Board Goals 2022-23

Utilization of Fiscal Capital

1. Distribute, manage, and advocate for resources to support student needs and define student learning outcomes by refining business practices in support of district educational programs. (FA 5.0, SI 5.1) (LCAP 1, 2, 3)

 

Lead Measures:

1. Effectively evaluate and develop a plan to utilize Federal and State grants and one-time funds to maximize student support and academic achievement.
2. Develop and implement a multi-year action plan with measurable goals and objectives in Education Services to build sustainable before and after school programming utilizing ongoing dollars from the Expanded Learning Opportunities Program. 
3. Develop and implement a budget communication calendar that sets clear dates for the review and expenditure of all restricted and unrestricted funding as a part of an ongoing analysis of the District’s fiscal position. 
4. Evaluate budgetary needs through partnership with site principals and Educational Services to address specialized co-curricular programs including but not limited to,  Dual Language Immersion, Magnet, Coding and Robotics, AVID, Honors and Advanced Placement Courses, and Career Technical Education in order to ensure program sustainability.

• • 1. Submit a Positive Budget Certification at each mandatory budget reporting period (1st Interim, 2nd Interim & Annual Budget)
    2. Develop and implement a budget communication calendar that sets clear dates for the review and expenditure of all restricted and unrestricted funding as a part of an ongoing analysis of the District’s fiscal position. 

• • 1. Monitor attendance for chronic absenteeism (both by school site and district-wide) on a monthly basis and ensure fidelity to the district’s Student Attendance Review Board Process.
    2. Collect and analyze SARB Hearing data including the number of participants at scheduled SARB Hearings. Monitor both academic and attendance progress of all students who attend SARB hearings and provide additional interventions for students who do not meet the requirements of their SARB Contract. 
    3. Support sites with attendance awareness resources throughout the year. Provide district support through monthly advice and resources shared with sites.

• • 1. Create a list of top priority Deferred Maintenance projects as identified in the 2018 Facilities Master Plan and through the use of internal reporting mechanisms for the board to discuss, prioritize and provide direction on executing identified projects. 
    2. Revise and update the Technology Master Plan and develop strategic objectives that will become part of a multi-year action plan to enhance access to technology for all students.
    3. Use of mitigation agreements from developers to provide additional funding above the statutory current Developer Fee for new and modernization of facilities impacted by new housing

• • 1. Execute a Facility Analysis study to determine the feasibility, required facility improvements and potential cost of transitioning Brea Junior High to become a middle school (6th-8th grade) campus.  Communicate the findings and staff recommendations to the Board and seek direction on moving forward with the project.
    2. Create an Elementary Classroom Expansion Plan to address anticipated increased classroom facility needs due to development and enrollment increases over the next 1-5 years.  Communicate the findings and staff recommendations to the Board and seek direction on moving forward with the project.
    3. Continuous exploration of Federal, State, or Local grants or funding opportunities.
    4. Explore partnerships and/or synergies with the City of Brea on joint projects benefiting mutual agency goals.

• • 1. Monitor the progress of Intervention Teachers to measure the effectiveness of their work as seen through student academic performance.
    2. Monitor the progress of Instructional Coaches to measure the effectiveness of their work as seen through academic performance in areas related to their focus areas.
    3. Monitor the progress of Reading Coaches to measure the effectiveness of their work as seen through academic performance in areas related to their focus areas
    4. Engage in the utilization of internal and/or external resources to improve student achievement in mathematics.

• • 1. Implement an effective PK-12 MTSS plan 
    2. Develop and execute an EL plan that increases reclassifications
    3. Active promotion of our DLI curriculum
    4. Develop and execute a robust GATE plan that increases teacher certifications in GATE and expands learning opportunities for students through the expansion of GATE strategies in all classrooms
    5. Support all sites with their WIGs to positively impact instructional practices and students outcome through standing conversations and on-going coaching

• • 1. Consistent use of iReady assessments on a quarterly basis in grades K-8
    2. Intentional data collection around risk assessments, Social Emotional Learning (SEL) indicators as evidenced through screeners such as Panorama and BASE Education
    3. Conduct a thorough analysis of quarterly report cards at the secondary level and trimester marks at the elementary level
    4. Regular monitoring of all IEP assessment requests, initial non-health related 504 meetings in order to guard against the over-identification of students for services that may be addressed through other interventions and less restrictive supports

• • 1. Ensure on-going coaching with Franklin Covey for District management team members
    2. Dedicated time for MTSS Professional Development at all Administrative Council meetings and Teaching Tuesdays
    3. Review the Educator Effectiveness Block Grant Plan on an annual basis with all site leaders and commit to professional development strategies that are aligned with each school site's WIG’s and SPSA Goals.

• • 1. Regular training and drills with the Titan Emergency Broadcast system
    2. Site Safety Assessments conducted in partnership with OCIAC, Brea PD and the District
    3. Threat Assessment training provided in collaboration with Brea PD and Cabinet utilizing the Comprehensive School Threat Assessment Guidelines (CSTAG) 
    4. Engage all BOUSD staff, volunteers, and interns with training on maintaining professional student adult relationships through the adoption of a Board Policy, onboarding and annual training
    5. Complete facility safety assessments and review data within the recommendations in order to recommend additional safety enhancements such as fencing

• • 1. Implement Emergency Communication and Broadcast systems and protocols for all students, parents, and staff.
    2. Improve on all emergency operations including the district’s EOC plan, drills at school sites and procedures for school-wide evacuation, relocation, and reunification.

• • 1. Consistent counselor presentations to students in grades TK-12 that discuss critical SEL objectives
    2. Regular meetings and activities hosted by the District’s Wellness Committee
    3. On-going site-level support from the District’s MTSS Steering Committee and MTSS Program Specialist

• • 1. Conduct no fewer than 6 parent education meetings to cover topics such as mental health, academic success, cyber-bullying, etc.
    2. Host quarterly parent advisory committee meetings
    3. Host quarterly employee advisory committee meetings  
    4. Regularly schedule meeting opportunities with principals and their parent community such as Coffee with the Principal
    5. Adopt parent communication platforms and protocols that engage and inform all parents/guardians/families in active and ongoing conversations about their child’s academic, behavior, and social-emotional progress

• • 1. Partner with the Franklin-Covey Organization to support leadership development and goal execution.
    2. Meet no less than monthly with site administrators to ensure goals are in progress and effectively executed. 
    3. Establish regular opportunities for leaders to collaborate, discuss and share knowledge.
    4. Commit the District to the advancement of partnerships to expand college and career opportunities.

• • 1. Determine the source of enrollment decline and seek out opportunities to increase student enrollment.
    2. Closely monitor the use of LCAP and grant funds to maximize programmatic and staffing sustainability to make appropriate recommendations to the Board.
    3. Analyze programmatic and staffing configurations to maximize student support and academic achievement.

• • 1. Engage with stakeholders such as Rotary, Kiwanis, Lions, Parent and Employee Advisory Committees, and our Korean Sister-City to strengthen our partnerships in the shared goal of providing the best educational program possible for all schools in the district. 
    2. Participate in regular site visits and ensure the same for all cabinet members so that there is a high level of visibility and support to school sites. Attend school site parent meetings, including school site council meetings, in conjunction with principals.
    3. Collaborate with partner agencies like the Brea Police Department, regional intelligence centers, and state and national agencies to develop the highest levels of safety possible for all students and staff at all campuses.