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Strategic Plan

The Board of Directors has extended the Port Angeles School District's 2011-2015 Strategic Plan through 2016.

Questions, comments and suggestions regarding the strategic planning process and its development may be sent via email to info@portangelesschools.org,or by U.S. Mail to:  Superintendent, Port Angeles School District,216 East Fourth Street, Port Angeles, WA  98362.

OUR VISION

All Port Angeles School District students will reach high standards and graduate prepared with knowledge, skills, and abilities to choose a successful future.

OUR MISSION

The Port Angeles School District creates and sustains learning communities that prepare each student to live, work, and learn successfully in a changing world.

BOARD OF DIRECTORS BELIEF STATEMENTS

  • Education is the shared obligation of the student, family, school and community.
  • Education must take place in a safe and caring environment that values high expectations, honesty, trust, and respect. 
  • All students must have the opportunity to learn and experience success individually and collectively.
  • All students must feel valued as human beings and successful as learners.
  • Every student is unique and all are capable.
  • All members of the school community have equal dignity and worth.
  • Cultural and social diversity are strengths in an educational environment.
  • Learning is a life-long process.
  • Schools are accountable to the public.
  • Patriotism and citizenship are fundamental to our society.
  • Individual commitment strengthens the entire organization.

Port Angeles School District Strategic Goals, Objectives, Action Items

GOAL #1 ORGANIZATIONAL CULTURE
All participants in our organization exhibit enthusiasm, feel valued, and find joy in their commitment to student learning and achievement.

Preferred future statement:
In 2015, Port Angeles School District is renowned throughout the nation as a mutually respectful community of adults & youth working collaboratively to ensure success for all.

Objective #1
Sustain a culture of trust among staff, students, and community.

Action Item 1

Start/End Date

Responsible

Support and enhance the partnership between principals, teachers, staff and PTOs to encourage broader participation by parents and community members.

9/2015-8/2016

Board Members
District Administration
Association Representatives

Action Item 2

 

 

Provide opportunities to learn about curriculum in order to support students’ learning and parents understanding.

9/2015-8/2016

Board Members
District Administration
Association Representatives

Action Item 3

 

 

Provide professional development for frontline staff and service professionals.

9/2015-8/2016

Board Members
District Administration
Association Representatives

Objective #2
Create an efficient and effective communication system where the decision-making
process is transparent and all stakeholders are well informed.  (Note: Most effective
is brief and decision/action items are first.)

Action Item 1

Start/End Date

Responsible

Continue the Communications Task Force to evaluate modes of communication, redundant messages, streamlining information so we can become more effective and efficient in sending out our message

9/2015-8/2016
Annually,
ongoing

Communications and Community Relations Coordinator
Task Force Members
, including student


Objective #3
Have 100% of students in Grades 7-12 engaged in extracurricular activities.

Action Item 1

Start/End Date

Responsible

Update Club Info on website regularly

9/2015-8/2016

CSB Administration
Building Principals
Club Sponsors

Action Item 2

 

 

Develop a leadership/student interest survey every two years to help increase student involvement

9/2015-8/2016

Leadership Class at PAHS, Lincoln HS, Stevens MS

Action Item 3

 

 

Have students sign up for two clubs, or extracurricular activities and/or community based activities.

9/2015-8/2016
ongoing

PAHS, Lincoln
Staff/students

Action Item 4

 

 

Update PASD and individual school websites.

9/2015-8/2016
ongoing

Admin
Technology Department
Communications Department

Action Item 5

 

 

Establish PASD Intranet.

9/2015-8/2016

Admin
Technology Department

Action Item 6

 

 

Evaluate learning management/student systems, e.g., Moodle

9/2015-8/2016

CSB Administration
Building Principals
Technology Department

Action Item 7

 

 

Provide professional development and support through in-service, e.g. technology professional development day.

9/2015-8/2016

CSB Administration
Building Principals
Technology Department

GOAL #2 STUDENT ACHIEVEMENT
All students will graduate and be prepared to live up to their potential and have the tools to pursue their aspirations.

Preferred future statement:
All students are prepared to learn in an environment that provides the curriculum and opportunity at all levels. With continuous mentorship, encouragement and celebrations, they graduate and are prepared socially and academically for a life-long journey of growth and success as valued members in their community

Objective #1
All students receive engaging, informative instruction throughout the system as demonstrated by student/parent data.

Action Item 1

Start/End Date

Responsible

Utilize Continue the new evaluation system with support/implementation of professional development for teachers and principals

9/2015-8/2016
ongoing

PAEA Representatives Team
District Bargaining Team

Action Item 2

 

 

Place teachers in their areas of passion and expertise

9/2015-8/2016
ongoing

District Administration
PAEA
Board Members

Action Item 3

 

 

Encourage staff innovation to respond to new trends in education.

