parents Attending at Least One Parent-Teacher Conference North Rock Creek 91.0% Grove 95.0% Pioneer 78.0% Pleasant Grove. 93.0% S Rock Creek 90.0% Whitebead 92.0% Community Group F2 65.6% State Average 72.1% Source: Office of Accountability 2009 Profiles According to the superintendent, the community is involved in special events and programs to some degree, but is not as involved in the school programs. The superintendent and the elementary principal have attempted to involve the community in the schools by posting information on the marquee in front of the schools, sending flyers and newsletters home with students, posting events and activities to the webpage, making announcements at athletic events, and doing community service projects. Since there is no local newspaper, articles about the district appear infrequently in the newspapers of surrounding communities. On average, articles about NRCPS seem to appear less than once per month in the Shawnee News Star. These facts make parent involvement difficult, but also make it critical for the district to develop innovative ways to reach out to parents and involve them in their children’s education. Joyce Epstein at Johns-Hopkins University and others have documented research showing the positive effect that parental involvement has on schools and student achievement: • Fifty to eighty-five percent of the variance in achievement scores, IQ, or verbal ability can be attributed to parent, family, and home environment variables. • Parent education programs, especially those that train low-income parents how to work with their children improve how well students use language skills, perform on tests, and behave in school. • Many studies have found that when parents become involved in school activities, not only do their attitudes improve, but also those of their children. Student achievement rises as well. RECOMMENDATION The superintendent should consider implementing multiple strategies to address the current need for more parental and community involvement. Management, Personnel, and Communications North Rock Creek Public Schools 1-26 WCL ENTERPRISES The following should be considered: • Create a Parent Teacher Organization (PTO) for the middle school – The leadership of the current elementary PTO may prove helpful as children move from elementary school to the middle school level. • Increase parent volunteerism at the middle school 6th through 8th grade level. Create additional opportunities for parents to connect with school activities and district initiatives. Building parent and school partnerships is one method of approaching this issue and a great resource can be found at the National Coalition for Parent Involvement in Education (http://www.ncpie.org/). NRCPS should develop a volunteer program that promotes parent and community involvement. The superintendent should form a committee that includes administrators, teachers, parents, and community members to develop this program. The program should seek consistency in policies and practices throughout the district and should also be formally approved by the School Board. It should be flexible in thinking of opportunities for parents to be involved in the school outside of the traditional concept of classroom volunteering. The National Parent Teacher Association’s Seven Steps to a Successful Volunteer Program (http://pta.org/family_school_partnerships.asp) provides useful information for creating and maintaining an active school volunteer program. NRCPS should use these seven steps as a guide in developing their own program: • Assessing volunteer needs of each school. • Working with and training principals, teachers, and school staff on effectively using and supervising volunteers. • Setting goals and objectives for volunteer assignments. • Recruiting volunteers. • Training and orienting volunteers. • Training and recognizing volunteers. • Evaluating volunteer performance and program success. • Utilize technology to link with parents by creating a parent page on the district website. Examples may be found at (http://www.ba.k12.ok.us/) and (http://www.tps.k12.mi.us/web/index.html), (http://www.tecumseh.k12.ok.us/#). FISCAL IMPACT This can be accomplished within current district resources. Chapter 2: Instructional Delivery WCL ENTERPRISES 2-1 Chapter 2 Instructional Delivery This chapter examines the instructional delivery of North Rock Creek Public Schools (NRCPS) in the following sections: A. Instructional Delivery and Student Performance B. Professional Development C. Gifted and Talented Education D. Special Education E. Guidance and Counseling F. Federal Programs G. Textbooks The primary purpose of any school system is educating children. Effective instructional delivery is based upon the district’s mission for educating students and requires policies and procedures to direct the instructional process, well designed programs to meet the needs of all students, and resources to support program implementation. The monitoring and evaluation of program effectiveness based on student performance data is also essential. School districts offer educational services to students through a variety of programs including regular education programs and special programs. Special programs are designed to provide quality services for certain student populations, such as those in Gifted and Talented Education, Special Education, and Career and Technology Education. Background Exhibit 2-1 provides fall enrollment, ethnicity, and eligibility for free or reduced price meals for NRCPS for 2008-09 and comparative data for Community Group F2 and the state totals. Exhibit 2-1 Student Enrollment and Socioeconomic Characteristics 2008-09 Campus Grade Span Fall Enrollment Ethnic Groups Eligible For Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek EC-8 2,575 57% 2% 1% 4% 37% 56.3% Community Group F2 54% 5% 1% 6% 34% 68.4% State Totals 6,462 57% 11% 2% 11% 19% 56.3% Source: Office of Accountability, Profiles Database Exhibit 2-2 provides ethnicity and eligibility for free or reduced price meals for NRCPS, each of Instructional Delivery North Rock Creek Public Schools 2-2 WCL ENTERPRISES the peer districts, comparison Community Group F2, and the state totals. NRCPS has a lower percentage of students eligible for free and reduced meals that that of Community Group F2 but equals that of the state. Among peer districts, NRCPS has the third highest percentage of students eligible for free or reduced price meals. Exhibit 2-2 Demographic Data 2008-09 Entity Ethnic Groups Eligible for Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek 57% 2% 1% 4% 37% 56.3% Grove 69% 2% 4% 3% 22% 23.0% Pioneer 86% 3% 0% 3% 8% 43.8% Pleasant Grove 41% 4% 0% 2% 52% 70.5% South Rock Creek 73% 4% 1% 0% 22% 31.5% Whitebead 60% 2% 0% 25% 13% 58.0% Community Group F2 54% 5% 1% 6% 34% 68.4% State Average 57% 11% 2% 11% 19% 56.3% Source: Office of Accountability, Profiles District Report From 2004-05 through 2008-09, NRCPS’ average daily membership (ADM) increased, beginning and ending with a 9.9 percentage difference over the five year period. Compared to peer groups, three districts experienced an increase in student population while two had decreases. The Community Group F2 noted a significant increase in ADM while the state experienced only a slight increase (Exhibit 2-3). Exhibit 2-3 Student ADM Trends 2004-05 to 2008-09 Entity Average Daily Membership Percentage 2004-05 2005-06 2006-07 2007-08 2008-09 Change North Rock Creek 484.4 486.4 504.6 536.2 532.4 9.9% Grove 391.0 412.3 410.8 413.2 357.3 (8.6)% Pioneer 307.0 309.0 325.7 339.8 331.9 8.1% Pleasant Grove 230.0 229.4 233.2 234.1 237.5 3.3% South Rock Creek 346.0 324.1 337.1 316.5 320.2 (7.5)% Whitebead 399.3 405.2 422.6 410.5 415.1 4.0% Community Group F2 353.3 352.6 692.9 705.5 697.8 97.5% State Average 1,153.5 1,162.2 1,172.2 1,176.7 1,194.3 3.5% Source: Office of Accountability, Profiles District Report North Rock Creek Public Schools Instructional Delivery WCL ENTERPRISES 2-3 A. INSTRUCTIONAL DELIVERY AND STUDENT PERFORMANCE Managing the instructional process to ensure academic success for all students is the responsibility of the school district. A district’s instructional program, along with its allocation of resources, determines the extent to which the district meets the educational needs of all students. A well designed and managed process for developing curriculum and directing instruction, collecting assessment data to evaluate and monitor programs, and providing the resources needed to support educational efforts is essential if a district is to meet the needs of its students. Curriculum development and instructional delivery are critical components of student learning. The presentation of materials, concepts, skills, and new ideas greatly affect the acquisition of knowledge. Curriculum content and instructional strategies must be properly aligned and regularly evaluated in order to promote improvement of student performance. Local School Boards and superintendents must provide principals and teachers with the tools necessary to consistently deliver the state adopted curriculum, Priority Academic Student Skills (PASS), and to prepare students to be successful on state mandated assessments. Districts must provide curriculum documents that clearly define standards and learning objectives for each subject and each grade so that teachers know content expectations and instructional timelines for student mastery of objectives. Starting in 1998, Tim Waters, Ed.D. Robert J. Marzano, Ph.D., and Brian McNulty, Ph.D. from Mid-Continent Regional Educational Laboratory (McREL) began synthesizing the body of research on the effects of leadership practices on student achievement. In Balanced Leadership: What 30 years of research tells us about the effect of leadership on student achievement, McREL identified 21 leadership responsibilities that are significantly associated with student achievement. They have translated the results of this research into a balanced leadership framework that describes the knowledge, skills, strategies, and tools leaders need to positively impact student achievement. The framework moves beyond abstraction to concrete responsibilities, practices, knowledge, strategies, tools, and resources that principals and others need to be effective leaders. McREL’s leadership framework is based upon the idea that effective leadership means more than simply knowing what to do. Effective leadership means knowing when, how, and why to take action. A combination of knowledge and skills is the essence of balanced leadership (www.mcrel.org /balanced_leadership). Oklahoma School Testing Program Student assessment is an integral part of measuring student performance. The Oklahoma State Testing Program (OSTP) details the various standards-based tests that students must take during the school year. The Oklahoma Core Curriculum Tests (OCCT) consists of criterion-referenced tests designed to measure student attainment of skills established in core classes. These skills are guided by PASS. OCCT helps monitor student and school performance relative to state-mandated curriculum standards. The OSTP used a phase in process to increase the number of tested grades and subjects. Instructional Delivery North Rock Creek Public Schools 2-4 WCL ENTERPRISES In 2008-09, Criterion Referenced Tests (CRT) were administered in mathematics and reading in grades three through eight, writing in grades five and eight, science, and social studies/U.S. history in grades five and eight, and geography in grade seven. End-of-Instruction (EOI) tests are administered in high school following completion of instruction for specified subject-area competencies: U.S. History, Geometry, English II and III, Algebra I and II, and Biology I. On the 2008-09 CRTs, NRCPS grade three students performed below Community Group F2 and state averages in reading and above the averages in math. In reading, NRCPS student performance was the second lowest among the peer districts and the second highest in math (Exhibit 2-4). Exhibit 2-4 Percentage of NRCPS and Peer District Grade 3 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math North Rock Creek 63% 72% Grove 65% 58% Pioneer 71% 58% Pleasant Grove 100% 100% South Rock Creek 52% 58% Whitebead 76% 62% Community Group F2 65% 64% State Average 71% 70% Source: Office of Accountability, Profiles District Report Exhibit 2-5 shows 2008-09 test results of fourth grade students in NRCPS. Performance was lower than the average for Community Group F2 reading and higher in math. Student performance was lower than the state performance in both reading and math. Compared to peer districts, NRCPS reading scores were the lowest while math was the second lowest. Exhibit 2-5 Percentage of NRCPS and Peer District Grade 4 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math North Rock Creek 60% 70% Grove 71% 69% Pioneer 76% 76% Pleasant Grove 100% 100% South Rock Creek 80% 76% Whitebead 78% 83% Community Group F2 61% 65% State Average 68% 71% Source: Office of Accountability, Profiles District Report North Rock Creek Public Schools Instructional Delivery WCL ENTERPRISES 2-5 The 2008-09 OCCT grade five tests included five content areas: reading, math, social studies, science, and writing. Exhibit 2-6 shows the results for grade five students in NRCPS. Student performance was above Community Group F2 in all tested subjects except writing. NRCPS student scores were above the state in three of the tested content areas. Performance was lower that the state in reading and writing. Compared to its peer districts, NRCPS student performance was the second lowest in reading and third lowest in social studies. Overall performance was the third highest in math, science, and writing among peer districts. Exhibit 2-6 Percentage NRCPS and Peer District Grade 5 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math Social Studies Science Writing North Rock Creek 65% 72% 81% 95% 88% Grove 74% 67% 87% 91% 91% Pioneer 75% 75% 93% 96% 96% Pleasant Grove 63% 63% 69% 88% 67% South Rock Creek 70% 57% 73% 90% 86% Whitebead 88% 82% 88% 97% 84% Community Group F2 62% 60% 73% 86% 89% State Average 70% 68% 75% 87% 89% Source: Office of Accountability, Profiles District Report Exhibit 2-7 shows 2008-09 test results for sixth grade students in NRCPS. Performance was higher than Community Group F2 in both reading and math, but lower than the scores for the state in both content areas. Compared to peer districts, NRCPS’s performance for sixth grade was the second lowest in both reading and math. Exhibit 2-7 Percentage NRCPS and Peer District Grade 6 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math North Rock Creek 67% 65% Grove 82% 95% Pioneer 74% 74% Pleasant Grove 44% 63% South Rock Creek 71% 81% Whitebead 74% 67% Community Group F2 61% 60% State Average 69% 68% Source: Office of Accountability, Profiles District Report Performance for students in grade seven is shown in Exhibit 2-8. The results show that NRCPS students scored above Community Group F2 and the state average in reading and math and slightly below both groups in geography. Comparison to the peer districts shows NRCPS Instructional Delivery North Rock Creek Public Schools 2-6 WCL ENTERPRISES performance was the third highest in reading and the fourth highest in math. Performance was the lowest among peer districts in geography. Exhibit 2-8 Percentage NRCPS and Peer District Grade 7 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math Geography North Rock Creek 79% 72% 86% Grove 91% 97% 97% Pioneer 66% 81% 90% Pleasant Grove 27% 64% 91% South Rock Creek 80% 87% 100% Whitebead 73% 55% 94% Community Group F2 69% 59% 87% State Average 74% 67% 88% Source: Office of Accountability, Profiles District Report The 2008-09 grade eight tests included five content areas: reading, math, history/constitution/government, science, and writing. Exhibit 2-9 shows the results for grade eight students in NRCPS. Student performance was above the Community Group F2 averages in all content areas except history/constitution/government. Student performance was below state averages in reading, math, and history/constitution/government and above in science and writing. NRCPS scored the second lowest in reading and science and the lowest in math and history/constitution/government when compared to peer districts. Performance equaled that of two peer districts in writing with a score of 100 percent. Exhibit 2-9 Percentage NRCPS and Peer District Grade 8 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math History/ Constitution/ Government Science Writing North Rock Creek 71% 59% 67% 91% 100% Grove 87% 100% 86% 97% 97% Pioneer 81% 76% 86% 100% 100% Pleasant Grove 50% 83% 73% 83% 90% South Rock Creek 74% 67% 70% 96% 96% Whitebead 88% 69% 88% 96% 100% Community Group F2 68% 57% 71% 89% 95% State Average 72% 65% 76% 90% 95% Source: Office of Accountability, Profiles District Report The End of Instruction (EOI) tests are administered to students taking the related high school level coursework. Eighth grade students taking related courses are included in the results of the North Rock Creek Public Schools Instructional Delivery WCL ENTERPRISES 2-7 testing program. NRCPS and comparison peer districts administered EOI tests in Algebra I, but courses for high school credit were not offered to students in the remaining tested content areas. Exhibit 2-10 show student performance for NRCPS students, Community Group F2, and the state in Algebra I. Performance was higher than the average for Community Group F2 and the state but the second lowest among peer districts. Exhibit 2-10 Percentage of NRCPS and Peer District Secondary Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Algebra I North Rock Creek 92 Grove 100 Pioneer DNA Pleasant Grove 83 South Rock Creek 95 Whitebead 100 Community Group F2 79 State Average 83 Source: Office of Accountability, Profiles District Report *DNA: Data Not Available; Grade Configuration of PreK through Grade 8 Under the accountability provisions in the No Child Left Behind (NCLB) Act, the federal government evaluates all public schools sites, school districts, and states for Adequate Yearly Progress (AYP). The NCLB annual report card for NRCPS in 2008-09 shows that the district met the AYP standard. Educational Planning and Assessment System The Educational and Planning Assessment System (EPAS) was created by the state of Oklahoma and ACT, Inc. The system uses an integrated series of assessments and reporting services to support educators as they help students set and reach goals for life after high school. The components of EPAS are the EXPLORE, PLAN, and ACT assessments. EPAS assessments provide information about academic progress at crucial points in a student’s educational career. Information provided by EPAS assessments is linked longitudinally to provide an academic information management system. These linked reports can be used to monitor student progress over time, detect trends, and evaluate instructional outcomes in support of school improvement efforts. The program is funded by the OSRHE, and content guides are available online to assist districts in curriculum alignment and improvement efforts (http://okhighered.org/epas/). EXPLORE, the eighth grade assessment, is the entry point to EPAS. The EXPLORE test includes objective assessments in English, math, reading, and science reasoning. Activities are included so that students