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EASTERN CENTER FOR ARTS AND TECHNOLOGY

Strategic Plan Final Report Outline

EXECUTIVE SUMMARY

Strategic planning for the future of Eastern Center for Arts and Technology has spanned over the

past two years and is based on an organizational philosophy of continuous improvement. This

process permeates throughout the entire plan. EASTERN has engaged staff, students, local

business and industry, community members and sponsoring district personnel to engage in a

process to create a Strategic Plan that incorporates the shared view of all. A Steering Committee

was developed to oversee the development process.

The development of the "Current Reality" was the initial step. Eight teams consisting of internal

and external stakeholders met over the 2013-2014 school year in order to discuss EASTERN's

strengths, weaknesses, opportunities and threats. This information was synthesized into six

major themes for further development.

In October 2014, a strategic planning retreat was held in which over 30 participants selected to represent the wide variety of EASTERN's community met to "drill down" on the work of the

"Current Reality" teams and analyze the results. After careful review and discussion a consensus on four major goals was realized.

I. Student Success

II. Student Recruitment

III. External Partnerships

IV. Operational Sustainability

The administrative team was than tasked to develop an implementation plan based on the goals

set forth. The following analysis and data has been coalesced into a multi-year plan addressing

areas of challenge. Action planning is provided along with professional development and

technology needs. All of this collected information provides a roadmap to Eastern Center for

Arts and Technology's future.

PARTICIPANTS

E-BOARD

CURRENT REALITY SUMMARY

GOALS

ACTION PLANS

IMPLEMENTATION PLAN

KEY PERFORMANCE INDICATORS

PROFESSIONAL DEVELOPMENT PLAN

TECHNOLOGY PLAN



PARTICIPANTS

Eastern Center for Arts and Technology believes that effective decision making must actively

involve all of the school's constituents. EASTERN would like to acknowledge the contribution

and participation of the following individuals. Their participation was essential to the

development of this Strategic Plan.

Mr. Gary Albert

Mr. Thomas Allen

Ms. Angela Altadonna

Ms. Ferne Andre

Ms. Latonia Ayscue

Mr. Angelo Berrios

Mr. Gary Bissig

Ms. Maria Border

Mr. Thomas Boutcher

Ms. Beth Brodovsky

Ms. Deb Burge

Dr. Kim Callahan

Mr. Joseph Carracappa

Ms. Kathleen Carver

Ms. Carol Ann Casciato

Ms. Nick Ciasullo

Ms. Joyce Clark

Mr. Fran Clark

Ms. Charlene Collins

Ms. Eileen Collins

Mr. Matt Conard

Ms. Karon Crickmore

Ms. Jackie Cullen

Mr. Anthony Davis

Ms. Erin Derby

Mr. Gary Devine

Mr. John Di Benedetto

Ms. Irene Dickinson

Mr. Melvin Dixon

Ms. Carol Duell

Ms. Tess Eichenberger

Dr. Jeffrey Fecher

Dr. Marykay Feeley

Mr. Gary Felmey

Ms. Joy Fraunfelter

Capt. John Fugelo

EASTERN, Culinary Arts Instructor

EASTERN, Administrative Director

EASTERN, School Improvement Coordinator

EASTERN, Student Success Coordinator

Abington Memorial Hospital

Principal, Abington High School

EASTERN Parent

PPDC Instructor, Penn State University

EASTERN, Software Support Specialist

Iris Creative Group

EASTERN, Administrative Director's Secretary

Assistant Principal, Upper Moreland High School

Principal, Upper Moreland High School

Still Point

International Technical Communications Inc.

R. D. Bitzer Co., Inc.

EASTERN Parent

Local Union 380


EASTERN, Supervisor's Secretary

Conicelli Honda

EASTERN, Computer Network Administration

Instructor

Executive Director, PACTA

EASTERN Student

EASTERN, Office Management Instructor

EASTERN, Welding Instructor

John J. DiBenedetto Associates, Architects, Inc.

EASTERN, Business Manager

EASTERN, Electronics Technology Instructor (Ret.)

EASTERN, Practical Nursing Program Coordinator

EASTERN, Student Success Coordinator

Assistant Superintendent, Abington School District

Superintendent, Lower Moreland School District

EASTERN, Electrical Technology Instructor

Associate Director CE, PSU, Abington

Upper Moreland Township Fire Department

Mr. Paul Geppert

Mr. Frank Giordano

Mr. Neil Goldberg Mr.

Mark Goodman Ms.

Hayley Granacher Ms.

Tamara Graves Mr.

Joseph Greb

Ms. Jennifer Haney

Ms. Pamela Hermann

Dr. James Hessinger

Ms. Lynn Hindermyer

Ms. Susan Hoffman

Mr. Hiliary Holloway

Mr. Donald Horsfall

Ms. Chynna Huff

Dr. Andrew Ippolito

Mr. Brian Jacoby

Ms. Linda Kalita

Mr. Walt Kenney

Ms. Pat Kilmartin

Ms. Maureen Klenk

Mr. Jason Knox

Ms. Allison Larson

Ms. Denise Lavery Frasca

Dr. Art Levinowitz

Ms. Marisol Lezcano

Ms. Wendy Leyden

Mr. Robert Mallon

Mr. Joel Marucheck

Mr. Ed May

Ms. Linda McAlpine

Mr. Paul McCormick

Mr. John McDonald

Ms. Noreen McDonnell

Ms. Amy Mednick

Mr. Hans Meeder

Dr. Robert Milrod

Ms. Nicole Mohrey

Mr. John Nodecker

Ms. Debra O'Brien

William A. Geppert Inc.

Director of Special Education, Lower Moreland School

District

ARS, USDA

Weinstein Supply

EASTERN, Culinary Arts Aide

EASTERN, School Nurse

EASTERN, Assistant Director

Counselor, Upper Moreland High School

Counselor, Hatboro-Horsham High School

Educational Testing Services (Ret.)

