2014-2019 Strategic Plan
2015 - 16 JAMESTOWN BOARD OF EDUCATION
Joe DiMaio,
President
Table of contents
Paul Abbott,
Vice President
INTRO:
Dan
Johnson
Nina
Karbacka
Shelly
Leathers
Thomas
Pope
Patrick
Slagle
Message from Board of Education . . . . . . . . . . . . . 2
Message from Superintendent . . . . . . . . . . . . . . . . 3
Developing the Strategic Plan . . . . . . . . . . . . . . . . . . 5
JPS Principals
JPS Cabinet
ELEMENTARY SCHOOLS
Tim O. Mains – Superintendent of Schools
Dan Bracey – Bush Elementary School
Maria DeJoy – Fletcher Elementary School
Katie Russo – Lincoln Elementary School
Renee Hartling – Love Elementary School
Connie Foster – Ring Elementary School
Dave Currie – Coordinator of Science / Technology / Information Services
Ben Drake – Director of Athletics / Coordinator of Physical Education,
Health and Family and Consumer Science
Committees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Mission and Vision. . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
5 Core Beliefs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Why Does JPS Need a Strategic Plan?. . . . . . . . . 12
Jessie Joy – Director of Curriculum, Instruction and Assessment
Goals / action plans:
Dr. Mike McElrath – Jamestown High School Principal
Overview of Goals. . . . . . . . . . . . . . . . . . . . . . . . . . . 16
MIDDLE SCHOOLS
John Panebianco – Director of Pupil Services
Carm Proctor – Jefferson Middle School
Karen Peterson – Director of Human Resources
Goal 1: Academic Excellence. . . . . . . . . . . . . . . . . 17
Phil Cammarata – Persell Middle School
Carl Pillittieri – Director of Buildings and Grounds / Transportation
Goal 2: Whole Child Development . . . . . . . . . . . . . 21
Melissa Emerson – Washington Middle School
Julie Poppleton – Coordinator of Extended Learning and Family and
HIGH SCHOOL
Dr. Mike McElrath – Jamestown High School
JA ME STO WN P UBLIC S CHOOLS
Community Engagement
Goal 3: Family/Community Engagement. . . . . . . . 25
Tina Sandstrom – Director of Schools
Goal 4: Support and Metrics. . . . . . . . . . . . . . . . . 29
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Dear JPS Stakeholder,
We have our work cut out for us. The demands of the 21st century require that we retool
public education. If we want to ensure success for our students in college, career, and life, we
will have to create new approaches to teaching and learning. We will need to invent a new
normal; we will need to transform our schools.
Dear JPS Stakeholder,
The Board of Education selected this superintendent in hopes he would lead Jamestown to a place
of prominence and success. For too long, the state has short-changed our community, and the
long period of reduced resources has dampened our spirit and challenged our resolve.
One of the first things that Superintendent Mains did was to lead the Board to consider and
construct new statements to define our vision, mission, values and beliefs. Then he organized
140 individuals over a period of six months to propose the elements of a strategic plan, which the
Board adopted in November, 2014.
Joe DiMaio,
President
Now we have a plan that will guide us over the next five years to claim our place at the pinnacle
of achievement. This plan is not for some, but for all of our students. No matter what challenges
children may face, we intend to reconstruct our educational delivery system to benefit each and
every one of the students entrusted to us. We ask for the support of our staff and community to
help realize all of the potential contained on the following pages.
This document outlines the plan that will guide that transformation. It was constructed by
a broad cross section of teachers, administrators, staff, students, parents and community
members. It details the essential elements that will require our constant attention.
Tim O. Mains,
Superintendent
That said, it is important to note that this is a plan, not an instruction manual. It will require
our continued engagement as a diverse group of stakeholders to interpret its implementation.
The dialogue that created this document dare not end simply because we created it. The true
acts of creation lie ahead of us over the next five years.
It took the entire community to construct this plan; it will take the entire community to successfully
execute it.