begin the process of career and educational exploration. EXPLORE provides baseline data for monitoring student progress through the high school years. Exhibit 2-11 shows NRCPS performance on the EXPLORE test as compared to their peers Instructional Delivery North Rock Creek Public Schools 2-8 WCL ENTERPRISES nationally. NRCPS scores were higher than that of peers across the nation in reading and science and lower in math. Performance equaled that of peers in English and in overall composite score. Exhibit 2-11 NRCPS 8th Grade EXPLORE Scores Compared to the Nation 2009-10 Subject NRCPS Score National Score English 14.2 14.2 Mathematics 14.4 15.1 Reading 14.2 13.8 Science 16.1 15.9 Composite 14.9 14.9 Source: EXPLORE, Profile Summary Report Classroom Teachers The ratio of students per classroom teacher in NRCPS decreased over a three year period (Exhibit 2-12). The district’s ratio in the first two years was above community group and below in 2006-06. The average student teacher ratio in NRCPS was below the state averages in all years. Compared to its peer districts, the ratio was the third or fourth lowest in all years. All peer districts were below the state required average of 20 students per teacher. Data for the ratio of students per regular classroom teacher is not available beyond the 2006-07 school year. Exhibit 2-12 NRCPS and Peer District Students per Regular Classroom Teacher Entity 2004-05 2005-06 2006-07 Percentage Change North Rock Creek 14.8 15.1 14.7 (0.7%) Grove 13.4 13.4 14.7 9.7% Pioneer 15.4 14.7 14.6 (5.2%) Pleasant Grove 14.1 15.0 15.4 9.2% South Rock Creek 15.8 15.1 16.1 1.9% Whitebead 14.8 15.6 15.4 4.1% Community Group* *(G2 ) 14.5 *(G1) 13.8 *(F2) 15.2 4.8% State Average 17.2 16.8 16.7 (2.9%) Source: Office of Accountability, Profiles District Report Data not available beyond 2006-07 *Community groupings changed yearly The average experience of NRCPS teachers decreased 10.6 percent from 2004-05 through 2008- 09. The Community Group F2 average increased 5.6 percent, and the state average decreased 0.8 percent (Exhibit 2-13). NCPS teachers averaged more years of experience than their community group and state experience in all comparison years. As a whole NRCPS teachers rank the highest in years of experience among their peer districts in 2004-05 and 2005-06 but began to decline each year from 2006-07 through 2008-09 being the only district to note a percentage of decrease over the five year time. North Rock Creek Public Schools Instructional Delivery WCL ENTERPRISES 2-9 Exhibit 2-13 NRCPS and Peer District Average Years of Experience of Regular Classroom Teachers Entity 2004-05 2005-06 2006-07 2007-08 2008-09 Percentage Change North Rock Creek 16.1 16.4 14.6 14.0 14.4 (-10.6%) Grove 13.9 15.0 14.4 15.6 16.6 19.4% Pioneer 11.5 12.0 11.6 11.6 12.4 7.8% Pleasant Grove 11.6 12.0 12.9 12.5 13.4 15.5% South Rock Creek 15.6 16.4 17.2 16.6 17.6 12.8% Whitebead 13.4 12.9 14.3 13.5 14.8 10.5% Community Group F2 12.5 14.2 13.4 13.6 13.2 5.6% State Average 12.8 12.7 12.7 12.7 12.7 (0.8%) Source: Office of Accountability, Profiles District Report The percentage of teachers in NRCPS with advanced degrees was above the Community Group F2 and state average in 2004-05 through 2008-09 (Exhibit 2-14). Compared to peer districts, the percentage was higher than all peers except in 2008-2009 when the percentage was slightly below one of the peer districts. Exhibit 2-14 Percentage of NRCPS and Peer District Regular Classroom Teachers with Advanced Degrees Entity 2004-05 2005-06 2006-07 2007-08 2008-09 North Rock Creek 44.6% 48.4% 44.2% 36.5% 33.3% Grove 39.2% 42.1% 36.4% 30.9% 31.3% Pioneer 8.0% 12.4% 13.4% 4.4% 8.5% Pleasant Grove 32.3% 34.4% 34.6% 25.6% 24.2% South Rock Creek 26.8% 27.9% 26.2% 28.9% 34.9% Whitebead 22.2% 19.2% 18.2% 24.3% 21.3% Community Group F2 23.8% 26.0% 26.2% 23.9% 24.6% State Average 27.8% 27.0% 26.7% 26.5% 25.7% Source: Office of Accountability, Profiles District Report FINDING 2-1 NRCPS teachers in grades PreK-8 develop and use grade level benchmark assessments to monitor student learning, align instruction, and plan instruction and interventions. The analysis of benchmark data allows teachers to adjust curriculum and instruction to increase students’ mastery of learning objectives. The district uses the Scantron Prosper assessment system to support teachers in implementing formative benchmark assessments for all grades. NRCPS teachers have worked in grade level teams to develop benchmark assessments using state test specifications. Teachers selected test items from a variety of sources, such as textbooks, Buckle Down materials, state OCCT practice tests, and the Prosper assessment system. These assessments are administered by teachers every Instructional Delivery North Rock Creek Public Schools 2-10 WCL ENTERPRISES nine weeks and counselors conduct make-up testing. In interviews, the principal and counselors explained that the benchmarks align to state assessments with respect to format and are administered in a similar testing manner. The principal supports teachers by scoring tests and entering student answers for first and second grade. Elementary teachers meet each nine weeks by grade level to discuss assessment results, revise instruction, and plan to re-teach needed skills. Middle level content teachers analyze benchmark data as individuals. With the Prosper system, the formative assessment results can be quickly used to guide or refocus class instruction. Teachers use the assessment reports to target the performance and proficiency of individual students, subgroups, and the entire class. Through the design of the assessments and benchmark data analysis, teachers are actively involved in discussing curriculum, modifying instruction, and realigning curriculum or assessments as needed. At the elementary level, the benchmark assessments are also used as part of the Response To Intervention (RTI) program to identify students with learning disabilities. According to the special education lead teacher, the OSU professor that worked with the district to implement RTI approved the use of the benchmark assessments as a “universal test,” which has allowed the teachers to embed RTI into the formative assessment process. Planning interventions has become a part of the grade level teams’ ongoing work to use data in modifying and differentiating instruction for all students. COMMENDATION NRCPS teachers develop and use benchmark assessments to monitor student learning and adjust curriculum and instruction to increase students’ mastery of learning objectives. FINDING 2-2 NRCPS provides extended learning opportunities to increase student achievement. By recognizing that students learn at different rates and in different ways, the district increases student success with a variety of extended learning opportunities offered both during the school day and after school. The NRCPS Comprehensive Local Education Plan (CLEP) addresses the importance of offering extended learning opportunities, which provide students with additional time and instructional support in meeting learning goals. In interviews, the superintendent and dean of students described a variety of extended learning opportunities available to students. These include: • Students Needing Academic Practice (SNAP) uses Achieving Classroom Excellence (ACE) funds to support eighth grade students who did not perform satisfactorily on the seventh grade OCCT reading or math assessment. Students are provided two, thirty minutes sessions each week during the Accelerated Reading period. • Zeroes Aren’t Permitted (ZAP) provides additional time for students in grades 6-8 to complete assignments and improve grades by eliminating zeroes on class assignments. North Rock Creek Public Schools Instructional Delivery WCL ENTERPRISES 2-11 • After School Tutoring Academy uses REAP federal funds to provide a team of teachers to tutor all students, grades 3-8, after school for two weeks before the state tests. • Tutoring program for Indian Education uses Title VII to provide after school tutoring for eligible students in grades 3-8 for four days a week during the months of September-April. • Four week summer school program for first, second, and third graders provides extended learning time in reading and math. By providing additional learning time and academic support for students, the district is increasing students’ opportunities for success. Research from the National Center for Time and Learning illustrates that time is a critical factor in learning, and additional time and individualized instruction increases students’ ability to attain mastery (www.timeandlearning.org). COMMENDATION The district provides extended learning opportunities to increase student achievement by offering a variety of experiences, both during the day and after school, which will provide more learning time and support to students. FINDING 2-3 The district adapts facilities and staffing configurations to support teachers in collaborative teaching to improve student learning. As a result, teachers at several grade levels team teach and differentiate instruction through the use of flexible learning groups, small group instruction, and multiple learning centers. NRCPS teachers in Pre-Kindergarten and first grade developed proposals to create collaborative teaching environments aimed at meeting the diverse needs of students. Renovations to existing facilities were necessary and were supported by the district. In interviews the principal stated that the superintendent and School Board were willing to consider the initial proposal submitted by PreK teachers, approved the staffing configuration, and renovated classrooms into one large open space to support the team teaching approach. According the superintendent, the positive outcomes of the PreK team teaching program led to a similar proposal from two of the three first grade teachers. The first grade teachers’ proposal was approved, and two additional classrooms were renovated to provide an open classroom space. By supporting teachers in the collaborative approach to instruction, the superintendent and School Board recognized the importance of allowing teachers to collaborate in creating alternative learning environments to accommodate student needs. In interviews, the principal stated that while the diverse needs of students can be met in a single teacher classroom, team teaching offers several unique advantages. It allows teachers to divide their time between taking the lead in instruction and providing small group or individual instruction. In a single teacher classroom is it sometimes difficult to ensure each student receives the individual attention needed. Instructional Delivery North Rock Creek Public Schools 2-12 WCL ENTERPRISES Teachers involved in the team teaching classrooms stated that team teaching allows more flexibility in addressing individual student needs by providing small group instruction, individual attention, and multiple learning centers. Teachers are also able to share expertise in lesson planning. In The Benefits of Team Teaching in Primary Schools, Stephanie Williams noted that teams offer students an opportunity to observe teachers working together and are given real world examples of collaborative work (www.ehow.com). The superintendent stated that an unexpected outcome of the team configuration was the instructional continuity provided in these classrooms if a substitute should be needed for one of the teachers. COMMENDATION NRCPS has adapted facilities and staffing configurations to support collaborative teaching to improve student learning. FINDING 2-4 NRCPS does not have a clear vision of the organizational structure needed to address student learning needs in grades six through eight. A clear vision is critical as the district prepares to open a new facility in 2013 and develops transition plans, instructional schedules, staffin
Object Description
Description
Title | OSPR-North Rock Creek |
OkDocs Class# | E 2500.3 S732p/n 2011 |
Digital Format | PDF, Adobe Reader required |
ODL electronic copy | Downloaded from agency website: http://www.schoolreportcard.org/ospr/2011/OSPR-North_Rock_Creek.zip |
Rights and Permissions | This Oklahoma state government publication is provided for educational purposes under U.S. copyright law. Other usage requires permission of copyright holders. |
Language | English |
Full text | Norrtth Rocck Crreek Publliicc Scchoollss Cougars Office of Accountability October 2011 Oklahoma School Performance Review Education Oversight Board / Office of Accountability Susan Field, Chairman • Robert Buswell, Executive Director 655 Research Parkway, Suite 301 Oklahoma City, OK 73104 (405) 225-9470 Fax (405) 225-9474 www.SchoolReportCard.org October 2011 Fellow Oklahomans: The Education Oversight Board and the Office of Accountability are pleased to present this school performance review for North Rock Creek Public Schools (NRCPS). This review is intended to help NRCPS contain costs, improve management strategies and operations, and increase student performance. To conduct this review the office contracted with WCL ENTERPRISES. North Rock Creek Public Schools has a number of commendable programs and enjoys support from district residents; however, it is faced with several challenges. The review contains recommendations to help NRCPS meet those challenges and improve the efficiency of their operations. The review also highlights a number of “Commendable Practices” in programs, operations, and services provided by the administration, teachers, and staff. We are grateful for the cooperation of NRCPS Board of Education, administration, staff, parents, and community members. They are to be commended for their dedication toward improving educational opportunities for their community. We are pleased to announce that this review is available in hardcopy through the Office of Accountability and on the office’s web site at www.SchoolReportCard.org. For the Education Oversight Board, For the Office of Accountability, Susan Field Robert Buswell Oklahoma School Performance Review North Rock Creek Public Schools October 2011 Education Oversight Board Office of Accountability Susan Field, Chairman Robert Buswell, Executive Director Patrick Gilmore, Vice-Chair Jeff Wallace, Assistant Director Dr. Sherry Labyer Jerry (Yu-Chao) Hsieh, Database Design Analyst Ami Shaffer Dr. Lonnie Melvin, School Improvement Coordinator Edward A. Petersen Reed Downey Millard House II Senator John Ford Representative Ann Coody WCL ENTERPRISES Bill Lenhart, President and Project Director Debbie Smothermon, Assistant Project Manager Gary Gerber – Chapter 1, Management & Communications Diana Leggett – Chapter 2, Instruct Programs/Services & Personnel Managemt Chuck Yaple and Bill Lenhart – Chapter 3, Business Operations Roy Sprague – Chapter 4, Facilities Assessment Archie Hayes – Chapter 4, Maintenance and Custodial Operations Mark Hopkins – Chapter 4, Safety & Security Beth Wallace – Chapter 5, Child Nutrition Skip Baskerville – Chapter 5, Technology Stephen Loveless – Chapter 5, Transportation This publication was prepared by the Office of Accountability as authorized by Title 70 of the Oklahoma Statutes, Section 3-118 and 1210.5331. It was printed by the Oklahoma State Regents for Higher Education Central Services Department, as authorized by the Education Oversight Board. Forty-three paper copies and 3 CDs have been prepared at a cost of $1,785.36. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries, October 2011. North Rock Creek Public Schools Table of Contents i Page Executive Summary 1 Acknowledgements 1 North Rock Creek Public Schools 1 Commendations 3 Recommendations and Projected Costs and Savings 6 Chapter 1: Management, Personnel, and Communications 1-1 A. Management and Planning 1-9 B. Personnel Management 1-11 C. Communications and Community Involvement 1-18 Chapter 2: Instructional Delivery 2-1 A. Instructional Delivery and Student Performance 2-3 B. Professional Development 2-23 C. Gifted and Talented Education 2-29 D. Special Education 2-32 E. Guidance and Counseling 2-38 F. Federal Programs 2-42 G. Textbooks 2-46 Chapter 3: Business Operations 3-1 A. Planning and Budgeting 3-12 B. Asset and Risk Management 3-19 C. Auditing and Internal Controls 3-21 Chapter 4: Facilities Use and Management 4-1 A. Facilities Planning and Construction 4-2 B. Maintenance and Custodial Operations 4-17 C. Energy Management 4-32 D. Community Use of School Facilities 4-42 E. Safety and Security 4-46 F. Crisis Management 4-59 Chapter 5: Support Services 5-1 A. Food Service 5-1 B. Technology 5-14 C. Transportation 5-21 Table of Contents North Rock Creek Public Schools ii Appendices: A. Professional Staff Survey Results A-1 B. Teacher Survey Results B-1 C. Support Staff Survey Results C-1 D. Student Survey Results D-1 E. Parent Survey Results E-1 F. Teacher and Community Focus Groups’ Comments F-1 G. Enrollment Projections G-1 H. Facilities Walk-through: Maintenance, Safety, and Security Needs H-1 I. Thermal Images of Facilities I-1 J. Sample Transportation Forms J-1 WCL ENTERPRISES 1 EXECUTIVE SUMMARY The Oklahoma School Performance Review (OSPR) Program was authorized by the Oklahoma Legislature during the 2001 session and amended during the 2005 session. The responsibility to conduct School Performance Reviews was assigned to the Office of Accountability, which is under the direction of the Oklahoma Education Oversight Board. The purpose of a School Performance Review is to develop findings, commendations, and recommendations regarding (1) containing costs; (2) improving management strategies; and (3) promoting better education for Oklahoma children. The Office of Accountability began the School Performance Review of North Rock Creek Public Schools (NRCPS) in January 2011. The Oklahoma Office of Accountability contracted with WCL ENTERPRISES to assist with the School Performance Review. The WCL ENTERPRISES consulting team conducted either individual or small group interviews with district personnel and Board of Education members. The team also reviewed operations by touring facilities, observing cafeteria operations, and riding school bus routes. Parents, teachers, principals, support staff, and central office administrators also completed written surveys that were customized to the district. The completed surveys were tabulated and the results were used in the School Performance Review. Survey results are contained in Appendices A-E. Data were received and used from the Office of Accountability, State Department of Education, State Regents for Higher Education, and State Auditor and Inspector. The Office of Accountability selected peer districts for comparisons based on similarities in student enrollment and demographics. The districts selected for comparison to Indiahoma were Fletcher, Laverne, Liberty, Walters, and Wellston. During the review, WCL ENTERPRISES developed 62 recommendations designed to improve operations. In some cases, these recommendations should result in a net savings to the district, in some cases a net cost, and in some cases should have no fiscal impact but should improve district effectiveness. A detailed list of costs and savings by recommendation appears in Exhibit 4. ACKNOWLEDGMENTS The Office of Accountability and WCL ENTERPRISES wish to express their appreciation to the Board of Education of North Rock Creek Public Schools, its superintendent at the time of the review, Marc