1. education
2. school

EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
EXECUTIVE SUMMARY
Strategic planning for the future of Eastern Center for Arts and Technology has spanned over the
past two years and is based on an organizational philosophy of continuous improvement. This
process permeates throughout the entire plan. EASTERN has engaged staff, students, local
business and industry, community members and sponsoring district personnel to engage in a
process to create a Strategic Plan that incorporates the shared view of all. A Steering Committee
was developed to oversee the development process.
The development of the "Current Reality" was the initial step. Eight teams consisting of internal
and external stakeholders met over the 2013-2014 school year in order to discuss EASTERN's
strengths, weaknesses, opportunities and threats. This information was synthesized into six
major themes for further development.
In October 2014, a strategic planning retreat was held in which over 30 participants selected to
represent the wide variety of EASTERN's community met to "drill down" on the work of the
"Current Reality" teams and analyze the results. After careful review and discussion a consensus
on four major goals was realized.
I.
II.
III.
IV.
Student Success
Student Recruitment
External Partnerships
Operational Sustainability
The administrative team was than tasked to develop an implementation plan based on the goals
set forth. The following analysis and data has been coalesced into a multi-year plan addressing
areas of challenge. Action planning is provided along with professional development and
technology needs. All of this collected information provides a roadmap to Eastern Center for
Arts and Technology's future.
PARTICIPANTS
E-BOARD
CURRENT REALITY SUMMARY
GOALS
ACTION PLANS
IMPLEMENTATION PLAN
KEY PERFORMANCE INDICATORS
PROFESSIONAL DEVELOPMENT
PLAN
TECHNOLOGY PLAN
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
PARTICIPANTS
Eastern Center for Arts and Technology believes that effective decision making must actively
involve all of the school's constituents. EASTERN would like to acknowledge the contribution
and participation of the following individuals. Their participation was essential to the
development of this Strategic Plan.
Mr. Gary Albert
Mr. Thomas Allen
Ms. Angela Altadonna
Ms. Ferne Andre
Ms. Latonia Ayscue
Mr. Angelo Berrios
Mr. Gary Bissig
Ms. Maria Border
Mr. Thomas Boutcher
Ms. Beth Brodovsky
Ms. Deb Burge
Dr. Kim Callahan
Mr. Joseph Carracappa
Ms. Kathleen Carver
Ms. Carol Ann Casciato
Ms. Nick Ciasullo
Ms. Joyce Clark
Mr. Fran Clark
Ms. Charlene Collins
Ms. Eileen Collins
Mr. Matt Conard
Ms. Karon Crickmore
Ms. Jackie Cullen
Mr. Anthony Davis
Ms. Erin Derby
Mr. Gary Devine
Mr. John Di Benedetto
Ms. Irene Dickinson
Mr. Melvin Dixon
Ms. Carol Duell
Ms. Tess Eichenberger
Dr. Jeffrey Fecher
Dr. Marykay Feeley
Mr. Gary Felmey
Ms. Joy Fraunfelter
Capt. John Fugelo
EASTERN, Culinary Arts Instructor
EASTERN, Administrative Director
EASTERN, School Improvement Coordinator
EASTERN, Student Success Coordinator
Abington Memorial Hospital
Principal, Abington High School
EASTERN Parent
PPDC Instructor, Penn State University
EASTERN, Software Support Specialist
Iris Creative Group
EASTERN, Administrative Director's Secretary
Assistant Principal, Upper Moreland High School
Principal, Upper Moreland High School
Still Point
International Technical Communications Inc.
R. D. Bitzer Co., Inc.
EASTERN Parent
Local Union 380
Assistant Principal, Upper Moreland High School
EASTERN, Supervisor's Secretary
Conicelli Honda
EASTERN, Computer Network Administration
Instructor
Executive Director, PACTA
EASTERN Student
EASTERN, Office Management Instructor
EASTERN, Welding Instructor
John J. DiBenedetto Associates, Architects, Inc.
EASTERN, Business Manager
EASTERN, Electronics Technology Instructor (Ret.)
EASTERN, Practical Nursing Program Coordinator
EASTERN, Student Success Coordinator
Assistant Superintendent, Abington School District
Superintendent, Lower Moreland School District
EASTERN, Electrical Technology Instructor
Associate Director CE, PSU, Abington
Upper Moreland Township Fire Department
Mr. Paul Geppert
Mr. Frank Giordano
Mr. Neil Goldberg Mr.
Mark Goodman Ms.
Hayley Granacher Ms.
Tamara Graves Mr.
Joseph Greb
Ms. Jennifer Haney
Ms. Pamela Hermann
Dr. James Hessinger
Ms. Lynn Hindermyer
Ms. Susan Hoffman
Mr. Hiliary Holloway
Mr. Donald Horsfall
Ms. Chynna Huff
Dr. Andrew Ippolito
Mr. Brian Jacoby
Ms.
Mr.
Ms.
Ms.
Linda Kalita
Walt Kenney
Pat Kilmartin
Maureen Klenk
Mr. Jason Knox
Ms. Allison Larson
Ms. Denise Lavery Frasca
Dr. Art Levinowitz
Ms. Marisol Lezcano
Ms. Wendy Leyden
Mr. Robert Mallon
Mr. Joel Marucheck
Mr. Ed May
Ms. Linda McAlpine
Mr. Paul McCormick
Mr. John McDonald
Ms. Noreen McDonnell
Ms. Amy Mednick
Mr. Hans Meeder
Dr. Robert Milrod
Ms. Nicole Mohrey
Mr. John Nodecker
Ms. Debra O'Brien
William A. Geppert Inc.
Director of Special Education, Lower Moreland School
District
ARS, USDA
Weinstein Supply
EASTERN, Culinary Arts Aide
EASTERN, School Nurse
EASTERN, Assistant Director
Counselor, Upper Moreland High School
Counselor, Hatboro-Horsham High School
Educational Testing Services (Ret.)
