10 Year Strategic Plan

7/31/2019 10 Year Strategic Plan

1/32

North Vancouver School District 20112021 Strategic Plan


2/32

Please consider the environment be ore printing this document.


3/32

Table o Contents

4 Message rom the Chair

5 Message rom the Superintendent

6 Our Mandate

7 Developing the Plan a Consultative Process

8 Our Vision

9 Today and Tomorrow Planning in Context

10 History, Partnerships and Programs

13 Our Values

14 Our 10-Year Strategic Goals and Objectives

28 Measuring Success

29 Conclusion

30 Glossary


4/32

4


Message rom the ChairChildren entering Grade 3 in 2011 will graduate rom our school system in2021. How and what they learn must align with societys expectations o themas citizens. As a School District, we must not only keep pace with the changesstudents will experience as they grow and develop, but also instill in them adesire or li elong learning. We want them to thrive as adults in a constantlychanging world.

As a result o input we received and months o collaborative dialogue, manyrealizations emerged in preparing this plan. We know that to achieve ourgoals, we need to be exible, realistic and accountable. We understand thatcommunication is vital or engaging everyone: students, sta , parents and thecommunity. We appreciate that our communitys standard or education is oneo excellence. We know that technology will continue to play a vital supportin the delivery o programs and services and above all, building positiverelationships will promote student success and support our operations.

Supporting a childs learning is a shared responsibility. This plan allowsus all to recognize our role in providing the most enriched, inclusive andengaging education possible to our students. Parents are key partners in thiswork. Study a ter study has shown that when parents are involved, studentachievement rises. We are grate ul to have such strong parent involvement inour schools; it makes a tremendous di erence.

As vital as the amily is to supporting a childs learning, the contributions tostudent success that come rom a caring community are also essential. Asa Board we ask everyone in the community to help support us in achievingour goals and living our values. Recognition, respect and the opportunity

or everyone to participate can all be practiced everyday in our classrooms,schools, departments and governance. This is one o the great strengths othe public school system or which we all can be proud.

Sincerely,

NORTH VANCOUVERBOARD OF EDUCATION

Franci StrattonChair


5/32

5


Message rom the SuperintendentFrom the classroom to the boardroom, planning is key to achieving success uloutcomes in every part o the School District. Educators plan meaning ulinstruction and assessment, teams plan strategies to meet individual learningneeds, and school communities plan to improve student achievement andengagement.

As we went through the process o developing our strategic plan, we heardcontinuously o the importance o staying true to the core oundations oteaching and learning by delivering the basic curriculum exceptionally well. Atthe same time, we were expected to show leadership in the areas o relevantprogram development and personalized learning.

A ter months o collaboration and consideration, I am con dent that the goalswe have outlined in this document re ect a balanced commitment to the

choices and expectations o our community. The challenge will be to ensurewe have the support systems and resources in place to realize these goals.

The ongoing, day-to-day business o running the School District involvesmany tasks and assignments that are routine management objectives. Assuch, they are not identi ed in the plan. Our intent, in developing this plan,is to go beyond our core mandate to better serve the expectations o acommunity that places a very high value on education.

By ocusing on our higher goals and objectives, this plan gives us a systemto develop priorities and see them through to success. It is a practical,transparent, and accountable course o action to provide or our Vision oworld-class instruction in the natural place to learn.

Sincerely,

NORTH VANCOUVERSCHOOL DISTRICT

John LewisSuperintendent o Schools


6/32

6


Our MandateAs a School District, the provincialmandate governs our general policies,service delivery and accountabilitystructures. The mandate is a broadone, but exible enough to allow usto develop and progress beyond itsdirection, while meeting the legislatedrequirements o the School Act,Regulations and Ministerial Orders.The Statement o Education PolicyOrder emphasizes that in preparingstudents as uture citizens, schoolsassist in developing: well-educatedpeople who have the ability to thinkclearly and critically, and to adapt tochange. Progress towards these goalsalso depends on educated citizens who

accept the tolerant and multi- acetednature o Canadian society.

