Superintendent Update – State of the District
Hayden School District RE-1
State of the District Report
The State of the District Report was compiled to provide a perspective on each area of the school district and to provide information for aligning budget resources, setting outcomes, and identifying future needs. The report is broken down into two main areas: Academic and Operational. The Academic components include performance levels based on data, teachers, and school goals. The Operational components include finance, food services, maintenance, transportation, and technology.
Hayden School District provides education to three levels of schools: elementary, middle, and high. The middle and high school are combined into a secondary facility and are under the leadership of one administrator. The enrollment for the school district has continued to trend upward since 2014 with a slight dip in 2015. The student count from 2014 to 2016 is: 414, 403, and 416 respectively. For the 2017 school year, we have 444 students enrolled but do not have FTE for student count as formulas are applied to the student population from the state to get our final numbers. Based on last year’s (2016-17) enrollment, we had 33 students that live in Milner attend Steamboat (we are working on boundary lines in Milner to determine which school district these students should be enrolled in), 16 students that live in Hayden attend Steamboat, 1 student that lives in Hayden attends NRCCS, and 1 student that lives in Milner attends YVHS. Open-enrolled students that attend Hayden include 7 from Steamboat and 54 from Moffat County. We have 14 homeschoolers that live in Hayden.
As a District, Hayden Schools have strived to become a District of Distinction as identified by CDE based on the Performance Frameworks. The district has trended downward since 2014 but has remained at Accredited with a Performance Plan.
- 2014 – 76.8% with Distinction at 80%
- 2015 – data not available due to new assessment measures
- 2016 – 68.25 with Distinction at 74%
- 2017 – 61.2% with Distinction at 74%
The elementary school is under the leadership of one administrator who has served as the principal for 11 years. During the 2016-17 school year, there were ten classroom teachers, one counselor, one preschool teacher with one classroom para and a 0.5 FTE one-on-one para, 0.5 FTE music and 0.5 FTE PE teachers that was shared with the secondary schools, 0.5 FTE health teacher, one FTE library/computer para, one FTE Title para, one FTE ELG coach/interventionist (grant funded), two resource teachers, and four FTE one-on-one paras.
The average class size was 19 with a range of 15-22.
Donations to the school included a School Mall and PTO supported: Parent Teacher Conferences, Passport to Reading, Testing Kits, Kids Night Out, and AR Mystery Trip and include fundraiser for Kids Night Out, BoxTop Collections, the Health and Wellness Team supported art off and on throughout the year through fundraising of Spring Soiree, Turkey Trot, and Color Run.
Highlights for the 2016-17 school year include Virtue & Robotics Assemblies, Opera & String Presentations, Book Fair, Red Ribbon Week, special assemblies, as well as safety measures for fire and lock downs.
The school goal for 2016-17 was: To be a data driven school, we must continue to gather detailed data to track students’ progress through testing that includes: PARCC, DIBELS, STAR, and Classroom Common Assessments. This will help support our goal of increasing all 3rd, 4th and 5th grade students’ PARCC testing results. The further implementation of Professional Learning Communities (PLC), Response to Intervention (RtI), Positive Behavior Intervention Support (PBIS), Deep Curriculum Alignment and the Early Literacy Grant will continue to support staff and students in achieving this goal.
During the 2016-17 school year, employees took 176 days for PTO. Employees are allowed to take their PTO off at their discretion but prior approval from the principal is required. The data helps identify trends and provides information to the administrator for coverage needed and about days that additional support will be needed. Per day the totals are:
- Monday – 41
- Tuesday – 26
- Wednesday 33
- Thursday 30
- Friday 46
Performance data the past three years as indicated by the CDE Performance Frameworks was:
- Baseline established
- 2015-16: Improvement Plan – 49/100
- 2016-17: Priority Improvement – 42.9/100
At the start of the 2017-18 school year, the elementary school has ten classroom teachers, one counselor, one preschool teacher with one classroom para and a 0.5 FTE one-on-one para, 0.5 FTE music and 0.5 FTE PE teachers that is shared with the secondary schools, 0.5 FTE health teacher, one FTE library/computer para, one FTE Title para, one FTE ELG coach/interventionist (grant funded), two resource teachers, and three FTE one-on-one paras.