Vice Principal/Special Education Coordinator,
Cheltenham High School
Technology Consultant
The Holloway Safety Group, Inc.
International Technical Communications Inc.
EASTERN Student
Assistant Dean of Academic Affairs, MCCC
EASTERN, Heating, Ventilation & Air Conditioning
Instructor
EASTERN, Allied Health Instructor
EASTERN, Protective Services Instructor
EASTERN, Assistant Director's Secretary
Special Education Transition Coordinator, Upper Dublin
School District
Aramark
EASTERN, Supervisor of CTE
Jeanes Hospital
Joint Operating Committee President, Upper Dublin
Executive Director, Montgomery County Workforce
Investment Board
EASTERN, Cosmetology Instructor
R. W. Mallon Auto Paints
EASTERN, Culinary Arts Instructor
EASTERN, Technology Manager
EASTERN, Human Resources Secretary
Food Contractor/Instructor EASTERN,
Automotive Instructor EASTERN,
Testing/Student Data Aide EASTERN,
Cosmetology Instructor Strategic
Planning Consultant
Superintendent, Upper Moreland School District
EASTERN, Commercial Art Instructor
Assistant Superintendent, Hatboro-Horsham School
District
EASTERN, Business Manager's Secretary
Mr. Jeff Orkin
Mr. Jeff Pakula
Mr. Steven Parke
Ms. Monica Parsons
Mr. Cliff Patton
Dr. Mark Pellico
Mr. Ken Piccari
Dr. Michael Pladus
Mr. Kevin Reilly
Mr. Elton Richardson
Ms. Carolyn Riley
Dr. Charles Rittenhouse
Ms. Pam Roberts
Mr. Thomas Roller
Ms. Cori Sansalone
Mr. Joe Sauers
Lt. Earl Saurman
Ms. Kathy Schick
Ms. Joni Seth
Ms. Amy Shields
Mr. George Stahl
Mr. Robert Steinbacher
Ms. Lindsay Stock
Dr. Suga Suganthan
Ms. Jackie Thurlow
Ms. Michele Tinsman
Mr. Anthony Veneziale
Mr. Dennis Williams
Mr. Doug Wilson
Orkin Electric Systems
EASTERN, Construction Technology Instructor
EASTERN, Collision Repair Technology Instructor
EASTERN Student
PECO Energy Company
Principal, Abington Junior High School
North Penn VW Mazda
Superintendent, Upper Dublin School District (Ret.)
EASTERN, Assistant Director (Ret.)
Joint Operating Committee, Springfield
Joint Operating Committee, Jenkintown
Principal, Springfield High School
Montgomery County Community College
Principal, Jenkintown High School
EASTERN, Student Success Aide
Sauers Tree & Landscape Service
Abington Police Department
Strategic Planning Consultant
EASTERN, IT Support Specialist
EASTERN, Organizational Advancement Director
EASTERN, Automotive Technology Instructional Aide
EASTERN, Commercial Art Aide
Assistant Principal, Upper Moreland High School
DeVry University
EASTERN, Accountant
Joint Operating Committee, Abington
Assistant Principal, Lower Moreland High School
Principal, Hatboro-Horsham High School
EASTERN, Student Success Aide
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
E-BOARD
EASTERN's Mission
The Mission of the Eastern Center for Arts and Technology, a leader in technology and in
developing innovative, responsive programs, is to equip all students with the skills, knowledge
and attitudes necessary to select, enter and succeed in a career and to anticipate and adapt to
change by providing high quality technical instruction and specialized services.
What We Believe
Student success is the ultimate purpose of everything that happens in the school.
Meaningful improvement in every aspect of the school is always identifiable and achievable.
Every member of the school community sets high expectation in every endeavor, individual or
collective.
Effective decision making must actively involve all of the school's constituencies, and depends
on access to and use of enough of the right kinds of data.
What We Measure
Student Performance
Customer Satisfaction
Staff Development
Program Currency
Organizational Efficiency
What We Do
We conduct a systematic, strategic review of each program in the school. Through the occupational
advisory committees, not less than once every five years.
We insure the students enroll for the right reasons and in programs that are right for them.
We provide students with a warranty to assure employers that the students have successfully acquired the
knowledge and skills needed for specific jobs and occupation.
We actively seek, listen to, and act on the views of the business community.
We work with leaders of the participating school districts to develop a sense of common ownership of the
school and a common sense of the school's value.
We value the staff of the school both as members of the school's learning community and as participating
in the school's decision making processes.
We offer programs that address the needs of the life-long learning.
We charge our leaders with learning, leading, transmitting and building the organization's culture.
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
EASTERN's CURRENT REALITY
A Listing of Strengths, Weaknesses, Opportunities and Threats
The Current Reality represents work from eight (8) teams that examined EASTERN's internal
strengths and weaknesses or identified perceived external opportunities and threats. During early
winter 2014, each team met three times and focused on a specific area:
Internal Teams (examined strengths and weaknesses)
1.
2.
3.
4.
School Climate, Student Success, and Student Life and Services
Finances, Facilities, Information Resources and Technology
Health and Safety, Education Programs, Assessment
Mission, Governance, and Institutional Planning
External Teams (identified perceived opportunities and threats)
1.
2.
3.
4.
Legal and Legislative Trends
Technology and Environmental Trends
Social and Local Demographics Trends
Economic and Industry Trends
Statement of Strengths and Weaknesses- Internal Teams
SCHOOL CLIMATE, STUDENT SUCCESS, STUDENT LIFE AND SERVICES
Strengths
1. Student of the Month awards are presented and shared with the community.
2. SkillsUSA activities are available to students in all programs and are aligned with the
school's mission statement; a large number of students participate.
3. Stakeholders take pride in the school's mission statement.
4. Early, consistent and comprehensive communication exists between the participating
schools' guidance counselors and EASTERN's Student Success Coordinator staff.
5. The Student Success Coordinator staff is proactive in identifying and sharing
potential student issues with staff.
Weaknesses
1. The responsibility of each administrator is not clearly defined and sometimes results
in confusion for staff.