I invite you to remain attuned and engaged with us as we work to make Jamestown the
epitome of success – on the macro level, as a school system, and on the micro level, for
every student and staff person whom we include in our JPS family.
Sincerely,
Joe DiMaio, President
Jamestown Board of Education
Sincerely,
Tim O. Mains, Superintendent
Jamestown Public Schools
Your dreams are our dreams;
Your challenges are our challenges;
Your successes are our successes!
Knowing is not enough;
we must apply.
Willing is not enough;
we must do.
- Johann Wolfgang von Goethe
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2 014 - 2 019 ST R AT E G IC PLA N 3
4
2
5 3
1
development of the plan
goals
Goal 1:
Ensuring academic
excellence and equity
year
plan
2014 - 2019
Goal 2:
PROMISES
Developing the
whole child (social/
emotional learning)
To Honor Our Mission
and Our Vision
Goal 3:
Engaging family
and community
Goal 4:
Establishing standards,
practices and metrics
that support and improve
student success
4 JA MESTOWN P UBLIC S CHOOLS
140
Community
Members
8
audiences
Committees
STAFF
Students
families / community
1
JAMESTOWN
Strategic
Plan
Development of the 2014 -19 JPS Strategic Plan
As part of Superintendent Tim O. Mains’ Entry Plan, a pattern of interaction with the local
community began, which laid the framework for a comprehensive Strategic Plan to improve
student achievement and ensure district sustainability. A total of 140 local community
members (representing parents, students, JPS staff, non-profits and foundations, local
businesses and colleges) served on eight committees focusing on: rigorous academics,
closing gaps in student achievement, social/emotional development, accountability/metrics,
family/community engagement, technology, extracurricular activities, and communications/
public relations. The Strategic Planning Committees drew upon one of Jamestown’s greatest
strengths – the insights and supports of JPS’ students, families and community, whose
interests are to see all children succeed. Thank you to all of the committee members who
donated their valuable time and skills to the planning process.
The Strategic Planning Committees drew
upon one of Jamestown’s greatest
strengths – the insights and supports of JPS’
students, families and community, whose interests
are to see all children succeed.
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committees
RIGOROUS ACADEMICS
committees
SOCIAL/EMOTIONAL
CLOSING GAPS IN STUDENT
FAMILY/COMMUNITY
DEVELOPMENT
ACHIEVEMENT
ENGAGEMENT
Co-Chair: Marilyn Zagora
Co-Chair: John Panebianco
Co-Chair: Tina Sandstrom
Amy Anderson
Co-Chair: Jim McElrath
Norm Arthurs
TECHNOLOGY
COMMUNICATIONS/PR
Co-Chair: Dave Currie
Co-Chair: Cathy Panebianco
Co-Chair: Julie Poppleton
Co-Chair: Jon DeAngelo
Co-Chair: John Whittaker
Co-Chair: Max Martin
Co-Chair: Jay Baehr
Paige Anderson
Pam Brown
Dan Bracey
Liz Antolina
John Barber
Peter Beeson
Greg Edwards
Phil Cammarata
Patty Duncanson
Carrie Blitz
Marie Carruba
Katie Cieslewicz
Nelson Garifi
Maria DeJoy
Kirstin Harris
Jen Borngraber
Donnelle Conti
Cindy DiNapoli
Journey Gunderson
Jennifer Hill
Jeff Kroon
Dr. Vicky Campion
Jennifer Cronin
Jim Domagola
Greg Lindquist
Rachel Ludwig
Lisa Certo-Card
Toni DeAngelo
Connie Foster
Annette Miller
Jana McDermott
Joseph Hall
Co-Chair: Denise Pusateri
Tory Irgang
Steven Hess
Co-Chair: Ben Drake
Leann Love
Michelle McDowell
Charles McKenna
Gina Hess
Co-Chair: Dr. Lillian Ney
Deb Kathman
Trevor Hitchcock
Co-Chair: Shane Hawkins
Magda Morales
Angie Peck
Susan Mead
Lisa Holt
Tom Benson
Karen Mason
Theodore Hoca
Marygrace Anderson
Jack Osborne
Dr. Tony Peppy
Cheryl Moss
Jennifer Lachajczyk
Annette Bittorf
Dr. Mike McElrath
Sara Joly
Len Barry
Katie Russo
Barbi Price
Donna Moynihan
Ben Lindquist
Chad Bongiovanni
Brandi Meacham
Deke Kathman
Kevin Brombacher