The average class size for the 2017-18 school year is: 17 with a range of 14 – 20.
The elementary goals for the 2017-18 school year are:
Professional Community Goal
In the school year 2017/2018, we will partner with our Parent Teacher Organization during the Health Fair to incorporate an interactive learning opportunity with a community need, support, and enjoyment. We will increase parent knowledge of reading techniques/strategies that we are using at school and ways that they can support their child at home during the Health Fair. 100% of our staff will be in attendance and help to facilitate this event, we will measure the impact of the increased parents understanding by doing a pre and post survey during the event. We hope to have an increase of 90% in knowledge.
By the end of the 2017/18 school year, we will increase our DIBELS and PARCC testing results. (we will have to wait until June for PARCC). On our End of the Year DIBELS testing, we will have 85% of our students reading on or above grade level in K-5. This is a 7% increase from last year’s EOY and a 14% increase from this year’s BOY. We will increase our Performance Frameworks rating level from 42.9% to 53%. We will accomplish these goals by blending the best of our Deep Curriculum Alignment work with the PD from our Early Literacy Grant. We will have specific standards for each grade level to teach and have specific training to support how we teach this standard.
The secondary school encompasses both the middle and high school in one building and is under the leadership of one administrator who has served as the principal for 10 years (not continuous). During the 2016-17 school year, there were 14.5 classroom teachers, one counselor, one social worker, 0.5 FTE music and 1.5 PE teachers (0.5 FTE was shared with the elementary school), 0.5 FTE health teacher, one FTE library para, 3 FTE resource teachers, 0.5 FTE Behavior Support, one FTE interventionist and one FTE one-on-one paras. Donations to the school included PTSO, Booster Club, and an anonymous donor.
The average class size was 15.75 with a range of 4 – 39.
The school goal for 2016-17 was not listed.
During the 2016-17 school year, middle school employees took 102 days for PTO. Employees are allowed to take their PTO off at their discretion but prior approval from the principal is required. The data helps identify trends and provides information to the administrator for coverage needed and about days that additional support will be needed. Per day the totals are:
- Monday 20
- Tuesday 17
- Wednesday 15
- Thursday 22
- Friday 28
During the 2016-17 school year, high school employees took 195 days for PTO. Employees are allowed to take their PTO off at their discretion but prior approval from the principal is required. The data helps identify trends and provides information to the administrator for coverage needed and about days that additional support will be needed. Per day the totals are:
- Monday 37
- Tuesday 26
- Wednesday 34
- Thursday 37
- Friday 61
Performance data the past three years as indicated by the CDE Performance Frameworks was:
- Middle School:
- Baseline established
- 2015-16: Performance Plan – 70.6/100
- 2016-17: Performance Plan – 66.7/100
- High School:
- Baseline established
- 2015-16: Performance Plan – 68.2/100
- 2016-17: Performance Plan – 59.1/100
At the start of the 2017-18 school year, the secondary school has 21 certified teachers, one counselor (grant funded), one social worker, three paras (district funded), one para (EFB funded), 1.5 FTE administrative assistants. The certified FTE teachers include one FTE art, 1.5 FTE PE (shared with elementary), two FTE HS English, 1.5 FTE MS Math, one FTE MS English, one FTE MS Social Studies, one FTE HS Social Studies, 1.5 FTE HS Science, 0.5 FTE MS Science, 1.5 FTE SPED, one FTE Vocational, one FTE Business, one hour of MS Health (grant funded).
The current average class size is 14 for the high school and 21 for the middle school with a range of 5 to 28 in a class – 5 is small. But only one class currently has this number due to scheduling. It is Spanish II and the students in this class could not take the other section due to taking other graduation required courses (math) and several are seniors.
The secondary goals for the 2017-18 school year are:
In the 2017/2018 school year we will increase student and staff participation in improving school culture/climate by focusing on the criteria set forth in CAPS.
C – Character
A – Accountability
P – Pride
S – Success
We will implement the practice of Restorative Justice, maintain the use of fundamentals in Rachel’s Challenge, and support school pride with a secondary pep club. The Restorative Justice implementation will be used to decrease consequences to student discipline and office referrals by 10%.