2. SkillsUSA membership can be increased; there is a plan in place but it requires
modification.
3. Student data and surveys are collected but results are not shared with stakeholders.
4. There are limited opportunities for community involvement within existing activities.
Open House, Back-to-School/Parents Night, and Awards Night target current
students. Events designed for the entire community are not currently in place.
5. Systematic delivery of student assessments and identified student issues are not
followed consistently by participating schools.
6. EASTERN's Student Success Coordinator is not consistently invited to prospective
students' Individual Education Plan (IEP) meetings by participating schools.
7. There are currently five instructional aides to provide support services to students;
this may not be enough as this population increases.
FINANCES, FACILITIES AND INFORMATION RESOURCES AND TECHNOLOGY
Strengths
1. EASTERN continues to provide excellence in preparing and presenting the Annual
Budget and the Financial Statements to its stakeholders.
2. EASTERN continues to maintain and grow its fund balances despite the current
economic climate. Guided by Board Policy G124 (subsection G), EASTERN will
continue to appropriately reserve funds and be held to a responsible financial
accountability required by participating districts and other stakeholders.
3. The facility management team is very responsive and is actively involved in the
Aramark Safety Program.
4. Aramark EASTERN both possess buying power, key vendor partnerships, and access
to field experts, materials and resources.
5. A comprehensive refresh schedule is in place for technology equipment; this allows
for new technologies with limited infrastructure changes.
6. The technology department is tremendously responsive; a state-of-the-art helpdesk
and uniform Service Level Agreements are in place.
7. Software deployment and imaging process is seamless.
Weaknesses
1. Continuing Education programs may be improved by implementing a data-driven
approach to analyzing programs that are to remain self-sustaining via tuition/local
patron money.
2. Managing the vendor partnership to ensure the highest quality of maintenance and
custodial services is paramount. The current contract with Aramark is due for renewal
on June 30, 2014. EASTERN must maintain its confidence in the management
services agreement with special emphasis on Aramark staffing and its declaration "to
enhance the educational environments and experiences for EASTERN's students and
staff."
3. There is a lack of consistent temperature regulation facility-wide.
4. There is a lack of safe, secured exterior storage.
5. The ramp entrance from the student parking lot is deteriorating and becoming unsafe.
6. The outdoor sign used to advertise the school's events is unattractive and inefficient;
it does not have enough space to display the school's full website address.
7. A plan for the disposal of obsolete equipment does not exist.
8. A wireless (cellular) option does not exist; in the event of damage to the external
wired infrastructure, there is no Internet redundancy.
9. The back-up restore system is all-inclusive, however, it is very slow and may take
hours to restore a server.
10. PowerSchool, the student record system, is cumbersome and not meeting important
needs.
11. Ongoing training for new and existing software is not made available to staff.
HEALTH AND SAFETY, EDUCATIONAL PROGRAMS, AND ASSESSMENT
Strengths
1. The Safety Committee meets monthly; staff is updated regularly.
2. The Evacuation and Response Team is awaiting board approval on new routes and
memos of agreement (MOA) with businesses.
3. The Fire Drill Team ensures that monthly fire drills are performed safely.
4. Quantifiable and observable evidence of student performance and growth is collected
using multiple valid and reliable assessments including NOCTI, industry
certifications, and state exams.
5. Regular and accurate reporting of assessments is provided to stakeholders.
6. All programs have a strong alliance with their Occupation Advisory Committee
(OAC).
7. Curricula are designed to prepare students for further study and/or entry into the
workplace.
8. Staff and students are aware and knowledgeable of the school's mission statement
and strive to meet its standards.
Weaknesses
1. Hazard plans, evacuation sites, emergency communication and ICS/NIMS training
are in need of updating (currently awaiting board approval for all).
2. A common, consistent lesson plan format is not in place; this is needed to ensure that
all appropriate content is included and aligned to standards.
3. PA Core Standards are not explicitly integrated in curricula.
4. The Standards and Curriculum Framework sections of the PA Department of
Education's Standards Aligned System (SAS) are not effectively incorporated into
relevant curricular development processes.
5. Assessment of student learning and performance should continue to improve by
updating and aligning assessments to reflect research-proven practices.
6. Currently, not all lesson plans are standardized to include assessments and best
practices.
MISSION, GOVERNANCE AND INSTITUTIIONAL PLANNING
Strengths
1. The Mission is clearly and concisely communicated on the E-Board.
2. The data-driven Strategic Planning process continues to involve all stakeholders.
3. Parents overwhelmingly express satisfaction with the quality of programs, instructors,
and the positive learning environment.
4. Leadership ensures that student success drives all decision-making.
5. A systematic and continuous evaluation of student success is measured using various
data: completion, retention, placement, NOCTI, and academic attainment.
6. The Strategic Planning process integrates the requirements of the state mandated
Comprehensive Plan, Middle States, Technology, and Professional Development
Plan.
7. Leadership recently reviewed and revised all Joint Operating Committee Policies.
Weaknesses
1. Some parents report that they do not understand and/or appreciate the quality of the
Mission Statement.
2. There is a need to continue the focus on appropriate referral and placement in
EASTERN programs by all participating schools. EASTERN's admission policy was
developed in order to ensure that students are in the right program for the right
reason; participating schools do not always support this policy.
3. Opportunities for staff recognition are minimal.
4. Teachers do not have a sufficient understanding of PA's Framework for Teaching.
5. The existing Career Pathways Committee needs further development.
6. Given the anticipated number of new teachers at EASTERN over the next several
years, professional development may need to be revisited, specifically the topic of
assertive discipline.
Statement of Opportunities and Threats- External Teams
LEGAL AND LEGISLATIVE TRENDS
Opportunities
1. Periodic review and update the staff on current sexual harassment laws, child abuse
laws and cyber safety protocols.
2. President Obama's STEM (science, technology, engineering, math) Initiative provides
encouragement and incentives to increase rigor and integration of STEM education
throughout all programs at EASTERN. Grants relating to STEM are widely available.