Jamie Sharpe
Deborah Rein
Sam Pellerito
Beth Oakes
Melissa Emerson
Felix Muzza
Jason Kathman
Krista Camarata
John Sirianno
Christina Spontaneo
Brittany Saxton
Jennifer Panebianco
Melissa Forster
Shannon Osborne
Dave Leathers
Dr. Lynn Dunham
Jason Stronz
Dana Williams
Tamu Reinhardt
Jen Goshgarian
Carm Proctor
Jim Parker
Jill Hopkins
Chris Switala
Thom Wright
Patty Rizzo
Renee Hartling
Bonnie Schnars
Karen Peterson
Richie Joly
Karen Sykes
Julie Zaffalon
Janice Walters
Dr. Mansoor Kazi
Randy Sweeney
Carl Pillittieri
Dr. John LaMancuso
Olivia Valone
Priscilla Menzies
Christine Yocum
Christopher Tehan
Keith Martin
Jason Williams
Dale Weatherlow
Jon O’Brien
Co-Chair: Jessie Joy
ACCOUNTABILITY/METRICS
Mike Metzger
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EXTRACURRICULAR
Rob Olson
Elizabeth Pardue
Michelle Prince
Kim Richir
Greg Rabb
Steve Sipior
Anthony Scott
Kim Sutter
Kristy Zabrodsky
Linda Swanson
Linda Johnson
Rosary Kolivas
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jps core values & beliefs
mission
and vision
Mission:
We are committed to
provide our students
high-­quality, 21st century
learning experiences
within and beyond our
classrooms so that our
graduates are prepared
to excel in college, career,
and life.
Vision:
We see every child
learning every day!
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Core Values and Beliefs: A district-­wide commitment to the following values and
beliefs is vital at all levels of the organization if we are to fully realize our vision and mission: 1.Students must always come first.
a.We believe it is essential to place the interests of students above all others in every
decision we make.
b.We believe that the core work of the district is supporting student learning.
c. We believe it is our responsibility to do whatever it takes to ensure that every child,
regardless of challenges or circumstance must be supported and expected to achieve
at his or her highest level.
2.High–quality teaching and learning are key to student
success.
a.We believe in high expectations for all students and staff built on a culture that includes
fair treatment, honesty, openness and respect.
b. We believe high-quality instruction is key to our students’ success and is built on a
rigorous and relevant curriculum that is aligned to high standards, measurable
outcomes, appropriate professional development and equitable access to educational
opportunities.
c. We believe that we will need to operate in perpetual learning mode, seeing professional
growth as an ongoing responsibility for all.
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jps core values & beliefs
3.This effort requires us all to work together.
a. We must effectively partner with parents and community resources.
b.We believe students are far more likely to be successful in school when their families
share in the commitment to that school success.
c. We believe that teachers and other staff must maintain a collaborative spirit and be
willing to share both resources and ideas.
d. We believe positive relationships are key to accomplishing our goals. This includes
relationships between and among staff, between teachers and students, between
administrators and teachers, and among school staff, families and community.
4.Positive social, emotional, and behavioral growth
provides a sturdy foundation for academics.
a.We believe schools are the heart of our communities and are committed to providing
healthy and safe school environments.
b.If we want children to be successful in school and in life, we believe they must possess
strong social skills plus emotional self-awareness and self-control.
c. We believe structured opportunities outside of the classroom can provide rich
experiences that foster positive social/emotional development and responsible
behavioral choices.