Moore, and the district employees, students, parents, and others who helped during the School Performance Review. NORTH ROCK CREEK PUBLIC SCHOOLS North Rock Creek Public Schools (NRCPS) is located in central Oklahoma just a mile north of Shawnee along US Highway 40, just 30 miles East of Oklahoma City in Pottawatomie County. NRCPS includes grades EC-8 in one elementary school with no high school and is therefore Executive Summary North Rock Creek PS Performance Review 2 WCL ENTERPRISES dependent on surrounding school districts to provide a high school education for its students. After the eighth grade year students may select from many high school’s including Shawnee, Tecumseh, Earlsboro, Dale, McCloud, Meeker, and Bethel. The district covers 38 square miles with 14 students per square mile. Exhibit 1 provides average daily membership (ADM), ethnicity, and eligibility for free or reduced price meals for NRCPS for 2008-09. Exhibit 1 Student Enrollment and Socioeconomic Characteristics 2008-09 Campus Grade Span Average Daily Membership Ethnic Groups Eligible For Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek EC-8 532.4 57% 2% 1% 4% 37% 56% Community Group F2 697.1 54% 5% 1% 6% 34% 68% State Average 6,462 57% 11% 2% 11% 19% 56% Source: Office of Accountability, Profiles Database Based upon size, geography, and demographics, the Office of Accountability selected five Oklahoma school districts to serve as peer districts for comparative purposes: Grove, Pioneer, Pleasant Grove, South Rock Creek, and Whitebead. Throughout this report, these five districts will be referred to as “peer districts.” For further comparison, a community group average is also used throughout this chapter. NRCPS falls into Community Group F2 for the 2008-09 fiscal year Community Group F2 includes districts with average daily memberships (ADM) of between 500 and 999 students. The “2” indicates that the percentage of NRCPS students eligible for free and reduced price meals was at or above the state average. NRCPS’S average property valuation per student of $69,886 is the second highest among all peer districts and higher than the F2 Community Group and State Averages. NRCPS has the second highest percentage of Native American students among peers and at 37 percent is almost double the State Average and slightly higher than the Community Group Averages. NRCPS also has the second highest percentage of students eligible for Free or Reduced price meals when compared to peer districts, but its percentage is lower than the F2 Community Group and equals the State Average. Exhibit 2 displays demographic information for NRCPS, the peer districts, Community Group F2, and the State Average for 2008-09. North Rock Creek PS Performance Review Executive Summary WCL ENTERPRISES 3 Exhibit 2 Demographics of NRCPS, Peer Districts, and State 2008-09 Entity Average Daily Membership Ethnic Group Average Assessed Property Valuation Per Student Eligible for Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek 532.4 57% 2% 1% 4% 37% $69,886 56.3% Grove 357.3 69% 2% 4% 3% 22% $87,927 23.0% Pioneer 331.9 86% 3% 0% 3% 8% $15,982 43.8% Pleasant Grove 237.5 41% 4% 0% 2% 52% $13,410 70.5% South Rock Creek 320.2 73% 4% 1% 0% 22% $21,167 31.5% Whitebead 415.1 60% 2% 0% 25% 13% $21,147 58.0% Community Group F2 697.8 54% 5% 1% 6% 34% 27,068 68.4% State Average 1,194.3 57% 11% 2% 11% 19% $38,875 56.3% Source: Office of Accountability, Profiles Database NRCPS’S ADM decreased 3.7 percent during the period from 2007-08 through 2008-09. This decrease was greater than three out of five of the peer districts, less than the F2 Community Group, and higher than the State Average for this same period. However, from 2004-05, the district increased a total of 40 students, which is a greater percentage of growth than that of any peer district. Fluctuations in student population are noted from year to year with the overall trend for NRCPS being an increase of 9.9 percent for the five comparison years (Exhibit 3). Exhibit 3 NRCPS, Peer Districts, Community Group, and State Student ADM Trends Average Daily Membership Percentage Entity 2004-05 2005-06 2006-07 2007-08 2008-09 Change North Rock Creek 484.4 486.4 504.6 536.2 532.4 9.9% Grove 391.0 412.3 410.8 413.2 357.3 (8.6%) Pioneer 307.0 309.0 325.7 339.8 331.9 8.1% Pleasant Grove 230.0 229.4 233.2 234.1 237.5 3.3% South Rock Creek 346.0 324.1 337.1 316.5 320.2 (7.5%) Whitebead 399.3 405.2 422.6 410.5 415.1 4.0% Community Group F2 353.3 352.6 692.9 700.5 697.8 97.5% State Average 1,153.5 1,162.2 1,172.2 1,176.7 1,194.3 3.5% Source: Office of Accountability Profiles Database COMMENDATIONS WCL ENTERPRISES identified “exemplary” or “best practices” in North Rock Creek Public Schools that led to 23 commendations. This report highlights the model programs, services, and operations of the district. The Office of Accountability recommends that other school districts throughout Oklahoma examine these exemplary programs and services to see if they could be Executive Summary North Rock Creek PS Performance Review 4 WCL ENTERPRISES adapted to meet local needs of other communities. The commendations are listed below and in each chapter. Chapter 1: MANAGEMENT, PERSONNEL, AND COMMUNICATIONS The superintendent had a direct role in the success of the State Department of Education’s K-8 Council and on the subsequent development of the K-8 Activities Association. The superintendent used a collaborative process to unite disparate groups and create a viable capital improvement plan for NRCPS. These efforts resulted in community support and passage of multiple bond issues. The superintendent demonstrated a successful process for evaluating existing personnel, identifying talented staff, and utilizing individual’s skills to better support the district. The result of these efforts is recognized by district stakeholders as making a positive impact in NRCPS. NRCPS provides a salary schedule for support personnel that is routinely reviewed to assure an equitable compensation system based upon employee experience and skill. NRCPS recognizes both certified and support personnel for contributions and activities that are considered as noteworthy by colleagues. The superintendent utilizes multiple means to communicate with employees and the result is an informed staff with a strong sense of teamwork and ownership in the operations of the school district. The superintendent’s advisory council promotes involvement of all staff in resolving concerns with school district daily operations. The superintendent implemented a parent communication method that directly involves parents as participants in their child’s education. Chapter 2: INSTRUCTIONAL DELIVERY NRCPS teachers develop and use benchmark assessments to monitor student learning and adjust curriculum and instruction to increase students’ mastery of learning objectives. The district provides extended learning opportunities to increase student achievement by offering a variety of experiences, both during the day and after school, which will provide more learning time and support to students. NRCPS has adapted facilities and staffing configurations to support collaborative teaching to improve student learning. NRCPS’ participation in the Mentoring Professional Development Institute provides the district with a cadre of mentor teachers trained to support teachers new to the district and to prepare North Rock Creek PS Performance Review Executive Summary WCL ENTERPRISES 5 other teachers for mentoring and coaching. NRCPS uses an RTI model in which teachers provide and document the response to research based interventions to identify elementary students with specific learning disabilities. NRCPS provides eighth grade students and parents with a comprehensive advisement program, which facilitates a smooth transition from eighth grade to the selected high school and increases the opportunity for student success. Chapter 3: BUSINESS OPERATIONS By using independently created and maintained financial analyses, based upon information contained on North Rock Creek Public Schools automated financial system, the superintendent has been able to effectively manage finances and share this information with the School Board, district staff, and the public when necessary. Chapter 4: FACILITIES USE AND MANAGEMENT NRCPS utilized the services of an architect and construction manager to develop a comprehensive facility improvement list of needs with estimated budgets for the recent successful bond election. NRCPS Board of Education organized a formal committee consisting of several board members, district patrons, business leaders, and district staff to help develop a long-range facilities master plan. By involving district staff, establishing a series of regular procedures, and enforcing district policies, NRCPS provides a safe and secure environment for students and staff. Chapter 5: SUPPORT SERVICES The NRCPS Food Service Department hired an employee through Experience Works, which provides experienced employees to the district at no cost. This is a best practice that should be modeled by other food service operations. NRCPS provides laptops for students during the school day for use on instructional activities. This service allows students to complete activities with the assistance of teachers and allows them to collaborate with other students to complete assignments. NRCPS prepares its students for the 21st century by providing current and up-to-date PC and Macintosh computers which are mirrored in professional work places in an emerging personal computing hybrid field. NRCPS has a secured dedicated location for parking their school buses and administration vehicles. The building offers a secure space for repairs, part storage, and tools. NRCPS uses cell phones to keep drivers in touch with administration. This provides Executive Summary North Rock Creek PS Performance Review 6 WCL ENTERPRISES communication between drivers and the administration in times of need. ESTIMATED FISCAL IMPACT OF RECOMMENDATIONS WCL ENTERPRISES’ recommendations would result in some savings that could be redirected into the classroom. The savings opportunities identified in this report are conservative and should be considered minimums. Proposed investments of additional funds usually are related to increased efficiencies or savings, or improved productivity and effectiveness. All estimable savings and costs are listed in Exhibit 4. RECOMMENDATIONS AND PROJECTED TOTAL SAVINGS A detailed list of recommendations with costs and savings by recommendation appears in Exhibit 4 and in each chapter. Detailed implementation strategies and the estimates of fiscal impact follow each recommendation in this report. The implementation section associated with each recommendation highlights the actions necessary to achieve the proposed results. Many of the recommendations have no costs or savings attached, but are designed to formalize, improve, and streamline operations. It must be understood that not all of the recommendations can be started at one time. The consulting team did not want to place priorities by indicating which should be implemented immediately and which ones implemented later. It will be up to the district to decide which ones to implement and the timelines for beginning implementation. WCL ENTERPRISES recommends that the NRCPS Board of Education ask district administrators to review the recommendations, develop an implementation plan, and monitor its progress. Office of Accountability staff is available to help implement proposals. Exhibit 4 Summary of Costs and Savings by Recommendations Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings Chapter 1 Management, Personnel, and Communications 1 NRCPS should develop written personnel procedures for recruitment and selection of certified and support staff. $0 $0 $0 $0 $0 $0 2 Revise the extra duty salary schedule to include various lead teacher positions for their program coordination duties. $0 $0 $0 $0 $0 $0 North Rock Creek PS Performance Review Executive Summary WCL ENTERPRISES 7 Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings 3 NRCPS should develop specific job descriptions for all district positions. $0 $0 $0 $0 $0 $0 4 NRCPS should implement a mass calling system for use in emergency situations. $0 $0 $0 $0 $0 $0 5 Develop a plan that involves regular two-way communication with stakeholders that facilitates input from the community. $0 $0 $0 $0 $0 $0 6 The superintendent should consider implementing multiple strategies to address the current need for more parental and community involvement. $0 $0 $0 $0 $0 $0 Subtotal $0 $0 $0 $0 $0 $0 Chapter 2 Instructional Delivery 1 Establish a clear vision of the organizational structure needed to address student learning needs in grades six through eight that will guide the transition planning, instructional scheduling, and staffing decisions necessary for the opening of the new school. $0 $0 $0 $0 $0 $0 2 Develop curriculum scope and sequence documents to guide and align instruction in all content areas to provide consistency in learning across grade levels and increase student success. $0 $0 $0 $0 $0 $0 3 Implement vertical teaming by structuring time for teachers to work together across grades to align core content curriculum to increase student performance. $0 $0 $0 $0 $0 $0 4 NRCPS should evaluate the district assessment program to ensure that the testing schedule and the various types of assessments support student achievement. $0 $0 $0 $0 $0 $0 5 Evaluate the Accelerated Reader program to determine its effectiveness in supporting reading achievement and the teaching of reading. $0 $0 $0 $0 $0 $0 6 NRCPS administrators should work together to develop or identify a leadership program that will provide them with the skills and tools necessary to lead school improvement initiatives focused on increasing student $0 $0 $0 $0 $0 $0 Executive Summary North Rock Creek PS Performance Review 8 WCL ENTERPRISES Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings performance. 7 Develop a professional development plan to support data analysis, curriculum development, and instructional delivery. $0 $0 $0 $0 $0 $0 8 Develop a comprehensive Gifted and Talented program for students that includes a defined curriculum and an established schedule of services to ensure that the needs of gifted students are addressed across grade levels. $0 $0 $0 $0 $0 $0 9 Provide a structured schedule and protocol for NRCPS Special Education teachers to work together as a team on a regular basis to address implementing and monitoring of the total program. $0 $0 $0 $0 $0 $0 10 Develop a Guidance and Counseling plan that provides a sequential Guidance program for grades PreK-8 to address student needs across grades. $0 $0 $0 $0 $0 $0 11 As part of the planning process, the district should routinely explore grants and partnerships to supplement federal program funds in order to increase the resources available for student services and school improvement programs. $0 $0 $0 $0 $0 $0 12 NRCPS should structure the textbook selection procedures to ensure that Special Education teachers have input and access to the modified materials and textbooks that align to those selected for the general education classroom. $0 $0 $0 $0 $0 $0 Subtotal $0 $0 $0 $0 $0 $0 Chapter 3 Business Operations 1 Develop a long-term strategic plan using the recommendations in this report as the basis for the plan. ($10,000) ($2,500) ($2,500) $0 $0 ($15,000) 2 NRCPS should establish a budgetary process that is timely, easily understood, allow input from the district staff, community, and communicated to the Board of Education. ($2,500) ($2,500) ($2,500) ($2,500) ($2,500) ($12,500) 3 NRCPS should seek assistance from MAS providers for additional training to include generating “canned” as well as ad hoc reports from the system. ($2,500) ($250) ($250) ($250) ($250) ($3,500) 4 Develop an NRCPS policy and implement a process and timeline for an ($500) ($50) ($50) ($50) ($50) ($700) North Rock Creek PS Performance Review Executive Summary WCL ENTERPRISES 9 Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings inventory of fixed assets of the district. 5 Work with external auditors annually to review control processes over fund disbursements and the maintenance of accounting records. $0 $0 $0 $0 $0 $0 Subtotal ($15,500) ($5,300) ($5,300) ($2,800) ($2,800) ($31,700) Chapter 4 Facilities Use and Management 1 NRCPS should develop a comprehensive facilities’ database to maintain accurate records on all of its facilities. $0 $0 $0 $0 $0 $0 2 NRCPS should evaluate and consider including the noted items from the site visits into the scope of work for any future bond program. $0 $0 $0 $0 $0 $0 3 NRCPS should consult with other districts, as well as legal council, to obtain modified versions of the standard AIA design services and construction contract documents and then change the standard general conditions and supplementary conditions to best meet district needs. $0 $0 $0 $0 $0 $0 4 NRCPS should develop facility design and construction standards, along with educational specifications, so that equity between facilities can be obtained. $0 $0 $0 $0 $0 $0 5 NRCPS should locate any facility related documents that may exist and place them in an environmentally conditioned and fire-rated space within an existing building. $0 $0 $0 $0 $0 $0 6 NRCPS should develop a spreadsheet to track maintenance work orders, equipment inventory, labor and material costs, purchase orders, and preventive maintenance requirements, or at a minimum, modify their present work order system to include this information. $0 $0 $0 $0 $0 $0 7 The NRCPS Maintenance Department should develop a preventive maintenance program and long-range facilities maintenance plan. ($2,500) ($2,500) ($2,500) ($2,500) ($2,500) ($12,500) 8 NRCPS should provide in-house training for its maintenance employee by bringing training materials and possibly trainers to the district or allowing him to team up with neighboring districts to ($500) ($500) ($500) ($500) ($500) ($2,500) Executive Summary North Rock Creek PS Performance Review 10 WCL ENTERPRISES Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings attend safety trainings. 9 NRCPS should contact the contractor responsible for the construction of this building to see what their options are as far as warranty work on the roof. $0 $0 $0 $0 $0 $0 10 NRCPS should develop job descriptions for each of their custodial and maintenance employees as well as provide each employee with an annual evaluation of job performance. $0 $0 $0 $0 $0 $0 11 NRCPS should consider the installation of a comprehensive energy management control system to include the installation of new DDC controlled programmable thermostats, occupancy sensors, and hardware on HVAC equipment to provide zoned on/off control functions. $0 $0 $0 $0 $0 $0 12 NRCPS should consider purchasing one of the available energy accounting software programs. ($672) ($1,172) ($1,172) ($1,172) ($1,172) ($5,360) 13 NRCPS should develop a comprehensive energy management program to be adopted by its Board of Education. $0 $0 $0 $0 $0 $0 14 NRCPS should evaluate its actual cost to operate buildings and develop a rental rate schedule and policy for facility use by community and outside groups to ensure that NRCPS will be reimbursed for costs incurred in facility rental. $0 $0 $0 $0 $0 $0 15 NRCPS should develop formal rental and agreement with legal counsel to address the risks associated with the leasing of district facilities to outside groups and recommend revisions to board policy for approval and adoption by the Board of Education. $0 $0 $0 $0 $0 $0 16 The superintendent should develop a plan to provide secure physical separation of visitor areas from student areas within the instructional facilities. $0 $0 $0 $0 $0 $0 17 Video surveillance warning signs should be installed around the perimeter of all district owned or operated facilities. $0 $0 $0 $0 $0 $0 18 The campus administrator should ensure that Material Safety Data Sheets are maintained for all chemicals used or stored on campus and that all personnel $0 $0 $0 $0 $0 $0 North Rock Creek PS Performance Review Executive Summary WCL ENTERPRISES 11 Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings have access to the Material Safety Data Sheets at all times. 