Supported by amilies and the community, thePrime Goal o Public Schools is the intellectualdevelopment o students. Through learningexperiences and supervised practice, schools,

amilies and community have a shared role inhelping students achieve the goals o human andsocial development and career development.

The provincial mandate urther outlines theattributes o the public school system: accessibility,

relevance, equity, quality and accountability. Itacknowledges that students, parents, teachers,administrators, district ofcials, the BritishColumbia College o Teachers, the community,the Ministry o Education, other ministries andagencies, and the public all have distinct duties,rights and responsibilities within the system.Together as stakeholders, they can support the ullparticipation, pro essionalism, good governance,

scal responsibility, standards and broadestpossible relevance o the school system.

In pursuing our goals and delivering uponsuccessive operating plans, we rst acknowledgeour undamental responsibilities to the SchoolAct and provincially-set mandate. Our goalsare designed to build upon this oundation,while enabling us to ul ll the high expectationsexpressed by our community.


7/32

7


This plan was developed over the course othe 2010/11 school year, under the direction othe Board o Education. Consultation broughttogether representatives o our partner groupsand community members to share ideas,priorities, goals and values. Considerable insightcame to us rom the community, particularlyparents, whose input through our electronicsurvey proved invaluable.

This multi- aceted consultation process createdgreater awareness o the plan and its process,developed a situation analysis, produced dra tassumptions, values and goals and generated

eedback on the dra t plan as it progressed. Weare grate ul to the community at large, and the

ollowing partner groups, or their commitmentand involvement in this process.

North Vancouver Parent Advisory Council North Vancouver Teachers Association Student Leadership Council Secondary Study Group North Vancouver Elementary Administrators Canadian Union of Public Employees Local 389

The purpose o the British Columbia school system is to enableall learners to become literate, to develop their individualpotential and to acquire the knowledge, skills and attitudesneeded to contribute to a healthy, democratic and pluralisticsociety and a prosperous and sustainable economy.

Statement o Education Policy Order (Mandate or the School System)Order in Council 1280/89

Developing the Plan a Consultative Process


8/32

8


Our VisionThe School Districts Vision wasdeveloped throughout the 2007/08school year in collaboration withrepresentatives rom all our partnergroups. The Vision represents anenduring picture o what we areworking towards in all aspects oour operations.

The goals at the center o ourstrategic plan have been alignedwith our Vision, to ensure that by2021 we have created real progresstowards a thriving and inspiringschool district that is reachingbeyond its mandate to realize thehighest standards o deliveringeducation to students in ourcommunity.

The Vision work now stands as aprelude to this strategic plan. It isnot prescriptive, but serves as ameans to inspire our goals. TheVision helps us to recognize thebigger picture, our place in it, howwe are all connected in creating thevery best educational environment

possible, and how each o uscontributes to a better world.

North Vancouver School District Vision

We provide world-class instruction and a rich diversity oengaging programs to inspire success or every studentand bring communities together to learn, share and grow.

Instructional PracticeWe provide meaning ul assessment and relevantinstruction to support the success o every student and,to ensure this outcome, encourage pro essional growth

or all sta .

Program DiversityWe provide a diverse range o programs that re ect thevalues and interests o our community.

Sharing and Celebrating SuccessWe proudly honour individual and collectiveaccomplishments that inspire all o us to pursue andachieve success.

CommunicationsWe build trust, respect and mutual understandingthrough open, proactive communications that convey the

achievements and challenges o the School District.Community ConnectionsWe thrive on bringing people together throughcollaboration and responsive partnerships that strengthencommunities and contribute to the needs o students andsociety.

Integrated CommunitiesWe build strong, trusting relationships that develop thecon dence and sensitivity needed to share ideas andcreate solutions within our schools, amilies o schoolsand school district.

