Central Intermediate Unit #10 s1

Comprehensive Plan 2013-17

CENTRAL INTERMEDIATE UNIT #10

J. Hugh Dwyer, Ed.D. Executive Director Central Intermediate Unit #10 Board of Directors 2013-14

Mr. Larry Putt, Clearfield Area, President Mr. George Stone, Bellefonte Area, Vice President Ms. Tawna Smith, Bald Eagle Area Ms. Cheryl Johnston, Curwensville Area Mr. John Franko, Glendale Mr. Brent Weaver, Harmony Area Mr. James Knauff, Keystone Central Ms. Ruth Saupp, Moshannon Valley Mr. B.T. Schwier, Penns Valley Area Ms. Mary Ellen Holden, Philipsburg-Osceola Area Dr. Gowen Roper, State College Area Ms. Laurel Zydney, State College Area (Member-at-Large) Mr. Gerald Coble, West Branch Area

i From Ideas to Services…

An entrepreneurial organization defines its workplace culture as one of empowered employees willing to take risks in the name of an idea that serves its customers and its own growth.

An entrepreneurial organization embraces risky behaviors:

 Sharing ideas gets the process started

 Spending resources to develop an idea is a good practice

 Accepting failures and successes in the development of an idea is a good attitude

ii THE CENTRAL INTERMEDIATE UNIT # 10 COMPREHENSIVE PLAN 2013-2017

Approved by the CIU # 10 Board of Directors on

October 24, 2013

MISSION As an educational service agency, the CIU #10 promotes, supports and provides for the continuous achievement and advancement of all learners through its role as a resourceful, results-focused partner with schools and communities in Centre, Clearfield, and Clinton Counties.

VISION

The Go To IU!

As the “Go To IU!” we will be the first choice provider of Twenty-First Century educational services for schools and communities in Centre, Clearfield and Clinton Counties and across Pennsylvania. Our knowledgeable, well-trained, caring professionals will continue to serve the needs of our customers and students so they can advance and succeed in life. We will foster a collaborative culture Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 4 characterized by entrepreneurship, empowering our employees to develop new services that meet the changing needs of our customers.

SHARED VALUES

Entrepreneurship Focus

CIU # 10 will define its tasks and functions with an added entrepreneurial focus. After analysis of the needs of our education clients, we will develop and market new ways to serve our clients.

Internal Support System Focus

CIU # 10 will focus on collaboration among the various departments to provide quality and timely services to our educational clients by cultivating a respectful and supportive environment.

External Support Focus

CIU # 10 will communicate systematically with schools and communities to exchange information about programs and services and will build strong, trusting and mutually beneficial relationships.

Leadership Focus

CIU # 10 will become the leadership liaison between our schools and communities and the Pennsylvania Department of Education to promote effective educational practices, advance student performance and respond to statewide initiatives.

Professional Development Focus

CIU # 10 invests in “cutting edge” professional development for our employees, thus empowering us to develop and deliver high-quality training and professional development programs for our schools, the community-at-large and our employees.

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 5 GOAL

A WORKPLACE CULTURE OF ENTREPRENEURSHIP

The Central Intermediate Unit # 10 will have a workplace culture of entrepreneurship characterized by employees empowered to explore, develop and implement new educational services and new markets.

STRATEGIC PLAN GOALS 2008-2013 STATUS

INTERMEDIATE UNIT ACCOMPLISHMENTS

The CIU # 10 Strategic Plan Mission was

The Mission of the Central Intermediate Unit # 10, The “Go To IU”, is to support our customers by being a responsive, results-focused educational service agency.

The CIU # 10 Strategic Plan Vision was

We are the “Go To IU!” - Central Intermediate Unit # 10 customers consider the CIU # 10 as the marketplace for educational services.

The Strategic Plan enumerated seven goals. Their statuses when the 2013 Comprehensive Planning process commenced follows:

1. Self-Evaluation - Achieved

2. Customer Needs - Achieved

3. Entrepreneurship – Not Achieved

4. Staff Capacity – Partially Achieved

5. Public Relations- Partially Achieved

6. Fiscal Resources- Partially Achieved

7. Business Management - Achieved

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 6 INTERMEDIATE UNIT CONCERNS

1. Limited fee-for-service revenues

2. Limited marketing services

3. Customer base primarily limited to school entities

4. Increase in competitors

5. Loss of programs that generate revenue

6. Limited staff capacity

SYSTEMIC CHALLENGES

Analysis of the

 Strategic Plan 2008-2013 Mission, Vision and Goals

 Comprehensive Plan 2013-2017 Concerns

 PDE “Comprehensive Planning Guidance Tool Academic Achievement Systems”

 Comprehensive Plan 2013-2017 Mission, Vision and Shared Values

… has culminated in the identification of one PDE IU Guidance Question with a negative response (“Is there a system that fully ensures the Intermediate Unit actively investigates viable opportunities for funding that increases the likelihood the IU’s mission and vision will be fully met?”).