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jps core values & beliefs
5.Strong leadership, effective systems
and reliable measures will be required
to accomplish our goals.
a.We believe that leadership is essential. It should be
developed and distributed within every constituency
and throughout the organization.
b.We believe that routine review of how we do
business will help us to maintain effective and efficient
systems that support our core business of teaching
and learning.
c. We believe that a continuous improvement cycle
can most effectively be maintained by the routine
collection and analysis of data.
d.We believe that data should help us refine our
approaches within our classrooms and in the systems
that support those classrooms.
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why does jps need a STRATEGIC plan?
our mission
is to provide
our students
high-quality,
21st century
learning
experiences
within and
beyond our
classrooms
so that our
graduates
are prepared
to excel in
college,
career, and
life.
Excellence and Equity for Every Student
Public schools open their doors to all students, regardless of background, race, gender or
abilities. It is Jamestown Public Schools’ mission “to provide our students high-quality, 21st
century learning experiences within and beyond our classrooms so that our graduates are
prepared to excel in college, career, and life.” We aim to provide abundant opportunities that
help students identify and develop their individual strengths and talents, as a springboard to
a flourishing adulthood. The 2014-19 JPS Strategic Plan provides a 5-year blueprint for our
district and the community, to ensure the best educational experience for our children.
With Change, Comes Challenges
JPS enjoys a 128-year tradition of excellence in the local community, annually serving
approximately 5,000 diverse students: 67% Caucasian, 20% Hispanic, 9% multi-racial and 4%
African American. English as Language Learners account for 4% of our population.
Students with Disabilities comprise 13% of our student body.
why does jps need a STRATEGIC plan?
71%
Economically
Disadvantaged
29%
city
Poverty Rate
72%
Graduated
in 2014
16%
Caucasian
Hispanic
67%
20%
9%
Multi-Racial
Average
dropout
rate
The community in which we all live and learn faces
many challenges:
• 71% of our students are economically disadvantaged, as compared to 43% in 2002.
The City of Jamestown has a 29% poverty rate. JPS is among the poorest 1% of all
districts in NYS.
• Only 20% of students entering JPS Kindergarten demonstrate needed early literacy skills.
• The 2014 graduation rate for all JPS students was 72%. Hispanic students graduated at a
rate of 64% and Students with Disabilities graduated at only 57%.
• The overall dropout rate at JHS is 16%.
• In English Language Arts (ELA) for grades 3 to 8, only 20% of our students were proficient
in NYS Standards in 2014, and 47% well-below proficient In Math for grades 3 to 8,
only 22% of our students were proficient in NYS Standards in 2014, and 47% well-below
proficient.
• The JPS Regents Passing Rate is below the NYS average in every subject area: ELA 70%
(NYS 81%), Math 81% (NYS 84%), Global History 65% (NYS 78%), US History 69% (NYS
79%), Science 76% (NYS 82%).
• NYS / Elementary and Secondary Education Act (ESEA) Accountability designated
Jamestown Schools as a “Focus District” for the low performance of English Language
Learners and Students with Disabilities, which are significantly below the NYS average.
African American
4%
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why does jps need a STRATEGIC plan?
JPS HAS BEEN SHORT-CHANGED FOR YEARS
Underperformance is not the only challenge; underfunding is another. Our district’s budget
relies heavily on state aid – fully 70% of JPS’ budget is built on state-calculated financial
assistance. JPS has been tragically underfunded by the state for many years. The lack of
Foundation Aid and Gap Elimination Adjustment dollars totaled a whopping $131,945,216
by 2015 (just under $22 million per year). Because we suffer a depressed local economy Jamestown ranks 669 of 676 NYS school districts on a tool used to measure economic need,
called “The Wealth Index” - we can do little to stem the tide. Our local tax levy supplies about
20% of our budget; and an increase of 1% on the tax levy brings a mere $140,000 to the
district. Despite these financial challenges, the district has redoubled its efforts to find ways
to provide for the educational needs of its children. The Strategic Plan addresses the need to
allocate resources with the best interests of our students in mind.