In ormation and Communication TechnologyWe provide seamless and appropriate in ormation andcommunications technology to serve all aspects olearning and to support our operations.

FacilitiesWe strive to provide welcoming, sa e and sustainable

acilities that enhance the learning and teachingenvironment.


9/32

9


A plan that is both realistic and ambitious recognizesour strengths as well as the in uences that limit ouroperations. This plan introduces goals to extend ourreach, improve our e ectiveness and positively impactstudent success. While we look closely at our capacityand the conditions which avour our progress, wealso must consider the constraints we must addressto achieve progress. In preparing this plan, we haveworked through an organizational review to ocuson the opportunities and challenges we are currentlyexperiencing and anticipate will continue or theduration.

In developing our goals, we identi ed a series oassumptions that are expected to in uence our realityand impact the way we operate over the next ten years.

Assumptions Funding uncertainty will continue. Governance is evolving and will look di erent in

10 years. The speed of technological changes will accelerate.

Schools as community hubs will continue to beimportant.

Demographics will show a continued decline instudent population, but at a slower pace than inprevious years.

Parent demand for choice will continue to be high. The provincial government mandate for school

districts will expand over the next 10 years. Relations between government and unions will

continue to be strained.

Our goals have emerged both rom the opportunities

we wish to bene t rom, and the challenges we mustrealistically acknowledge.

Opportunities Engaging student personal responsibility, leadership

and contributions in program and service development Remaining a leader in best practices in special education Improving the dialogue between parents and educators Broadening our applications of collaborative learning to

advance sta engagement Pursuing partnerships with the community,

municipalities, and the Province to grow and diversi your programs

Advocating through open and respectful dialogue as avoice or the value, bene t and necessary unding orpublic education

Leveraging and promoting our commitment topro essional development to produce a highly skilled sta

Increasing our nancial resilience Expanding community use and partnerships for our

acilities Leveraging technological advances and expertise to

promote learning Improving the e ectiveness of our communications Promoting and leveraging our expertise in sustainable

capital projects Committing to sustainable operations and decision-

making

Challenges E ectively managing unstable, inadequate funding for

an increasingly broad mandate Maintaining a recognized high-standard of service

delivery to students with special needs Addressing declining student enrollment and retention Attending to an aging infrastructure that is ine cient,

unsustainable and costly to maintain Prioritizing ideas and initiatives to help realize our Vision Elevating employee morale and engagement

particularly during periods when employmentconditions are uncertain

Mitigating the negative impacts of technology (cost,privacy, reliability, security)

Today and Tomorrow Planning in Context


10/32

10


Decision making and direction is always strengthenedwhen we have a sense o how the past has shaped thepresent day. More than 140 years a ter the rst schoolwas built on the North Shore, we nd ourselves now

rmly established in the 21st century. History helpsus to recognize our place in the continuum and theroots o our potential. Looking back prepares us orpossibilities ahead.

We can see, in these ew broad brushstrokes, the

dynamic o change and constancy that has alwaysshaped community li e, and public education, on theNorth Shore.

Roots and developmentThe rst school on the North Shore opened in 1870to serve the lumber mill community o Moodyville. By1874, Moodyville School (originally named Burrard InletSchool and serving students on both sides o the Inlet)had 39 students, one teacher, and three trustees tooversee operations.

In 1890, the Province o British Columbia introducedthe authorized Course of Study for Common Schools .The curriculum design, spartan by todays standards,included: reading, writing, spelling; English grammar,composition and letter writing; mental and writtenarithmetic; geography; English and Canadian history;anatomy, physiology and hygiene.

By the time Moodyville School closed permanently in1910, several other schools had been established on theNorth Shore to serve the growing community includingthe original Capilano Elementary, which celebrated

its centennial in 2008. In 1912, Ridgeway Elementaryopened, ollowed by Queen Mary Elementary in1914. With their distinct Edwardian Baroque acades,both Queen Mary and Ridgeway became valuablecommunity landmarks, and their restorations willensure their ongoing presence on the North Vancouverlandscape.