Vice Principal/Special Education Coordinator,

Cheltenham High School

Technology Consultant

The Holloway Safety Group, Inc.

International Technical Communications Inc.

EASTERN Student

Assistant Dean of Academic Affairs, MCCC

EASTERN, Heating, Ventilation & Air Conditioning

Instructor

EASTERN, Allied Health Instructor

EASTERN, Protective Services Instructor

EASTERN, Assistant Director's Secretary

Special Education Transition Coordinator, Upper Dublin

School District

Aramark

EASTERN, Supervisor of CTE

Jeanes Hospital

Joint Operating Committee President, Upper Dublin

Executive Director, Montgomery County Workforce

Investment Board

EASTERN, Cosmetology Instructor

R. W. Mallon Auto Paints

EASTERN, Culinary Arts Instructor

EASTERN, Technology Manager

EASTERN, Human Resources Secretary

Food Contractor/Instructor EASTERN,

Automotive Instructor EASTERN,

Testing/Student Data Aide EASTERN,

Cosmetology Instructor Strategic

Planning Consultant

Superintendent, Upper Moreland School District

EASTERN, Commercial Art Instructor

Assistant Superintendent, Hatboro-Horsham School

District

EASTERN, Business Manager's Secretary

Mr. Jeff Orkin

Mr. Jeff Pakula

Mr. Steven Parke

Ms. Monica Parsons

Mr. Cliff Patton

Dr. Mark Pellico

Mr. Ken Piccari

Dr. Michael Pladus

Mr. Kevin Reilly

Mr. Elton Richardson

Ms. Carolyn Riley

Dr. Charles Rittenhouse

Ms. Pam Roberts

Mr. Thomas Roller

Ms. Cori Sansalone

Mr. Joe Sauers

Lt. Earl Saurman

Ms. Kathy Schick

Ms. Joni Seth

Ms. Amy Shields

Mr. George Stahl

Mr. Robert Steinbacher

Ms. Lindsay Stock

Dr. Suga Suganthan

Ms. Jackie Thurlow

Ms. Michele Tinsman

Mr. Anthony Veneziale

Mr. Dennis Williams

Mr. Doug Wilson

Orkin Electric Systems

EASTERN, Construction Technology Instructor

EASTERN, Collision Repair Technology Instructor

EASTERN Student

PECO Energy Company

Principal, Abington Junior High School

North Penn VW Mazda

Superintendent, Upper Dublin School District (Ret.)

EASTERN, Assistant Director (Ret.)

Joint Operating Committee, Springfield

Joint Operating Committee, Jenkintown

Principal, Springfield High School

Montgomery County Community College

Principal, Jenkintown High School

EASTERN, Student Success Aide

Sauers Tree & Landscape Service

Abington Police Department

Strategic Planning Consultant

EASTERN, IT Support Specialist

EASTERN, Organizational Advancement Director

EASTERN, Automotive Technology Instructional Aide

EASTERN, Commercial Art Aide


DeVry University

EASTERN, Accountant

Joint Operating Committee, Abington

Assistant Principal, Lower Moreland High School

Principal, Hatboro-Horsham High School

EASTERN, Student Success Aide



E-BOARD

EASTERN's Mission

The Mission of the Eastern Center for Arts and Technology, a leader in technology and in

developing innovative, responsive programs, is to equip all students with the skills, knowledge

and attitudes necessary to select, enter and succeed in a career and to anticipate and adapt to

change by providing high quality technical instruction and specialized services.

What We Believe

Student success is the ultimate purpose of everything that happens in the school.

Meaningful improvement in every aspect of the school is always identifiable and achievable.

Every member of the school community sets high expectation in every endeavor, individual or

collective.

Effective decision making must actively involve all of the school's constituencies, and depends

on access to and use of enough of the right kinds of data.

What We Measure

Student Performance

Customer Satisfaction

Staff Development

Program Currency

Organizational Efficiency

What We Do

We conduct a systematic, strategic review of each program in the school. Through the occupational

advisory committees, not less than once every five years.

We insure the students enroll for the right reasons and in programs that are right for them.

We provide students with a warranty to assure employers that the students have successfully acquired the

knowledge and skills needed for specific jobs and occupation.

We actively seek, listen to, and act on the views of the business community.

We work with leaders of the participating school districts to develop a sense of common ownership of the

school and a common sense of the school's value.

We value the staff of the school both as members of the school's learning community and as participating

in the school's decision making processes.

We offer programs that address the needs of the life-long learning. We charge our leaders with learning, leading, transmitting and building the organization's culture.



EASTERN's CURRENT REALITY

A Listing of Strengths, Weaknesses, Opportunities and Threats

The Current Reality represents work from eight (8) teams that examined EASTERN's internal

strengths and weaknesses or identified perceived external opportunities and threats. During early

winter 2014, each team met three times and focused on a specific area:

Internal Teams (examined strengths and weaknesses)

1. School Climate, Student Success, and Student Life and Services

2. Finances, Facilities, Information Resources and Technology

3. Health and Safety, Education Programs, Assessment

4. Mission, Governance, and Institutional Planning

External Teams (identified perceived opportunities and threats)

1. Legal and Legislative Trends

2. Technology and Environmental Trends

3. Social and Local Demographics Trends

4. Economic and Industry Trends

Statement of Strengths and Weaknesses- Internal Teams

SCHOOL CLIMATE, STUDENT SUCCESS, STUDENT LIFE AND SERVICES

Strengths

1. Student of the Month awards are presented and shared with the community.

2. SkillsUSA activities are available to students in all programs and are aligned with the

school's mission statement; a large number of students participate.

3. Stakeholders take pride in the school's mission statement.

4. Early, consistent and comprehensive communication exists between the participating

schools' guidance counselors and EASTERN's Student Success Coordinator staff.