Threats
1. Use of social media, by staff and students, could result in legal consequences to
EASTERN.
2. Cyberbullying among students could lead to lawsuits or other negative consequences.
3. The PA School Performance Profile incentivizes participating schools to increase the
number of students enrolled in Advanced Placement (AP) classes. Scheduling of
these classes may conflict with students' intention to attend EASTERN.
4. Students who fail required Keystone Exams may need remediation. Scheduling of
these classes or sessions may conflict with students' intention to attend EASTERN.
TECHNOLOGY AND ENVIRONMENTAL TRENDS
Opportunities
1. Optimize social media to connect with parents and community; share EASTERN's
message on most widely used platforms.
2. The creation of an Instructional Technology Advisory Committee can offer teachers
professional development regarding instructional technology resources such as apps
and web based tools. (This differs from the existing Technology Review Committee
whose focus is on technology infrastructure.)
3. Teachers may increase student engagement and productivity by increasing use of
online and blended learning, using what is currently available as well as exploring
additional resources.
4. The creation of a Green Team, involving members from all stakeholder groups, could
identify and monitor school environmental issues and drive change towards a greener
environment.
Threats
1. EASTERN's building infrastructure is perceived as having air and water quality
Issues.
2. EASTERN's technology infrastructure is not keeping up with demand and is not
considered well secured. There is an increase in users and devices that puts the
infrastructure at risk.
3. The threat of outside intruders is a concern; the doors are unlocked after school hours
and the parking lots are not well lit at night.
4. The destructive use of social media poses a threat to EASTERN's students and staff.
SOCIAL AND LOCAL DEMOGRAPHIC TRENDS
Opportunities
1. Increase participating schools' staff and student awareness of multiple career
pathways that can begin through EASTERN's programs, including emerging
industries that may be unknown to students and parents.
2. Due to an increase in tuition and school closings, some students are leaving private
schools and returning to public schools that have a strong connection to EASTERN.
3. Seek new and innovative ways to increase and strengthen parent and community
partnerships.
Threats
1. Nationally, there is a decrease in students' mental well-being and limited resources
are available to school staff.
2. EASTERN's target community is aging which may result in fewer community
members with school-age children. Further, an older community may force more
young people to move out of the area.
3. The response to the PA Core Standards, high school requirements, and high stakes
testing may create scheduling conflicts for EASTERN students.
ECONOMIC AND INDUSTRY TRENDS
Opportunities
1. Staff and students will benefit from ongoing opportunities to learn more about college
and career pathways relating to emerging industries such as green jobs and STEMrelated careers such as coding, geothermal, and nano-technology. EASTERN is
especially positioned to provide stronger technology education than participating
schools.
2. Ensure that all students earn applicable digital badges, college credits, and industry
certifications that are desired by industry.
3. Expand the school's funding base by increasing grant applications related to the
emerging industries listed in opportunity number one (emphasizing the technology
component of STEM), seeking and marketing new articulation agreements/dual
enrollment options to increase EASTERN's enrollment, and widening local business
partnerships that could result in additional financial support.
Threats
1. Districts' budgetary constraints could result in schools sending fewer students to
EASTERN.
2. The aging workforce may result in a limited pool of qualified CTE instructors.
3. If enrollment at EASTERN declines, so too does the pipeline of available skilled and
trained employees for the local workforce.
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
STRATEGIC PLAN GOALS
GOAL 1: Student Success
Develop industry-driven programs with robust offerings while expanding support systems for
diverse learners culminating in student success.
GOAL 2: Student Recruitment
Maximize enrollment with attention to fiscal resources and building capacity.
GOAL 3: External Partnerships
Promote the benefits of the school to external partners and increase partner involvement.
GOAL 4: Operational Sustainability
Create efficiencies to maintain highly effective operational support services.
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
ACTION PLANS
Developed in conjunction with Meeder Consulting Group
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
ACTION PLANS
Goal 1: Student Success
Develop industry-driven programs with robust offerings while expanding support systems for diverse learners culminating in
student success
Initiative
Action Steps
1.a. Evaluate current program
offerings on a regular basis and
expand or reduce as appropriate
Beginning in 2015 and every three years thereafter, the
Executive Advisory Committee shall conduct a regional
workforce analysis and provide suggestions to the Joint
Operating Committee.
Conduct a review of the current Program Review Process to
ensure that items such as professional development
opportunities, data-based program performance, gap and
capacity analysis, and technology related to emerging trends
are included in the final report.
In conjunction with the Program Review conducted every five
years, each teacher will engage in a three- to five-day summer
externship culminating in a report that informs the
Occupational Advisory Committee of their observations of
industry trends and how it may impact curriculum.
Review and renew the current Student Success Network
System and its processes
Develop a process to allow mentors to work with students.
1.b. Create a Student Success
Network that reduces barriers to
student achievement utilizing
internal and external resources
(including alumni).
Person(s)
Responsible
Administrative
Director
Time
Line
2015-18
Assistant Director
2016-17
2018-19
Student Success
Coordinator
Supervisor of CTE
2015-18
2017-18
1.c. Deepen current and
prospective student
understanding of career
pathways, beginning with an
emphasis of EASTERN’s
programs of studies.
1.d. Strengthen entrance
counseling to help clarify
students’ educational goals
(such as military, postsecondary
education, and workforce
entry.)
Explore multiple pathway options deriving from each
program and ensure that the Occupational Advisory
Committee membership represents a breadth of pathway
options to ensure proper scope of CTE programs.
Require each CTE program to offer several experiential
learning activities over the course of the two year program,
including: two external job site visits, two postsecondary
classroom visits, and four industry-related guest speakers, all
of which represent the breadth of pathway options.
Together with partnering postsecondary institutions host an
annual career pathways fair relating specifically to the
programs that EASTERN offers.
Encourage participating school districts to implement a career
pathways counseling program
Update program informational materials to explain multiple
pathway options for each program, including direct work
entry, certification, two-year college, four-year college
degree, and military.