It has been concluded that building on the accomplishments achieved through the implementation of the Strategic Plan 2008-2013 and changing the culture of the workplace at the Central Intermediate Unit # 10 are priority systemic challenges. They are ranked:

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 7  # 1 Establish a system (Workplace Culture of Entrepreneurship) that fully ensures the Intermediate Unit actively investigates viable opportunities for funding that increases the likelihood that the IU’s mission and vision will be fully met; and

 # 2 Continue to build upon the Goals of the Strategic Plan 2008- 2013.

ACTION PLAN

Related Systemic Challenge 1: Limited fee-for-service revenue

Related Systemic Challenge 2: Limited marketing of services

Related Systemic Challenge 3: Customer base primarily limited to school entities

Related Systemic Challenge 4: Increase in competitors

Related Systemic Challenge 5: Loss of programs that generate revenue

Related Systemic Challenge 6: Limited staff capacity

Indicators of Effectiveness

Data Source: Monthly Board Reports

Implementation Date: First Report 11.23.13

Specific Targets Indicating Action Plan Impacting Goal Attainment: Increases in services, markets, revenues

Strategies

Strategy 1: FISCAL PLAN, a five year plan for increasing revenues. Rationale – CIU # 10 needs to generate new revenues to meet customer needs.

Strategy 2: LEADERSHIP PROFESSIONAL DEVELOPMENT PLAN, a two year plan to teach CIU # 10 leaders to create and implement a workplace culture of

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 8 entrepreneurship. Rationale - CIU # 10 staff needs to learn to be part of an entrepreneurial culture.

Strategy 3: MARKETING PLAN, a plan to design and implement strategies to market CIU # 10 services to current and new customers. Rationale – CIU # 10 needs to sell itself to attract new customers.

Strategy 4: FACILITIES PLAN, a plan to design a CIU # 10 workplace facility that supports a growing service-focused intermediate unit. Rationale - The CIU # 10 facility does not have enough office or training space to support achievement of the Mission.

Strategy 5: POLICY DEVELOPMENT, Development of Board Policy and administrative procedures that support a workplace culture of entrepreneurship. Rationale - The CIU # 10 needs supportive policies and procedures in place to create an empowered workplace culture of entrepreneurship.

Additional Rationale for Strategies 1-5: The CIU # 10 is losing revenues and not adding sufficient new customers and services.

Implementation Plan – Action Steps to Implement the Strategies in Accomplishing the Goal

Action Step 1

a. Act 93 Cost Savings

b. Description – Develop an Administrative Salary Determination Plan that allows the IU to control the high cost of administrative salaries, establishes a systematic and fair way to determine administrative salaries, recognizes differing administrative responsibilities and encourages and rewards entrepreneurism.

c. Implementation Start Date – 10.24.13

d. Target Completion Date – 6.30.15 (Expiration of current Act 93 Plan)

e. Person responsible for managing, monitoring Action Step – Dr. J. Hugh Dwyer, Executive Director Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 9 f. Indicator of Implementation – A plan has been presented to the Act 93 Group and approved by Board of Directors.

g. Professional Development Action Step? No

h. Aligned Strategies – 1, 5

Action Step 2

a. Revenue Enhancements

b. Description - Develop a multiyear Fiscal Plan that enhances the CIU # 10’s fiscal efficiency including revenue increases, expenditure savings and fiscal best practices.

c. Implementation Date – 10.24.13

d. Target Completion Date – 6.30.17 ( End of CP Term)

e. Person Responsible – Erick L. Johnston, Director of Business Services

f. Indicator of Implementation - The Board of Directors has approved the Plan.

h. Aligned Strategies - 1

Action Step 3

a. Staff Capacity Enhancement

b. Description – Create leadership positions and fill positions that support a workplace culture of entrepreneurship.

d. Target Completion Date – 6.30.17 (End of CP term)

e. Person Responsible – Dr. J. Hugh Dwyer, Executive Director

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 10 f. Indicators of Implementation – All positions are occupied with qualified personnel in support of achieving the Mission, Vision and Goal.

