Annual Work Plan / Leadership Goals

2014 - 2016 District & School Improvement Plans

The 2014 - 16 District School Improvement Plan represents the joint efforts of the Board of Education, the Superintendent of Schools, and the Executive Administrative staff. The Plan outlines the annual work of the Cedar Rapids Community School District identified for the 2014 - 2016 school year.

School Improvement Plans

The commitment to an annual planning process, based on input from various stakeholders, is an important core value of the Cedar Rapids Community School District. We welcome comment and constructive input for future consideration.


Cedar Rapids Community School District

Board of Education

2017 – 2018 Priorities

 

  1. The Board fully supports and will continue to advocate for the values, goals and tactics in the District’s 2017-2022 Strategic Plan, recognizing it will be re-visited at least annually by the Board in our efforts for continuous improvement so every child is future ready. There is an expectation of periodic updates by Administration on the actions defined in the plan as well as progress on the metrics established for the 2017-18 school year.
     
  2. The Board will operate as a visionary governance team in partnership with Superintendent Buck.
     
    1. Strive to use productive practices in the Board’s operations and development, and ensure our decisions are based on data and deliberation.
       
    2. Continue to develop a strong relationship and partnership with Dr. Buck, based on clear expectations and accountability, as outlined in his 2016-17 annual performance review and 2017-18 goals.
       
  3. Continue a focus on student learning and successful outcomes so every child is future ready.
     
    1. Set and communicate high expectations for student learning and push for continuous improvement in strengthening instruction using best practices.
       
    2. Support conditions for success and hold the system accountable to reach student learning goals.
       
    3. Work to build a collective commitment of the community and staff to achieve our student learning goals.
       
    4. Learn together as a board team by presentations at meetings, through our professional associations, and information shared with all of us by stakeholders.
  4. Foster a district culture that enables excellence and innovation.
     
    1. Support innovative learning practices, such as Iowa Big, magnet schools, use of technology, and partnerships with other educational institutions, businesses, non-profits, and the community.
       
    2. Expects a continuation of a collaborative environment with an emphasis on employee engagement designed to promote the recruitment and retention of a highly qualified staff.
       
    3. Support structures that develop instructional leadership and collaboration.
       
    4. Support research-based staff professional development aligned with district goals.
       
    5. Foster a safe and secure environment for all students, staff, and visitors.
  5. Lead through sound policy, ensuring transparent, ethical, and legal operations.
     
    1. A primary responsibility of the Board is to set policy for the district. We are committed to reviewing current policies and developing sound, written policies using best practice advice from the Iowa Association of School Boards, district legal counsel, and other established sources.
       
    2. Ensure our actions and those of the district follow state and federal laws and appropriately address legal issues when they arise.
       
    3. Maintain high ethical standards and ensure processes for establishing policy are open, transparent, and accountable.
  6. Sustain and enhance district resources through continuous planning and fiduciary oversight.
     
    1. For FY2018 the Board will strive to maintain the spending authority position reached in FY2017* with a longer-term goal moving towards the 8% - 10% position for both cash and spending authority in ensuing years.[* the official close of the books for FY2017 won’t occur until September 15th, however, preliminary figures show continued improvement in the spending authority position.]
       
    2. Through reports from Superintendent Buck and Board Treasurer Steve Graham, we will monitor and evaluate the financial health of the district, ensuring accountability and transparency in our decision making; work to ensure the district budget aligns with the district’s 5-year Strategic Plan; and reduce risk to the district through ensuring sufficient risk management practices are in place to protect our resources.
       
    3. Ensure school facilities enhance and enrich student and staff learning.
       
      1. The District’s Facilities Master Planning Process will continue into the 2017 Fall semester with multiple opportunities for stakeholders to learn about options and voice their opinions.
         
      2. The Board will continue to ask questions of the Facilities stakeholder committee and not determine an outcome of the process until full board learning and dialogue occurs at the board table during official board meeting(s).
         
      3. We will ensure a sound and transparent financial plan is in place to support any Master Facilities Plan adopted by the board.
  7. Advocate for public education and the needs of CRCSD and Iowa students.
     
    1. Articulate and advocate for the important role of local school governance.
       
    2. Develop and strengthen on-going relationships with local, state and national elected officials and policymakers around improving student achievement and the needs of public education.
       
    3. Work with our community to foster engagement and collaboration of all stakeholders to ensure high quality and equitable student learning opportunities.