19 Campus administrators should ensure that all hazardous material storage spaces are kept secure at all times. $0 $0 $0 $0 $0 $0 20 Campus administrators should ensure that emergency evacuation maps are posted in all classrooms with the basic elements included. $0 $0 $0 $0 $0 $0 21 The superintendent and campus principal should develop strategies and implement procedures that will mitigate the unsafe conditions within NRCPS facilities. $0 $0 $0 $0 $0 $0 22 Develop and implement an all-hazards emergency operations plan. $0 $0 $0 $0 $0 $0 23 All district personnel should receive emergency management training, and the emergency response plan should be routinely exercised beyond fire, tornado, and lockdown drills. $0 $0 $0 $0 $0 $0 24 Students with special needs or disabilities should be specifically assisted during emergencies and evacuations. $0 $0 $0 $0 $0 $0 25 The National Incident Management System should be adopted and used by North Rock Creek Public Schools to manage all emergency incidents and events. $0 $0 $0 $0 $0 $0 Subtotal ($3,672) ($4,172) ($4,172) ($4,172) ($4,172) ($20,360) Chapter 5 Support Services 1 NRCPS should only code food service financial transactions from Special Revenue Fund Code 22. $0 $0 $0 $0 $0 $0 2 NRCPS should implement “offer versus serve” at all grade levels. $12,951 $12,951 $12,951 $12,951 $12,951 $64,755 3 Discontinue serving seconds to the students and faculty. $2,625 $2,625 $2,625 $2,625 $2,625 $13,125 4 NRCPS should pre-cost all menus before determining the amount to charge for meals. $14,276 $14,276 $14,276 $14,276 $14,276 $71,380 5 The Food Service Department should follow the State Department of Education School Food Service Compliance Document recommendation for meals per labor hour. $9,908 $9,908 $9,908 $9,908 $9,908 $49,540 Executive Summary North Rock Creek PS Performance Review 12 WCL ENTERPRISES Estimated (Cost)/Savings Recommendation 2012-13 2013-14 2014-15 2015-16 2016-17 Total 5 Year (Costs) or Savings 6 All NRCPS employees with the exception of the Food Service staff should pay for their meals. $30,344 $30,344 $30,344 $30,344 $30,344 $151,720 7 NRCPS needs to better protect network servers and devices by securing them in locked units that offer environmental protection. ($500) ($500) $0 $0 $0 ($1,000) 8 NRCPS should develop and test a comprehensive disaster recovery plan that outlines the steps to take to insure timely recovery of district critical data. $0 $0 $0 $0 $0 $0 9 NRCPS should install and use some type of technology work order software such as Spiceworks to manage its technology work orders. $0 $0 $0 $0 $0 $0 10 NRCPS should develop a comprehensive professional development plan for technology that coordinates the training opportunities for all teachers to have the necessary skills for integrating technology into classroom instruction. $0 $0 $0 $0 $0 $0 11 Remove items no longer needed from the bus barn. $0 $0 $0 $0 $0 $0 12 Identify bus rules for students riding the school bus. $0 $0 $0 $0 $0 $0 13 Establish and implement a written guideline for specific maintenance at regular intervals for all school buses and support vehicles. $0 $0 $0 $0 $0 $0 14 Create a form to document repairs made to fleet vehicles. $0 $0 $0 $0 $0 $0 Subtotal $69,604 $69,604 $70,104 $70,104 $70,104 $349,520 Total recurring savings $70,104 $70,104 $70,104 $70,104 $70,104 $350,520 Total recurring costs ($19,672) ($9,472) ($9,472) ($6,972) ($6,972) ($52,060) Total net savings and costs $50,932 $60,632 $60,632 $63,132 $63,132 $298,460 Chapter 1: Management, Personnel, and Communications WCL ENTERPRISES 1-1 Chapter 1 Management, Personnel, and Communications This chapter addresses the management, personnel, and communications of the North Rock Creek Public Schools (NRCPS) in the following sections: A. Management and Planning B. Personnel Management C. Communications and Community Involvement The organization and management of a school district involves cooperation between elected members of the Board of Education and staff of the district. The School Board’s role is to set goals and objectives for the district in both instructional and operational areas, determine the policies by which the district will be governed, approve the plans to implement those policies, provide the funding sources necessary to carry out the plans, and evaluate the results of the plans. Once the School Board adopts goals and objectives for the district, it is the responsibility of the superintendent and staff to establish policies and procedures to achieve these end results. That achievement involves the hiring and retention of employees as well as ongoing communication with the community to ensure an understanding of those goals and the district’s efforts to accomplish them. Background North Rock Creek Public Schools (NRCPS) is located in central Oklahoma just a mile north of Shawnee along US Highway 40, just 30 miles East of Oklahoma City in Pottawatomie County. NRCPS includes grades EC-8 in one elementary school with no high school and is therefore dependent on surrounding school districts to provide a high school education for its students. After the eighth grade year students may select from many high school’s including Shawnee, Tecumseh, Earlsboro, Dale, McCloud, Meeker, and Bethel. The district covers 38 square miles with 14 students per square mile. According to the NRCPS Comprehensive Local Education Plan (CLEP) for 2007 through 2013, a committee of educators and parents serving on the CLEP Committee developed the mission statement, goals, and plans for NRCPS. The district’s CLEP included the following sections: • Mission Statement • Demographics, district profile, and overview – student achievement • Extended learning opportunities • Goals, objectives, strategies, and resources • Action plan for parental involvement Management, Personnel, and Communications North Rock Creek Public Schools 1-2 WCL ENTERPRISES • CLEP Timeline • Reading sufficiency • Remediation plan • Professional development plan and professional learning activities for the past two years • Alternative education • Deregulation • Assurance statement • Quality time analysis ��� Title I site plans for all grades The district’s mission statement is: We are preparing students for success by educating the whole child. The district’s core values are stated as: We teach with a high quality staff. We develop the whole child socially, emotionally, academically, and physically, as well as developing good character traits for lifelong success. We have high expectations for students. We encourage parents and the community to become involved with our children’s education. We provide appropriate resources and facilities to meet educational needs. Demographics Exhibit 1-1 provides average daily membership (ADM), ethnicity, and eligibility for free or reduced price meals for NRCPS for 2008-09. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-3 Exhibit 1-1 Student Enrollment and Socioeconomic Characteristics 2008-09 Campus Grade Span Average Daily Membership Ethnic Groups Eligible For Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek EC-8 532.4 57% 2% 1% 4% 37% 56% Community Group F2 697.1 54% 5% 1% 6% 34% 68% State Averages 6,462 57% 11% 2% 11% 19% 56% Source: Office of Accountability, Profiles Database Based upon size, geography, and demographics, the Office of Accountability selected five Oklahoma school districts to serve as peer districts for comparative purposes: Grove, Pioneer, Pleasant Grove, South Rock Creek, and Whitebead. Throughout the remainder of this report, these five districts will be referred to as “peer districts.” For further comparison, a community group average is also used throughout this chapter. NRCPS falls into Community Group F2 for the 2008-09 fiscal year Community Group F2 includes districts with average daily memberships (ADM) of between 500 and 999 students. The “2” indicates that the percentage of NRCPS students eligible for free and reduced price meals was at or above the state average. NRCPS’ average property valuation per student of $69,886 is the second highest among all peer districts and higher than the F2 Community Group and state averages. NRCPS has the second highest percentage of Native American students among peers and at 37 percent is almost double the state average and slightly higher than the community group averages. NRCPS also has the second highest percentage of students eligible for free or reduced price meals when compared to peer districts, but its percentage is lower than the F2 Community Group and equals the state average. Exhibit 1-2 displays demographic information for NRCPS, the peer districts, Community Group F2, and the state average for 2008-09. Management, Personnel, and Communications North Rock Creek Public Schools 1-4 WCL ENTERPRISES Exhibit 1-2 Demographics of NRCPS, Peer Districts, and State 2008-09 Entity Average Daily Membership Ethnic Group Average Assessed Property Valuation Per Student Eligible for Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek 532.4 57% 2% 1% 4% 37% $69,886 56.3% Grove 357.3 69% 2% 4% 3% 22% $87,927 23.0% Pioneer 331.9 86% 3% 0% 3% 8% $15,982 43.8% Pleasant Grove 237.5 41% 4% 0% 2% 52% $13,410 70.5% South Rock Creek 320.2 73% 4% 1% 0% 22% $21,167 31.5% Whitebead 415.1 60% 2% 0% 25% 13% $21,147 58.0% Community Group F2 697.8 54% 5% 1% 6% 34% 27,068 68.4% State Average 1,194.3 57% 11% 2% 11% 19% $38,875 56.3% Source: Office of Accountability, Profiles Database NRCPS’S ADM decreased 3.7 percent during the period from 2007-08 through 2008-09. This decrease was greater than three out of five of the peer districts, less than the F2 Community Group, and higher than the state average for this same period. However from 2004-05, the district increased a total of 40 students, which is a greater percentage of growth than that of any peer district. Fluctuations in student population are noted from year to year with the overall trend for NRCPS being an increase of 9.9 percent for the five comparison years (Exhibit 1-3). Exhibit 1-3 NRCPS, Peer Districts, Community Group, and State Student ADM Trends Average Daily Membership Percentage Entity 2004-05 2005-06 2006-07 2007-08 2008-09 Change North Rock Creek 484.4 486.4 504.6 536.2 532.4 9.9% Grove 391.0 412.3 410.8 413.2 357.3 (8.6%) Pioneer 307.0 309.0 325.7 339.8 331.9 8.1% Pleasant Grove 230.0 229.4 233.2 234.1 237.5 3.3% South Rock Creek 346.0 324.1 337.1 316.5 320.2 (7.5%) Whitebead 399.3 405.2 422.6 410.5 415.1 4.0% Community Group F2 353.3 352.6 692.9 700.5 697.8 97.5% State Average 1,153.5 1,162.2 1,172.2 1,176.7 1,194.3 3.5% Source: Office of Accountability Profiles Database Among ethnic groups, NRCPS experienced a decline of 2 percent in the Caucasian category, remained the same in Native American, and increased in Hispanic, Asian, and Black categories of approximately 1 percent for the period from 2004-05 through 2008-09 (Exhibit 1-4). During North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-5 this same period, average assessed property valuation per student decreased by less than 1 percent and students eligible for free or reduced meals decreased by less than 1 percent. Exhibit 1-4 Change in Demographics of NRCPS Source: Office of Accountability, Profiles Database School Board Governance Oklahoma state education laws, as codified in the Oklahoma School Law Book (OSLB) and district policies, establish the powers and responsibilities of the district Board of Education and the superintendent. The OSLB contains 12 chapters subdivided by applicable topic into articles that are further subdivided by sections (Exhibit 1-5). Each section provides legal guidance for school district governance and operations. Exhibit 1-5 Oklahoma School Law Book Chapters, Articles, and Sections Chapter No. – Title Articles Sections 1 - Oklahoma School Code I-XXIV 1-517 2 – Administration I-VII 518-521 3 – Bonds I-II 522-619 4 - Funds And Finance I-V 620-707 5 - Elections And Ethics I-II 708-727 6 – Personnel I-V 728-802 7 – Students I-III 803-841 8 – Instruction I-IX 842-919 9 - Facilities And Equipment I-VII 920-1005 10 - Career And Technology Education I 1006-1016 11 – Transportation I-III 1017-1027 12 - Safety And Security I-VII 1028-1062 Appendix A Appropriation Bills Relating to Education Appendix B Senate Bill No. 1114 Appendix C Amendments, Repeals, and New Sections Appendix D Table of Statutes Index Source: Oklahoma School Law Book, Oklahoma State Department of Education School Year Average Daily Membership Ethnic Group Average Assessed Property Valuation Per Student Eligible for Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American 2008-09 532.4 57% 2% 1% 4% 37% $69,886 56.3% 2007-08 536.2 57% 1% 1% 4% 37% $68,331 55.4% 2006-07 504.6 57% 2% 1% 3% 38% $70,818 57.7% 2005-06 486.4 56% 2% 1% 2% 39% $70,529 53.7% 2004-05 484.4 59% 1% 0% 3% 37% $70,062 56.8% Percent Change 9.9% (2%) 1% 1% 1% 0 (0.3%) (0.9%) Management, Personnel, and Communications North Rock Creek Public Schools 1-6 WCL ENTERPRISES OSLB Ch. 1, Art. V, Section 54 states, “Every school district shall be a body corporate and shall possess the usual powers of a corporation…” OSLB Ch. 1, Art. V, Section 55 states, “The governing Board of Education of each school district in Oklahoma is hereby designated and shall hereafter be known as the Board of Education of such district.” Powers and duties of the Board of Education are contained in OSLB Ch. 1, Art. V, Section 68. These powers and duties cover all activities related to operating public school districts. Key powers and duties prescribed in OSLB include election of officers, establishing School Board policies, building and operating schools and related facilities, and contracting for an annual audit of all district funds and school activity funds. OSLB Ch. 1, Art. V, Section 56 addresses the size and election of School Boards in Oklahoma, and Section 77 provides a description of the required officers for School Boards in Oklahoma. The NRCPS School Board consists of three members elected by the citizens of NRCPS all serving three-year terms (Exhibit 1-6). Exhibit 1-6 NRCPS School Board Members March 2011 School Board Member School Board Position Term Expires Occupation Rick Gowin President 2013 Real Estate Adam Hester Vice President 2012 Catering and Concessions Sherri Stacy Newly elected 2014 ONG Accountant Source: NRCPS superintendent, January 2011 Elections are held each year in February on a date set by the state. At the first regular, special, or emergency meeting after the annual School Board election and certification of election of new members, the NRCPS board organizes itself by electing officers. OSLB Ch. 1, Art. V, Sections 78, 79, and 80 list the duties of each officer of the Board of Education. The Board of Education must also elect a clerk, who may or may not be a member of the School Board. OSLB Ch. 1, Art. I, Sections 57 and 58 outline the training requirements for Oklahoma School Board members. New School Board members are required to complete 12 hours of instruction on education issues, including school finance; Oklahoma education laws and ethics; and duties and responsibilities of district Board of Education members within 15 months following election. Every member of a school district Board of Education elected to a full term of office of five years or more shall also be required to attend a minimum of 15 hours of continuing education. Authorized training may be taken in State Department of Education’s New School Board Member Workshops State Board of Education approved workshops and seminars, or higher education institution workshops/seminars/classes. The NRCPS School Board members track their own hours of training with assistance from the Oklahoma State Department of Education; however, the superintendent provides a reminder to School Board members twice per year. The superintendent occasionally schedules training for the School Board at NRCPS. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-7 Board of Education Meetings The NRCPS School Board meets on the second Monday of every month at 6:30 p.m. in the conference room in the main school building. The meeting place and time may be changed by agreement of the majority of the School Board. Special meetings are held as needed, and School Board members receive agendas and any supporting information in advance of the meeting. The superintendent’s finance secretary handles board clerk duties and prepares the board minutes for final approval by the School Board. Oklahoma statutes and NRCPS School Board policy require all School Board meetings to be held in accordance with the Oklahoma Open Meeting Act (OOMA). The OOMA is included in Title 25 of Oklahoma Statutes Sections 301 through 314 (Exhibit 1-7). According to section 302 of OOMA, it is the public policy of the State of Oklahoma to encourage and facilitate an informed citizenry���s understanding of governmental processes and problems. Exhibit 1-7 Oklahoma Open Meeting Act Sections Section Section Subject 301 Citation. 302 Public policy. 303 Times and places — Advance notice. 304 Definitions. 305 Recording of votes 306 Circumvention of act — Teleconferences accepted. 307 Executive sessions. 307.1 Teleconference Exceptions. 308 Meeting between Governor and majority of members of public body. 309 Legislature. 310 Legislative committee members attending executive sessions. 311 Public bodies — Notice. 312 Minutes of meetings — Recording of Proceedings. 