In the 2017/2018 school year we will increase overall academic performance on the PARCC, CMAS, and SAT assessments. Our performance for PARCC and CMAS will improve by 5% for students meeting and exceeding expectations.
Our SAT performance will show an increase in students achieving readiness in both reading and math.
Hayden School District operations includes finance, food services, maintenance, technology, and transportation. Each department has a Director or Coordinator that is responsible for supervising employees, fiscal management, and overall operations of the department assigned to them. Each Director/Coordinator reports to the Superintendent.
The finance department has one fulltime employee who also oversees Human Resources and one part time employee that is the district bookkeeper. The finance department oversees all aspects of the district budget, payroll, data-pipeline compliance, and maintaining grant compliance. Financial information is easier to see by chart with descriptions.
The district budget has, for the most part, decreased the past four fiscal years. The decrease aligns with the fund balance decrease and the slight dip in student enrollment in the 15-16 school year. The PPOR funding has continued to increase the past four fiscal years.
|Salary & Benefits||2015-2016||2016-2017||2017-2018|
|Grand Total minus Grants||$3,863,984||$3,987,351||$3,997,329|
Staffing allocations consume between 77% and 68% of the budget. Grant allocations towards salaries are indicated below.
*Competitive Grant Funding
|School Counseling Grant||$162,800||Year 2 of 3|
|Wellness Grant||$50,000||Year 3 of 3|
|Early Literacy Grant||$116,765||Year 2 of 3|
|CO Health Foundation||$40,891||Year 2 of 3|
|Comp Health Grant||$30,000||Year 2 of 3|
|FTE Amount for Salary & Benefits|
|School Counseling Grant||$63,736||Year 2 of 3||1 FTE|
|Wellness Grant||$39,942||Year 3 of 3||0.5 FTE|
|Early Literacy Grant||$69,306||Year 2 of 3||1 FTE|
|Colorado Health Foundation||$28,075||Year 2 of 3||0.5 FTE|
|Comp Health Grant||$8,715||Year 2 of 3||.15 FTE|
|Title I||$27,674||Varies yearly||1 FTE|
|EFB-Technology – $50,950||$45,000||Varies yearly||1 FTE|
|Behavior Support – $43,632||$25,000||Varies||0.5 FTE|
|EFB- Interventionist – $31,327||$30,000||Varies yearly||1 FTE|
For the 2017-18 school year, the district was allocated $337,448 from grant funds toward salaries and benefit which equates to 6.65 FTE. Most grants are in year two of a three-year cycle. Of the grants in a three-year cycle, most are not renewable and either need absorbed by the district or eliminate the positions allocated. The grants that vary by year have some percentage that is absorbed by the district to make up the difference in what is grant allocated and the dollar amount allocated to the position. The total amount is indicated by the grant/position title.
Grant information submitted:
|Competitive Grant Applications Summary||2014-15||2015-16||2016-17|
|Number of competitive grants applied||8||9||14|
|Number of competitive grants awarded||5||8||13|
|Dollar amount of grants applied||$299,473||$309,587||$449,297|
|Dollar amount funded||$120,420||$279,587||$433,022|
|% of requested dollars awarded by funder||40%||38%||96%|
|% of proposals awarded by funder||63%||89%||93%|
Hayden School District has had a good success rate on the grants applied for through the Routt County Grant writer that is funded through the Ed Fund Board. Many of these are listed above in the competitive grant information.
Craig-Scheckman Family Foundation
|School Based Therapy||$12,000||March cycle|
|HVE Preschool Expansion||$15,000||discretionary|
|Curriculum Project||$10,000||Nov cycle|
|Welding Certification Course||$14,000||Nov cycle|
|Day Treatment summer donation||$2,000||Discretionary|
|Comprehensive Therapy Program||$3,600||Discretionary|
|School based therapy||$10,100||March cycle|
|Elementary School Counselor||$7,000||March cycle|
|Welding Certification Course||$9,500||March cycle|
|Curriculum Audit Donation||$18,500||Discretionary|
|Mindful Life||$8,000||Nov cycle|
|School based therapy||$10,100||March cycle|
Craig-Scheckman Family Foundation grants are grant funding that is provided through a philanthropic funder and the district has been awarded a generous amount through the grant funding cycle as well as in discretionary funds the past three years.