h. Aligned Strategies - 1,3,4

Action Step 4:

a. Support Staff Professional Development

b. Description – Teach all administrative assistants how to be empowered employees in a workplace culture of entrepreneurship.

d. Target Completion Date – 6.30.14 (End of year one of CP)

e. Person Responsible –Edd Brady, Human Resources Manager

f. Indicators of Implementation – All administrative assistants have been trained. Thirty percent of administrative assistants have actively participated in one entrepreneurial activity.

g. Professional Development Action Step? Yes

h. Aligned Strategies – 2

Action Step 5

a. Administrative Team Evaluation and Growth

b. Description – Develop an Administrator Performance Factors Description including a Performance Assessment Rubric.

f. Indicators of Implementation - An Administrator Growth and Evaluation Plan has been presented to the Act 93 Group and approved by the Board of Directors. Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 11 g. Professional Development Action Step? Yes

h. Aligned Strategies – 2,5

Action Step 6

a. Entrepreneurism Training

b. Description – Teach all administrators in the leadership of entrepreneurism.

d. Target Completion Date – 6.20.14

f. Indicators of Implementation – All administrators have been trained. One hundred percent of administrators participates regularly in entrepreneurial activities and has an expectation that support staff members participate in entrepreneurism activities.

h. Aligned Strategies – 1,2,3,5

Action Step 7

a. Technology Exploration in Communication

b. Description - Research current technologies and pilot appropriate technologies for internal communications and for development of services to customers.

d. Target Completion Date – 6.30.17 (End of CP term)

e. Person Responsible - Edward Catherman, Director of Information Technology

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 12 f. Indicators of Implementation - All administrators have served in a pilot group. A new technology related fee-for-service initiative has been developed and deployed.

h. Aligned Strategies – 2, 3

Action Step 8

a. Enhancing Inter-Departmental Collaboration

b. Description - All CIU #10 Departments actively work together in delivering services through collaborative planning at regularly scheduled team leadership meetings.

d. Target Completion Date- 1.30.14

f. Indicators of Implementation – A team leadership meeting schedule has been established and the first meeting completed.

Action Step 9

a. Marketing

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 13 b. Description – Develop a CIU # 10 Marketing Plan that includes print, broadcast, social media, PAIUNet, trade show marketing and generates new customers and markets among charter schools, non-public schools, and non-education entities.

e. Person Responsible – Jenna Witherite, Adult and Community Programs/Marketing/Grants Coordinator

f. Indicators of Implementations -Elements of the Plan are in place.

Action Step 10

a. Facility Growth Needs And Options

b. Description - Develop a Facilities Plan that identifies growth needs of the CIU # 10 and describes options for meeting those needs.

d. Target Completion Date – 6.30.17 ( End of CP term)

e. Person Responsible - Dr. J. Hugh Dwyer, Executive Director

f. Indicators of Implementation – A Facilities Plan is presented to the Board of Directors.

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 14 Action Step 11

a. Facilities Safety Enhancement

b. Description - Review facility safety status and improve all deficient areas.

f. Indicators of Implementation – Report has been presented to the Board of Directors.

Action Step 12

a. PSBA Policy Project

b. Description - Review of CIU # 10 Policy Manual with development of appropriate new policies, appropriate modifications of current policies and deletion of inappropriate policies. Develop appropriate administrative procedures. Develop an employee handbook.

c. Implementation Date - 10.24.13

d. Target Completion Date – 6.30.17 (End of PSBA/CIU # 10 policy review)

e. Person Responsible – Edd Brady, Human Resources Manager

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 15 f. Indicators of Implementation – Complete new Policy Manual approved by Board. Administrative Procedures Manual in place. Employee Handbook in place.

PROFESSIONAL DEVELOPMENT ACTION STEPS WORKSHEETS FOR

ACTION STEPS 4, 5, 6, 7

Professional Development Action Step 4

Title: Support Staff Professional Development

Description: Teach all administrative assistants how to be empowered employees in a workplace entrepreneurial culture.

Provider: Lock Haven University and CIU # 10

Knowledge Gain: Administrative Assistants will become empowered leaders able to identify and develop new customers and services within a team environment. They will learn the entrepreneurial process.

Title: Administrative Team Evaluation and Growth

Description: Educate CIU # 10 Administrators in the use of the CIU # 10 Administrative Performance Factors Description and Performance Assessment Rubric. They will learn to actively incorporate the Performance factors in the

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 16 intermediate unit leadership culture and use them as a framework for achieving the CIU # 10 Mission.