313 Actions taken in willful violation of act. 314 Violations — Misdemeanor — Penalty. Source: Title 25, Oklahoma Statutes, as amended, Forty-Ninth Oklahoma Legislature, First Regular Session, 2003 All Oklahoma public Boards of Education are required to adhere to the OOMA. Section 307 of OOMA provides for requirements regarding executive sessions of School Boards and violations of which could lead to members facing criminal prosecution. Accordingly, executive sessions of the NRCPS School Board are convened only for specific purposes (Exhibit 1-8). An executive session for the purpose of discussing the purchase or appraisal of real property is limited to NRCPS School Board members, the district's attorney, and immediate staff. No landowner, real estate sales person, broker, developer, or any other person who may profit directly or indirectly from a proposed transaction concerning real property under consideration may be present or participate in the executive session. Management, Personnel, and Communications North Rock Creek Public Schools 1-8 WCL ENTERPRISES Executive sessions are noted on the NRCPS agenda, which contain sufficient information for the public to ascertain that an executive session will be held identifying the items of business and purposes of the executive session. All executive sessions are required to be authorized by a majority vote of a quorum of the members present, and the vote is recorded. Except for matters considered in executive session, which are required by state or federal law to be confidential, any vote or action on any item of business considered in an executive session is taken in the public portion of the School Board meeting with the vote of each member publicly cast and recorded. Exhibit 1-8 Specific Purposes of School Board Executive Sessions In Accordance with Section 307 of The Oklahoma Open Meeting Act Item Description 1 Discussing the employment, hiring, appointment, promotion, demotion, disciplining, or resignation of any individual salaried public officer or employee; 2 Discussing negotiations concerning employees and representatives of employee groups; 3 Discussing the purchase or appraisal of real property; 4 Confidential communications between a public body and its attorney concerning a pending investigation, claim, or action if the public body, with the advice of its attorney, determines that disclosure will seriously impair the ability of the public body to process the claim or conduct a pending investigation, litigation, or proceeding in the public interest; 5 Permitting district Boards of Education to hear evidence and discuss the expulsion or suspension of a student when requested by the student involved or the student’s parent, attorney, or legal guardian; 6 Discussing matters involving a specific handicapped child; 7 Discussing any matter where disclosure of information would violate confidentiality requirements of state or federal law; 8 Engaging in deliberations or rendering a final or intermediate decision in an individual proceeding pursuant to Article II of the Administrative Procedures Act; or 9 Discussing the following: a. the investigation of a plan or scheme to commit an act of terrorism, b. assessments of the vulnerability of government facilities or public improvements to an act of terrorism, c. plans for deterrence or prevention of or protection from an act of terrorism, d. plans for response or remediation after an act of terrorism, e. information technology of the public body but only if the discussion specifically identifies: (1) design or functional schematics that demonstrate the relationship or connections between devices or systems, (2) system configuration information, (3) security monitoring and response equipment placement and configuration, (4) specific location or placement of systems, components, or devices, (5) system identification numbers, names, or connecting circuits, (6) business continuity and disaster planning, or response plans, or (7) investigation information directly related to security penetrations or denial of services f. the investigation of an act of terrorism that has already been committed. Source: Title 25, Oklahoma Statutes, as amended, Forty-Ninth Oklahoma Legislature, First Regular Session, 2003 North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-9 A. MANAGEMENT AND PLANNING An effective central office organization structure is essential to the efficient and effective delivery of services throughout a school district. Efficient central office structures have the appropriate spans of control for district leadership with clearly defined lines of authority that are reflected in the district’s organization charts. Effective central office structures encourage communication at all levels. The superintendent of a school district serves as the chief executive officer and is the administrative leader responsible for policy implementation and the day-to-day operation of the school district. The current 2010-11 NRCPS superintendent is Marc Moore. Although he has served for nine years, he will be moving to the larger independent school district of Shawnee in July 2011. Due to the district’s size with approximately 532 students, the superintendent, the elementary school principal, and a dean of students at middle school constitute the NRCPS district administration. The superintendent and elementary school principal direct the district’s staff members on a daily basis, including 43 certified personnel and 21 support personnel. In Oklahoma, school district planning requirements are included in OSLB. Ch. 1, Art. III, Section 31 and requires that each school district Board of Education prepare and adopt a six-year Comprehensive Local Education Plan (CLEP). At a minimum, the plan must contain: • A school improvement plan • An alternative education plan (submitted annually) • A reading sufficiency plan (submitted annually) • A quality time analysis (submitted annually) Instead of submitting the CLEP and any updates to the state, the state’s regional accreditation officers (RAO) check with districts during the annual accreditation process to ensure that the plans and updates are being done properly. The NCRPS plan has been developed properly and in a timely fashion. FINDINGS 1-1 The superintendent serves in a leadership role on the State Department of Education’s K-8 Council. As a representative of K-8 schools, the superintendent also played a key role in developing a K-8 Activities Association, promoting competitive activities between K-8 schools. The State Department of Education, in an effort to improve K-8 schools, launched a council to discuss potential initiatives for K-8 schools. The NRCPS superintendent was asked to participate in the council. Through his involvement with this project, he became concerned that the state did not have Management, Personnel, and Communications North Rock Creek Public Schools 1-10 WCL ENTERPRISES adequate athletic programs or other competitive activities for K-8 school districts. The superintendent of NRCPS and several other interested superintendents formed the K-8 Activities Association which consists of one hundred participating schools. He continues to serve on the Board of Directors responsible for managing the K-8 Activities Association and on the State Department of Education’s K-8 Council. According to Board of Education interviews and parent focus group comments, the athletic program carried out by the K-8 Activity Association is extremely successful and has helped bring a sense of community to NRCPS. All district events are heavily attended by the community. The superintendent stated that he continues to be involved in both groups, despite the heavy time commitment because of the positive impact these associations have on students at North Rock Creek. COMMENDATION The superintendent had a direct role in the success of the State Department of Education’s K-8 Council and on the subsequent development of the K-8 Activities Association. He continues to provide leadership to the association, and supports continued success of activities for students in NRCPS and other districts involved in the association. FINDINGS 1-2 The superintendent utilized an exemplary, collaborative process with the school community to profile important capital needs and to solicit community assistance in the campaign for the passage of school bonds. These efforts to involve the community resulted in the passage of two bond issues. The superintendent utilized a fifteen member committee made up of School Board members, teachers, parents, and administrators to develop a bond program for the district. This group met with architects, construction managers, and bond consultants to review and discuss all facility needs for NRCPS. The committee visited other school districts and gathered input and ideas. The committee solicited public input through surveys, public hearings, and meetings. The committee also participated in the bond campaign by going into the community and explaining the bond program to groups and individuals. The most current bond issue passed with an 80% approval margin. During the performance review, both the Board of Education and the parent focus group expressed great confidence in the leadership of the superintendent. The groups are in agreement with the capital improvement goals being met in the last two bond issues and feel that the current superintendent is the person to lead the next phase to build a new high school for NRCPS. COMMENDATION The superintendent used a collaborative process to unite disparate groups and create a viable capital improvement plan for NRCPS. These efforts resulted in community support and passage of multiple bond issues. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-11 FINDINGS 1-3 Through an evaluative process defined below, the superintendent redesigned identified personnel positions resulting in better utilization of existing staff and a cost savings to the district. He demonstrated good decision making skills with an excellent grasp of school management and finance. To accomplish this change the superintendent followed these steps: • He studied the skill sets and leadership abilities of identified staff members. • He redesigned several positions changing procedures and profiling job duties. • The superintendent then placed these individuals into new leadership positions and worked to support each in achieving success. • He mentored each person closely and provided ongoing support and encouragement while each individual learned the roles and responsibilities of the respective job. The current positions of finance secretary, elementary principal, and dean of students at middle school are positions created and developed through the evaluative approach in matching existing staff to jobs to create positive changes. The results of this process became clear in interviews with district staff, School Board members, and parent focus groups. These interviews suggest that the superintendent made necessary changes in personnel and job duties that resulted in better budget controls. Over the nine years of the superintendent’s leadership, NRCPS increased its General Fund balance from $140,000 to over $600,000. He has managed these personnel changes while reducing staff and increasing the district fund balance. Each group interviewed during the performance review expressed support for the superintendent and noted that greater budget controls were implemented while also focusing on improvements in instruction for students. Parents in particular noted that the administration, teachers, and parents now work together as a team towards the common goal of what is best for students. COMMENDATION The superintendent demonstrated a successful process for evaluating existing personnel, identifying talented staff, and utilizing individual’s skills to better support the district. The result of these efforts is recognized by district stakeholders as making a positive impact in NRCPS. B. PERSONNEL MANAGEMENT The human resources function of a school district substantially impacts its educational services as the cost of payroll and benefits usually comprises the largest expenditure of a school district’s budget. The human resource functions include the recruitment and retention of quality staff, Management, Personnel, and Communications North Rock Creek Public Schools 1-12 WCL ENTERPRISES development of compensation and benefit plans, creation of job descriptions and job evaluations, and the compliance to personnel policies and procedures at the local, state, and federal level. In order to ensure the mission of a school district, it is important that the human resources function be efficient and effective. Like most employers, public school districts must comply with federal laws governing human resources management. These laws include the Fair Labor Standards Act that governs wages and hourly payments as well as the Americans with Disabilities Act, which requires employers to provide reasonable accommodations to any employee or job applicant who has a disability. These laws also include the Equal Employment Opportunity Act that prevents employers from making hiring and firing decisions based upon age, race, religion, gender, or other factors not related to performance. In addition, state laws govern school district human resource administration in areas such as grievances, due process, termination, and contract renewal. Personnel management in NRCPS is the responsibility of the encumbrance clerk who is under the direct supervision of the superintendent. The encumbrance clerk manages the personnel files, employment logistics, sick leave, insurance benefits, and payroll. FINDING 1-4 NRCPS has a salary schedule for support personnel that is routinely reviewed and updated. With a set salary schedule, support employees are assured equitable compensation and opportunity for advancement based upon experience and skill, which results in increased employee morale and productivity. In interviews, the superintendent and the finance clerk shared that in addition to a teacher salary schedule, which is required by state law, NRCPS has a salary schedule for support personnel. According to the superintendent, there is an established procedure for determining the starting salary of newly employed staff, which provides the basis for administering an equitable compensation plan. A salary schedule provides a method to determine salary increases and provide uniform compensation for longevity and increased competencies. In interviews, the superintendent stated that the salary schedule is used when pay raises are given to support personnel, and that its use allows staff to better understand the process for making salary decisions. This has resulted in improved staff morale and increased trust in the process for making salary decisions. The superintendent shared that the support staff salary schedule included years of experience and skill requirements for noted positions. In developing the schedule, the superintendent conducted a salary survey of comparable districts to determine the salaries being paid for each support position and used this information to structure a comparable scale for NRCPS’ various positions. The salary schedule is reviewed periodically to ensure that equitable compensation for support personnel is maintained in NRCPS. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-13 COMMENDATION NRCPS provides a salary schedule for support personnel that is routinely reviewed to assure an equitable compensation system based upon employee experience and skill. FINDING 1-5 NRCPS has a process for staff recognition that includes both certified and support personnel. As a result, staff members are recognized for contributions and activities that are considered as being noteworthy by colleagues. In interviews, the superintendent stated that each month staff members are recognized at faculty meetings for notable contributions to the district. Certified staff meetings are scheduled at different times twice a month to accommodate teachers’ schedules; support staff meets bi-monthly at a scheduled time. According to the superintendent, a certified or support staff member receives the “Make a Difference” award at the beginning of each meeting. This award program is unique in that recognition comes from a colleague. The staff member who receives the award one month presents it to a colleague the next month whose observed actions have positively impacted the school or learning environment. In the publication Power of Positive Employee Recognition, Susan Heathfield points out that recognition of staff ensures a positive, productive, and innovative organizational climate (http://about.com). By providing employee recognition, an organization encourages more positive actions that will lead to successful organizations. The NRCPS “Make a Difference” recognition award communicates peer appreciation for an individual’s ability to contribute significantly to the district. COMMENDATION NRCPS recognizes both certified and support personnel for contributions and activities that are considered as noteworthy by colleagues. FINDING 1-6 NRCPS does not have written personnel procedures for the recruitment and selection of certified and support staff. The lack of written procedures can cause inconsistencies that result in unfair employment practices or leave the district without necessary documentation to address employment concerns. NRCPS does not have written employment procedures in place for staffing all personnel positions. The procedures for recruiting and selecting staff, as described by the superintendent and finance clerk, are sound practices, but these procedures are not in written form (Exhibit 1-9). According to the superintendent, there is no structure in place to ensure the procedures are consistently followed for all applicants since a number of staff members are involved in the hiring process. The lack of written procedures and inconsistent hiring practices could result in unfair employment actions and lack of documentation to address employment issues. The superintendent cited hiring procedures as an area for review in the district. Management, Personnel, and Communications North Rock Creek Public Schools 1-14 WCL ENTERPRISES From interviews with the superintendent and finance clerk, hiring procedures for the district are summarized in Exhibit 1-9. While these practices are generally used in employing staff, the superintendent stressed a need to formalize them to ensure consistency. Exhibit 1-9 Described Employment Procedures 2010-11 Stage of Process Procedure Person Responsible Recruitment Open positions are posted for 10 days on the bulletin board in the office, the SDE web site, teacher.com, and in the local newspaper. Finance clerk Application Individuals may apply by completing an application obtained from the school office. Resumes will be accepted but applications are required for interviews. Application files are maintained in the school office. School secretary Screening of Applications After the required posting period, the principal and dean of students review applications and screen for interviews. Principal with dean of students Interview Administrative team will do a screening interview with selected applicants asking the same set of questions. Teachers are sometimes included in interviews for grade level vacancies, but they are more often involved in teacher assistant interviews. Admin. Team = Superintendent, principal and dean of students Reference Check From the screen interviewing the two or three applicants are selected for further consideration. References are contacted by the superintendent. Superintendent Interview Based on reference check the administrative team interviews the top candidates a second time and makes their selection. Administrative Team Recommendation After a background check is completed, the superintendent takes a recommendation to hire to the School Board for approval. Superintendent Source: Interviews with superintendent, finance clerk, and school secretary, January 2011 RECOMMENDATION NRCPS should develop written personnel procedures for recruitment and selection of certified and support staff. The superintendent should meet with administrative team, finance clerk, and school secretary to review existing employment practices and determine a process for developing proposed rules and regulations. The proposed rules and regulations should include ways to document and monitor consistent implementation. A draft should be written by the team and presented to the