During the first two months of instruction, require instructors
to help students explore pathways options more deeply, and at
the end of this period have the student clarify their current
pathway educational goal.
On an annual basis, tally student educational pathway goals
and create a program-by-program and school-wide report on
student educational goals.
Assistant Director
2015-16
Supervisor of CTE
2016-17
Organizational
Advancement
Director
Assistant Director
2017-18
Organizational
Advancement
Director
2016-17
Assistant Director
2017-18
School
Improvement
Coordinator
2017-18
2017-18
Goal 2: Student Recruitment
Maximize enrollment with attention to fiscal resources and building capacity
Initiative
2.a. Sustain the number of
programs and sections
necessary to meet enrollment
goal of 500 students.
2.b. Review policies and
procedures that potentially
inhibit student enrollment at
EASTERN
2.c. Strengthen marketing and
outreach to middle school,
ninth and tenth grade students,
and parents.
Action Steps
Create high quality information materials for EASTERN and
share extensively with 9th and 10th grade students.
Create a professional development activity for middle school
and high school counselors to share up-to-date workforce
information and information about career pathways. Engage
counselors in an open dialogue about college-career readiness
and effective middle-skill occupations.
Create a task force among participating school districts to
identify course-taking requirements and scheduling policies
that might inhibit participation in EASTERN programs.
Create a report to be presented to the JOC and participating
districts’ school boards identifying findings in the report.
Train students from each program to be Program Ambassadors
and host middle school students and other guests.
Schedule Program Ambassador visits to participating high
schools and middle schools.
Experiment with outreach activities aimed at parents of middle
school students, strengthening their understanding of middleskill careers and EASTERN stern’s programs.
Continue to offer summer fun activities aimed at middle school
students. Create summer camp or after school activities
targeted to 9th and 10th grade students. Emphasize STEM
themes.
Person(s)
Responsible
Organizational
Advancement
Director
Assistant Director
Time
Line
2018-19
Administrative
Director
2016-17
Administrative
Director
Organizational
Advancement
Director
2017-18
2017-18
2015-16
2015-16
2015-19
2019-20
GOAL 3: External Partnerships
Promote the benefits of the school to external partners and increase partner involvement.
Initiative
Action Steps
3.a. Develop a business plan to
engage the broader business
community and generate new
revenue streams by positioning
EASTERN as a total workforce
development provider including
secondary and/or adult
education and customized
training
Create an inventory of all relevant business associations and
organizations in the region served by EASTERN.
Create marketing brochure specifically targeted to business
partners explaining the school’s approach, mission, and ways
businesses can be involved.
Create a standard PowerPoint presentation and one minute,
three minute, five minute, and ten minute presentations about
EASTERN. Train key staff in delivery of the presentation.
Work to have a short EASTERN presentation included on
meeting agendas of regional business/industry organizations
six times during each school year.
Create an inventory of regional technical training programs
delivered by education and training organizations.
Deriving from the Regional Workforce Trends Analysis,
identify opportunities for enhanced Adult Technical programs
including certifications and associate degrees.
Create a consultant position to serve as a liaison with
businesses to generate incumbent worker training contracts.
Once revenue justifies, create a permanent Business Services
Liaison position
Create a program that assists students in securing expanded
learning opportunities within the workforce that may lead to
employment.
Develop and scale-up an employment placement program to
assist students in securing work related to their program of
study.
3.b. Develop a system that
ensures that students connect
with business and industry
relevant to their employment
goals
Person(s)
Responsible
Adult Education
Coordinator
Organizational
Advancement
Director
Time
Line
2016-17
2016-17
2018-19
Adult Education
Coordinator
2018-19
2016-17
2016-17
Administrative
Director
2015-16
Supervisor of
CTE
2015-16
2015-16
3.c. Develop business and
corporate foundation
sponsorship opportunities of
new and/or existing programs.
3.d. Explore the role of the
Eastern Foundation in securing
tax-deductible donations to
support the CTE programs.
Recruit volunteers to service in one of several roles – guest
speakers, competition judges, student mentors, work-site tour
hosts, and teacher externship hosts.
Create an inventory of specific projects and priorities
(equipment purchases, student activity scholarships, facilities)
at EASTERN, ranging from $500 to $5000, for which specific
contributions could be targeted to address.
Create an inventory of local, regional and corporate
foundations that could be pursued to provide support for
EASTERN program priorities.
Create the opportunity for businesses and organizations to have
special sponsorship “naming rights” as part of intensive
support of EASTERN programs.
The JOC will request that the Eastern Foundation create a
report on the feasibility of receiving tax-deductible
contributions to support CTE programs.
2015-16
Administrative
Director
2016-17
2016-17
2017-18
Administrative
Director
2018-19
GOAL 4: Operational Sustainability
Create efficiencies to maintain highly effective operational support services
Initiative
4.a. Create internal capacity and
expertise for facilities
management and capital
planning.
4.b. Explore efficiencies in
technological systems at
EASTERN.
4.c. Create internal capacity and
expertise for data management
and reporting.
Action Steps
Develop a facility renewal maintenance plan on a room-byroom basis; create a facility maintenance schedule.
Develop a renewal system for technology and create a
maintenance schedule. Review and evaluate the roles and
responsibilities of the technology department and provide
recommendations for improvement.
Rebuild data reporting capacities by developing reporting
systems for student performance that is available to all
stakeholders. Develop and implement professional develop on
the use and analysis of student achievement data.