In the post-war period to the present day, our enrollmenthistory has been shaped by a number o power ulin uences. Enrollment in North Vancouver schools grew

rom a ew thousand students in the late 1940s to a peako 22,717 students in 1973.

As the population o North Vancouver boomed in the1960s, new schools were quickly builtto standards oconstruction that are today obsolete. Several, like the

ormer Highlands Elementary building, housed more than

800 students at their peak.The primary in rastructure o North Vancouver wase ectively in place by the early 1970s and a periodo declining enrollment ollowed. By 1987, studentenrollment in North Vancouvers public schools haddeclined to 15,182comparable to the size o the studentpopulation in 1962.

In 2010, the School Districts enrollment totaled16,097 students. Although the expansion o servicesand specialty programs, along with the Ministrysintroduction o Full Day Kindergarten, have helped to

mitigate the decline, enrollment is projected to continueto decline or at least 5 more years, as the numbero graduating students exceeds those enrolling inKindergarten each year.

Employee GroupsWe are an organization o people serving youngpeople. As the largest employer on the North Shore, ouremployees are represented in one o several distinctgroups. Our teaching sta are members o the BritishColumbia Teachers Federation (incorporated in 1919) and

are represented locally by the North Vancouver TeachersAssociation, ormed in 1940. Our support services aresta ed by members o the Canadian Union o PublicEmployees, Local 389 also ormed in 1940.

History, Partnerships and Programs


11/32

11


(1) implementation o provincial and local educationprograms;

(2) school nance and acilities;(3) student access and achievement;(4) teaching per ormance; and(5) accountability to parents, taxpayers, the community

and to the Province. 2

Under this model, the seven locally elected trusteeso the North Vancouver Board o Education serve to

provide good governance including stewardship andaccountability or the School District as a whole.

Partnering with parentsThe rst Parent Teacher Association (PTA) on the NorthShore was established in 1917, originally as a singlebody and then organized into separate PTAs or speci cschools. Parent involvement in schools continued togrow, and by 1989, a new provision in the School Act gaveparents in every district across the Province the right toestablish and belong to a Parent Advisory Council (PAC)at their childs school. The Act also provided the right othe PAC to o er advice and assistance to the principal andsta o the school on matters relating to the school suchas program o erings, student conduct, and acility needs.

In 2002, new legislation gave parents the right toconstitute a District Parent Advisory Council, whichcould provide advice to boards on educational mattersin the district. Also mandated into legislation in 2002was the establishment o School Planning Councils inevery school. Parents, teachers, and principals are thekey members o School Planning Councils, which areentrusted with the responsibility o creating an annualschool plan or improving student achievement. Parentengagement in supporting student learning is wellestablished and recognized in our district as an in uential

actor in our students success.

1 Fleming and Hutton, School Boards, District Consolidation, and Educational Governance in British Columbia, 1872-19952 Mandate or the School System, OIC 1280/89, e ective September 1, 1989

Exempt sta , school-based administrators andour executive leadership team complete our stacomplement. As a whole, each group provides a uniqueperspective on the many, necessary considerations inmanaging the complexities o a school district.

GovernanceSchool districts are geographic areas constituted underthe School Act. By the end o the Second World War,

the Province had more than 800 municipal and cityschool districts, including many rural one or two roomschoolhouses. Such small districts could not o er theincreasing demand or expanded educational programsand services. However, not until the Great Depressiono the 1930sand the devastation it caused in public

nancedid provincial governments generally begin toinsist that districts and schools be integrated into largeradministrative units. 1

A provincial restructuring was imminent, and by 1971,the government had reduced the number o schooldistricts to 77. The remaining districts were assignednumbersNorth Vancouvers being 44. Currently, thereare 60 school districts in the province, including theFrancophone Education Authority.