district’s legal counsel for feedback and revisions if needed. Once the written rules and regulations are finalized, the superintendent should forward them to the Board of Education as per School Board policy. Personnel policy, DN, specifies that the superintendent shall develop rules and regulations governing employment practices. Such rules and regulations must be approved by the Board of Education and shall become a part of district North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-15 policy. FISCAL IMPACT This recommendation can be implemented with existing resources. FINDING 1-7 NRCPS does not have an extra duty salary schedule that includes lead teacher positions. As a result, teachers with program coordination responsibilities are not provided an opportunity for extra duty pay. The finance clerk provided a copy of three salary schedules: certified personnel, support personnel, and extra duty for certified staff. This extra duty schedule includes sponsors for: yearbook, cheerleading, academic teams, honor society, and eighth grade, athletic coaches, music/band teacher, after school tutoring coordinator, and athletic director. The schedule does not include lead teacher type positions. In interviews, the superintendent stated there is currently a lead teacher for Special Education and lead teacher positions in other program areas, such as Gifted and Talented, are being considered. The lead teacher in Special Education assists the superintendent in coordinating the program and teaches the learning lab seven periods each day. Overall program coordination includes maintaining files, working with related service contractors, completing manifestation paper work, placing students in programs, 504 plans, and submitting required State Department of Education (SDE) paperwork. This lead teacher, however, is not included on the extra duty salary schedule but performs extra duties well beyond regular teaching responsibilities and the contract day. RECOMMENDATION Revise the extra duty salary schedule to include various lead teacher positions for their program coordination duties. The superintendent should work with the finance clerk, principal, and supervisors to review the existing extra duty salary schedule. In determining salary amounts, consideration should be given to the job, time requirements for both teaching and performing extra duties, and comparability to other extra duty salaries. A job analysis study should be conducted on each position or category of positions to determine the actual responsibilities of the extra duty assignments. This would involve an interview or survey of each of the employees currently on the schedule to determine specific tasks performed and to analyze and summarize the tasks of those with similar or related extra duty assignments. The analysis should be followed by a job evaluation that establishes the relationship of the extra duty assignments to each other based upon a number of factors. These factors include level of responsibility, effort and time required, working conditions, and supervisory responsibilities. Management, Personnel, and Communications North Rock Creek Public Schools 1-16 WCL ENTERPRISES The job evaluation procedure should be used to establish a hierarchy of extra duty assignments within the district. This can then be reviewed to determine if the existing extra duty salaries establish an equitable salary structure. Salaries should be adjusted if a misalignment exists. With the job evaluation and the hierarchy of existing extra duty assignments, the lead teacher positions can then be added to the schedule with an equitable salary. FISCAL IMPACT This recommendation will require additional funds to be determined by the job evaluation hierarchy. Based on the range of extra duty salaries, the lead teacher position for special education should range from $600 to $2000 depending on the comparison of responsibilities. If a similar lead teacher position is created to coordinate the Gifted and Talented program, it should also be placed at the appropriate level on the schedule. FINDING 1-8 NRCPS does not have job descriptions for certified and support personnel positions. By not having job descriptions results in misunderstanding of job expectations, duplication of effort, assumptions that tasks are being completed by others, and lack of accountability for performance. In interviews, the finance clerk stated that there are no job descriptions available to NRCPS personnel. According to the superintendent, in many instances, multiple staff members share responsibility for a given function. Such situations include: the superintendent, principal, dean of students, and three clerical staff members who each play a role in personnel and/or administrative responsibilities. According to the Society for Human Resource Management (SHRM), a job description summarizes the most important features of a job, including a description that details the required tasks, knowledge, and skills; abilities and responsibilities; and reporting structure (http://www.shrm.org). Job descriptions provide a clear statement of employee duties and responsibilities that: • Ensure the employee performs satisfactorily by establishing clear expectations. • Sets the parameters for evaluating performance. • Describes essential functions that assist in making accommodations. • Help identify possible training needs. • Provide a tool for designing salary schedules. In addition, job descriptions allow districts to reassign responsibilities and adapt positions to meet district needs. Also, if the employee receives and signs a copy of the job description, the district has documentation that the employee has been informed of job expectations and understands the duties, responsibilities, and chain of command for the position. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-17 A consistent format for writing a job description is important to ensure that all the necessary components are included. According to SHRM, a well written job description is clear and concise and contains: title and summary of objectives; essential tasks, duties and responsibilities; non-essential functions; required skills, knowledge and abilities; minimum qualifications; and the relationship of the job to other jobs. RECOMMENDATION NRCPS should develop specific job descriptions for all district positions to clarify job expectations, prevent duplication of effort, avoid assumptions that tasks are being completed by others, establish a chain of command and provide for performance accountability. The superintendent should meet with the principal to develop the procedures and timeline for writing specific job descriptions. A uniform format for writing descriptions should be determined. The essential functions of the job should be clearly defined so that modifications and accommodations can be made as needed to meet the requirements of the Americans with Disabilities Act (ADA). Society for Human Resource Management (http://www.shrm.org), National School Board Association (http://www.nsba.org), and Oklahoma School Board Association (http://www.ossba.org/legal-information1) are possible resources for job description formats. A schedule should be established for writing the job descriptions based upon a job analysis. A job analysis study should be conducted on each position or category of positions to determine the actual responsibilities of the job. Since it is sometimes difficult to determine what an employee actually does in the job, the following steps should be considered in completing a job analysis: • Interview or survey the employee currently in the position to obtain information regarding specific tasks performed. • Collect task information from all those in the same or related positions and from the supervisor. • Analyze and summarize the tasks using an analysis matrix if there are multiple job holders. • Organize task information into essential and non-essential functions. The superintendent and principal should work with the finance clerk to conduct a job analysis for positions and write an appropriate job description for each using the agreed upon format. As job descriptions are developed, the superintendent should submit them to the School Board for approval. Approved job descriptions should be filed with contracts and a copy should be distributed to current employees for review and signature. A job description should be provided to each to new employee and signed receipt obtained at the time of employment. Management, Personnel, and Communications North Rock Creek Public Schools 1-18 WCL ENTERPRISES FISCAL IMPACT This recommendation can be implemented with existing resources. C. COMMUNICATIONS AND COMMUNITY INVOLVEMENT School districts are a vital part of communities and are often associated with their identity, sense of pride, quality, and growth. In order to maintain this role, school districts develop methods to communicate their policies and programs, and to involve parents and residents in the activities of the district and the individual schools. Robert Marzano’s book, “What Works in Schools: Translating Research into Action,” ranks parental and community involvement as the third most critical factor affecting student achievement. It further states that “one of the defining features” of effective involvement is good communications. The primary role of communications in a school district is to convey a message and image consistent with the policies put forth by the Board of Education and implemented through procedures established by the superintendent and district staff. Critical components of communications include strategies for externally communicating with the community and internally communicating within the school district. Two-way communications are vital to the success of a district. Effective communications will lead to an informed staff and community, support for programs and bond issue elections, and an atmosphere of openness in the district. They also contribute to effective leadership with the School Board and superintendent serving as a leadership team. Ineffective communications result in confusion, lack of support, conflicting messages and decision making, and a sense of detachment in the district. Effective community involvement programs should address the unique characteristics of the school district and the community. These programs can significantly affect citizen perceptions of the school system. Effective programs will garner public support and involvement in the form of parent and community volunteers, public participation in decision making processes affecting the schools (e.g. bond issue and School Board elections), and productive business and community alliances. Exhibit 1-10 provides survey results from NRCPS teachers and professional staff regarding communications. Exhibit 1-10 NRCPS Teacher and Professional Staff Survey Results Source: WCL ENTERPRISES Survey 2011 Survey Group Statement Agree No Opinion Disagree Teacher My school regularly communicates with parents. 100% 0% 0% Professional Staff The district regularly communicates with parents. 100% 0% 0% North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-19 A school district’s website is often an avenue for communicating valuable information to the community that it serves. The site can also serve as a recruiting tool for prospective employees, homeowners, and businesses who are considering investing in the area. In this day and age, this tool may be the most efficient and economical method of conveying a district’s message to a broad audience. School district websites should include the following: • District information such as address, contact numbers, and locations. • Dates of School Board meetings, and an archive of board meetings and minutes. • District characteristics such as demographics, finances, and student performance. • List of all the teachers and aides with email addresses for each. • Breakfast and lunch menus for each day of the current month. • Departmental staff and telephone listings. • Links to campus, team, band, and club web pages. • Policies, procedures, and other critical internal information. • A listing of current employment opportunities. The current NRCPS website contains comparable information to that of its peer districts and is in the process of being updated (Exhibit 1-11). Exhibit 1-11 Comparison of NRCPS and Peer District Web Page Content Source: NRCPS and peer district Internet websites, March 2011 District District Announcements and Other Information Board Meeting Dates Staff Email Directory Breakfast and Lunch Menus Department and Staff Telephone Listings School Web Pages Policy and Procedures Employment Opportunities North Rock Creek X X - X - - - - Grove X - - X - - - - Pioneer - - - - - - - - Pleasant Grove - - - - - - - - South Rock Creek X X X X X - - - Whitebead X X - X - - - X Management, Personnel, and Communications North Rock Creek Public Schools 1-20 WCL ENTERPRISES Some school districts use additional technology tools to increase communication with staff, students, parents, and the community. Of the most popular with school districts are Facebook, Twitter, and parent portals. Facebook is a global social networking website intended to connect friends, family, and business associates and is used to allow for collaboration between participants. Many school districts use this advanced tool to post information regarding district initiatives, programs, calendars, student recognitions and accomplishments, and similar topics for staff, parents, and community to receive feedback and comments. Twitter is a social networking and blogging service that enables users to post short messages or status updates that can be read by people who follow events and happenings in districts. As a means to increase parent involvement and ultimately increase student achievement, some districts use parent portals. This secure website design provides targeted, customized information for each student. Portals allow parents to view attendance, grades, daily assignments, progress reports, and in many cases to email teachers directly from the website. FINDING 1-9 The superintendent implements multiple strategies, including meetings, phone, email, and mass texting, to provide ongoing communication with employees and School Board members. As a result of these internal communication methods, the superintendent conveys important information, discusses district happenings, and updates all employees. The superintendent focuses efforts to ensure that all staff and School Board members are informed and considered a part of the NRCPS team. A district-wide email system was implemented that includes all level of staff. The superintendent communicated expectations that email should be checked daily and that responses be provided in a timely manner. To maintain a personal touch, he frequently communicates via telephone especially with members of the Board of Education. The development of a website and the use of mass texting has also been initiated by the superintendent and the principal. To ensure that staff are informed and provided opportunities for input, the superintendent personally chairs staff meetings every two weeks with all teachers and administrative personnel. He also chairs an advisory group twice a month to discuss operational concerns in the district and to develop solutions to identified problems. The superintendent speaks at every meeting about the importance of making a difference for kids. He emphasizes this by using quotes and famous sayings to encourage and motivate staff. A weekly commendation is given to a support staff member in acknowledgement of quality work. In addition, the middle school staff has been involved since the initial stages in the design of the new middle school. The communication efforts of the superintendent are recognized by staff. In a survey conducted by WCL ENTERPRISES, 82 percent of teachers felt that the central office is efficient and 97 percent said that education is the main priority in the school district. Survey questions relating to safety, efficiency, and cleanliness were all answered by teachers with 80 percent and above agreement. Administrative staff and teaching staff indicated that regular communication with parents is accomplished 100 percent of the time. Parents have noted the sense of teamwork they feel with the teachers and administrators that can only be achieved through good communication. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-21 COMMENDATION The superintendent utilizes multiple means to communicate with employees and the result is an informed staff with a strong sense of teamwork and ownership in the operations of the school district. FINDINGS 1-10 The superintendent established an advisory council that promotes the involvement of all district stakeholders in resolving concerns about daily operations. Chaired by the superintendent, the advisory council enhances internal communications and improves operating efficiency within the district. The design of the council brings together a cross section of people to discuss and brainstorm solutions to everyday operational problems. The advisory council involves teachers by having a representative teacher from every hallway in the school building on the council. Additionally, the committee includes support staff, parent teacher organization members, and the principal. This advisory council meets on the second and fourth week of each month on Tuesdays. These efforts improve the superintendent’s understanding of employee concerns, address school operational issues, and provide a venue for discussing instructional initiatives. The result has been increased opportunity for two-way communications within the district and a strengthening of relationships between staff members. COMMENDATION The superintendent’s advisory council promotes involvement of all staff in resolving concerns with school district daily operations. The advisory council not only promotes solution focused discussions but enhances two-way communication and strengthens the collaborative atmosphere required in successful schools. FINDING 1-11 The superintendent implemented the PowerSchool parent portal which allows parents access to school classroom information. As a result, parents have greater opportunities to be informed of student progress and to be more involved their children’s education. The PowerSchool parent portal allows for protected access to student assignment data, attendance, grades, future lesson plans and topics, activity schedules, and events. The portal allows parents to stay abreast of upcoming tests, written assignments, and projects. A parent may check on current grades and how assignments and tests are impacting their child’s grade. If a parent has a question or comment about the student performance or record, those can be shared with the teacher without leaving the portal. Interviews with School Board members indicated that they are pleased with this initiative and the possibilities for enhanced communication with parents. Management, Personnel, and Communications North Rock Creek Public Schools 1-22 WCL ENTERPRISES COMMENDATION The superintendent implemented a parent communication method which directly involves parents as participants in their child’s education. FINDING 1-12 NRCPS does not have a mass calling system for parental notification of important school information. As a result, the district is