5. The Student Success Coordinator staff is proactive in identifying and sharing

potential student issues with staff.

Weaknesses

1. The responsibility of each administrator is not clearly defined and sometimes results

in confusion for staff.

2. SkillsUSA membership can be increased; there is a plan in place but it requires

modification.

3. Student data and surveys are collected but results are not shared with stakeholders.

4. There are limited opportunities for community involvement within existing activities.

Open House, Back-to-School/Parents Night, and Awards Night target current

students. Events designed for the entire community are not currently in place.

5. Systematic delivery of student assessments and identified student issues are not

followed consistently by participating schools.

6. EASTERN's Student Success Coordinator is not consistently invited to prospective

students' Individual Education Plan (IEP) meetings by participating schools.

7. There are currently five instructional aides to provide support services to students;

this may not be enough as this population increases.

FINANCES, FACILITIES AND INFORMATION RESOURCES AND TECHNOLOGY

Strengths 1. EASTERN continues to provide excellence in preparing and presenting the Annual

Budget and the Financial Statements to its stakeholders.

2. EASTERN continues to maintain and grow its fund balances despite the current

economic climate. Guided by Board Policy G124 (subsection G), EASTERN will

continue to appropriately reserve funds and be held to a responsible financial

accountability required by participating districts and other stakeholders.

3. The facility management team is very responsive and is actively involved in the

Aramark Safety Program.

4. Aramark EASTERN both possess buying power, key vendor partnerships, and access

to field experts, materials and resources.

5. A comprehensive refresh schedule is in place for technology equipment; this allows

for new technologies with limited infrastructure changes.

6. The technology department is tremendously responsive; a state-of-the-art helpdesk

and uniform Service Level Agreements are in place.

7. Software deployment and imaging process is seamless.

Weaknesses

1. Continuing Education programs may be improved by implementing a data-driven

approach to analyzing programs that are to remain self-sustaining via tuition/local

patron money.

2. Managing the vendor partnership to ensure the highest quality of maintenance and

custodial services is paramount. The current contract with Aramark is due for renewal

on June 30, 2014. EASTERN must maintain its confidence in the management

services agreement with special emphasis on Aramark staffing and its declaration "to

enhance the educational environments and experiences for EASTERN's students and

staff."

3. There is a lack of consistent temperature regulation facility-wide.

4. There is a lack of safe, secured exterior storage.

5. The ramp entrance from the student parking lot is deteriorating and becoming unsafe.

6. The outdoor sign used to advertise the school's events is unattractive and inefficient;

it does not have enough space to display the school's full website address.

7. A plan for the disposal of obsolete equipment does not exist.

8. A wireless (cellular) option does not exist; in the event of damage to the external

wired infrastructure, there is no Internet redundancy.

9. The back-up restore system is all-inclusive, however, it is very slow and may take

hours to restore a server.

10. PowerSchool, the student record system, is cumbersome and not meeting important

needs.

11. Ongoing training for new and existing software is not made available to staff.

HEALTH AND SAFETY, EDUCATIONAL PROGRAMS, AND ASSESSMENT

Strengths

1. The Safety Committee meets monthly; staff is updated regularly.

2. The Evacuation and Response Team is awaiting board approval on new routes and

memos of agreement (MOA) with businesses.

3. The Fire Drill Team ensures that monthly fire drills are performed safely.

4. Quantifiable and observable evidence of student performance and growth is collected

using multiple valid and reliable assessments including NOCTI, industry

certifications, and state exams.

5. Regular and accurate reporting of assessments is provided to stakeholders.

6. All programs have a strong alliance with their Occupation Advisory Committee

(OAC).

7. Curricula are designed to prepare students for further study and/or entry into the

workplace.

8. Staff and students are aware and knowledgeable of the school's mission statement

and strive to meet its standards.

Weaknesses

1. Hazard plans, evacuation sites, emergency communication and ICS/NIMS training

are in need of updating (currently awaiting board approval for all).

2. A common, consistent lesson plan format is not in place; this is needed to ensure that

all appropriate content is included and aligned to standards.

3. PA Core Standards are not explicitly integrated in curricula.

4. The Standards and Curriculum Framework sections of the PA Department of

Education's Standards Aligned System (SAS) are not effectively incorporated into

relevant curricular development processes.

5. Assessment of student learning and performance should continue to improve by

updating and aligning assessments to reflect research-proven practices.

6. Currently, not all lesson plans are standardized to include assessments and best

practices. MISSION, GOVERNANCE AND INSTITUTIIONAL PLANNING

Strengths

1. The Mission is clearly and concisely communicated on the E-Board.

2. The data-driven Strategic Planning process continues to involve all stakeholders.

3. Parents overwhelmingly express satisfaction with the quality of programs, instructors,

and the positive learning environment.

4. Leadership ensures that student success drives all decision-making.

5. A systematic and continuous evaluation of student success is measured using various

data: completion, retention, placement, NOCTI, and academic attainment.

6. The Strategic Planning process integrates the requirements of the state mandated

Comprehensive Plan, Middle States, Technology, and Professional Development

Plan.

7. Leadership recently reviewed and revised all Joint Operating Committee Policies.

Weaknesses

1. Some parents report that they do not understand and/or appreciate the quality of the

Mission Statement.

2. There is a need to continue the focus on appropriate referral and placement in

EASTERN programs by all participating schools. EASTERN's admission policy was

developed in order to ensure that students are in the right program for the right

reason; participating schools do not always support this policy.

3. Opportunities for staff recognition are minimal.

4. Teachers do not have a sufficient understanding of PA's Framework for Teaching.

5. The existing Career Pathways Committee needs further development.

6. Given the anticipated number of new teachers at EASTERN over the next several

years, professional development may need to be revisited, specifically the topic of

assertive discipline.