Person(s)
Responsible
Business Manager
Time
Line
2015-16
Administrative
Director
2017-18
School
Improvement
Coordinator
2015-17
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
IMPLEMENTATION PLAN
ID
Task Name
1
Strategic Plan 2015-2021
Duration
Start
Finish
Predecesso Resource Names
Jun Jul u
2
3
Student Success
Evaluate Current Program Offerings
1155 days
Wed 7/1/15
Tue 12/3/19
900 days
Wed 7/1/15
Tue 12/11/18
900 days
Wed 7/1/15
Tue 12/11/18
4
Conduct Regional Workforce Analysis
90 days
Wed 7/1/15
Tue 11/3/15
5
Conduct Review of Program Review Process
90 days
Wed 10/5/16
Tue 2/7/17
Assistant Director
6
Implement Summer Externship for Teachers
30 days
Wed 10/31/18
Tue 12/11/18
Assistant Director
660 days
Wed 7/1/15
Tue 1/9/18
Tue 10/4/16
7
Improve Student Success Network
8
Review/Renew Student Success System
270 days
Wed 7/1/15
9
Develop Mentor Program
180 days
Wed 5/3/17
10
Emphasis Career Pathways
750 days
Wed 11/4/15
Tue 9/18/18
Tue 8/23/16
Tue 1/9/18 8
Administrative Director
Develop Pathway Models for Each Program
210 days
Wed 11/4/15
Develop Externships for All Programs
180 days
Wed 8/24/16
Tue 5/2/17 11
Supervisor of CTE
13
Host an Annual Career Pathways Fair
90 days
Wed 5/3/17
Tue 9/5/17 12
Organizational Advanc
14
Expand Pathways Program to High Schools
270 days
Wed 9/6/17
Tue 9/18/18 13
315 days
Wed 8/24/16
180 days
Wed 8/24/16
Tue 5/2/17 11
Organizational Advanc
Implement Pathways Instruction
90 days
Wed 5/3/17
Tue 9/5/17 16
Assistant Director
18
Develop a School wide Report on Pathway Goals
45 days
Wed 9/6/17
Tue 11/7/17 17
1155 days
Wed 7/1/15
Tue 12/3/19
555 days
Wed 2/8/17
Tue 3/26/19
180 days
Wed 7/18/18
Tue 3/26/19
90 days
Wed 2/8/17
Tue 10/30/18
200 days
Wed 6/1/16
Tue 3/7/17
180 days
Wed 6/1/16
Tue 2/7/17
Administrative Director
20 days
Wed 2/8/17
Tue 3/7/17 24
Administrative Director
1155 days
Wed 7/1/15
Sustain Enrollment at or Above 550
21
Create High Quality Information Materials
22
Create Professional Development for Middle and High School Coun
23
Review Polices and Procedures related to enrollment
24
Create Scheduling Task Force including Participating Districts -
25
Present Final Report on Scheduling to JOC
26
Strengthen Marketing and Outreach
30 days
Wed 7/1/15
45 days
Wed 8/12/15
29
Experiment with outreach program aimed at parents
360 days
Wed 10/14/15
Tue 6/5/18
Organizational Advanc
30
Create after school promotional camps
180 days
Wed 3/27/19
Tue 12/3/19
Organizational Advanc
855 days
Wed 7/1/15
Tue 10/9/18
765 days
Wed 11/4/15
Tue 10/9/18
Tue 8/11/15
Tue 10/13/15 27
Organizational Advanc
Establish Liaison to the Business Community
90 days
Wed 11/4/15
34
Inventory Business Associations and Organizations
30 days
Wed 3/9/16
Tue 4/19/16 33
Adult Education Coord
35
Develop Marketing Brochure Targeted to Business
30 days
Wed 4/20/16
Tue 5/31/16 34
Organizational Advanc
36
Create Standard Presentations - 1, 3, 5, 10 Minute
30 days
Wed 6/6/18
Tue 7/17/18 35
Organizational Advanc
37
Create Reporting Cycles at Regional Business Meetings
60 days
Wed 7/18/18
Tue 10/9/18 36
Adult Education Coord
38
Inventory Regional Technical Training Programs
30 days
Wed 4/20/16
Tue 5/31/16 33
Adult Education Coord
Adult Education Coord
40
Identify educational opportunities with Adult Education
Connect Students with the Business Community
30 days
Wed 6/1/16
Tue 7/12/16 38
270 days
Wed 7/1/15
Tue 7/12/16
Tue 11/3/15 42
41
Assist students secure employment
45 days
Wed 9/2/15
42
Scale-up the Employment Placement Program
45 days
Wed 7/1/15
43
44
Recruit Volunteers that will Connect Students to the Workplace
Develop Business and Corporate Foundation Sponsorship
Tue 3/8/16
Organizational Advanc
33
39
Tue 9/1/15
Tue 7/12/16 41
Supervisor of CTE
Supervisor of CTE
180 days
Wed 11/4/15
550 days
Wed 3/9/16
Tue 4/17/18
Tue 4/19/16
Administrative Director
30 days
Wed 3/9/16
46
Inventory Local, Regional and Corporate Foundations
60 days
Wed 4/20/16
Tue 7/12/16 45
Administrative Director
47
Create Opportunity for "Naming Rights"
30 days
Wed 3/7/18
Tue 4/17/18 46
Administrative Director
90 days
Wed 4/18/18
Tue 8/21/18
Administrative Director
700 days
Wed 7/1/15
Tue 3/6/18
49
Operational Sustainability
50
Create Capacity and Expertise for Facilities
260 days
Wed 7/1/15
Tue 6/28/16
51
Explore Efficiencies in the Technology Systems
260 days
Wed 3/8/17
Tue 3/6/18
Administrative Director
52
Create Capacity for Data Management and Reporting
520 days
Wed 7/1/15
Tue 6/27/17
School Improvement C
Project: Strategic Plan 2015-2021
Date: Thu 2/19/15
Task
Split
Supervisor of CTE
Assistant Director
Supervisor of CTE
Organizational Advancement Director
Assistant Director
Organizational Advancement Director
Assistant Director
School Improvement Coordinator
Organizational Advancement Director
Assistant Director
Administrative Director
Administrative Director
Progress
Organizational Advancement Director
Organizational Advancement Director
Organizational Advancement Director
Organizational Advancement Director
Administrative Director
Adult Education Coordinator
Organizational Advancement Director
Organizational Advancement Director
Adult Education Coordinator
Adult Education Coordinator
Adult Education Coordinator
Supervisor of CTE
Supervisor of CTE
Supervisor of CTE
Inventory Specific Projects and Priorities
Explore the Donations Sponsored by Eastern Foundation
e Oct o
Student Success Coordinator [50%],Assistant Director[50%]
Administrative Director
45
48
2020
e Jan e MarApr a Jun Jul u
Tue 12/3/19
Schedule Program Ambassadors Visits
Engage the Broader Business Community