9/2015-8/2016
ongoing

District Administration
PAEA
Board Members

Action Item 4

 

 

Create a culture that encourages staff to develop instructional programs based on students’ needs and interests.

9/2015-8/2016
ongoing

District Administration
PAEA
Board Members

Objective #2
All students will receive the necessary support to successfully matriculate through the
system.

Action Item 1

Start/End Date

Responsible

Create a well-articulated educational system,
PreK to 21.

9/2015-8/2016
ongoing

District Administration
Building Principals

Action Item 2

 

 

Evaluate our barriers and opportunities for growth to enable students to matriculate successfully through the educational system.

9/2015-8/2016
ongoing

District Administration
Building Principals

GOAL #3 RESOURCES
To have the resources (time, talent & treasure) necessary to meet district student achievement goals.

Preferred future statement:
An upswing in community and inter-district partnerships will provide additional effective support to achieve a 100% graduation rate. We will come together to develop a resource base (bonds, levies, outside grants, state and federal funding & donations) to build innovative campuses where teachers, support staff, technology & students are all on the cutting edge.

Objective #1
Create a more efficient and equitable resource distribution system.

Action Item 1

Start/End Date

Responsible

Create Budget Advisory Committee consisting of a cross section of parents, staff and nonprofit organizations.

January 2016

District Administration (David Knechtel),
Board Members

Action Item 2

 

 

Communicate and project budget process and its objectives prior to presentation.

9/2015-8/2016
ongoing

District Administration
Board Members

Objective #2
Create an infrastructure that supports student learning.

Action Item 1

Start/End Date

Responsible

When possible, act on the Task Force recommendation to study the restructuring of elementary education

9/2015-8/2016
ongoing

Admin
Board of Directors

Action Item 2

 

 

Pass Recommend a capital bond and/or capital levy

By 2017

Board of Directors

GOAL #4 ADAPTABILITY
To be adaptable in our support of student achievement.

Preferred future statement:
We will have a system in place able to take in information and proactively adapt to whatever challenges and opportunities are presented.

Objective #1
Create a data-driven adaptable education system.

Action Item 1

Start/End Date

Responsibility

Pursue partnership opportunities for technology in our schools.

9/2015-8/2016
ongoing

Admin
Technology Department,
Board of Directors

Action Item 2

 

 

Expand access to educational technology for students and staff.

9/2015-8/2016
ongoing

Admin
Technology Department,
Board of Directors

GOAL #5 COMMUNITY
To have community support for the value of education in the midst of community changes and to have education as THE priority in the Port Angeles Community.

Preferred future statement:
Port Angeles embraces education as a positive central feature of a healthy, attractive place to live. The communities connectedness to Port Angeles School District is demonstrated by: partnership to improve social, physical, emotional well-being and academic achievement; a strong volunteer base and resources to achieve student success; open two-way communication; high level of parent/guardian involvement in schools; school staff and STUDENTS are engaged in community projects. The priority of the community is a commitment to the success of ALL students.

Objective #1
Leverage community resources and expertise to further the education of all students.

Action Item 1

Start/End Date

Responsible

Reinvigorate the GAC committee district-wide with educators, industry professionals and a good cross-section of community members.

9/2015-8/2016

District Administration

Action Item 2

 

 

Develop community partnership with local STEAM representation.  Formalize current STEAM committee

9/2015-8/2016

District Administration
Board of Directors

BOARD OF DIRECTORS VALUE STATEMENTS

We value:

Treating every student, staff member, school partner, andcommunity member with dignity, respect, and care for their well-being inan environment that honors diversity;

A curriculum that is aligned with state and local standards,and that reflects academic skills, life and work readiness skills, andan  array of personal qualities such as respect,responsibility, civility, teamwork, and leadership;

A comprehensive staff development program with a commondistrict focus for all staff members designed to meet district, schooland individual needs, based on sound instructional practices andimproving student achievement;

Multiple data sources, including ongoing performance-basedassessments, that are used to support staff and students, as theycontinually improve their performance and achievement;

Student promotion to the next instructional level that isbased on demonstrated knowledge, skills, and abilities, and providing asupport system to ensure all students meet identified standards;

A skilled staff, hired to enhance the quality, relevance,and effectiveness of the educational system, within available resources;Partnerships in all aspects of school and district programs thatinvolve parents, business and labor, government, as well as  communityagencies providing services to youth, to enhance the quality, relevance,and effectiveness of the educational systems;

A system of distributed leadership that enhances thecapacity of all district staff, partners, and students to make relevantdecisions closest to the point of implementation, to participateappropriately in decisions designed to advance the  entire  system  ofschools and supporting structures, and through effective governance, tomake budget, hiring, and program decisions;

Ongoing, two-way communication and collaboration among alldistrict staff, students, partners, and the community to support allstudents achieving high standards;

The continual improvement of district and school technology,as an integrated instructional support tool, as well as a tool toenhance the effective and efficient operations of schools and thedistrict;

A physically, intellectually, and emotionally safe, healthy,and attractive learning environment conducive to personalization oflearning, strong adult-student relationships, and pride of ownership inschools;

Ongoing, intentional, quality evaluations of staff skillsand performance, conducted annually, and based upon specific,understandable, and fair standards, expectations, andperformance criteria; and

Fiscal responsibility and sound financial managementpractices that support the capacity to adequately maintain districtprograms and priorities, and that will advance the Strategic Plan andcontribute to all students achieving high standards.

