2019-2020 Annual Plan

In support of the Strategic Plan, we create annual targets to move us toward our 2023 Strategic Plan goals.

Executive Summary

Click here to review the full 2019-2020 Annual Plan

In October 2018, we launched our five-year Strategic Plan. The plan outlines our new vision, mission, and values, which were co-designed by our Board, staff, community. It also introduced our six key priorities: 1) High-Quality Instruction; 2) Student Well-Being; 3) Exceptional Staff; 4) Climate and Culture; 5) Family and Community; 6) Organizational Alignment. We used these priorities as a guide during our first year of implementation to build focus and common understanding around the strategies and programs we are implementing to ensure our students are affirmed for who they are, inspired by their experiences, and have access to the individualized supports and services that will empower them to thrive. During that time, we also built clarity on what we plan to achieve by 2023, the final year of our plan. In that year, our learning community will:

Know students’ individual stories, strengths and aspirations
Know how students’ individual experiences reflect the health of our system on the whole
Deliver high quality instruction that is standards-based and data-driven
Engage in courageous conversations using tools and protocols to address barriers and challenges that our students face
Build a positive culture and climate by living our values, recognizing the individual strengths of students and staff, and affirming and honoring the unique identities of our students, staff, and families
Feel engaged, valued, and supported with sufficient resources
Have a refined system for recruiting, supporting, and retaining exceptional staff
Know how to engage with community partners in a way that makes them feel valued and aligns their services to school and student needs
Embody a culture of shared leadership and collective accountability
Align resource allocation with identified needs, priorities, and goals to improve the impact of our work

We know that achieving these goals will require deliberate and focused effort. We will also undertake this work in a budgetary climate where funding increases will be limited, requiring us to limit our efforts to the most impactful programs. This will require us to make difficult choices, including discontinuing previous work that although beneficial and valued, did not offer the same impact or continue to move us toward our vision for the future of our district. With that in mind, in May 2019, we worked with our Board to co-design five results-oriented goals to focus our work going forward. These goals do not supplant the priorities originally identified in the Strategic Plan, but rather use them as a guide for identifying the targeted results we would like to achieve.

Click here to review the 2023 Strategic Plan goals and key strategies

Click here to review 2019-2020 department and program goals

2023 Goals & Year 2 Targets

Goal 1: Students feel safe, affirmed, and inspired to achieve high levels of social-emotional well-being regardless of background.

Year 2: Targets

Increase the percent favorable on the Panorama student survey ‘Sense of Belonging’ domain by at least 4 percentage points in at least 3 schools without a significant drop at any other schools.
Will identify viable options for Measure (b)

Goal 2: Students feel affirmed and inspired to achieve high levels of academic success and outcomes are not predicted by race or income.

Year 2 Targets:

At least 78% of the Class of 2029 (current 3rd graders) meet state standards in ELA and Math while meeting WSIF goals for all subgroups (race, income, English language learners, and students with disabilities) in that grade level in ELA and Math
At least 84% of class of 2026 (current 6th graders) meet state standards in ELA and 77% meet standard in Math while meeting WSIF goals for all subgroups (race, income, English language learners, and students with disabilities) in that grade level in ELA and Math
We will decrease the gap between the highest and lowest scoring racial subgroups on SBA ELA and Math by accelerating the growth for the lowest-scoring groups while maintaining or increasing proficiency levels of the highest scoring groups:

For grades 3-5, decrease the gap by:

ELA: 10%
Math: 11%

For grades 6-8, decrease the gap by:

ELA: 8%
Math: 12%

Will identify viable options for Measure (h)

Goal 3: Students effectively problem solve and lead for positive local and global change by developing global awareness and cultural competency, and learn advanced skills in processing and applying information through the effective use of technology and engineering.

Year 2 Targets:

At least 75% of students in pilot showing successful completion of the global awareness and cultural competence performance task
At least 75% of 4^th grade students in participating elementary schools will demonstrate proficiency in computer science (measurement tool TBD)
At least 75% of students in pilot schools show proficiency in using technology to design solutions by completing a STEM performance task in select grade levels.

Goal 4: The culture in the Bellevue School District is welcoming to all employees, attracting and retaining high quality, engaged staff.

Year 2 Targets:

Baseline measure for (l) to be established via a staff survey by February 11, 2020
Decrease staff attrition, for all employees hired within the past 5 years, by 10%

Goal 5: Families, particularly those who have been traditionally marginalized, are more informed, better able to find support, and are more empowered to contribute to student success.

Year 2 Targets:

Will develop baseline and target measures for measure (n)
Will develop a measure for (o) and run a pilot

Annual Plan Appendix Documents

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