e Oct o
Assistant Director
Assistant Director
Prepare Program Ambassadors
32
2019
e Jan e MarApr a Jun Jul u
Organizational Advanc
28
External Partnerships
e Oct o
Assistant Director
School Improvement C
27
31
2018
e Jan e MarApr a Jun Jul u
Tue 11/7/17
17
20
e Oct o
Assistant Director
Update Promotional Activities with Pathways Options
Student Recruitment
2017
e Jan e MarApr a Jun Jul u
Administrative Director[50%],Assistant Director[50%]
Assistant Director
16
19
e Oct o
Supervisor of CTE
12
Strengthen Entrance Counseling
2016
e Jan e MarApr a Jun Jul u
Student Success Coor
11
15
e Oct o
Supervisor of CTE
Administrative Director
Administrative Director,Organizational Advancement Director
Administrative Director
Administrative Director
Business Manager
Milestone
Business Manager
Administrative Director
School Improvement Coordinator[50%]
Summary
Page 1
Project Summary
External Tasks
External Milestone
Deadline
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
KEY PERFORMANCE INDICATORS
EASTERN CENTER FOR ARTS ANDTECHNOLOGY
Strategic Plan Final Report Outline
KEY PERFORMANCE INDICATORS
KEY INDICATOR
BASELINE
2015-2016
2016-2017
2017-2018
Student Success
Number of programs
that have been certified
as needed and up-todate through regional
analysis.
Number of teachers
participating in teacher
externships.
Number of students
served through Student
Success Network.
Number of external
jobs visits per program.
Number of guest
postsecondary
presenters per program
Number of guest
industry presenters per
program.
Student Recruitment
Overall annual school
enrollment of
secondary CTE
students, reported as a
2018-2019
2019-2020
2020-2021
GOAL
EASTERN CENTER FOR ARTS ANDTECHNOLOGY
Strategic Plan Final Report Outline
KEY PERFORMANCE INDICATORS
KEY INDICATOR
number and as a
percentage of a target
goal of 550 students.
Overall annual school
enrollment of adult
education students,
reported as a number
and as a percentage
compared to previous
year’s enrollment.
Percent of participating
school guidance
counselors participating
in career pathways
professional
development activity.
Creation of report on
findings relating to
policies and procedures
that may inhibit
enrollment in
EASTERN programs.
Number of middle
school students reached
BASELINE
2015-2016
2016-2017
2017-2018
2018-2019
2019-2020
2020-2021
GOAL
EASTERN CENTER FOR ARTS ANDTECHNOLOGY
Strategic Plan Final Report Outline
KEY PERFORMANCE INDICATORS
KEY INDICATOR
BASELINE
2015-2016
2016-2017
2017-2018
through Program
Ambassadors.
Number of middle
school students and
high school students
reached through
summer activities and
after-school outreach
activities.
External Partnerships
Number of business
partners reached
annually through
presentations about
EASTERN’s programs.
Number of businesses
reached through
presentations and
meetings by the
Business Liaison
Consultant.
Number of adult
students enrolled in
contract training with
local businesses.
2018-2019
2019-2020
2020-2021
GOAL
EASTERN CENTER FOR ARTS ANDTECHNOLOGY
Strategic Plan Final Report Outline
KEY PERFORMANCE INDICATORS
KEY INDICATOR
Contract training
revenues generated
annually and as a
percentage of the
average previous three
years of revenue.
Number and type of
expanded learning
opportunities (ELOs)
experienced by
students, by program
and school wide.
Include: guest
presenters in the
classroom, workplace
tours and visits (1-2
hours each), workplace
job shadows (1 day
each), internships and
co-ops (1-12 weeks).
Amount of grant
funding and donated
equipment value
secured annually by the
Eastern Foundation,
BASELINE
2015-2016
2016-2017
2017-2018
2018-2019
2019-2020
2020-2021
GOAL
EASTERN CENTER FOR ARTS ANDTECHNOLOGY
Strategic Plan Final Report Outline
KEY PERFORMANCE INDICATORS
KEY INDICATOR
BASELINE
2015-2016
2016-2017
2017-2018
and as a percentage of
the average from the
previous three years.
Operational Sustainability
On-time development
and approval of the
renewal maintenance
plan.
Reduction in the
number of emergency
facility repairs on a
year-by-year basis.
Number of professional
development
experiences for data
use and technology
implementation
delivered to teachers
and staff.
2018-2019
2019-2020
2020-2021
GOAL
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
PROFESSIONAL DEVELOPMENT PLAN
Eastern Center for Arts and Technology must provide a wide range of professional development
activities to staff to meet all instructional and school wide goals. The expected large turnover of
staff necessitates the professional development plan contain introductory training as well as
training in process and policy to effectively function as an EASTERN employee. Meanwhile
veteran staff need to continue professional development in educational trends and best practices
as well as any new mandates that may be enacted by the Pennsylvania Department of Education
during the duration of this strategic plan.
Action
Provide training in
Pennsylvania Career to
Work Standards.
Provide training on
"backwards curricular
design".
Provide training on usage of
a common lesson plan
format.
Provide training on
Cooperative Education
procedures and processes.
Provide training on asset
management.
Provide methods to grow the
Occupational Advisory and
Executive Advisory
Committee system.
Provide training in Career
Pathways.
Provide training on facility
repair and refreshment cycle.
Provide training on how to
identify and use "program
ambassadors".
Provide training on data
analysis to improve
instruction.
Provide training on how to
be a mentor.