not able to efficiently contact all parents regarding emergencies, school activities and programs, or district news and events. Many school districts utilize mass calling systems for the emergency notifications to inform parents of changes due to weather conditions, communicate important information about district/school events and activities, and provide ongoing communications between the home and school. Some schools also use these software systems to send messages to verify student absences and attendance requirements. The software systems currently available also have customizing features that allow district-wide contacting, individual school only contacts, and individual classroom only contacts. The systems can be programmed to call the home phone number, cell phone number, send a text message or email, or all four types of communications. The number of times a contact is attempted can be customized and which communication device is primary, and therefore receives the first contact can be designated. Parents may also designate an alternative person such as a close friend or relative as a secondary contact if all efforts fail in contacting the parent. The NRCPS superintendent can contact school districts currently utilizing systems such as El Reno, Fletcher, and Broken Arrow to learn more about how systems are utilized. For example, El Reno used the mass calling system to send out flu advisory information. Broken Arrow utilized the system to send out information on an upcoming bond election and utilized the system extensively during the flu outbreak. Using the mass calling systems for emergency situations seems to be the most effective use of the systems. RECOMMENDATION NRCPS should implement a mass calling system for use in emergency situations. The superintendent should research potential systems and evaluate each to meet district goals regarding mass communication. Systems to review might include: School Cast (http://www.highgroundsolutions.com/). First Family Alert (http://www.familyfirstalerts.com/). School Messenger (http://www.schoolmessenger.com/). North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-23 These systems configure services based on the calling solution that the host district selects as best suited for its size and organization. All of the systems require contacting sales and support in order to acquire actual pricing. However, savings in the following areas can offset cost: • Attendance calls can increase student attendance and that can translate into additional funding. • Alerting parents to low and negative fund balances in a student’s child nutrition account can increase collections. • Reduction in printing and mailing costs can be a result of implementation. FISCAL IMPACT The cost associated to implement a district mass calling system will be dependent on the system selected and the options purchased. FINDING 1-13 NRCPS has no formal method of routinely soliciting input from parents or the community on critical district issues. As a result, the district does not receive necessary feedback from stakeholders for use in making district decisions. In interviews with district staff and School Board members, the consulting team noted that the district does not routinely seek input from parents or community members. The district does not utilize social networking tools such as Twitter or Facebook to communicate information, seek input, or allow stakeholders to ask questions. The district webpage does not have a feedback loop that allows for patrons to ask questions and receive replies. The webpage is currently maintained by a teacher which, due to time pressures, could be a limiting factor to developing the district webpage to its full utility. Staff shared that there is no regular plan for surveying parents or the community for feedback to evaluate the effectiveness of current programs and practices, or to seek input on future initiatives by the district. The School Board and staff also believe that a significant percentage of parents do not utilize computers regularly to stay involved with their students and the district. RECOMMENDATION Develop a plan that involves regular two-way communication with stakeholders that facilitates input from the community. The superintendent should consider implementing the following strategies: • Utilize both technology and paper based methods to communicate with parents about district initiatives and timelines. • Utilizing Twitter and Facebook at the district level are cost effective methods of networking. Management, Personnel, and Communications North Rock Creek Public Schools 1-24 WCL ENTERPRISES • Provide a feedback loop on the district’s website which permits emailing the superintendent from the district website and gives the superintendent a chance to track comments and provide answers. An example of a feedback loop can be found on the Pioneer-Pleasant Vale district webpage (http://www.ppv.k12.ok.us/). • Implement a periodic survey of community and parent attitudes about issues facing the school district. An easy to use online tool called Survey Monkey (www.SurveyMonkey.com) is a cost efficient method of surveying parents, the community, and teachers. However, having a pick up location or sending a survey home with students may be an alternative to online surveys. • Utilize a computer software specialist to supplement the teacher who is currently managing the webpage. The goal for the specialist should be to develop the feedback loop on the webpage and assist with the other technology related steps mentioned above. An independent contractor rather than hiring staff would be most cost effective. FISCAL IMPACT Costs will depend on the sophistication of the desired surveys and the level of technician expertise needed to achieve the enhancements in technology. Costs for online surveying range from $199.00 to $799.00 annually. The computer software specialist can cost from $75 to $200 per hour. FINDING 1-14 NRCPS does not have ongoing strategies to ensure continued parent involvement in school activities. As a result, parents and district staff are not able to partner to support student success and maximize resources for the district. Interviews with the superintendent, staff, and School Board members indicated a need for increased involvement of parents in the total school program. No formal processes are established to solicit school volunteers, mentors, or resources. Teacher survey responses indicated that only 43.6 percent agreed to the statement, “My school has sufficient volunteers to help student and school programs.” Conversely, 47.7 percent disagreed with this statement. Interviews indicated that the elementary school had a Parent Teacher Organization but that efforts to create an organization at the middle school were not successful. When compared to peer districts, NRCPS has the third highest hours, 2.9 per student, contributed by volunteers and is above the community group but below the state average. Exhibit 1-12 shows a comparison of NRCPS, peer districts, Community Group F2, and the state attendance at parent-teacher conferences. NRCPS has a comparable attendance rate for parent conferences when compared to most peer districts. North Rock Creek Public Schools Management, Personnel, and Communications WCL ENTERPRISES 1-25 Exhibit 1-12 NRCPS, Peer Districts, Community Group, and State Attendance at Parent-Teacher Conferences District Parents Attending at Least One Parent-Teacher Conference North Rock Creek 91.0% Grove 95.0% Pioneer 78.0% Pleasant Grove. 93.0% S Rock Creek 90.0% Whitebead 92.0% Community Group F2 65.6% State Average 72.1% Source: Office of Accountability 2009 Profiles According to the superintendent, the community is involved in special events and programs to some degree, but is not as involved in the school programs. The superintendent and the elementary principal have attempted to involve the community in the schools by posting information on the marquee in front of the schools, sending flyers and newsletters home with students, posting events and activities to the webpage, making announcements at athletic events, and doing community service projects. Since there is no local newspaper, articles about the district appear infrequently in the newspapers of surrounding communities. On average, articles about NRCPS seem to appear less than once per month in the Shawnee News Star. These facts make parent involvement difficult, but also make it critical for the district to develop innovative ways to reach out to parents and involve them in their children’s education. Joyce Epstein at Johns-Hopkins University and others have documented research showing the positive effect that parental involvement has on schools and student achievement: • Fifty to eighty-five percent of the variance in achievement scores, IQ, or verbal ability can be attributed to parent, family, and home environment variables. • Parent education programs, especially those that train low-income parents how to work with their children improve how well students use language skills, perform on tests, and behave in school. • Many studies have found that when parents become involved in school activities, not only do their attitudes improve, but also those of their children. Student achievement rises as well. RECOMMENDATION The superintendent should consider implementing multiple strategies to address the current need for more parental and community involvement. Management, Personnel, and Communications North Rock Creek Public Schools 1-26 WCL ENTERPRISES The following should be considered: • Create a Parent Teacher Organization (PTO) for the middle school – The leadership of the current elementary PTO may prove helpful as children move from elementary school to the middle school level. • Increase parent volunteerism at the middle school 6th through 8th grade level. Create additional opportunities for parents to connect with school activities and district initiatives. Building parent and school partnerships is one method of approaching this issue and a great resource can be found at the National Coalition for Parent Involvement in Education (http://www.ncpie.org/). NRCPS should develop a volunteer program that promotes parent and community involvement. The superintendent should form a committee that includes administrators, teachers, parents, and community members to develop this program. The program should seek consistency in policies and practices throughout the district and should also be formally approved by the School Board. It should be flexible in thinking of opportunities for parents to be involved in the school outside of the traditional concept of classroom volunteering. The National Parent Teacher Association’s Seven Steps to a Successful Volunteer Program (http://pta.org/family_school_partnerships.asp) provides useful information for creating and maintaining an active school volunteer program. NRCPS should use these seven steps as a guide in developing their own program: • Assessing volunteer needs of each school. • Working with and training principals, teachers, and school staff on effectively using and supervising volunteers. • Setting goals and objectives for volunteer assignments. • Recruiting volunteers. • Training and orienting volunteers. • Training and recognizing volunteers. • Evaluating volunteer performance and program success. • Utilize technology to link with parents by creating a parent page on the district website. Examples may be found at (http://www.ba.k12.ok.us/) and (http://www.tps.k12.mi.us/web/index.html), (http://www.tecumseh.k12.ok.us/#). FISCAL IMPACT This can be accomplished within current district resources. Chapter 2: Instructional Delivery WCL ENTERPRISES 2-1 Chapter 2 Instructional Delivery This chapter examines the instructional delivery of North Rock Creek Public Schools (NRCPS) in the following sections: A. Instructional Delivery and Student Performance B. Professional Development C. Gifted and Talented Education D. Special Education E. Guidance and Counseling F. Federal Programs G. Textbooks The primary purpose of any school system is educating children. Effective instructional delivery is based upon the district’s mission for educating students and requires policies and procedures to direct the instructional process, well designed programs to meet the needs of all students, and resources to support program implementation. The monitoring and evaluation of program effectiveness based on student performance data is also essential. School districts offer educational services to students through a variety of programs including regular education programs and special programs. Special programs are designed to provide quality services for certain student populations, such as those in Gifted and Talented Education, Special Education, and Career and Technology Education. Background Exhibit 2-1 provides fall enrollment, ethnicity, and eligibility for free or reduced price meals for NRCPS for 2008-09 and comparative data for Community Group F2 and the state totals. Exhibit 2-1 Student Enrollment and Socioeconomic Characteristics 2008-09 Campus Grade Span Fall Enrollment Ethnic Groups Eligible For Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek EC-8 2,575 57% 2% 1% 4% 37% 56.3% Community Group F2 54% 5% 1% 6% 34% 68.4% State Totals 6,462 57% 11% 2% 11% 19% 56.3% Source: Office of Accountability, Profiles Database Exhibit 2-2 provides ethnicity and eligibility for free or reduced price meals for NRCPS, each of Instructional Delivery North Rock Creek Public Schools 2-2 WCL ENTERPRISES the peer districts, comparison Community Group F2, and the state totals. NRCPS has a lower percentage of students eligible for free and reduced meals that that of Community Group F2 but equals that of the state. Among peer districts, NRCPS has the third highest percentage of students eligible for free or reduced price meals. Exhibit 2-2 Demographic Data 2008-09 Entity Ethnic Groups Eligible for Free or Reduced Price Meals Caucasian Black Asian Hispanic Native American North Rock Creek 57% 2% 1% 4% 37% 56.3% Grove 69% 2% 4% 3% 22% 23.0% Pioneer 86% 3% 0% 3% 8% 43.8% Pleasant Grove 41% 4% 0% 2% 52% 70.5% South Rock Creek 73% 4% 1% 0% 22% 31.5% Whitebead 60% 2% 0% 25% 13% 58.0% Community Group F2 54% 5% 1% 6% 34% 68.4% State Average 57% 11% 2% 11% 19% 56.3% Source: Office of Accountability, Profiles District Report From 2004-05 through 2008-09, NRCPS’ average daily membership (ADM) increased, beginning and ending with a 9.9 percentage difference over the five year period. Compared to peer groups, three districts experienced an increase in student population while two had decreases. The Community Group F2 noted a significant increase in ADM while the state experienced only a slight increase (Exhibit 2-3). Exhibit 2-3 Student ADM Trends 2004-05 to 2008-09 Entity Average Daily Membership Percentage 2004-05 2005-06 2006-07 2007-08 2008-09 Change North Rock Creek 484.4 486.4 504.6 536.2 532.4 9.9% Grove 391.0 412.3 410.8 413.2 357.3 (8.6)% Pioneer 307.0 309.0 325.7 339.8 331.9 8.1% Pleasant Grove 230.0 229.4 233.2 234.1 237.5 3.3% South Rock Creek 346.0 324.1 337.1 316.5 320.2 (7.5)% Whitebead 399.3 405.2 422.6 410.5 415.1 4.0% Community Group F2 353.3 352.6 692.9 705.5 697.8 97.5% State Average 1,153.5 1,162.2 1,172.2 1,176.7 1,194.3 3.5% Source: Office of Accountability, Profiles District Report North Rock Creek Public Schools Instructional Delivery WCL ENTERPRISES 2-3 A. INSTRUCTIONAL DELIVERY AND STUDENT PERFORMANCE Managing the instructional process to ensure academic success for all students is the responsibility of the school district. A district’s instructional program, along with its allocation of resources, determines the extent to which the district meets the educational needs of all students. A well designed and managed process for developing curriculum and directing instruction, collecting assessment data to evaluate and monitor programs, and providing the resources needed to support educational efforts is essential if a district is to meet the needs of its students. Curriculum development and instructional delivery are critical components of student learning. The presentation of materials, concepts, skills, and new ideas greatly affect the acquisition of knowledge. Curriculum content and instructional strategies must be properly aligned and regularly evaluated in order to promote improvement of student performance. Local School Boards and superintendents must provide principals and teachers with the tools necessary to consistently deliver the state adopted curriculum, Priority Academic Student Skills (PASS), and to prepare students to be successful on state mandated assessments. Districts must provide curriculum documents that clearly define standards and learning objectives for each subject and each grade so that teachers know content expectations and instructional timelines for student mastery of objectives. Starting in 1998, Tim Waters, Ed.D. Robert J. Marzano, Ph.D., and Brian McNulty, Ph.D. from Mid-Continent Regional Educational Laboratory (McREL) began synthesizing the body of research on the effects of leadership practices on student achievement. In Balanced Leadership: What 30 years of research tells us about the effect of leadership on student achievement, McREL identified 21 leadership responsibilities that are significantly associated with student achievement. They have translated the results of this research into a balanced leadership framework that describes the knowledge, skills, strategies, and tools leaders need to positively impact student achievement. The framework moves beyond abstraction to concrete responsibilities, practices, knowledge, strategies, tools, and resources that principals and others need to be effective leaders. McREL’s leadership framework is based upon the idea that effective leadership means more than simply knowing what to do. Effective leadership means knowing when, how, and why to take action. A combination of knowledge and skills is the essence of balanced leadership (www.mcrel.org /balanced_leadership). Oklahoma School Testing Program Student assessment is an integral part of measuring student performance. The Oklahoma State Testing Program (OSTP) details the various standards-based tests that students must take during the school year. The Oklahoma Core Curriculum Tests (OCCT) consists of criterion-referenced tests designed to measure student attainment of skills established in core classes. These skills are guided by PASS. OCCT helps monitor student and school performance relative to state-mandated curriculum standards. The OSTP used a phase in process to increase the number of tested grades and subjects. Instructional Delivery North Rock Creek Public Schools 2-4 WCL ENTERPRISES In 2008-09, Criterion Referenced Tests (CRT) were administered in mathematics and reading in grades three through eight, writing in grades five and eight, science, and social studies/U.S. history in grades five and eight, and geography in grade seven. End-of-Instruction (EOI) tests are administered in high school following completion of instruction for specified subject-area competencies: U.S. History, Geometry, English II and III, Algebra I and II, and Biology I. On the 2008-09 CRTs, NRCPS grade three students performed below Community Group F2 and state averages in reading and above the averages in math. In reading, NRCPS student performance was the second lowest among the peer districts and