Evidence demonstrates that Templeton Unified has made a successful transition to California’s new content standards and that our organization is as effective as ever.
Templeton led all school districts in the county in Language Arts performance as measured by data from the inaugural Smarter Balanced Assessment. 61% of students met or exceeded the standards. This is an impressive result considering that the new standards and the assessment are significantly more rigorous than previous versions. Despite these outstanding results, our teachers are committed to continuous improvement. We have selected the Listening Claim as an area of focus for this year. The skills covered by these standards have never been formally assessed in a standardized manner. I look forward to studying the effect of the instructional changes made to reflect this new area of emphasis.
Results in math were positive as well. 43% percent of students met or exceeded standards which placed us as the second highest performing district in the county. This was an overall improvement as we typically place third or fourth in the county in mathematics performance. However, our goal is to become the county leader in math performance by 2020. We adopted new math textbooks and are providing additional training for teachers in order to provide the best instruction possible.
Students in Templeton enjoy numerous enrichment opportunities in addition to outstanding instruction in English, math, science and social science. We provide formal art and music instruction at both elementary schools. Vineyard Elementary provides instrumental music and drama after school in order to further enhance our fine arts program. Older students may pursue their passion in the arts through elective courses that are offered at the middle and high school.
A recent staff survey demonstrates that morale is high and that 94% of staff are pleased or very pleased with our organizational progress. Our bargaining units have enjoyed a three year contract allowing our Human Resources Department to focus on employee development and training. Nearly 75% of teachers attended up to 14 optional staff development days over the course of the last three years, which is one of the primary reasons that we were able to make such a successful transition to the new standards.
Finally, school construction and modernization continues in earnest. Please view the video which our MOT Director, Chris Bonin, developed to highlight recent projects. The community will begin to see construction at Templeton High School as early as spring of 2016. If you would like additional information about school construction or the status of Measure H-12, please view the Frequently Asked Questions document under the Measure H-12 drop-down menu on this Website.
Joe Koski, Ed.D
Statement: Institute instructional practices, rigorous content and data systems to measure student achievement leading college and career readiness and the development of 21st Century skills.
- Increase implementation of common core in ELA and research-supported teaching practices in mathematics
- Increase 21st century learning experiences using performance assessments, internships and presentations of learning
- Increase opportunities for students pursuing certification and career goals following graduation using online courses, new application based courses and increasing enrollment at community college or in certification programs
- Using highly effective teachers at every site to align management evaluation practices and pilot collegial instructional rounds
Statement: Create systems to recruit, hire, empower, develop and promote high performing staff members while minimizing the negative impact of underperforming staff members.
- Improve Human Resource recruitment, interview and recognition practices
- Articulate district versus site responsibility for curriculum delivery
- Provide baseline equipment and instructional materials for the transition to CCSS and SBAC
Statement: Involve stakeholders in developing and adopting a balanced budget that implements the reinvestment plan creating the greatest organizational outcomes for dollars which will be returning to our system.
- Maintain a balanced budget minus strategic spend down of excessive reserves with involvement of stakeholders
- Develop methodology for measuring return on investment for new programs and initiatives
- Establish baseline allocations for district versus site classroom expenditures
Statement: Implement the capital improvement plan and complete projects stemming from Measure H-12 revenue that improves classroom environments, sustainable energy and enhanced educational offerings.
- Design and seek DSA approval for VES Annex and THS projects
- Complete existing projects on time and within budget
- Guide final decision on Solar Project
- Integrate new employees into cohesive maintenance plan
Statement: Create and implement systems which provide regular two way communication between stakeholders and guide the decision-making and evaluation of organizational systems.
- Stakeholder engagement and LCAP development
- Common Core ramifications
- VES Annex, THS construction and solar project
- 360 communication and evaluation