Statement of Opportunities and Threats- External Teams

LEGAL AND LEGISLATIVE TRENDS

Opportunities

1. Periodic review and update the staff on current sexual harassment laws, child abuse

laws and cyber safety protocols.

2. President Obama's STEM (science, technology, engineering, math) Initiative provides

encouragement and incentives to increase rigor and integration of STEM education

throughout all programs at EASTERN. Grants relating to STEM are widely available.

Threats

1. Use of social media, by staff and students, could result in legal consequences to

EASTERN.

2. Cyberbullying among students could lead to lawsuits or other negative consequences.

3. The PA School Performance Profile incentivizes participating schools to increase the

number of students enrolled in Advanced Placement (AP) classes. Scheduling of

these classes may conflict with students' intention to attend EASTERN.

4. Students who fail required Keystone Exams may need remediation. Scheduling of

these classes or sessions may conflict with students' intention to attend EASTERN.

TECHNOLOGY AND ENVIRONMENTAL TRENDS

Opportunities 1. Optimize social media to connect with parents and community; share EASTERN's

message on most widely used platforms.

2. The creation of an Instructional Technology Advisory Committee can offer teachers

professional development regarding instructional technology resources such as apps

and web based tools. (This differs from the existing Technology Review Committee

whose focus is on technology infrastructure.)

3. Teachers may increase student engagement and productivity by increasing use of

online and blended learning, using what is currently available as well as exploring

additional resources.

4. The creation of a Green Team, involving members from all stakeholder groups, could

identify and monitor school environmental issues and drive change towards a greener

environment.

Threats

1. EASTERN's building infrastructure is perceived as having air and water quality

Issues.

2. EASTERN's technology infrastructure is not keeping up with demand and is not

considered well secured. There is an increase in users and devices that puts the

infrastructure at risk.

3. The threat of outside intruders is a concern; the doors are unlocked after school hours

and the parking lots are not well lit at night.

4. The destructive use of social media poses a threat to EASTERN's students and staff.

SOCIAL AND LOCAL DEMOGRAPHIC TRENDS

Opportunities

1. Increase participating schools' staff and student awareness of multiple career

pathways that can begin through EASTERN's programs, including emerging

industries that may be unknown to students and parents.

2. Due to an increase in tuition and school closings, some students are leaving private

schools and returning to public schools that have a strong connection to EASTERN.

3. Seek new and innovative ways to increase and strengthen parent and community

partnerships.

Threats

1. Nationally, there is a decrease in students' mental well-being and limited resources

are available to school staff.

2. EASTERN's target community is aging which may result in fewer community

members with school-age children. Further, an older community may force more

young people to move out of the area.

3. The response to the PA Core Standards, high school requirements, and high stakes

testing may create scheduling conflicts for EASTERN students.

ECONOMIC AND INDUSTRY TRENDS

Opportunities

1. Staff and students will benefit from ongoing opportunities to learn more about college

and career pathways relating to emerging industries such as green jobs and STEM

related careers such as coding, geothermal, and nano-technology. EASTERN is

especially positioned to provide stronger technology education than participating

schools.

2. Ensure that all students earn applicable digital badges, college credits, and industry

certifications that are desired by industry.

3. Expand the school's funding base by increasing grant applications related to the

emerging industries listed in opportunity number one (emphasizing the technology

component of STEM), seeking and marketing new articulation agreements/dual

enrollment options to increase EASTERN's enrollment, and widening local business

partnerships that could result in additional financial support.

Threats

1. Districts' budgetary constraints could result in schools sending fewer students to

EASTERN.

2. The aging workforce may result in a limited pool of qualified CTE instructors.

3. If enrollment at EASTERN declines, so too does the pipeline of available skilled and

trained employees for the local workforce.



STRATEGIC PLAN GOALS

GOAL 1: Student Success

Develop industry-driven programs with robust offerings while expanding support systems for

diverse learners culminating in student success.

GOAL 2: Student Recruitment

Maximize enrollment with attention to fiscal resources and building capacity.

GOAL 3: External Partnerships

Promote the benefits of the school to external partners and increase partner involvement.

GOAL 4: Operational Sustainability

Create efficiencies to maintain highly effective operational support services.



ACTION PLANS

Developed in conjunction with Meeder Consulting Group

EASTERN CENTER FOR ARTS AND TECHNOLOGY Strategic Plan Final Report Outline

ACTION PLANS

Goal 1: Student Success

Develop industry-driven programs with robust offerings while expanding support systems for diverse learners culminating in student success

Initiative Action Steps Person(s)

Responsible Time Line

1.a. Evaluate current program offerings on a regular basis and expand or reduce as appropriate

Beginning in 2015 and every three years thereafter, the Executive Advisory Committee shall conduct a regional workforce analysis and provide suggestions to the Joint Operating Committee.

Administrative Director

2015-18

Conduct a review of the current Program Review Process to ensure that items such as professional development opportunities, data-based program performance, gap and capacity analysis, and technology related to emerging trends are included in the final report.

Assistant Director 2016-17

In conjunction with the Program Review conducted every five years, each teacher will engage in a three- to five-day summer externship culminating in a report that informs the Occupational Advisory Committee of their observations of industry trends and how it may impact curriculum.

2018-19

1.b. Create a Student Success Network that reduces barriers to student achievement utilizing internal and external resources (including alumni).

Review and renew the current Student Success Network System and its processes

Student Success Coordinator

2015-18

Develop a process to allow mentors to work with students. Supervisor of CTE 2017-18

1.c. Deepen current and prospective student understanding of career pathways, beginning with an emphasis of EASTERN’s programs of studies.

Explore multiple pathway options deriving from each program and ensure that the Occupational Advisory Committee membership represents a breadth of pathway options to ensure proper scope of CTE programs.