School Boards have a duty to govern districts andtheir schools in accordance with speci ed powers ina scally responsible and cost e ective manner. Theyhave a responsibility to ensure that schools providestudents with opportunities or a quality education; toset education policies that re ect the aspirations o thecommunity and that are consistent with overall provincialguidelines; to provide leadership and encouragementto schools and the community; to cooperate with thecommunity and social service agencies in the deliveryo non-educational support services to students; and to

ocus on the ollowing areas o district concern:


12/32

12


Expanding the curriculumIn addition to the provincial curriculum, school districtshave the authority to develop local curriculum inareas where a provincial curriculum does not exist.The Ministry o Education also approves programsdeveloped by external agencies such as the InternationalBaccalaureate Organization or Advanced Placement. Inthis way, our school district has continued to enrich andexpand our local curriculum o erings to re ect the needsand interests o our students, community and society.

Since 1969, the North Vancouver Outdoor School hasprovided a unique, on-site environmental educationexperience or hundreds o thousands o students romacross the School District and beyond.

French Immersion was rst o ered at two schools inthe North Vancouver School District in 1978. Today, 10o our schools o er French Immersiona very popularprogram o choice in our community. The program hasrecorded steady enrollment growth since 2001, which isprojected to continue now that three o our secondaryschools, Argyle, Windsor and Handsworth, o er FrenchImmersion.

By the 1990s, the integration o special needs studentsinto classrooms was happening in earnest. Since thattime, North Vancouver has emerged as a leader in theprovision o rich, diverse and engaging programs thatallow students o all abilities to learn together.

Specialty academies, the International BaccalaureateProgramme, Sa e and Caring Schools, Learning Together( or teen parents), literacy centres, and the unique Artists

or Kids program are all evidence o a school districtdedicated to the success o all learners.

Computers began to arrive in the School District inthe 1980s. Since 2001, the NVSD has supported theapplication o technology across the curriculum bydeveloping instructional resources that recognize the

aptitudes and enthusiasm o students or online learning.All our schools are now equipped with wireless and wecontinue to embrace the application o technology as atool or education and or collaboration.

The concepts o social responsibility, communitybuilding, and cooperative learning are well establishedin our school district. They stem rom the pioneer rootso li e in North Vancouvers early days, and now extendto global and international education that connects ourstudents to others around the world.


13/32

13


Our ValuesAs a school district with over16,000 students, their parents,and more than 2,000 sta , wecan nd real strength in numbers.Shared values set the tone orhow we relate to one anotherin pursuing common goals. Ourvalues assist us in demonstratingconsistent and air leadership andguide us in working collaborativelyand productively together torealize our Vision.

Statement o Values

TrustWe act with integrity. We are open and honest in ourcommunication with one another.

ResponsibilityWe are accountable or our actions. We support positivechange, continuous improvement and the pursuit oexcellence.

RespectWe relate to each other with care and appreciation.We honour diversity and recognize the exceptional ineveryone.

CollaborationWe develop relationships and afliations to achieveshared goals and consider each other in our decisionsand actions.


14/32

14


Our 10-Year

Strategic Goalsand Objectives

Our six high-level strategic goals translatethe Vision o the North Vancouver SchoolDistrict into clear priorities. Not only dothey ground our decision-making, thegoals communicate and in orm everyoneo where our ocus will be during the nextten years. With goals in place, we are wellpositioned to realize our ull potential.

Our goals take us beyond our mandatein the pursuit o the highest level oservice we can provide to students and

the community. Our goals address ourintentions or growth, innovation andchange, and to be achieved, they relyon continued collaboration with thecommunity.