Total grant funding for the past three years: $1,187,569.47.
The Finance Department Goals for the 2017-18 school year are:
- To become more familiar with the accounting system. Even after three years, there are things that we aren’t using and understand. Some of the items we will be working on are:
- The leave system –every year there are exceptions to the leave rolling over correctly.
- Budget development – the development process seems very complex and I want to have the budget in the accounting system before June 30th to make an easier transition for the new person.
- Have the web p.r. system in place so teachers and principals can see encumbered orders as well as account balances.
- Human Resource reporting for CDE. There is the ability to do this report in Apta Fund, but I haven’t entered all the information. Our goal is to have the information complete.
- Monthly meeting with all the administrative assistants. Right now we are working on October count. We need to go over the changes. CDE requirements for reporting is always changing and we need to make sure to keep everyone up to date. The building administrative assistants are appreciative of the meetings but scheduling comes down to us and we need to be better about that.
The food service department has four full time employees. One is the Coordinator of Food Services who is full time and three employees who work approximately 5 hours a day. The hours are approximately 8 a.m. to 1 p.m. Although the numbers change daily depending on what the meal is that is being served, food service prepares approximately 85 a day at the elementary and 75 a day at the secondary school. At the end of the 2016-17 school year, we had 245 full pay, 135 free, and 57 reduced pay students. The Coordinator of Food Services is required to have 12 hours of training a year. The support staff is recommended to have 6 hours of training a year.
To meet nutritional requirements, the staff is required to serve the following portions:
The maintenance department has four fulltime employees and two additional employees during the summer. On a daily basis, the three custodians clean over 113,000 sq. ft. which is spread out over 55 classrooms. In addition to the classrooms, there are 80 toilets, in 28 restrooms, which require daily attention of cleaning, restocking, and maintaining the facilities. Most maintenance is done in house. The maintenance department mows, lines fields & tracks, and plows snow in the winter. Some outside contracting is requiredfor help on larger projects such as roof repairs, larger plumbing issues, glazing, etc. and is hired by through job descriptions and a formal bidding process.
The district has antiquated systems and many are functionally obsolete meaning that random parts are available from sources such as eBay but the manufacturing companies no longer produce many replacement parts do to expired life expectancy of the product. Current projects that need completed to comply with safety requirements but have lacking funds include
- Storefront is rusting away at HS commons
- Baskets need repair in HS gym – they are not compliant with current regulations
- Bleachers in gym need replaced @ $90,000 per side
- Soffits at HS and Elementary are in need of repair
- Tilt Skillet is broken
- Elementary return air/exhaust system is in need of repair. The system is not balanced which leads to positive air pressure in the building which prevents doors from closing leading to security issues.
- Elementary heat pump is leaking
- HS air compressor motor needs rebuilt/replaced
- Bus Garage Roof is leaking – new roof to exceed $70,000
- Roof leak at elementary in boiler room
- Gate valves are sticking and not shutting off water
- Cafeteria has numerous cracks in wall from foundation movement
- Asphalt repairs are necessary behind elementary, middle, and high school
- Roofing at all campuses will need addressed in the next 3 – 5 years
- Air Handlers at secondary school are at twice their life cycle
- Carpet at elementary is 10 years old and needs replaced
- Pumps for watering at secondary football field and elementary need replaced
- Door closures and panic bars need upgraded throughout district. Many of the hollow metal frames are rusting out or have loosened in the opening
- Heaving has caused issues with door thresholds and door closing resulting in safety concerns
- Flush valves in district are antiquated
- Art room renovations are necessary to remain current
- Auditorium carpet and seating needs replaced (original)
- Tile flooring in elementary and middle school needs abated and replaced
- Secondary lockers need replaced
- Classroom furnishings need upgraded
The transportation department has four fulltime route drivers, five substitute/activity drivers that
all have fulltime jobs with other employers, a small vehicle dispatcher, a route/activity dispatcher and a director. The department is currently working with four individuals in obtaining or renewing their CDL certification to become substitute/activity drivers.