Revised: January 2003

ADMINISTRATIVE TEAM OPERATING PRINCIPLES

  • We will use our vision and mission statements as a filter for our actions and decisions.
  • We will practice active listening, check for understanding, and assess our team’s performance.
  • We will support each other with respect, loyalty, personal and professional integrity, and trust.
  • We will take time to get together for meaningful dialogue and to celebrate our growth and success in a spirit of fun.
  • We will strive to maintain open and honest communication, and we will respect the confidentiality of our team, consider all voices, and encourage full participation.
  • We will acknowledge and resolve conflicts as they arise, recognizing them as indicators of the variety of perspectives that create meaningful dialogue and progress.
  • We will honor and support informed decisions through clear decision-making structures.  We are committed to a distributive and collaborative decision-making process.  We will commit to using questions as a form of active inquiry to support our learning together.
  • We will develop clear and limited agendas with identified purposes.
  • We will show respect to team members by starting and
    finishing on time.

Accepted: February 2002

STUDENT PROFILE
A Port Angeles School District graduate will be prepared for the future through:

Life and Work Readiness Skills

  • Has a basic work ethic
  • Understands the importance of being a life-long learner
  • Knows practical life skills
  • Demonstrates citizenship and global awareness
  • Works well with others
  • Develops vocational/career opportunities

Academic Skills

  • Reads with understanding
  • Writes with skills
  • Knows and applies mathematics
  • Communicates effectively
  • Knows and applies the concepts of social, physical and life sciences; civics and history; geography; arts; and health and fitness
  • Thinks analytically, logically, and creatively, and combines
  • experience and knowledge to solve problems
  • Uses technology as a tool to reach high standards

Personal Qualities

  • Uses interpersonal skills such as respect, integrity,compassion, tolerance, and civility
  • Acts with responsibility and accountability
  •  Demonstrates self-awareness and self-esteem
  • Knows when and how to use teamwork and leadership skills
  • Lives a healthy lifestyle

Approved: June 2001

GLOSSARY OF TERMS*

Vision is the single most important toolfor leading your organization.  It captures your organization’s purpose,direction, and values.

Vision Elements define key words and phrases in the vision statement to prevent differing interpretations of the vision.

Mission Statement is a written statement ofpurpose, crafted to inspire people to commit to the organization’svision.  It answers the questions: Why do we exist?  What do we do?  Forwhom do we do it?  Why do we do it?

The Mission Elements define key words and phrases in the Mission Statement; this prevents differing interpretations of the mission.

Guiding Principles are the crucial valuesthat guide people’s relationships with customers (students, parents, andcommunity members) and with each other.

Goals define what the organization is goingto accomplish by when.  Goals are long-term and describe an end result. Together, goals portray the organization’s design for achieving itsvision.

Tichy (2002)** describes goals as “quantum ideas” or bigoverriding principles that keep everyone working in a common direction. Quantum ideas by themselves don’t make an organization successfulbecause they don’t provide a strategy or set of specific actions.

Objectives describe action-orientedelements designed to move the organization toward its vision.  Objectives are SMART: Specific, Measurable, Attainable,Results-oriented, Time bound.

Tichy (2002) describes objectives as “incremental ideas” people put into action to reach a goal.

Strategies describe the approaches an organization takes to reach an objective.

Actions describe the specific activities ortasks that will be taken to achieve the objectives.  Actions areachievable in the short term.

Powerful Teaching and Learning represents instruction characterized by inquiry, in-depth coverage, and performance assessment.
 
*Wall, B., Sobol, M. and Solum, R. (1999). The Mission-Driven Organization. 
   Prima Publishing.

**Tichy, N. M. (2002). The Leadership Engine. HarperBusiness.

AREAS OF RESPONSIBILITY

The table below describers the range of elements used in ourstrategic planning and identifies which level of the organization hasprimary responsibility for designing and implementing those elements.

                Goals     Objectives     Strategies     Actions
District        X               X  
School                          X                X            X
Site***                        X                X            X

***“Site” refers to specific district-level organizationssuch as central services, transportation, maintenance, informationtechnology, etc.

Click the link below for more information on SchoolImprovement Planning and related resources for students and parents fromthe Office of Superintendent of Public Instruction: School Improvement.