The 10-Year Goals

Expand the availability o best instructional practices and enriched curriculum

Encourage the growth o collaborative, adaptive and personalized learning environments

Nurture an inspiring and healthy work environment

Develop and promote innovative and sustainable programs

Provide leadership in environmental education and sustainability practices

Strengthen and expand reciprocal community relations

2011 2012 2013 2014 2015


15/32


16/32

16


Expand


17/32

17


To ensure students have the skills and knowledgethey need or li e in a rapidly changing world, theireducation must constantly evolve. Evaluation and

continuous improvement o instructional practicesare essential in order to make sure that what is beingtaught, and how it is taught, is relevant, engagingand e ective.

We are a school district that is recognized nationallyand internationally or our curriculum innovationand development. We o er a rich array o programsand services that support our learners and enhanceopportunities or individual choice and pursuit.

Our progressive initiatives have resulted in signi cantimprovement in student achievement and better

completion rates or our students. Creating greateraccess to program o erings and consistency ostandards o instructional delivery across the SchoolDistrict will continue to be priorities over the next10 years.

Ensure best instructional practices are providedto all students through skilled sta and ongoingpro essional growth.

Improve student engagement and support alllearners through the development and integrationo enhanced curriculum and assessment methods.

Build connections and partnerships with othereducational organizations to support andstrengthen our own instructional practice and tostay current with educational research.

Expand the availability obest instructional practices

and enriched curriculum

Objectives


18/32

18


Encourage


19/32

19


When students have a sense o belonging in theirlearning environment, they eel con dent to take risks,set personal challenges, and maximize their opportunities

or growth and leadership. Understanding and adaptingto the learning needs o our students allows us to designand support educational opportunities that promoteengagement and lead to individualized success and

ul llment.

Collaborative, respect ul relationships and individualrecognition or our students and sta are hallmarks oour Vision. In our educational community, everyonesneeds and opinions are valued, and we are responsiveto purpose ul change in all aspects o our organization.This willingness to be attentive to our community bringsvitality to what we do.

Strengthen engagement and connectionor all learners.

Provide increased and unique opportunitiesor personalized learning.

Enhance collaboration among all students,

parents, partners, and educators to createrelevant learning opportunities.

Encourage the growth ocollaborative, adaptive

and personalized learningenvironments

Objectives


20/32

20


Nurture


21/32

21


Schools are places where we learn, work, play, andgrow. We want our schools to be not only unctionallyefcient and energy smart but also welcoming,

attractive, and accessible.Throughout each school year we recognize theachievements and progress o our students, sta , andcommunity supporters. It is with respect and pride thatwe acknowledge our traditional territories and payhomage to cultural traditions at each o our ceremoniesand celebrations.

A vibrant work environment that supports, encourages,and practices wellness and innovation can attract andretain exemplary sta . Strategic succession planninginitiatives will help us identi y potential talent and

prepare us or our uture stafng needs.

We are committed to building a culture o strongpro essionalism so that employees grow in their rolesover time and are able to deliver relevant education andservices in an environment where change is constant.

Promote recognition o the value and contributionso our students, our sta , and our communitypartners.

Develop modern, attractive and e cient acilitiesthat enhance the learning and teaching experience,improve health and sa ety conditions, and provide awelcoming environment.

Encourage leadership at all levels o the organization.

Attract, recruit and retain exceptional sta .

Support the ongoing development o all employees.

Nurture an inspiring andhealthy work environment

Objectives


22/32

22


Develop


23/32

23


We all learn di erently. Through established programssuch as academies, ne arts, career preparation,International Baccalaureate, and Distributed Learning,

we continue to provide innovative, exciting, andsustainable program o erings. We will continue to beresponsive to what our students are saying about howand what they wish to learn.

We know the importance o providing a strong corecurriculum with consistency and expertise. We oreseea balance between program development and coredelivery to ensure that quality is not compromised.

We need to understand what tools will enable studentsto make success ul transitions to their next level olearning and how we can assist them in attaining

their career and li e goals. We want our students tohave post secondary opportunities that will matchtheir dreams and ul ll their aspirations. Buildingrelationships with our post secondary educationaland business partners helps us to support positivetransitions or our students.