Require each CTE program to offer several experiential learning activities over the course of the two year program, including: two external job site visits, two postsecondary classroom visits, and four industry-related guest speakers, all of which represent the breadth of pathway options.

Supervisor of CTE 2016-17

Together with partnering postsecondary institutions host an annual career pathways fair relating specifically to the programs that EASTERN offers.

Organizational Advancement Director

2017-18

Encourage participating school districts to implement a career pathways counseling program


1.d. Strengthen entrance counseling to help clarify students’ educational goals (such as military, postsecondary education, and workforce entry.)

Update program informational materials to explain multiple pathway options for each program, including direct work entry, certification, two-year college, four-year college degree, and military.


2016-17

During the first two months of instruction, require instructors to help students explore pathways options more deeply, and at the end of this period have the student clarify their current pathway educational goal.


On an annual basis, tally student educational pathway goals and create a program-by-program and school-wide report on student educational goals.

School Improvement Coordinator

2017-18

Goal 2: Student Recruitment

Maximize enrollment with attention to fiscal resources and building capacity

Initiative Action Steps Person(s) Responsible

Time Line

2.a. Sustain the number of programs and sections necessary to meet enrollment goal of 500 students.

Create high quality information materials for EASTERN and share extensively with 9th and 10th grade students.


2018-19

Create a professional development activity for middle school and high school counselors to share up-to-date workforce information and information about career pathways. Engage counselors in an open dialogue about college-career readiness and effective middle-skill occupations.


2.b. Review policies and procedures that potentially inhibit student enrollment at EASTERN

Create a task force among participating school districts to identify course-taking requirements and scheduling policies that might inhibit participation in EASTERN programs.


2016-17

Create a report to be presented to the JOC and participating districts’ school boards identifying findings in the report.


2017-18

2.c. Strengthen marketing and outreach to middle school, ninth and tenth grade students, and parents.

Train students from each program to be Program Ambassadors and host middle school students and other guests.


2015-16

Schedule Program Ambassador visits to participating high schools and middle schools.

2015-16

Experiment with outreach activities aimed at parents of middle school students, strengthening their understanding of middle-skill careers and EASTERN stern’s programs.

2015-19

Continue to offer summer fun activities aimed at middle school students. Create summer camp or after school activities targeted to 9th and 10th grade students. Emphasize STEM themes.

2019-20

GOAL 3: External Partnerships

Promote the benefits of the school to external partners and increase partner involvement.


Time Line

3.a. Develop a business plan to engage the broader business community and generate new revenue streams by positioning EASTERN as a total workforce development provider including secondary and/or adult education and customized training

Create an inventory of all relevant business associations and organizations in the region served by EASTERN.

Adult Education Coordinator

2016-17

Create marketing brochure specifically targeted to business partners explaining the school’s approach, mission, and ways businesses can be involved.


2016-17

Create a standard PowerPoint presentation and one minute, three minute, five minute, and ten minute presentations about EASTERN. Train key staff in delivery of the presentation.

2018-19

Work to have a short EASTERN presentation included on meeting agendas of regional business/industry organizations six times during each school year.


2018-19

Create an inventory of regional technical training programs delivered by education and training organizations.

2016-17

Deriving from the Regional Workforce Trends Analysis, identify opportunities for enhanced Adult Technical programs including certifications and associate degrees.

2016-17

Create a consultant position to serve as a liaison with businesses to generate incumbent worker training contracts. Once revenue justifies, create a permanent Business Services Liaison position


2015-16

3.b. Develop a system that ensures that students connect with business and industry relevant to their employment goals

Create a program that assists students in securing expanded learning opportunities within the workforce that may lead to employment.

Supervisor of CTE

2015-16

Develop and scale-up an employment placement program to assist students in securing work related to their program of study.

2015-16

Recruit volunteers to service in one of several roles – guest speakers, competition judges, student mentors, work-site tour hosts, and teacher externship hosts.

2015-16

3.c. Develop business and corporate foundation sponsorship opportunities of new and/or existing programs.

Create an inventory of specific projects and priorities (equipment purchases, student activity scholarships, facilities) at EASTERN, ranging from $500 to $5000, for which specific contributions could be targeted to address.


2016-17

Create an inventory of local, regional and corporate foundations that could be pursued to provide support for EASTERN program priorities.

2016-17

Create the opportunity for businesses and organizations to have special sponsorship “naming rights” as part of intensive support of EASTERN programs.

2017-18

3.d. Explore the role of the Eastern Foundation in securing tax-deductible donations to support the CTE programs.

The JOC will request that the Eastern Foundation create a report on the feasibility of receiving tax-deductible contributions to support CTE programs.


2018-19

GOAL 4: Operational Sustainability

Create efficiencies to maintain highly effective operational support services


Time Line

4.a. Create internal capacity and expertise for facilities management and capital planning.

Develop a facility renewal maintenance plan on a room-by-room basis; create a facility maintenance schedule.

Business Manager 2015-16

4.b. Explore efficiencies in technological systems at EASTERN.

Develop a renewal system for technology and create a maintenance schedule. Review and evaluate the roles and responsibilities of the technology department and provide recommendations for improvement.


2017-18

4.c. Create internal capacity and expertise for data management and reporting.

Rebuild data reporting capacities by developing reporting systems for student performance that is available to all stakeholders. Develop and implement professional develop on the use and analysis of student achievement data.