With Challenges, Come Opportunities
It’s not all “gloom and doom.” Jamestown Public Schools has always been committed to
supporting and enriching students academically, socially and emotionally. The district has
forged powerful, effective partnerships with local foundations, non-profits, organizations and
businesses. We live in a caring and diverse community where people are concerned about
the education and lifelong success of our children. There is much to celebrate. The district
provides numerous opportunities for its students, both in the classroom and outside it: JPS
why does jps need a STRATEGIC plan?
claims the largest selection of Advanced Placement and College-Level Courses in the area,
a wide variety of elective offerings at JHS, championship music and athletic programs and
unparalleled facilities, over $250,000 in scholarship opportunities for students, state-of-theart technology, robust after school programs, a Universal Pre-kindergarten program for our
district’s 4-year-olds, and JHS Academies offering six study tracks for students to become
21st century learners and workers.
Why Do We Need District-Wide/Community-Wide Goals?
A goal without a plan is simply a wish. The JPS Strategic Plan was developed by, and for,
the Jamestown community. It asks our community to consider how we can ensure that all
children in the district have access to, and become involved and supported in a wide variety
of academic and extracurricular opportunities that merge to help them realize college,
career, and, lifelong success. The 2014-19 JPS Strategic Plan and its four identified goals are
intended to be a roadmap to galvanize the community in all its student-centered actions and
decisions. In order to be successful, we must be committed to monitoring the Strategic Plan’s
progress, including identifying ways to measure its success, allocate resource responsively,
and update the plan in order to meet our community’s evolving needs and priorities.
A goal
without a plan is simply a wish.
- ANTOINE DE SAINT EXUPERY
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GOAL 1: academic excellence
Ensure academic
excellence
OVERVIEW of GOALS
and equity for
every student.
Goal 1:
Goal 2:
Goal 3:
Goal 4:
Ensure academic
excellence and equity
for every student.
Create an engaging
and nurturing school
environment in and
outside the classroom rich
with opportunities that
develop the whole child.
Improve communications
and deepen engagement
for both families and the
broader community.
Implement operational
standards and practices
that improve, support
and measure student
success.
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The linkage of academic excellence with educational equity is acknowledged now, perhaps,
more than ever before, because our global society is becoming increasingly aware that an
individual’s level of education is directly correlated to the quality of life he or she will have
in the future. A true merger of academic excellence and equity intentionally combines high
expectations, high-quality instruction, rigorous and relevant curriculum that is aligned to 21st
century standards, measurable outcomes, positive relationships, appropriate professional
development and equitable access to educational opportunities.
While improving academic performance is crucial for Jamestown, it is a challenge by no
means exclusive to our district or our community. It is, in fact, the subject of a seminal
report released in 2013, by the U.S. Department of Education, which declared: “an urgent
national mission: to provide equity and excellence in education in American public
schools once and for all. This collective wisdom is a historic blueprint for making the dream
of equity, and a world-class education, for each and every American child a reality.”
Why is this a key element of the Jamestown Public School District’s Strategic Plan? A close
scrutiny of our efforts to date would force us to confess that we have fallen short. Nearly
half our students entering third grade are reading below grade level. The majority of JHS
students are unprepared to access the accelerated opportunities we offer, and colleges tell
us that many of our graduates require remedial classes before they can begin college-level
work. The strategies and action steps described on the next pages reprioritize district-wide
and community-wide commitment to implementing systemic change. Our goal is to provide
multiple pathways to success in order to meet the needs of a diverse student body, preparing
them for the rigors of college, career and life.
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GOAL 1: FIVE-YEAR ACTION PLAN
Goal 1: Ensure academic excellence and equity for every student.
Strategy 1.1: Ensure that all students have equitable access to rigorous and challenging
curricula in every grade and subject.
GOAL 1: FIVE-YEAR ACTION PLAN
Goal 1: Ensure academic excellence and equity for every student.
2014-15 2015-16 2016-17 2017-18 2018-19
Strategy 1.4: Design and implement a system to identify and prevent gaps and provide
appropriate instruction and intervention for all students.