As a progressive, world-class school district we alsoneed to develop promotional strategies that acclaimour program diversity, our students success, and ourcommitment to excellence.

Increase access to existing and uture specialtyprograms.

Expand online course o erings provided throughDistributed Learning.

Promote greater awareness o the specialty programopportunities and quality o instruction available to

students.

Develop and implement a consolidated alternateprogram (Community Learning Program) to meet adiverse range o student needs.

Develop and promoteinnovative and sustainable

programs

Objectives


24/32

24


Provide


25/32

25


It is our responsibility to be leaders in environmentallysound practices. What we learn and practice now willhave an impact on the uture; we want that to be a

positive impact.Our outdoor school is renowned or its experientialenvironmental program. To remain at the ore ront oexcellence and ensure the opportunity or all studentsto learn at an exceptional campus environment, wemust continue to build a broad base o support. With theassistance o our community partners, the North ShoreCredit Union Environmental Learning Centre will berecognized as a centre o excellence or environmentaleducation and stewardship.

Through our sustainability initiatives and programs, we

can engage students proactively in understanding andprotecting the environment. We want to ensure we areusing less and creating greater efciencies in all o ouroperations.

We know that decisions we make now a ect the uture.There ore, we need to demonstrate responsibility whenmanaging our nancial resources. Revenue generatinginitiatives will ensure that we continue to o er world-class instruction in modern, sa e, efcient, and well-designed acilities.

Facilitate student participation in environmentalleadership and sustainability practices.

Embed sustainability in all planning, decision making,and daily practices.

Utilize our resources to optimize the well-being olearners and beneft the long-term interests o thecommunity.

Provide leadership inenvironmental education

and sustainability practices

Objectives


26/32

26


Strengthen


27/32

27


Schools serve as ocal points within our neighborhoods,providing not only educational services to students,but also community services to children, amilies, and

residents. We wish to enhance our connection withamilies and residents so that we can provide servicesand acilities that promote the health, well-being, andinterests o both the School District and the entirecommunity.

By integrating services with the broader community,we have the potential to be more versatile, more coste ective, and more streamlined. By expanding access toour schools and services, we can increase communityengagement and support opportunities or studentsuccess rom preschool to post secondary.

As we look toward implementing our strategic plan,we want our broader educational community to stayin ormed and involved to ensure we are creating solid

oundations or li elong learners.

Strengthen the delivery o services to supportchildren and amilies through closer connectionswith the community.

Provide seamless transitions or all students at eachstage o their growth and development.

Enhance opportunities or all students by expandingand integrating school and community services.

Strengthen and expandreciprocal community

relations

Objectives


28/32

28


Measuring successWith ongoing commitment to the plan, 10 years romnow we see a school district distinguished by:

graduation and completion rates exceeding 90%; high levels of student social, academic and intellectual

engagement; employees who are actively engaged and encouraged

in their pro essional growth; a diverse range of programs that has measurably

increased student participation and satis action;

a marked reduction in our carbon footprint andenergy consumption through the implementation oenvironmental measures;

a secure, adequate budget and funding to furtherpriority upgrades, rebuilding and renewal projects orour schools and acilities; and

a broader involvement of the community thatsupports the success o our students and the capacityo our school district.

Numerous contracts and agreements exist to guidespeci c areas o our operations and report ourper ormance in delivering on our mandate. Everyyear we report on a wide range o key per ormanceindicators (KPIs) that include: student graduation rates;achievement rates; acility usage; acility conditions;awards or teaching and innovation; youth healthstatistics, Sa e and Caring Schools survey results;attendance; program enrollment; student scholarshipnumbers; revenue generation; communicationsoutreach; and budget expenditures.

