Reedsport Statement of Interest.docx

ODE PROCUREMENT INFORMATION PAGECustomized Coaching & Professional Learning Program Statement of Interest Form

ESD/District/School: Reedsport Contact: Superintendent Jon Zwemke out 7/9-20th Date of Intake Call: 6/1/26 Location/City: Reedsport, Oregon ODE Liaison: Brea Cardiel Statement of Authenticity for Request:

This request is authentically based on support you need in order to improve systems that in turn improve student outcomes and that no approved CCPL vendor (ESD, company or individual) or their associates/affiliates have encouraged you to request a CCPL partnership for this coaching or professional learning focal area or explained that you could preference their services on this request.

Yes/No

Nearest Airport: (only keep the most appropriate bullets)

· Eugene

· Coos Bay has a very small airport 30 minutes away (limited flights) Coaching & Professional Learning Interests (only keep the correct bullets):

· Leadership for General Continuous Improvement Not To Exceed: (for ODE use only) 100,000.00 This Statement of Interest will be used for a (for ODE use only select one)

· Notice to several pre-approved vendors including:

· Community Design Partners

· TNTP

· WestEd

· Sterling Literacy Consulting

· Education Northwest

· Educational Excellence

· New Teacher Center

· HMH-The Center for Model Schools

· Instructional Leadership Collective

· Inflexion

COACHING AND PROFESSIONAL LEARNING DETAILS PAGE

General Context for Coaching/Professional Learning and (1 or 2 sentences). Be sure to provide context and evidence that demonstrates the need for this coaching.

The focus of coaching for leadership in Reedsport will be Leadership for Continuous Improvement - using the new Strategic Plan. In addition, community engagement will need to be a part of the coaching plan and approach.

What evidence supports this as a priority coaching area? Examples include: accountability details, integration application notes (needs assessment, priority outcomes), focal student group growth and/or community input, progress toward PGTs.

Concerns about student outcomes. Poverty and special education are two major focal groups. Identified for federal continuous improvement.

Have you worked with a partner or group prior to now that you have paid (to support this area of coaching)?

The district has partnered with IRRE for the past four years. They will continue to partner with this organization. IRRE coaches teachers with a heavy focus on student engagement. As they move into next school year, the focus will also include how they ensure students are learning through measurement practices.

Does your ESD offer technical assistance, professional learning, or coaching in this area?

Yes, they do provide support for community engagement, but the level of support and the customization desired is more intensive than what the ESD can provide.

Details regarding Coaching/Professional Interest Needs. Be sure to explain how your community engagement,needs assessment or data is indicating this as a need (short paragraph or two):

Population of the district is 510 students in two buildings; Highland Elementary (K-6) and the middle/high school (7-12). Students can walk from one building to the other. The district office is one block.

· Superintendent/Elementary Principal

· Elementary Vice Principal

· High School Principal

· Special Education Director

· Stipends are utilized to allow staff to add additional responsibilities for managing multiple programs.

Community Engagement Notes:

· Student based activities and food draw the community in. Social media has fueled negative contexts.

· The community is about 4000 people (Reedsport) and spreads about 15 miles in all directions.

· Biggest employers are the hospital, the school district and Fred Wall Marine and the city. Fishing is a big industry along with tourism. 70% retired community.

· Low income housing (Douglas County) - Highway 39 along the Umpqua River to the coast but the majority of resources are closer to I-5 and

· Community eligibility w/ ⅔ poverty for food service

· 20.5% special education

· School board - Moving into the 26-27 SY the longest seated member will have a bit more than 2 years in service. The remaining members are under a year with one vacancy.

Leadership For Continuous Improvement Notes:

· A new strategic plan will be adopted in June - which will be new for the board members - and important in guiding board direction (Raeshelle Myers, COSA)

· Leaders have a clear understanding of the new plan

· Leading from the plan will be an important priority

· Positive growth this year on MAPS (Interim Assessment)

· The team meets twice a month-the meetings could be more clearly focused and driven by the strategic plan and priority outcomes A realistic amount of time for coaching:

· With the leadership team together in person - monthly

· With the Superintendent/ES Principal - can be more often Intended Goal or Outcome of Coaching/Professional Learning:

· Improved student outcomes

· Improved board engagement towards the student outcomes/strategic plan

· Improved community engagement/awareness of student outcomes and district priorities

· Improved confidence in leadership teaming strategies, alignment and focus How will you manage time needed in order to coordinate with/implement the coaching recommendations?

Superintendent Jon Zwemke What will your plan for sustaining systems be after this partnership concludes?

The continuous improvement systems around the strategic plan and improved community awareness will drive continued focus on student needs and outcomes as the main priority for the school district Potential Challenges for Vendors: One Motel 6 in Reedsport - May want to stay in Florence and Coos Bay. Highway 38 is a beautiful drive from Eugene. During winter there can be some snow driving over Elkton. 4 Day school week, but leaders can meet on Fridays.

Desired Beginning Date: ASAP Preference for In-Person or Virtual Coaching: In-person coaching only - with only planning allowed with leadership.

· Open to a mix of virtual and in-person coaching

· Open to professional learning that enables leaders to get trained and come back to provide in-house training

· Ex: touring another district Demographics: Please see the district At-A-Glance Report Card here by typing in Reedsport SD 105

Mapping Coaching and Professional Learning to Key Indicators of Growth

The district and CCPL provider will determine together which student-focused performance growth targets they will measure annually and/or on an interim basis using the the state assessment system and MAPs.

In addition, systems development and participant outcomes will need to be measured as the coaching progresses.

The selected coaching provider will utilize the CCPL Progress Monitoring Framework that will be released in late summer 2026.

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