Establish and implement a district Literacy Plan and identify targets by grade in reading and writing
Establish systems to guarantee data-driven instruction in all schools
Refine delivery of Common Core Learning Standards (CCLS) Modules in ELA and Math
Select and administer the best universal screeners for all levels in ELA and Math
Develop and field test units in other subjects
Establish and implement a district Response to Intervention (RtI) plan and parallel plans in all schools
2014-15 2015-16 2016-17 2017-18
2018-19
2014-15 2015-16 2016-17 2017-18
2018-19
Increase participation by students from under-represented groups in advanced classes
Strategy 1.5: Engage in targeted activities to close existing gaps unique to specific
subgroups of students.
Strategy 1.2: Ensure that all schools and classrooms are led by teams of effective educators 2014-15 2015-16 2016-17 2017-18 2018-19
who provide engaging instruction that challenges and supports all learners.
Establish and implement an Early Intervention Plan for students in grades Pre-K to 2
Establish and implement a district Professional Development Plan
Strengthen teaching and engagement of students from low socioeconomic and/or distressed households
Strengthen observer skill in providing accurate feedback to support professional growth
Strengthen teaching and engagement of students from culturally and linguistically diverse backgrounds
Establish learning outcomes for new teacher induction and mentoring programs
Strengthen teaching and engagement of students with disabilities and underachieving students
Increase peer conversations about professional practice by expanding available coaches
Strategy 1.3: Monitor academic program implementation and impact.
2014-15 2015-16 2016-17 2017-18 2018-19
Conduct classroom audits of delivered curriculum
Conduct annual school / district reviews utilizing the Diagnostic Tool for School and District Effectiveness (DTSDE)
Conduct reviews at the classroom level through focus walks and other audits
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GOAL 2: WHOLE CHILD development
Create an
engaging and
nurturing school
environment
in and outside
the classroom
rich with
opportunities
that develop the
whole child.
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Just as public schools help prepare students for the academic rigors of college and career,
they must also equip students with the “success skills” that make for a happy and fulfilling life.
To be successful in an increasingly complex and diverse world, our students must be able to
manage themselves and their emotions, to understand and develop their strengths, take the
initiative to expand their horizons and opportunities, demonstrate patience and persistence,
and realize that life consists of giving back to their community.
Social emotional learning is a process for learning life skills, including how to deal with
oneself, others and relationships, and work with others in an effective manner. Social,
emotional, and cognitive development are interdependent, and numerous studies have
shown that children need social and emotional competence to succeed in school, and
life. In order for all students to effectively learn, we must focus not only on nurturing and
attaining children’s academic success, but also on nurturing and attaining their social and
emotional well-being. We can provide whole-child opportunities in and beyond
our classrooms by offering a wide variety of interactive opportunities and cocurricular activities such as: clubs, athletics, study abroad opportunities, after school
opportunities, and arts and music programs. We are committed to providing the conditions
and options that inspire all JPS students to learn, explore and discover, fully develop, and
advance successfully through life.
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GOAL 2: FIVE-YEAR ACTION PLAN
Goal 2: Create an engaging and nurturing school environment in and outside the classroom rich
with opportunities that develop the whole child.
Strategy 2.1: Attend to the social and emotional development of all students.
2014-15 2015-16 2016-17 2017-18 2018-19
GOAL 2: FIVE-YEAR ACTION PLAN
Goal 2: Create an engaging and nurturing school environment in and outside the classroom rich
with opportunities that develop the whole child.
Strategy 2.2: Ensure that our students have a wide range of opportunities in and outside of
the classroom to develop skills, talents and interests.
