James A. Estep
Superintendent’s Goal Areas 2020-2021
All 20-21 goal areas should support the Superintendent’s ongoing district-wide goal of continuous improvement in the areas of customer service and personalized/customized learning experiences for our students. The district-wide goal areas of customer service and personalized/customized learning were made clear beginning in August, 2010, and reiterated every year since then. These overarching goals have not and will not change.
Note: 2020-2021 school year will be the most challenging year anyone has experienced due to the pandemic. With that said, the superintendent will continue to work at the goals listed below, but pandemic mitigation will be our top priority and will supersede goals development. The primary goal that sits atop all of the goals listed below is to just keep school operations going to the greatest extent possible throughout the pandemic. All other goals are a distant second to pandemic management and mitigation.
I. K-12 C&I and Professional Development
Set up K-12 tutoring and summer remediation efforts using ESSERS funds.
Implement early summer school for grades 8-12 beginning sometime in March, using ESSERS funds.
Pilot curriculum resources for explicit instruction in grades 6-12.
Prepare for implementation of HS dual enrollment offerings.
Finalize implementation plan for Fall 2021 career pathways model delivery.
Continue phase-in of MTSS model for secondary buildings.
Restructure for K-12 Chief Academic Officer.
Secure enough hardware/software using ESSERS funds to implement 1 to 1 technology.
Continue efforts to support program expansion at Academy for Diesel and Heavy Equipment.
Continue to work with board to make fiscal decisions based upon long-term budget outlook.
Analyze allowable uses of ESSERS funds to support pandemic mitigation, academic recovery, and various academic areas program support, while also maintaining current levels of staffing to greatest extent possible.
Continue with ongoing legislative advocacy efforts through PARSS and PASA.
Continue working with McClure Company to develop district-wide solar array, update boilers at LES, update controls system at LES, and possibly develop plan for administrative office upgrades under allowable ESSERS areas that support Covid mitigation, such as air handling systems, removal of carpeting, window upgrades, etc.
Bid out and complete paving and sidewalk/curbing mitigation issues at LIS, IVES, Admin Building, and MCMS.
Work with student services, high school administration, and Laurel Life to relocate program from MC Commons to the high school.
IV. Business/Community Partnerships
Ongoing: continue to develop relationships with business/community organizations via district presence at Chamber Business and Education meetings, County Strategic Planning Initiatives, as well as Rotary and Kiwanis meetings when invited to speak or attend. Additionally, support Directors of MCAST in their efforts to cultivate business and industry relationships through site visits, Occupational Advisory Committees, etc. Continue support of student college and career fairs via partnerships with CareerLink and local Chamber of Commerce.
Ongoing: enhance communication through increased hands-on leadership. Implement differentiated strategy to cultivate leadership capacity of District Administrative Team. Step up parental communication updates throughout pandemic period using Skyward system.
Areas Of Emphasis Within Mifflin County School District For The 2020-2021 School Year
Each nine weeks concentrates on one such character trait. With the support of the Mifflin County School District Board we have established the traits we will emphasize.
School Year 2020-2021 [ Loyalty - Adaptability - Contemplation - Courage ]
Mr. James Estep, Superintendent of the Mifflin County School District, has, according to the Board of Directors of the Mifflin County School District, met, exceeded or is making progress toward all six goals mutually agreed upon by Mr. Estep and the Board for the 2019-20 school year: Elementary, Secondary, Finance, Facilities, Business/Community Partnerships and Communication.
1. High performing districts believe parents and students are their customers and expect high quality customer service within every level of the organization.
2. High performing districts have high expectations and believe that all children can learn. This is engrained in the district culture.
3. High performing districts collaboratively develop K-12 systems that support personalized learning and quality instruction.
It is our belief that responsible students grow up to be responsible adults. There are no secrets, but the students must practice some habits like: Setting goals, Planning their time, Studying every day, Taking notes in class, Keeping commitments, and Proper preparation.