2015-17



IMPLEMENTATION PLAN

ID Task Name Duration Start Finish Predecesso Resource Names

1 Strategic Plan 2015-2021 1155 days Wed 7/1/15 Tue 12/3/19

2 Student Success 900 days Wed 7/1/15 Tue 12/11/18

3 Evaluate Current Program Offerings 900 days Wed 7/1/15 Tue 12/11/18

4 Conduct Regional Workforce Analysis 90 days Wed 7/1/15 Tue 11/3/15 Administrative Director

5 Conduct Review of Program Review Process 90 days Wed 10/5/16 Tue 2/7/17 Assistant Director

6 Implement Summer Externship for Teachers 30 days Wed 10/31/18 Tue 12/11/18 Assistant Director

7 Improve Student Success Network 660 days Wed 7/1/15 Tue 1/9/18

8 Review/Renew Student Success System 270 days Wed 7/1/15 Tue 10/4/16 Student Success Coor

9 Develop Mentor Program 180 days Wed 5/3/17 Tue 1/9/18 8 Supervisor of CTE

10 Emphasis Career Pathways 750 days Wed 11/4/15 Tue 9/18/18

11 Develop Pathway Models for Each Program 210 days Wed 11/4/15 Tue 8/23/16 Assistant Director

12 Develop Externships for All Programs 180 days Wed 8/24/16 Tue 5/2/17 11 Supervisor of CTE

13 Host an Annual Career Pathways Fair 90 days Wed 5/3/17 Tue 9/5/17 12 Organizational Advanc

14 Expand Pathways Program to High Schools 270 days Wed 9/6/17 Tue 9/18/18 13 Assistant Director

15 Strengthen Entrance Counseling 315 days Wed 8/24/16 Tue 11/7/17

16 Update Promotional Activities with Pathways Options 180 days Wed 8/24/16 Tue 5/2/17 11 Organizational Advanc

17 Implement Pathways Instruction 90 days Wed 5/3/17 Tue 9/5/17 16 Assistant Director

18 Develop a School wide Report on Pathway Goals 45 days Wed 9/6/17 Tue 11/7/17 17 School Improvement C

19 Student Recruitment 1155 days Wed 7/1/15 Tue 12/3/19

20 Sustain Enrollment at or Above 550 555 days Wed 2/8/17 Tue 3/26/19

21 Create High Quality Information Materials 180 days Wed 7/18/18 Tue 3/26/19 Organizational Advanc

22 Create Professional Development for Middle and High School Coun 90 days Wed 2/8/17 Tue 10/30/18 Assistant Director

23 Review Polices and Procedures related to enrollment 200 days Wed 6/1/16 Tue 3/7/17

24 Create Scheduling Task Force including Participating Districts - 180 days Wed 6/1/16 Tue 2/7/17 Administrative Director

25 Present Final Report on Scheduling to JOC 20 days Wed 2/8/17 Tue 3/7/17 24 Administrative Director

26 Strengthen Marketing and Outreach 1155 days Wed 7/1/15 Tue 12/3/19

27 Prepare Program Ambassadors 30 days Wed 7/1/15 Tue 8/11/15 Organizational Advanc

28 Schedule Program Ambassadors Visits 45 days Wed 8/12/15 Tue 10/13/15 27 Organizational Advanc

29 Experiment with outreach program aimed at parents 360 days Wed 10/14/15 Tue 6/5/18 Organizational Advanc

30 Create after school promotional camps 180 days Wed 3/27/19 Tue 12/3/19 Organizational Advanc

31 External Partnerships 855 days Wed 7/1/15 Tue 10/9/18

32 Engage the Broader Business Community 765 days Wed 11/4/15 Tue 10/9/18

33 Establish Liaison to the Business Community 90 days Wed 11/4/15 Tue 3/8/16 Administrative Director

34 Inventory Business Associations and Organizations 30 days Wed 3/9/16 Tue 4/19/16 33 Adult Education Coord

35 Develop Marketing Brochure Targeted to Business 30 days Wed 4/20/16 Tue 5/31/16 34 Organizational Advanc

36 Create Standard Presentations - 1, 3, 5, 10 Minute 30 days Wed 6/6/18 Tue 7/17/18 35 Organizational Advanc

37 Create Reporting Cycles at Regional Business Meetings 60 days Wed 7/18/18 Tue 10/9/18 36 Adult Education Coord

38 Inventory Regional Technical Training Programs 30 days Wed 4/20/16 Tue 5/31/16 33 Adult Education Coord

39 Identify educational opportunities with Adult Education 30 days Wed 6/1/16 Tue 7/12/16 38 Adult Education Coord

40 Connect Students with the Business Community 270 days Wed 7/1/15 Tue 7/12/16

41 Assist students secure employment 45 days Wed 9/2/15 Tue 11/3/15 42 Supervisor of CTE

42 Scale-up the Employment Placement Program 45 days Wed 7/1/15 Tue 9/1/15 Supervisor of CTE

43 Recruit Volunteers that will Connect Students to the Workplace 180 days Wed 11/4/15 Tue 7/12/16 41 Supervisor of CTE

44 Develop Business and Corporate Foundation Sponsorship 550 days Wed 3/9/16 Tue 4/17/18

45 Inventory Specific Projects and Priorities 30 days Wed 3/9/16 Tue 4/19/16 Administrative Director

46 Inventory Local, Regional and Corporate Foundations 60 days Wed 4/20/16 Tue 7/12/16 45 Administrative Director

47 Create Opportunity for "Naming Rights" 30 days Wed 3/7/18 Tue 4/17/18 46 Administrative Director

48 Explore the Donations Sponsored by Eastern Foundation 90 days Wed 4/18/18 Tue 8/21/18 Administrative Director

49 Operational Sustainability 700 days Wed 7/1/15 Tue 3/6/18

50 Create Capacity and Expertise for Facilities 260 days Wed 7/1/15 Tue 6/28/16 Business Manager

51 Explore Efficiencies in the Technology Systems 260 days Wed 3/8/17 Tue 3/6/18 Administrative Director

52 Create Capacity for Data Management and Reporting 520 days Wed 7/1/15 Tue 6/27/17 School Improvement C

Administrative Director[50%],Assistant Director[50%]