Recruit Trauma Champions
Survey all stakeholder groups to determine interests and levels of involvement in extracurriculars
Transform JPS into a Trauma-Informed District of Care
Recommend and implement changes in extracurricular offerings; track participation in student activities
Create a district Social Emotional Development Plan
Monitor and adjust co-curricular program objectives and recommend action plans for the district
Implement district Social Emotional Development Plan
Complete reorganization of district co-curricular opportunities
2014-15 2015-16 2016-17 2017-18 2018-19
Support the enactment of the Social Emotional Development Plan with appropriate professional development
Fully establish Positive Behavioral Interventions and Supports (PBIS) plan in every school
Implement Positive Behavioral Interventions and Supports (PBIS) plan in every school
Strategy 2.3: Encourage students to expand their capabilities and explore all of their talents. 2014-15 2015-16 2016-17 2017-18 2018-19
Promote district and independent co-curricular opportunities through the district website
Educate advisors on ways to market their programs in schools and the community
Promote activities through school events and publications
Increase student participation in co-curricular activities
Increase the number and variety of co-curricular activities
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GOAL 3: family/COMMUNITY engagement
Improve
communications
and deepen
engagement for
both families
and the broader
community
Children come to us from families and a community that reasonably expect us to spend 12-14 years
developing their abilities and talents. If we do our job well, we will graduate competent young people
ready and able to return, contribute and help sustain our community. It only makes sense to do this in full
partnership with the families and community that supply the raw material we call our students.
JPS embraces a shared responsibility in which schools and other community agencies and organizations
are committed to reaching out to communicate, collaborate and engage families in meaningful ways, and
in which families and the community are committed to actively supporting their children’s learning and
development. Communication and collaboration form the bridge that will, potentially, close the achievement
gap and prepare students to be successful both in school, and in life. We believe that respectful, transparent,
consistent, and effective communication and collaboration among stakeholders promotes students’
awareness that all adults in their lives are working together to equip them with a deep understanding of
the skills, strengths, rights, responsibilities and values essential to reaching their academic potential and
contributing to society.
Communication and collaboration form the bridge that will,
potentially, close the achievement gap and prepare students to be
successful both in school, and in life.
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GOAL 3: FIVE-YEAR ACTION PLAN
Goal 3: Improve communications and deepen engagement for both families and
the broader community.
Strategy 3.1: Develop and implement a communications plan that highlights positive news and
happenings throughout the Jamestown Public Schools district to both internal and external audiences.
2014-15 2015-16 2016-17 2017-18 2018-19
GOAL 3: FIVE-YEAR ACTION PLAN
Goal 3: Improve communications and deepen engagement for both families and
the broader community.
Strategy 3.3: Create vehicles to support and sustain families as equal partners in the education
of our students.
Establish Communications Planning Committee
Establish Family and Community Engagement Committee
Survey stakeholders to assess needs for improved communications
Survey stakeholders to assess needs/options for improved family and community engagement
Establish and implement a district Communications Plan
Establish and implement a district Family and Community Engagement Plan
2014-15 2015-16 2016-17 2017-18 2018-19
Promote diversity on each building’s Shared Decision-Making Team
Strategy 3.2: Provide critical information to all internal and external stakeholders delivered
through appropriate media and languages.
2014-15 2015-16 2016-17 2017-18 2018-19
Refine communications procedures to ensure two-way communication with all stakeholders
Strategy 3.4: Build capacity with community organizations to support student learning.
Build capacity among district staff to support communications with stakeholders
Strengthen and expand strategic community partnerships
Create JPS alumni database
Leverage expertise of families and community to support students’ academic success
Increase number of staff members who are bilingual
Include community partners in appropriate district training
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2014-15 2015-16 2016-17 2017-18 2018-19
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GOAL 4: SUPPORT and metrics
Implement
operational
standards and
In order to ensure the success of all students and provide a high-performing learning
environment, JPS leaders must employ a system of supports to manage daily operations and
environments. We must efficiently and effectively align resources to reflect our district vision,
and goals. The success of this plan will depend on the systems and metrics we employ to
help us monitor the impact of our efforts.
practices that
IMPROVE, support
and MEASURE
student success
Using data to educate, inform and improve our district and our community is a top priority.
Across the district, staff must have access to user-friendly, district-wide and school-based
reports on student achievement and other relevant data. And in turn, transparency with
JPS data enables the district to better inform our stakeholders on important district business.
At the same time, we must take conscious steps to protect student privacy as we seek to
increase data access for staff and families.
