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    Here is how each goal is specifically measured and reported:

    1.1: Starting with the 2021-2022 school year, the district issues a survey to all students and staff members. Based on a score of 1.0 to 5.0, with 5.0 being a perfect score, an overall score is determined. This score represents how staff members scored. 

    1.2: The Nebraska Department of Education classifies schools and districts each fall as one of the following: needs improvement, good, great, or excellent. These classifications are based on a number of factors, including state testing scores, graduation rates, and attendance. Because the dashboard uses only numeric values, the following percentages are used to represent these classifications: Excellent: 100%; Great: 90%; Good: 80%; Needs Improvement: 70%.  

    1.3: A self-assessment rubric will be administered annually to all teachers to help determine the percentage of teachers who scored proficient or above on the Westside Instructional Model.

    1.4: Survey items are being developed to be included in the 2023-2024 survey distribution.

    1.5: A detailed curriculum cycle is developed and maintained by the Teaching and Learning Department. Each curricular area takes part in an internal audit where curriculum maps and accompanying materials are reviewed and updated. This item represents the percentage of curriculum areas who have undergone this process in the last seven years.

    1.6: Students and staff complete a social emotional screener three times throughout the year (SAEBRS for teachers feedback about their students and MYSAEBRS for students reflecting about themselves). This item reflects the percentage of students who are NOT identified as at- risk based on this nationally recognized screener. A system of interventions are in place to support students who are identified as at-risk. 

    1.7: A detailed curriculum cycle is developed and maintained by the Teaching and Learning Department. Each curricular area takes part in an internal audit where curriculum maps and accompanying materials are reviewed and updated. This item represents the percentage of curriculum areas who have undergone this process in the last seven years and have demonstrated a direct connection to including career readiness skills.

    1.8: On items that show “status of supporting items”, the various subgroup items are combined to reveal an overall score. For this item, AP course registrations, number of students in academies, Intern Omaha students offered positions, dual enrollments, and total number of Metro College hours are used to determine a percentage of the goal that is met. 


    2.1: For employee groups, the Human Resource department will track the number of diverse applicants reflective of our student demographics. The number represents the percent increase of diverse applicants from the previous year. The second measure assesses the yearly percent increase in recruitment techniques across all job categories. 

    2.2: The district issues a survey to all students and staff members in the fall and spring of each school year beginning with 2021-2022. Based on a score of 1.0 to 5.0, with 5.0 being “Strongly agree”, an overall score is determined. This score represents the total percentage of agreeance among our student population. 

    2.3: A survey will be developed and used in 2022-2023 to determine how well new teachers’ needs are being met in the district’s new teacher induction program.

    2.4: Recognizing the need for all staff to learn and grow professionally and to build our teacher pipeline, various programs are being developed and implemented. An example of this would include the recently launched Educational Assistant to Teacher Ladder program. The goal is to add two new programs each year. 

    2.5: The Human Resources department tracks the attrition of all employee groups. This percentage represents the percentage of staff who remain with the district over the course of a year.  

    2.6: This metric examines how our compensation structure compares to other districts in the Omaha Metropolitan area across different employee groups.

    2.7: The district issues a survey to all students and staff members in the fall and spring of each school year beginning with 2021-2022. Based on a score of 1.0 to 5.0, with 5.0 being “Strongly agree”, an overall score is determined. This score represents how staff scored. 


    3.1: This an overall rating of district communication practices, assessed through an annual survey sent to all parents/guardians, and to all district staff.

    3.2: The progress in these four areas provides a measure of our overall reach through all platforms of district communication, including news media, websites, the district app, and social media.

    3.3: Trust and Transparency: Ensure we build trust and culturally responsive relationships with all staff and stakeholders through proactive, effective, transparent and timely communication.

    3.4: This is a measure of our community outreach and engagement, assessed through three measures including an annual survey of existing community email addresses, the number of those emails in our community database, and the number of strategic community partners who have offered financial, social and impactful support for our staff, students, events and programs.

    4.1:  A school district’s financial performance is best measured by looking at the balance available in the cash reserves and the overall levy rate. Yearly optimal goals are developed and the percentage of how close the district is to these goals is reflected on the dashboard. 

    4.2: The percentage for this strategy reflects the progress toward a ten-year facilities study, a bond-specific facilities study, and levy override election results.

    4.3: In addition to general budget dollars, the district looks for additional funding sources. A goal is set, including the areas of the Westside Foundation, grants, and other entities. The percentage of the goal being met in each area is calculated in the overall percentage. 

    4.4: The yearly progress toward an up-to-date 10 year facilities study is continually monitored. Each year, this percentage is either complete (100%) or is not (0%). 

    4.5: The food and nutrition services department tracks their progress by measuring the number of meals (breakfast and lunch) that are served on a daily basis. By looking at trendline data from past years and other districts, yearly goals are developed. The percentage indicates the percentage of the goal that is being met at the time the data is updated. 

    4.6: The technology department sends out a daily feedback list to a random group of staff members. This daily data is then used to track how we are performing in the areas of wifi connectivity, airplay, printing, and customer service. These daily rates are then combined to determine an overall percentage.