Assistant Director

Assistant Director

Student Success Coordinator [50%],Assistant Director[50%]

Supervisor of CTE

Assistant Director

Supervisor of CTE


Assistant Director


Assistant Director



Assistant Director














Supervisor of CTE

Supervisor of CTE

Supervisor of CTE


Administrative Director,Organizational Advancement Director



Business Manager


School Improvement Coordinator[50%]

Jun Jul u e Oct o e Jan e MarApr a Jun Jul u e Oct o e Jan e MarApr a Jun Jul u e Oct o e Jan e MarApr a Jun Jul u e Oct o e Jan e MarApr a Jun Jul u e Oct o e Jan e MarApr a Jun Jul u e Oct o2016 2017 2018 2019 2020

Task Split Progress Milestone Summary Project Summary External Tasks External Milestone Deadline

Page 1

Project: Strategic Plan 2015-2021Date: Thu 2/19/15

EASTERN CENTER FOR ARTS ANDTECHNOLOGY Strategic Plan Final Report Outline


KEY INDICATOR

BASELINE

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

GOAL

Student Success Number of programs that have been certified as needed and up-to-date through regional analysis.

Number of teachers participating in teacher externships.

Number of students served through Student Success Network.

Number of external jobs visits per program.

Number of guest postsecondary presenters per program

Number of guest industry presenters per program.

Student Recruitment Overall annual school enrollment of secondary CTE students, reported as a



KEY INDICATOR

BASELINE

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

GOAL

number and as a percentage of a target goal of 550 students. Overall annual school enrollment of adult education students, reported as a number and as a percentage compared to previous year’s enrollment.

Percent of participating school guidance counselors participating in career pathways professional development activity.

Creation of report on findings relating to policies and procedures that may inhibit enrollment in EASTERN programs.

Number of middle school students reached



KEY INDICATOR

BASELINE

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

GOAL

through Program Ambassadors. Number of middle school students and high school students reached through summer activities and after-school outreach activities.

External PartnershipsNumber of business partners reached annually through presentations about EASTERN’s programs.

Number of businesses reached through presentations and meetings by the Business Liaison Consultant.

Number of adult students enrolled in contract training with local businesses.



KEY INDICATOR

BASELINE

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

GOAL

Contract training revenues generated annually and as a percentage of the average previous three years of revenue.

Number and type of expanded learning opportunities (ELOs) experienced by students, by program and school wide. Include: guest presenters in the classroom, workplace tours and visits (1-2 hours each), workplace job shadows (1 day each), internships and co-ops (1-12 weeks).

Amount of grant funding and donated equipment value secured annually by the Eastern Foundation,



KEY INDICATOR

BASELINE

2015-2016

2016-2017

2017-2018

2018-2019

2019-2020

2020-2021

GOAL

and as a percentage of the average from the previous three years.

Operational Sustainability On-time development and approval of the renewal maintenance plan.

Reduction in the number of emergency facility repairs on a year-by-year basis.

Number of professional development experiences for data use and technology implementation delivered to teachers and staff.



PROFESSIONAL DEVELOPMENT PLAN

Eastern Center for Arts and Technology must provide a wide range of professional development

activities to staff to meet all instructional and school wide goals. The expected large turnover of

staff necessitates the professional development plan contain introductory training as well as

training in process and policy to effectively function as an EASTERN employee. Meanwhile

veteran staff need to continue professional development in educational trends and best practices

as well as any new mandates that may be enacted by the Pennsylvania Department of Education

during the duration of this strategic plan.

Action Responsible Timeline

Provide training in

Pennsylvania Career to

Work Standards.


Provide training on

"backwards curricular

design".


Provide training on usage of

a common lesson plan

format.


Provide training on

Cooperative Education

procedures and processes.


Provide training on asset

management.

Business Manager 2015-2016

Provide methods to grow the

Occupational Advisory and

Executive Advisory

Committee system.


Provide training in Career

Pathways.


Provide training on facility

repair and refreshment cycle.

Maintenance 2016-2017

Provide training on how to

identify and use "program

ambassadors".


Provide training on data

analysis to improve

instruction.

Assistant Director/School

Improvement Coordinator

2016-2017

2017-2018

Provide training on how to

be a mentor.


Provide professional

development on CTE and


EASTERN for Middle and

High School counselors.

Provide training on

integration of PA Core

Standards into the vocational

curriculum.


Provide business

engagement strategies.

School Improvement

Coordinator/Organizational

Advancement Director

2019-2020

Ongoing Professional Development

Action Responsible Timeline

Provide training in the

culture and values of

EASTERN to new staff

members.

Assistant Director Ongoing as needed

2015-2021

Provide training on Dual

Enrollment and Program

Certifications.

Assistant

Director/Organizational

Advancement Director

Ongoing as needed

2015-2021

Provide training on the

student software package.

Supervisor of CTE Ongoing as needed

2015-2021

Provide shared view and

district reporting

requirements.

Student Success Coordinators Ongoing as needed

2015-2021

Provide opportunities to

improve program content

and instructor knowledge.


2015-2021

Provide training in the

marketing strategies taking

place at EASTERN.

Organizational Advancement

Director

Ongoing as needed

2015-2021

Provide training on

Articulation Agreements.


Director

Ongoing as needed

2015-2021

Provide training in

workplace safety.

Safety Committee Ongoing as needed

2015-2021

Provide training in "All

Hazards" situations and plan.


Updates as needed 2016-

2021

Continue to provide a

comprehensive induction

program.


2015-2021

Provide training in

purchasing processes.

Business Manager Ongoing as needed

2015-2021

Provide analysis on OAC

committee and how they

function, including

effectiveness, organization

and resulting program

improvement.

Assistant Director See Program Review

Schedule 2015-2021

Provide training in the ELO

process.


2015-2021

Provide strategies to market

EASTERN to the districts

and community.


