STOCKTON UNIFIED SCHOOL DISTRICT
PUBLIC ACCOUNTABILITY DASHBOARD
PRIORITY RECOMMENDATIONS
SUSD’s Public Accountability Dashboard reflects 44 priority recommendations developed with our staff and community. The Dashboard shows the critical progress we are making to drive decisive and lasting positive impacts in the lives of our Stockton educational community.
Dr. Michelle Rodriguez, Superintendent of Schools
21
PUBLIC INPUT SESSIONS
IN FIRST 100 DAYS
44
PRIORITY
RECOMMENDATIONS
29
RECOMMENDATIONS TO
BE COMPLETED BY 6/24
11
DISTRICT DEPARTMENTS
LEADING THE EFFORT
Level of Complexity
The 44 Priority Recommendations have been categorized based on level of complexity. Green denotes completed items.
Click here to learn more.
2
7
20
15
=
44
Complete
Complete
Complete
In Progress
PRIORITY
RECOMMENDATIONS
Level 4 Recommendations
Superintendent Dr. Rodriguez assumed her role as SUSD Superintendent in July 2023. As part of her commitment to the SUSD community, she utilized feedback and suggestions gathered from 21 Listening Sessions to implement significant changes and improvements based on 44 Priority Recommendations. These recommendations were strategically categorized to reflect varying levels of complexity: Levels 1 and 2 aimed for immediate completion to address urgent needs, Level 3 targeted goals set for achievement within the 2023-2024 school year to drive desired changes and progress, and Level 4 outlined long-term goals for systemic transformation.
All Level 1-3 Priority Recommendations have been successfully accomplished, and details can be found below for the remaining Level 4 Priority Recommendations. The SUSD community may continue to monitor progress on these systemic shifts as the district pursues the 8 action steps associated with each remaining Priority Recommendation.
UPDATED July 12, 2024
STATUS
#
PROGRESS
CATEGORY
PRIORITY RECOMMENDATION
DETAILS
6
8
9
11
15
Conduct a comprehensive Equity Audit with teams from all schools to develop a three year action plan (LCAP aligned)
Increase expectations so all staff perform at high levels with strong supports
Increase family and community partnerships to improve student programs, amplify voice, and expand student access
Increase number of Site Techs to support site-based technology use and integration
Investments in school facilities to meet basic services and broad course of study priority
16
17
Resolve all remaining findings and corrective actions included within the audit reports and related letters from CDE and the SJCOE
Complete protocols and procedures linked to findings in Grand Jury and FCMAT reports
25
26
27
28
Ensure new curriculum is culturally relevant, responsive and sustaining for students
Provide an equitable distribution of arts programs throughout all 55 SUSD schools
Expand and deepen Administrator knowledge of adopted curriculum
Explicit focus on the use of differentiated instructional strategies (EDI, UDL, Ready for Rigor, Hattie, etc.)
33
Restructure English Learner Program to ensure accelerated learning for newcomers and Long-term English Learners
37
Complete Facility Master Plan begun in First 100 Days to equitably use bond funds and scale improvements
43
44
Provide Crisis Prevention Institute (CPI) training on de-escalation and crisis intervention for all staff
Identify solutions to address chronic absenteeism
Increase expectations so all staff perform at high levels with strong supports
All Recommendations Levels 1-4
UPDATED July 12, 2024
STATUS
#
LEVEL OF
COMPLEXITY
CATEGORY
PRIORITY RECOMMENDATION
DETAILS
Reinstitute Specialty Schools Fair in January with earlier notification of transfer approval to expand enrollment
Implement a Superintendent's Student Advisory (SSA)
1
2
3
4
5
Hold Town Halls for additional topics including special education, English Learners, African American/Black students
Provide virtual meeting options for Town Halls
Expand number of Educators Thriving cohorts to increase access and participation
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
Conduct a comprehensive Equity Audit with teams from all schools to develop a three year action plan (LCAP aligned)
Continue to reduce the number of high-cost consultants
Increase expectations so all staff perform at high levels with strong supports
Increase family and community partnerships to improve student programs, amplify voice, and expand student access
Use Allovue Business Solution for school site budget accessibility and transparency
Increase number of Site Techs to support site-based technology use and integration
Fully implement ESCAPE/Frontline Management System to ensure accurate budgeting and accounting
Address budgetary impacts of declining enrollment
Effectively use all ESSER III funding by required timelines
Investments in school facilities to meet basic services and broad course of study priority
Resolve all remaining findings and corrective actions included within the audit reports and related letters from CDE and the SJCOE
Complete protocols and procedures linked to findings in Grand Jury and FCMAT reports
Provide radios for Special Education classrooms to provide for the safety of student elopers
Continue with safety upgrades implemented within First 100 Days: visitor management system, access control, additional fencing at all sites and increased camera coverage and clarity
Explore need for a virtual/alternative educational option for grades 6-12
Create specific student success plans for African American/Black students, English Learners, Homeless and students with Special Needs
Strengthen and deepen Professional Learning Communities (PLCs)
Implement a site administrator reflection/feedback tool such as an equity walk, to be used during classroom learning
Expand International Baccalaureate (IB) to increase student competitiveness when applying postsecondary to college and career
Ensure new curriculum is culturally relevant, responsive and sustaining for students
Provide an equitable distribution of arts programs throughout all 55 SUSD schools
Expand and deepen Administrator knowledge of adopted curriculum
Explicit focus on the use of differentiated instructional strategies (EDI, UDL, Ready for Rigor, Hattie, etc.)
Conduct thorough exit interviews to understand reasons why staff are leaving the District
Establish coaching for new and experienced principals in need of support and development
Create orientation and training program for new Classified staff
Develop new Principal Professional Learning Institutes
Restructure English Learner Program to ensure accelerated learning for newcomers and Long-term English Learners
Transparently communicate timelines for project schedules and work in progress related to safety projects and Facility Master Plan items
Add shade structures at all schools
Expand Primary Years Academy grade levels for 6-8 and facility improvements
Complete Facility Master Plan begun in First 100 Days to equitably use bond funds and scale improvements
Create performance dashboards and share survey data to support staff accountability in improving student learning outcomes
Evaluate site and department performance based on established KPIs
Consider alignment with californiacolleges.edu to simplify college admissions and financial aid processes
Explore additional behavioral supports, programs and resources to improve student interactions with each other and staff
Build structures to expand PBIS systems to the platinum, gold and silver levels for all SUSD sites
Provide Crisis Prevention Institute (CPI) training on de-escalation and crisis intervention for all staff
Identify solutions to address chronic absenteeism
