We believe that all students can learn and all students will have access to a positive and challenging learning environment based on California state standards to ensure students realize their individual potential.
 

We believe in strong partnerships and regular communication with parents and community members to help our students maximize their options, learning and interests.

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We believe students and staff should be housed in learning and working environments which are clean and safe.
 

Quality People/High Standards

We believe in recruiting, training and retaining highly qualified employees who maintain high moral and ethical character and consistently exhibit a positive example, exemplary attitude, genuine caring and great enthusiasm.
 

Fiscal Responsibility

We believe it is our responsibility to spend the funds entrusted to us to obtain the greatest educational opportunities for our youth. We must also protect and preserve the fiscal health of the District and maintain a prudent reserve. To achieve these ends and to maintain the public’s trust, we will engage in clear, honest and open dialogue with all stakeholders in a professional, cooperative and problem-solving manner.

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We believe in principled relationships and meaningful negotiations with employee groups to advance student achievement, employee interests and the District’s core values.
 

We believe the stability of quality programs, including ongoing professional development, leadership, teachers and classified staff over time, is essential to the long-term success of our students and District.

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1. Highest Priority Student Achievement — Continue research-based instructional improvement activities and high-quality professional development with staff leading all schools and subgroups (including special education and English learners) to meet or exceed their Academic Performance Index (API) and Adequate Yearly Progress (AYP) growth targets.
   

All schools will meet or exceed their Academic Performance Index (API) growth targets.

All schools will meet or exceed their participation rate threshold of 95% for the school and all sub-groups on State testing.

All schools will meet school-wide and sub-group Adequate Yearly Progress (AYP) growth targets.

Research-based instructional improvement strategies and materials based on a review of student assessment data will continue to be implemented.

High quality professional development will be provided at all grade levels and assessed for continued effectiveness.

District staff will monitor student assessment data and assist principals in planning instructional improvement strategies and activities.

Decrease litigation surrounding special education issues filed by parents. Increase use of mediation to resolve complaints. Meet all Special Education IEP provisions and timelines.

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2. Planning for Facilities — Develop options, plans and agreements to provide adequate, safe and clean facilities on both a short- and long-term basis for our growing staff and student population. Take all necessary steps to secure additional funding to continue the projects contained in the Foothill and Tustin high schools’ Master Plans as well as modernization/remodel projects at various elementary and middle schools. Continue efforts to secure a developer agreement covering the Legacy development on the former Tustin Marine Base.
 

Staff will anticipate student housing needs and, to the extent possible, have classrooms ready by the opening of school.

Staff will have all necessary portable classrooms in place by the end of October for schools experiencing growth beyond what was reasonably anticipated.

Staff will plan for deferred maintenance funds and complete each year’s funded projects to keep District sites maintained.

Staff will complete all critical and safety-related repairs as they become known during the year through the work-order process.

Schools will be kept clean and in good repair so that each affected school will pass County Williams Settlement inspections.

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3. High Quality Employees — Recruit and retain people who exhibit positive attitudes, genuine caring and exceptional enthusiasm, and maintain the highest moral and ethical standards for all District employees.
 

Our hiring and evaluation process will be refined to assure the selection and retention of new employees who exhibit the qualities of a positive attitude, genuine caring and great enthusiasm (ACE). New employees will be evaluated during their probationary period against our high standards and only the most competent ACEs will advance to permanent status.

Poor performing permanent employees will be provided assistance and direction to improve by their supervisors.

High moral and ethical standards will be expected and enforced for all employees.

Negotiations with bargaining units will be conducted through a principled and respectful negotiating process leading to mutually approved agreements.

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4. Financial Responsibility — Closely monitor the budget and enrollment, making timely adjustments to staffing, services, programs and budgets to keep the District solvent.  With this year’s late state budget, funding uncertainty and delayed payments; cash flow management will be critical as will the need to make on-going budgeting adjustments.
 

Conduct the fiscal operations of the District with effective controls and prudent planning to assure a clean annual audit.

Plan and make decisions now for a slowing enrollment projection in the next several years.

Closely track enrollments and class sizes at the beginning of the school year and make necessary staff and student transfers to make the most effective use of existing classrooms Districtwide.

Provide additional staff and facilities on a timely basis where conditions warrant.

4.5:

Closely monitor the effects of this year’s late state budget and resultant cash flow and budgeting issues and take immediate action as required.

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5. Parent/Community Partnerships — Communicate with parents and the community to build a working home/school/community partnership which maximizes student success, builds strong families and promotes safe schools and homes.
 

All schools will produce and distribute regular school newsletters and maintain/update school websites throughout the school year to provide timely information to parents.

Principals and District Office personnel will continue to be active members of Tustin service clubs and civic organizations.

All schools will utilize Blackboard Connect ED resources to communicate with parents for both emergency situations and regular school event reminders.

All media resources and opportunities will be utilized to recognize and highlight to our parents and community the achievements and accomplishments of our schools, students and staff.

Working relationships and partnerships with the City of Tustin, City of Irvine, Community College Districts, County of Orange and surrounding school districts will be actively maintained and strengthened through regular communication, joint problem solving and joint projects.

Actively involve parents and community members in Coordinating Council, Measure G and L citizens' oversight committees, school design committees, business partnerships, Chamber of Commerce, Principal for a Day, and other District committees, as appropriate.

Work collaboratively with community foundations that support the schools and programs of Tustin Unified to preserve and expand financial and volunteer support.

Work with each site to ensure the updating of school safety/emergency plans; successfully implement the new emergency radio system across the District; and in-service all site administrators to achieve consistency of emergency policies and procedures Districtwide. Special focus will be on developing and practicing earthquake preparedness and procedures at the District and site levels.

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