Provider: CIU # 10

Knowledge Gain: Administrators will become immersed in the CIU # 10 Leadership Domains of Professionalism, Entrepreneurism, Administration and Management, Supervision/Evaluation/Growth and Consulting/Training.

Title: Entrepreneurism Training

Description: Teach all Administrators to be empowered leaders in a workplace entrepreneurial culture.

Provider: Lock Haven University and CIU # 10

Knowledge Gain: Administrators will become empowered leaders able to identify, develop, implement and evaluate new customer partnerships and services within a team environment. They will be able to supervise an entrepreneurial-focused support staff.

Title: Technology Exploration in Communication

Description: Research current technologies and pilot appropriate technologies for internal communications and for development of services to customers.

Provider: CIU # 10

Knowledge Gain: Participants will learn new technology support systems.

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 17 DESCRIPTION OF THE EDUCATION COMMUNITY

The Central Intermediate Unit # 10 service region covers Clearfield, Centre and Clinton Counties. There are two universities, Pennsylvania State University in Centre County and Lock Haven University in Clinton County with a satellite campus in Clearfield County. The two universities are major employers in the region. State College ASD is primarily an urban school district. Bellefonte ASD and Keystone Central SD are characterized by small city, small town and rural populations. While State College ASD has a high percentage of citizens with college degrees, most other school districts and their communities have fewer than 25% of the adult population with education beyond high school. In some districts the school district is the largest employer. These are agriculture, logging and natural gas and oil communities.

Community resources include Black Moshannon State Park, two universities, the intermediate unit, retail shopping in the larger cities, public radio and television stations and several community libraries. There are three daily newspapers, weekly newspapers and several commercial radio stations. There are hospitals in the larger cities. Interstates 80 and 99 traverse the region.

There are 12 school districts, five charter schools and 45 nonpublic schools. Several Amish schools serve the Amish community. The 12 districts have student enrollments from 375 to 7,083. The public school districts are Bald Eagle Area, Bellefonte Area, Clearfield Area, Curwensville Area, Glendale, Harmony Area, Keystone Central, Moshannon Valley, Penns Valley Area, Phillipsburg-Osceola Area, State College Area and West Branch Area. The charter schools are Centre Learning Community School, Nittany Valley Charter School, Sugar Valley Rural Charter School, Wonderland Charter School and Young Scholars of Central Pennsylvania Charter School.

The CIU # 10 2013-2014 General Operating Budget is $2,221,513.00. The total annual budget is $22,359,931.00. CIU # 10 employs 116 full time and 38 part time professional and support staff members.

The Central Intermediate Unit # 10 offers programs and services in these areas and others: continuous school improvement, special education, early intervention and preschool education, information technology, nonpublic schools, adult

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 18 education, professional development for education professionals and support staff, professional development for industry, GED training and testing, finger printing for employment clearances, business management, student competitions and arts in education. The CIU # 10 partners with other IUs and PDE to deliver PDE initiatives to the education community.

PROFESSIONAL EDUCATION

(Professional Development for CIU # 10 Staff Members So They May Meet the Needs of Customers and Students)

Training/Personnel Development Council

The Central Intermediate Unit #10 Professional Education Committee is comprised of membership from all departments within the organization. It plans the annual employee inservice and oversees the CIU #10 Teacher Induction Plan. The Committee develops a survey for all professional staff to assess professional development needs. This survey occurs biennially.

The Special Education Team meets monthly. The Team provides input and representation for the Professional Education Committee’s annual employee inservice. The Special Education Team provides trainings for support staff and professional staff; and the Team regularly assesses and addresses staff training needs. In addition, the administrative Management Team composed of all Intermediate Unit administrators meets quarterly to address IU needs including professional development.

IU’s PreK -12 Professional Education Program Characteristics - Teachers

 Enhances the educator’s content knowledge.

 Increases the educator’s teaching skills based on effective practice research, with attention given to interventions for struggling students.

 Provides the educator with classroom-based assessment skills and the skills needed to analyze and use data in instructional decision-making.

 Empowers the educator to work effectively with parents and community partners.

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 19 IU’s Professional Education Program Characteristics – Administrators and Other Educators Seeking Leadership Roles

 Provides the knowledge and skills to think and plan strategically.

 Provides leaders with the ability to access and use appropriate data to inform decision-making.

 Empowers leaders to create a culture of teaching and learning with an appropriate emphasis on learning.

 Instructs the leader in managing resources for effective results

Induction Program Goals, Objectives, Competencies

Inductees will…

 Understand and implement instructional practices validated by the Intermediate Unit as known to improve student achievement.

 Assign challenging work to diverse student populations.