Director

Ongoing

2015-2021

Provide training on IEP use,

implementation and

modification to enhance

instruction.

Student Success Coordinators Ongoing as needed

2015-2021

Provide training on

enhancing instruction with

MAX Teaching.

Assistant Director Ongoing (9 days per year)

2015-2021

Provide training (updates) on

cyber safety, sexual

harassment and child abuse

reporting.

Human Resources Ongoing as needed

2015-2021

Provide training on updates

to instructional technology.

Technology Management

Services

Ongoing as needed

2015-2021

Provide training on the

Educator Effectiveness

model.

Assistant Director/Supervisor

of CTE

Ongoing

2015-2021



TECHNOLOGY PLAN

EASTERN CENTER FOR ARTS AND TECHNOLOGY Strategic Plan Final Report Outline

TECHNOLOGY PLAN Type Area Description Cost Investigate Bandwidth As the role of the Internet continues to impact the day to day

operation of EASTERN we must be prepared to meet the increasing demands. The State Educational Technology Directors Association (SETDA) projects the demand on educational internet usage will increase by an order of magnitude between 2015-2018. EASTERN will monitor its usage and increase capacity as needed. http://thejournal.com/articles/2015/03/12/network-speed.aspx http://www.setda.org/wp-content/uploads/2013/09/The_Broadband_Imperative.pdf

$1,200 per year for the duration of the plan

Investigate VDI EASTERN recently adopted virtual desktop infrastructures (VDI) in the classrooms for its cost savings, efficiency and security. In the future EASTERN will begin rolling out VDI to the Administrative users. The Federal Times wrote “The virtual desktop can be managed centrally, greatly improving security and implementation of the newest apps and software”. These are key areas of focus for EASTERN in addition to the cost savings VDI provides. http://www.federaltimes.com/story/government/it/2015/03/09/virtual-desktops-security-mobility/24642019/

$10,000 - 2017 $10,000 - 2018 $10,000 - 2019

Investigate Cloud Services EASTERN will continue to investigate expanding the adoption of Cloud Services within the organization. This includes, but is not limited to moving Exchange and Sharepoint to the cloud. Continuing our goals of decreasing cost while increasing flexibility and security, adding email and document management to the cloud may meet our needs. http://www.salesforce.com/uk/socialsuccess/cloud-computing/why-move-to-cloud-10-benefits-cloud-computing.jsp

Approximately $1,700 for the duration of the plan

Update Disaster Recovery EASTERN’s disaster recovery plan was implemented approximately 8 years ago per the standards at that time. Our current plan utilizes a secondary server and SAN (Storage Area Network) located across the street at Upper Moreland HS server room. Since then a more robust solution has been realized that included the DR site to be located at least 50-100 miles from the primary site. Replicas of all of our VMs (Virtual Servers) will be readily available to either restore or start up as needed.

$36,000 - 2019 $36,000 - 2020

Review Security Procedures Processes

As EASTERN grows more reliant on technology there is a greater emphasis on security. EASTERN will develop and adopt new standardized security processes. These procedures will help ensure the privacy of our users and govern what is shared with 3rd party vendors. Focusing on access control, encryption and proactive testing will help ensure EASTERN remains secure.

$1,700 per year for the duration of the plan

Review Web Development

Through the use of training and online resources EASTERN will increase capacity for web development. With the right tools and support, web based platforms could be developed to help facilitate EASTERN employees’ needs. Internally developed software would fit EASTERN’s unique requirements.

Approximately $1,350 - 2016 $1,350 - 2017 $1,350 - 2018

Investigate Explore Efficiencies

Develop a renewal system for technology and create a maintenance schedule. Review and evaluate the roles and responsibilities of the Technology Department and provide recommendations for improvement.

No Costs Associated 2017-2018

2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-202111-Admin 11-Admin 11-Admin 11-Admin 11-Admin 11-Admin20-Theory 20-Theory 20-Theory 20-Theory 20-Theory 20-Theory

12-iPads 43-Laptops 16-iPads35,200.00$ 44,350.00$ 35,200.00$ 95,400.00$ 35,200.00$ 47,400.00$

2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021TMS © Business © Director Instructor (17) Admin © TMS ©School Impr. © Check Asst Dir Rm 147 TMS School Impr. ©PN Admin Supervisor Rm 145 PN Admin

8,400.00$ 5,100.00$ 7,200.00$ 6,050.00$ 6,900.00$ 8,400.00$

2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021AUT Rm 145 ALH PN COS AUTCOL COA COA/CNA CNA LSC? COL

ELE/HVC CUL Rm 146 PRT OMT ELE/HVCAD Conf Rm Rest./Spare Rm 147 Dir. Board Rm Sem. Rm AD Conf Rm

23,600.00$ 17,200.00$ 21,600.00$ 23,600.00$ 23,600.00$ 23,600.00$

2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021MAC Rm 149 MAC Room 150 MAC Rm 149

COA Laptops MAC Server COA Laptops28,000.00$ 23,100.00$ 25,600.00$ 20,900.00$ 28,000.00$ 23,100.00$

2015-2016 2016-2017 2017-2018 2018-2019 2019-2020 2020-2021Master Switch Patch Cables Backup Server Blade Server Phone System Master SwitchAccess Points Patch Panels Disk-Disk SAN Blade Enclosure Phones Access Points

Int. Wiring SANs Closet Switches Wireless CtrlrUPS Tape Drive

103,762.94$ 128,535.00$ 97,600.00$ 85,600.00$ 159,060.00$ 118,762.94$

198,962.94$ 218,285.00$ 187,200.00$ 231,550.00$ 252,760.00$ 221,262.94$

EASTERN CENTER FOR ARTS AND TECHNOLOGYStrategic Plan Final Report Outline

TECHNOLOGY EQUIPMENT REPLACEMENT SCHEDULE

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