Our strategic plan challenges us to go beyond ourmandate. There ore, in addition to our standard reporting,we will expand our measurements to create a consistent,comprehensive picture o our School District as weadvance through the next decade.

Beginning in 2012, our annual report to the communitywill bring together not only baseline data drawn rom allareas o our operations, but also new reporting measuresthat indicate progress towards the six high-level goals

de ned in this plan. It is our commitment to producean annual report that is both clear and comprehensiveto a general readership in order to ensure the broadestpossible understanding o our progress, where we havegained ground and where we need to improve.


29/32

29


Conclusion The success o any plan dependsupon the people behind it. Througha consultative process, we havedeveloped a plan designed to helpus realize our Vision and combineour strengths to create the very besteducational environment possible

or students. This strategic plan

outlines a practical, collaborative andambitious route orward in order toachieve everything we are capableo contributing to students andsociety. From developing individualper ormance plans to departmentalplans to three-year operating plans

or the entire School District, it iseveryones compass and guide.


30/32

30


Canadian Union o Public Employees Local 389The CUPE local representing North Vancouver civicemployees, including the School Districts unionizedsupport and service positions.

Distributed LearningThe complement o our courses provided online orstudents in Grades 1012.

Instructional InstituteA ramework or teaching and learning unique to the NorthVancouver School District that guides the development oeducational resources and pro essional development orteachers.

Key Per ormance Indicators (KPIs)De ned, relevant measures that help an organization

recognize progress towards goals. A relevant KPI providesin ormation that is (1) signi cant and use ul to thereporting organizations stakeholders and (2) attributable toits activities.

GoalsGoals translate the organizations vision into clear priorities.Goals ocus decision-making and provide the oundation

or practical objectives.

Personalized learningA recognition that individual students learn di erently, andhave varying motivations and interests that can be bestserved through a wide variety o assessment and teachingpractices that are exible, creative, collaborative andcomplex.

North Vancouver Parent Advisory Council (NVPAC)The organization serving and representing the collectivevoice o parents in the School District.

North Vancouver Teachers Association (NVTA)The local o the British Columbia Teachers Federation thataddresses matters o local concern a ecting the wel are oNorth Vancouvers public school teachers.

*North Vancouver Elementary Administrators (NoVA)The representative group o Elementary school principalsand vice principals (membership is also open to otherSchool District administrators). NoVA provides support,mentorship, advocacy, pro essional development andleadership on behal o its members, schools and theSchool District at large.

ObjectivesRooted in the goals, objectives e ectively translate the high-

level direction into concrete, realistic, timely and measurablesupports o the overall plan.

*Secondary Study Group (SSG)The collective voice o principals and vice-principalssupporting the operation o secondary schools in the NorthVancouver School District. The SSG liaises with the Board,executives and the public in matters o school administration,

acilitates the provision o pro essional development activitiesor its members and promotes excellence within the

pro ession.

Student Leadership CouncilRepresenting students in each o our secondary schools,the Student Leadership Council provides an avenue or the

provision o student opinion and input on educational issuesand practices that a ect student learning within the SchoolDistrict.

StrategyConnects the organizations vision, goals, objectives and valuesinto one overarching plan to create a bridge rom the presentto the uture.

Student engagementThe extent to which students identi y with and value schoolingoutcomes, have a sense o belonging at school, participatein academic and non-academic activities, strive to meet the

ormal requirements o schooling, and make a serious personalinvolvement in learning.

TransitionA signi cant change in a students school li e that may requireadditional support and resources.

ValuesShared values set the tone or how individuals relate to eachother in pursuing common goals. Values support consistencyand airness in leadership and guide us in working productivelytogether to realize our vision.

VisionA ormal, documented vision articulates the highest levelo direction and ambitions o the organization, bringingoverarching clarity and unity to its purpose and plans.

Glossary

* In 2011, NoVA and the SSG will amalgamate to orm one representative group.


31/32


32/32

Documents

10 Year Strategic Plan