The department transports students from the Milner district boundary to the Moffat County line
and North over the Cog and south along Sage Creek and Hayden Divide. The “Sage Creek” Route has an average ridership of 28 students, traveling approximately 32miles round trip. The drivers AM route time is from 6:40 a.m. to 8:00 a.m. and the PM route isfrom 3:00 pm to 4:45 p.m.The “Moffat County Line” route has an average of 50 students, traveling approximately 36 milesround trip. The drivers AM route time is from 6:30 a.m. to 8:00 a.m. and the PM route is from3:00 pm to 4:30 p.m.The “Milner” route has an average of 38 students, traveling approximately 38 miles round trip.The drivers AM route time is from 6:30 a.m. to 8:30 a.m. and the PM route is from 2:45 pm to4:45 p.m. This driver also transports a student with a disability separately to meet the IEP requirements. The “Cog” route has an average of 12 students currently riding but can be as high as 25 when students are not in sports. This route encompasses East and West Cog, Morgan Bottom and Breeze Basin. The drivers AM route time is from 5:50 a.m. to 8:00 a.m. and the PM route is from 3:00 pm to 5:00 p.m. The “Hayden Divide” route is only one student utilizing a small vehicle. The parent drives approximately 17 miles to the satellite spot for pick-up and the district transports the student from there to the school. The route is 37 miles round trip for the district portion. The AM route time is from 6:45 to 7:45 a.m. and PM route time is from 3:30 p.m. to 4:30 p.m.
In addition to the daily bus routes, the transportation department is responsible for scheduling all activities, sports, and field trips. This consists of coordinating approximately $14,000 spent in additional trips of transporting students and coordinating bus drivers for over 200 separate events.
The bus fleet consists of four daily route buses, two additional route buses and two activity buses. The small vehicle fleet consists of one Subaru Wagon, two Ford Expeditions, carpet cleaning vehicle, 2010 white Expedition, a Chevy Astro Van, a flatbed Chevrolet pickup, and one Chevrolet Suburban. The Food Service department uses the Chevy Astro Van to transport food as the old suburban has been retired and will be sold to the highest bidder.
The department received two new buses in July that are used on daily routes. A new activity bus has been ordered which the district will receive in July. It will replace our “Tiger” activity bus.
The technology department has two employees. One employee is funded through general funds and the second employee is funded through grant funds. The two IT positions are responsible for: maintaining the district’s network, district phone’s, connectivity issues, switches, routers, repairs to existing equipment, e-rate submissions, inventory of equipment, copier integration, 1 to 1 student laptop initiative, software filters, website development, and server needs.
There are currently 70 laptops, 446 Chromebooks, 56 iPads, 36 computers in labs at the secondary school, 24 printers/copiers, 80 access points and 25 Chromebooks in a lab at the elementary. The department is responsible for maintaining all software programs which includes uploading student rosters, providing support and training to teachers on program components, and trouble-shooting as needed. Software programs in use are: Google Suite APPS, Lexia, Renaissance, NJCTL, Alpine Achievement, MS Office, Naviance, PowerSchool, Smart Notebook, Adobe Flash, Shockwave, Reader, Quicktime, Skype, TestNav, Java, and Mozilla. IT uses Putty, Cisco software for phones, and VMware, Anti-virus Comodo, GoGuardian and OpenDNS.
The technology department has implemented a replacement cycle of Smartboard to Promethean Boards. There are 22 Smartboards and 8 Promethean boards currently being used in classrooms with two more expected to be installed by the end of October.
There is one tech intern per semester that is assisting, shadowing, and learning the trade. All students are offered this opportunity. The student is selected based on an application and interview process. The intern position is new this year after a recommendation from the Superintendent to integrate student learning into the technology profession.
Department goals: The technology department is working toward:
- Data Privacy compliance by July 1, 2018 and to include a software list on the district website and have all software addendums completed to meet federal regulations and compliance.
- Upgrading desktops and laptops to Windows 10 and Office 2013
- Revamping the school website
- Work towards getting all form agreements electronic