the second highest in math (Exhibit 2-4). Exhibit 2-4 Percentage of NRCPS and Peer District Grade 3 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math North Rock Creek 63% 72% Grove 65% 58% Pioneer 71% 58% Pleasant Grove 100% 100% South Rock Creek 52% 58% Whitebead 76% 62% Community Group F2 65% 64% State Average 71% 70% Source: Office of Accountability, Profiles District Report Exhibit 2-5 shows 2008-09 test results of fourth grade students in NRCPS. Performance was lower than the average for Community Group F2 reading and higher in math. Student performance was lower than the state performance in both reading and math. Compared to peer districts, NRCPS reading scores were the lowest while math was the second lowest. Exhibit 2-5 Percentage of NRCPS and Peer District Grade 4 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math North Rock Creek 60% 70% Grove 71% 69% Pioneer 76% 76% Pleasant Grove 100% 100% South Rock Creek 80% 76% Whitebead 78% 83% Community Group F2 61% 65% State Average 68% 71% Source: Office of Accountability, Profiles District Report North Rock Creek Public Schools Instructional Delivery WCL ENTERPRISES 2-5 The 2008-09 OCCT grade five tests included five content areas: reading, math, social studies, science, and writing. Exhibit 2-6 shows the results for grade five students in NRCPS. Student performance was above Community Group F2 in all tested subjects except writing. NRCPS student scores were above the state in three of the tested content areas. Performance was lower that the state in reading and writing. Compared to its peer districts, NRCPS student performance was the second lowest in reading and third lowest in social studies. Overall performance was the third highest in math, science, and writing among peer districts. Exhibit 2-6 Percentage NRCPS and Peer District Grade 5 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math Social Studies Science Writing North Rock Creek 65% 72% 81% 95% 88% Grove 74% 67% 87% 91% 91% Pioneer 75% 75% 93% 96% 96% Pleasant Grove 63% 63% 69% 88% 67% South Rock Creek 70% 57% 73% 90% 86% Whitebead 88% 82% 88% 97% 84% Community Group F2 62% 60% 73% 86% 89% State Average 70% 68% 75% 87% 89% Source: Office of Accountability, Profiles District Report Exhibit 2-7 shows 2008-09 test results for sixth grade students in NRCPS. Performance was higher than Community Group F2 in both reading and math, but lower than the scores for the state in both content areas. Compared to peer districts, NRCPS’s performance for sixth grade was the second lowest in both reading and math. Exhibit 2-7 Percentage NRCPS and Peer District Grade 6 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math North Rock Creek 67% 65% Grove 82% 95% Pioneer 74% 74% Pleasant Grove 44% 63% South Rock Creek 71% 81% Whitebead 74% 67% Community Group F2 61% 60% State Average 69% 68% Source: Office of Accountability, Profiles District Report Performance for students in grade seven is shown in Exhibit 2-8. The results show that NRCPS students scored above Community Group F2 and the state average in reading and math and slightly below both groups in geography. Comparison to the peer districts shows NRCPS Instructional Delivery North Rock Creek Public Schools 2-6 WCL ENTERPRISES performance was the third highest in reading and the fourth highest in math. Performance was the lowest among peer districts in geography. Exhibit 2-8 Percentage NRCPS and Peer District Grade 7 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math Geography North Rock Creek 79% 72% 86% Grove 91% 97% 97% Pioneer 66% 81% 90% Pleasant Grove 27% 64% 91% South Rock Creek 80% 87% 100% Whitebead 73% 55% 94% Community Group F2 69% 59% 87% State Average 74% 67% 88% Source: Office of Accountability, Profiles District Report The 2008-09 grade eight tests included five content areas: reading, math, history/constitution/government, science, and writing. Exhibit 2-9 shows the results for grade eight students in NRCPS. Student performance was above the Community Group F2 averages in all content areas except history/constitution/government. Student performance was below state averages in reading, math, and history/constitution/government and above in science and writing. NRCPS scored the second lowest in reading and science and the lowest in math and history/constitution/government when compared to peer districts. Performance equaled that of two peer districts in writing with a score of 100 percent. Exhibit 2-9 Percentage NRCPS and Peer District Grade 8 Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Reading Math History/ Constitution/ Government Science Writing North Rock Creek 71% 59% 67% 91% 100% Grove 87% 100% 86% 97% 97% Pioneer 81% 76% 86% 100% 100% Pleasant Grove 50% 83% 73% 83% 90% South Rock Creek 74% 67% 70% 96% 96% Whitebead 88% 69% 88% 96% 100% Community Group F2 68% 57% 71% 89% 95% State Average 72% 65% 76% 90% 95% Source: Office of Accountability, Profiles District Report The End of Instruction (EOI) tests are administered to students taking the related high school level coursework. Eighth grade students taking related courses are included in the results of the North Rock Creek Public Schools Instructional Delivery WCL ENTERPRISES 2-7 testing program. NRCPS and comparison peer districts administered EOI tests in Algebra I, but courses for high school credit were not offered to students in the remaining tested content areas. Exhibit 2-10 show student performance for NRCPS students, Community Group F2, and the state in Algebra I. Performance was higher than the average for Community Group F2 and the state but the second lowest among peer districts. Exhibit 2-10 Percentage of NRCPS and Peer District Secondary Regular Education, Non-High Mobility Students Scoring Satisfactory or Above 2008-09 Entity Algebra I North Rock Creek 92 Grove 100 Pioneer DNA Pleasant Grove 83 South Rock Creek 95 Whitebead 100 Community Group F2 79 State Average 83 Source: Office of Accountability, Profiles District Report *DNA: Data Not Available; Grade Configuration of PreK through Grade 8 Under the accountability provisions in the No Child Left Behind (NCLB) Act, the federal government evaluates all public schools sites, school districts, and states for Adequate Yearly Progress (AYP). The NCLB annual report card for NRCPS in 2008-09 shows that the district met the AYP standard. Educational Planning and Assessment System The Educational and Planning Assessment System (EPAS) was created by the state of Oklahoma and ACT, Inc. The system uses an integrated series of assessments and reporting services to support educators as they help students set and reach goals for life after high school. The components of EPAS are the EXPLORE, PLAN, and ACT assessments. EPAS assessments provide information about academic progress at crucial points in a student’s educational career. Information provided by EPAS assessments is linked longitudinally to provide an academic information management system. These linked reports can be used to monitor student progress over time, detect trends, and evaluate instructional outcomes in support of school improvement efforts. The program is funded by the OSRHE, and content guides are available online to assist districts in curriculum alignment and improvement efforts (http://okhighered.org/epas/). EXPLORE, the eighth grade assessment, is the entry point to EPAS. The EXPLORE test includes objective assessments in English, math, reading, and science reasoning. Activities are included so that students begin the process of career and educational exploration. EXPLORE provides baseline data for monitoring student progress through the high school years. Exhibit 2-11 shows NRCPS performance on the EXPLORE test as compared to their peers Instructional Delivery North Rock Creek Public Schools 2-8 WCL ENTERPRISES nationally. NRCPS scores were higher than that of peers across the nation in reading and science and lower in math. Performance equaled that of peers in English and in overall composite score. Exhibit 2-11 NRCPS 8th Grade EXPLORE Scores Compared to the Nation 2009-10 Subject NRCPS Score National Score English 14.2 14.2 Mathematics 14.4 15.1 Reading 14.2 13.8 Science 16.1 15.9 Composite 14.9 14.9 Source: EXPLORE, Profile Summary Report Classroom Teachers The ratio of students per classroom teacher in NRCPS decreased over a three year period (Exhibit 2-12). The district’s ratio in the first two years was above community group and below in 2006-06. The average student teacher ratio in NRCPS was below the state averages in all years. Compared to its peer districts, the ratio was the third or fourth lowest in all years. All peer districts were below the state required average of 20 students per teacher. Data for the ratio of students per regular classroom teacher is not available beyond the 2006-07 school year. Exhibit 2-12 NRCPS and Peer District Students per Regular Classroom Teacher Entity 2004-05 2005-06 2006-07 Percentage Change North Rock Creek 14.8 15.1 14.7 (0.7%) Grove 13.4 13.4 14.7 9.7% Pioneer 15.4 14.7 14.6 (5.2%) Pleasant Grove 14.1 15.0 15.4 9.2% South Rock Creek 15.8 15.1 16.1 1.9% Whitebead 14.8 15.6 15.4 4.1% Community Group* *(G2 ) 14.5 *(G1) 13.8 *(F2) 15.2 4.8% State Average 17.2 16.8 16.7 (2.9%) Source: Office of Accountability, Profiles District Report Data not available beyond 2006-07 *Community groupings changed yearly The average experience of NRCPS teachers decreased 10.6 percent from 2004-05 through 2008- 09. The Community Group F2 average increased 5.6 percent, and the state average decreased 0.8 percent (Exhibit 2-13). NCPS teachers averaged more years of experience than their community group and state experience in all comparison years. As a whole NRCPS teachers rank the highest in years of experience among their peer districts in 2004-05 and 2005-06 but began to decline each year from 2006-07 through 2008-09 being the only district to note a percentage of decrease over the five year time. North Rock Creek Public Schools Instructional Delivery WCL ENTERPRISES 2-9 Exhibit 2-13 NRCPS and Peer District Average Years of Experience of Regular Classroom Teachers Entity 2004-05 2005-06 2006-07 2007-08 2008-09 Percentage Change North Rock Creek 16.1 16.4 14.6 14.0 14.4 (-10.6%) Grove 13.9 15.0 14.4 15.6 16.6 19.4% Pioneer 11.5 12.0 11.6 11.6 12.4 7.8% Pleasant Grove 11.6 12.0 12.9 12.5 13.4 15.5% South Rock Creek 15.6 16.4 17.2 16.6 17.6 12.8% Whitebead 13.4 12.9 14.3 13.5 14.8 10.5% Community Group F2 12.5 14.2 13.4 13.6 13.2 5.6% State Average 12.8 12.7 12.7 12.7 12.7 (0.8%) Source: Office of Accountability, Profiles District Report The percentage of teachers in NRCPS with advanced degrees was above the Community Group F2 and state average in 2004-05 through 2008-09 (Exhibit 2-14). Compared to peer districts, the percentage was higher than all peers except in 2008-2009 when the percentage was slightly below one of the peer districts. Exhibit 2-14 Percentage of NRCPS and Peer District Regular Classroom Teachers with Advanced Degrees Entity 2004-05 2005-06 2006-07 2007-08 2008-09 North Rock Creek 44.6% 48.4% 44.2% 36.5% 33.3% Grove 39.2% 42.1% 36.4% 30.9% 31.3% Pioneer 8.0% 12.4% 13.4% 4.4% 8.5% Pleasant Grove 32.3% 34.4% 34.6% 25.6% 24.2% South Rock Creek 26.8% 27.9% 26.2% 28.9% 34.9% Whitebead 22.2% 19.2% 18.2% 24.3% 21.3% Community Group F2 23.8% 26.0% 26.2% 23.9% 24.6% State Average 27.8% 27.0% 26.7% 26.5% 25.7% Source: Office of Accountability, Profiles District Report FINDING 2-1 NRCPS teachers in grades PreK-8 develop and use grade level benchmark assessments to monitor student learning, align instruction, and plan instruction and interventions. The analysis of benchmark data allows teachers to adjust curriculum and instruction to increase students’ mastery of learning objectives. The district uses the Scantron Prosper assessment system to support teachers in implementing formative benchmark assessments for all grades. NRCPS teachers have worked in grade level teams to develop benchmark assessments using state test specifications. Teachers selected test items from a variety of sources, such as textbooks, Buckle Down materials, state OCCT practice tests, and the Prosper assessment system. These assessments are administered by teachers every Instructional Delivery North Rock Creek Public Schools 2-10 WCL ENTERPRISES nine weeks and counselors conduct make-up testing. In interviews, the principal and counselors explained that the benchmarks align to state assessments with respect to format and are administered in a similar testing manner. The principal supports teachers by scoring tests and entering student answers for first and second grade. Elementary teachers meet each nine weeks by grade level to discuss assessment results, revise instruction, and plan to re-teach needed skills. Middle level content teachers analyze benchmark data as individuals. With the Prosper system, the formative assessment results can be quickly used to guide or refocus class instruction. Teachers use the assessment reports to target the performance and proficiency of individual students, subgroups, and the entire class. Through the design of the assessments and benchmark data analysis, teachers are actively involved in discussing curriculum, modifying instruction, and realigning curriculum or assessments as needed. At the elementary level, the benchmark assessments are also used as part of the Response To Intervention (RTI) program to identify students with learning disabilities. According to the special education lead teacher, the OSU professor that worked with the district to implement RTI approved the use of the benchmark assessments as a “universal test,” which has allowed the teachers to embed RTI into the formative assessment process. Planning interventions has become a part of the grade level teams’ ongoing work to use data in modifying and differentiating instruction for all students. COMMENDATION NRCPS teachers develop and use benchmark assessments to monitor student learning and adjust curriculum and instruction to increase students’ mastery of learning objectives. FINDING 2-2 NRCPS provides extended learning opportunities to increase student achievement. By recognizing that students learn at different rates and in different ways, the district increases student success with a variety of extended learning opportunities offered both during the school day and after school. The NRCPS Comprehensive Local Education Plan (CLEP) addresses the importance of offering extended learning opportunities, which provide students with additional time and instructional support in meeting learning goals. In interviews, the superintendent and dean of students described a variety of extended learning opportunities available to students. These include: • Students Needing Academic Practice (SNAP) uses Achieving Classroom Excellence (ACE) funds to support eighth grade students who did not perform satisfactorily on the seventh grade OCCT reading or math assessment. Students are provided two, thirty minutes sessions each week during the Accelerated Reading period. • Zeroes Aren’t Permitted (ZAP) provides additional time for students in grades 6-8 to complete assignments and improve grades by eliminating zeroes on class assignments. North Rock Creek Public Schools Instructional Delivery WCL ENTERPRISES 2-11 • After School Tutoring Academy uses REAP federal funds to provide a team of teachers to tutor all students, grades 3-8, after school for two weeks before the state tests. • Tutoring program for Indian Education uses Title VII to provide after school tutoring for eligible students in grades 3-8 for four days a week during the months of September-April. • Four week summer school program for first, second, and third graders provides extended learning time in reading and math. By providing additional learning time and academic support for students, the district is increasing students’ opportunities for success. Research from the National Center for Time and Learning illustrates that time is a critical factor in learning, and additional time and individualized instruction increases students’ ability to attain mastery (www.timeandlearning.org). COMMENDATION The district provides extended learning opportunities to increase student achievement by offering a variety of experiences, both during the day and after school, which will provide more learning time and support to students. FINDING 2-3 The district adapts facilities and staffing configurations to support teachers in collaborative teaching to improve student learning. As a result, teachers at several grade levels team teach and differentiate instruction through the use of flexible learning groups, small group instruction, and multiple learning centers. NRCPS teachers in Pre-Kindergarten and first grade developed proposals to create collaborative teaching environments aimed at meeting the diverse needs of students. Renovations to existing facilities were necessary and were supported by the district. In interviews the principal stated that the superintendent and School Board were willing to consider the initial proposal submitted by PreK teachers, approved the staffing configuration, and renovated classrooms into one large open space to support the team teaching approach. According the superintendent, the positive outcomes of the PreK team teaching program led to a similar proposal from two of the three first grade teachers. The first grade teachers’ proposal was approved, and two additional classrooms were renovated to provide an open classroom space. By supporting teachers in the collaborative approach to instruction, the superintendent and School Board recognized the importance of allowing teachers to collaborate in creating alternative learning environments to accommodate student needs. In interviews, the principal stated that while the diverse needs of students can be met in a single teacher classroom, team teaching offers several unique advantages. It allows teachers to divide their time between taking the lead in instruction and providing small group or individual instruction. In a single teacher classroom is it sometimes difficult to ensure each student receives the individual attention needed. Instructional Delivery North Rock Creek Public Schools 2-12 WCL ENTERPRISES Teachers involved in the team teaching classrooms stated that team teaching allows more flexibility in addressing individual student needs by providing small group instruction, individual attention, and multiple learning centers. Teachers are also able to share expertise in lesson planning. In The Benefits of Team Teaching in Primary Schools, Stephanie Williams noted that teams offer students an opportunity to observe teachers working together and are given real world examples of collaborative work (www.ehow.com). The superintendent stated that an unexpected outcome of the team configuration was the instructional continuity provided in these classrooms if a substitute should be needed for one of the teachers. COMMENDATION NRCPS has adapted facilities and staffing configurations to support collaborative teaching to improve student learning. FINDING 2-4 NRCPS does not have a clear vision of the organizational structure needed to address student learning needs in grades six through eight. A clear vision is critical as the district prepares to open a new facility in 2013 and develops transition plans, instructional schedules, staffin |
Date created | 2011-10-31 |
Date modified | 2011-10-31 |