 Know the basic details and expectations related to IU-wide initiatives, practices, policies and procedures.

 Know the basic details and expectations related to school initiatives, practices and procedures.

 Be able to access state curriculum frameworks and focus lesson design on leading students to mastery of all state academic standards, assessment anchors and eligible content identified in the IU’s curricula.

 Effectively navigate the Standards Aligned System website.

 Know and apply IU endorsed classroom management strategies.

 Know and utilize school/IU resources that are available to assist students in crisis.

 Take advantage of opportunities to engage personally with other members of the faculty in order to develop a sense of collegiality and camaraderie.

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 20 The Director of Special Education is responsible for ensuring that the CIU # 10 Induction Program goals, objectives and competencies are met.

Needs of Inductee – Assessment

 Frequent observations of inductee instructional practice by mentor to identify needs.

 Frequent observations of instructional practice by supervisor to identify needs.

 Regular meetings with mentors to reflect upon instructional practices to identify needs.

 Review of inductee lesson plans.

 Knowledge of successful research-based instructional models.

Mentor Characteristics –Selection Criteria

 Pool of possible mentors is composed of teachers with outstanding work performance.

 Potential mentors have similar certifications and assignments.

 Potential mentors must model continuous learning and reflection.

 Potential mentors must have knowledge of LEA policies, procedures and resources.

 Potential mentors must have demonstrated ability to work effectively with students and other adults.

 Potential mentors must be willing to accept additional responsibility.

 Mentors must complete mentor training or have previous related experience.

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 21  Mentors and inductees must have compatible schedules so that they can meet regularly.

Induction Program Timeline

These and other topics are addressed throughout the academic year and summer during an inductee’s time in the program:

o Code of Professional Practice and Conduct for Educators

o Assessments

o Best Instructional Practice

o Safe and Supportive Schools

o Standards

o Curriculum

o Instruction

o Accommodations and Adaptations for Diverse Learners

o Data Informed Decision-Making

o Materials and Resources for Instruction

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 22 PLANNING COMMITTEE

Stakeholders Advisory Group

Scott Burfield, Special Education Teacher

Jody Caprio, Incarcerated Youth Teacher, TCEA President

Jane Cawthern, Nonpublic Teacher

Robin Cooke, Specialist Teacher – Deaf/Hearing Impaired, TCEA Officer

Abby Danko, Parent, Administrative Assistant

Tonya DeVecchis-Kerr, District Superintendent

Dr. Jill Dillon, District Superintendent

Kathianne Downie, Preschool Teacher

Keith Ford, Teacher Specialist- Vision

Brian Griffith, District Superintendent

Russell Krise, Parent, Nonprofit Organization

Stan LaFuria, Business

Courtney Manbeck, Teacher Specialist- Speech/Language

Valarie Micelli, Occupational Therapist

Dustin Minarchick, Business

Jeff Snyder, County Supervisor, Community Representative

Pamela Trude, Administrative Assistant

Mary Ann Wigfield, Administrative Assistant

Jacqueline Zimmerman, Special Education Teacher

Administrative Advisory Group

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 23 Linda Brown, Administrator SE, TaC

Amy Garvey, Administrator, Supervisor

Edie Gordon, Director Development Center for Adults (Retired)

Michelle Hammersla-Quick, Administrator, SE Supervisor

Kathleen Hawkins, Administrator, SE, TaC

Jeff Holter, Administrator, SE, TaC

Erick Johnston, Director Business Services

Catherine Kaltenbaugh, Administrator, SE, TaC

Bethann McCain, Administrator, Continuous School Improvement

Dawn Moss, Administrator, SE, TaC

Kim Moyer, Administrator, Data Consultant

Cherie Neely, Administrator, SE, TAC

Kathleen Potter, Administrator, Business Services

Susan Pritchard-Harris, Administrators, Supervisor

Christine Sanker, Administrator, SE, TaC

Jenna Witherite, Administrator, Adult, Marketing, Grants Programs

Comprehensive Planning Team

Betsy Baker, Director Continuous School Improvement

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 24 William Edd Brady, HR Manager

Edward Catherman, Director Nonpublic School Service, Information Technology

J. Hugh Dwyer, Ed.D., Executive Director

Erick Johnston, Director of Business Services

Karen Krise, Director EI/Preschool

Jennene Lundy, Director, Galaxy Arts in Education

Dr. Bobbie Pfingstler, Director Continuous School Improvement (Retired)

Jennifer Starner, Director Special Education

Central Intermediate Unit #10 Comprehensive Plan 2013-2017 Page | 25