Today, the use of technology in the classroom isn’t a choice; it’s a requirement for students to
succeed in college and life - a catalyst for enhancing student achievement.
“Students use technology to take a more active role in personalizing their own education, and
teachers take on new roles as facilitators of knowledge rather than knowledge transmitters,”
according to Lee-Roy Chetty, media studies author. “Technology also has the potential
to transform education.”
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GOAL 4: SUPPORT and metrics
Providing students a healthy and inviting learning environment where they are protected
from physical and emotional harm is central to JPS’ mission. By establishing district-wide
standards for safety and security, JPS ensures that our schools offer a safe, but welcoming,
environment for students, families and community members.
Curricula and instructional practices throughout the district are developed and implemented
to attain the highest possible level of achievement for all students. JPS proposes consistent
curriculum leadership, alignment to 21st Century Common Core Learning Standards, and
effective delivery of the district’s curricula to every student in every classroom. Using the
most efficient technology, JPS will ensure staff competence in both access to and use of
technology in the classroom.
GOAL 4: FIVE-YEAR ACTION PLAN
Goal 4: Implement operational standards and practices that improve, support and measure
student success.
Strategy 4.1: Create, maintain and use robust data systems.
2014-15 2015-16 2016-17 2017-18
2018-19
2014-15 2015-16 2016-17 2017-18
2018-19
Identify and review key data elements to monitor student academic progress and social-emotional development
Identify and eliminate gaps or duplication in student data systems
Select and implement a data dashboard to provide a single point of access to student data
Refine and update annual school and district “report card” templates
Support stakeholders as they learn how to access, interpret, and apply data
Update and support the use of data systems that provide formative measures of student progress
Finally, in order to sustain our ability to secure exemplary experiences for both students
and staff, we must work to increase revenues coming into our district. JPS recognizes the
importance of shared, community-wide awareness for ambitious advocacy, vital to obtaining
equitable school funding that provides aid to JPS. We will also need to seek and develop
alternative sources of revenues through grants and the newly-established Jamestown
Schools PROMISE* Fund, created as a result of this plan.
*Providing Resources to Our Mission In Support of Education
30 JA ME STOWN P UBLIC S CHOOLS
Strategy 4.2: Establish district-wide standards for safety and security.
Establish safety standards for all facilities
Review and update district and building safety plans
Train district leaders to execute common safety protocols
Ensure that each building has a functioning crisis committee
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GOAL 4: FIVE-YEAR ACTION PLAN
GOAL 4: FIVE-YEAR ACTION PLAN
Goal 4: Implement operational standards and practices that improve, support and measure
student success.
Goal 4: Implement operational standards and practices that improve, support and measure
student success.
Strategy 4.3: Routinely expose students and staff to various forms of technology as tools for 2014-15 2015-16 2016-17 2017-18 2018-19
content creation and consumption.
Strategy 4.5: Increase revenues to align with district goals that prioritize the needs of JPS
students.
Review and update the district Technology Plan
Establish a Jamestown education fund (Jamestown Schools PROMISE Fund)
Identify and provide the most relevant/effective technologies
Grow the Jamestown Schools PROMISE Fund
Utilize technology in the delivery and demonstration of learning
Increase participation in advocacy for greater school funding
Increase blended learning opportunities for students at all levels
Seek and secure additional grant funding to support district initiatives
2014-15 2015-16 2016-17 2017-18
2018-19
Encourage electronic collaboration between and among instructional staff
Strategy 4.4: Ensure staff competence in their access to and use of technology.
2014-15 2015-16 2016-17 2017-18
2018-19
Offer technology training based on readiness
Provide assistance and support with technology issues at every school
Utilize technology for the delivery of professional information and development
Increase opportunities for on-line training for teachers and other staff
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Goal 1:
Goal 2:
Goal 3:
Goal 4:
academic
excellence
the whole
child
family/
community
support/
metrics
Jamestown Public Schools • 197 Martin Road • Jamestown, NY 14701 • 716.483.4350 • www.jamestownpublicschools.org
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