Provide professional
development on CTE and
Responsible
Assistant Director
Timeline
2015-2016
Assistant Director
2015-2016
Assistant Director
2015-2016
Supervisor of CTE
2015-2016
Business Manager
2015-2016
Assistant Director
2016-2017
Assistant Director
2016-2017
Maintenance
2016-2017
Supervisor of CTE
2016-2017
Assistant Director/School
Improvement Coordinator
2016-2017
2017-2018
Assistant Director
2017-2018
Assistant Director
2017-2018
EASTERN for Middle and
High School counselors.
Provide training on
integration of PA Core
Standards into the vocational
curriculum.
Provide business
engagement strategies.
Assistant Director
2017-2018
School Improvement
Coordinator/Organizational
Advancement Director
2019-2020
Ongoing Professional Development
Action
Provide training in the
culture and values of
EASTERN to new staff
members.
Provide training on Dual
Enrollment and Program
Certifications.
Provide training on the
student software package.
Provide shared view and
district reporting
requirements.
Provide opportunities to
improve program content
and instructor knowledge.
Provide training in the
marketing strategies taking
place at EASTERN.
Provide training on
Articulation Agreements.
Provide training in
workplace safety.
Provide training in "All
Hazards" situations and plan.
Continue to provide a
comprehensive induction
program.
Provide training in
purchasing processes.
Responsible
Assistant Director
Timeline
Ongoing as needed
2015-2021
Assistant
Director/Organizational
Advancement Director
Supervisor of CTE
Ongoing as needed
2015-2021
Student Success Coordinators
Ongoing as needed
2015-2021
Ongoing as needed
2015-2021
Assistant Director
Ongoing as needed
2015-2021
Organizational Advancement
Director
Ongoing as needed
2015-2021
Organizational Advancement
Director
Safety Committee
Ongoing as needed
2015-2021
Ongoing as needed
2015-2021
2015-2016
Updates as needed 20162021
Ongoing as needed
2015-2021
Supervisor of CTE
Assistant Director
Business Manager
Ongoing as needed
2015-2021
Provide analysis on OAC
committee and how they
function, including
effectiveness, organization
and resulting program
improvement.
Provide training in the ELO
process.
Provide strategies to market
EASTERN to the districts
and community.
Provide training on IEP use,
implementation and
modification to enhance
instruction.
Provide training on
enhancing instruction with
MAX Teaching.
Provide training (updates) on
cyber safety, sexual
harassment and child abuse
reporting.
Provide training on updates
to instructional technology.
Provide training on the
Educator Effectiveness
model.
Assistant Director
See Program Review
Schedule 2015-2021
Assistant Director
Ongoing as needed
2015-2021
Ongoing
2015-2021
Organizational Advancement
Director
Student Success Coordinators
Ongoing as needed
2015-2021
Assistant Director
Ongoing (9 days per year)
2015-2021
Human Resources
Ongoing as needed
2015-2021
Technology Management
Services
Assistant Director/Supervisor
of CTE
Ongoing as needed
2015-2021
Ongoing
2015-2021
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
TECHNOLOGY PLAN
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
TECHNOLOGY PLAN
Type
Area
Investigate Bandwidth
Description
As the role of the Internet continues to impact the day to day
operation of EASTERN we must be prepared to meet the increasing
demands. The State Educational Technology Directors Association
(SETDA) projects the demand on educational internet usage will
increase by an order of magnitude between 2015-2018. EASTERN
will monitor its usage and increase capacity as needed.
http://thejournal.com/articles/2015/03/12/network-speed.aspx
http://www.setda.org/wpcontent/uploads/2013/09/The_Broadband_Imperative.pdf
EASTERN recently adopted virtual desktop infrastructures (VDI) in
the classrooms for its cost savings, efficiency and security. In the
future EASTERN will begin rolling out VDI to the Administrative
users. The Federal Times wrote “The virtual desktop can be managed
centrally, greatly improving security and implementation of the
newest apps and software”. These are key areas of focus for
EASTERN in addition to the cost savings VDI provides.
http://www.federaltimes.com/story/government/it/2015/03/09/virtualdesktops-security-mobility/24642019/
EASTERN will continue to investigate expanding the adoption of
Cloud Services within the organization. This includes, but is not
limited to moving Exchange and Sharepoint to the cloud. Continuing
our goals of decreasing cost while increasing flexibility and security,
adding email and document management to the cloud may meet our
needs.
http://www.salesforce.com/uk/socialsuccess/cloud-computing/whymove-to-cloud-10-benefits-cloud-computing.jsp
Investigate VDI
Investigate Cloud Services
Cost
$1,200 per year for the
duration of the plan
$10,000 - 2017
$10,000 - 2018
$10,000 - 2019
Approximately $1,700 for
the duration of the plan
Update
Disaster Recovery
Review
Security
Procedures
Processes
Review
Web
Development
Investigate Explore
Efficiencies
EASTERN’s disaster recovery plan was implemented approximately
8 years ago per the standards at that time. Our current plan utilizes a
secondary server and SAN (Storage Area Network) located across
the street at Upper Moreland HS server room. Since then a more
robust solution has been realized that included the DR site to be
located at least 50-100 miles from the primary site. Replicas of all
of our VMs (Virtual Servers) will be readily available to either
restore or start up as needed.
As EASTERN grows more reliant on technology there is a greater
emphasis on security. EASTERN will develop and adopt new
standardized security processes. These procedures will help ensure
the privacy of our users and govern what is shared with 3rd party
vendors. Focusing on access control, encryption and proactive
testing will help ensure EASTERN remains secure.
Through the use of training and online resources EASTERN will
increase capacity for web development. With the right tools and
support, web based platforms could be developed to help facilitate
EASTERN employees’ needs. Internally developed software would
fit EASTERN’s unique requirements.
Develop a renewal system for technology and create a maintenance
schedule. Review and evaluate the roles and responsibilities of the
Technology Department and provide recommendations for
improvement.
$36,000 - 2019
$36,000 - 2020
$1,700 per year for the
duration of the plan
Approximately
$1,350 - 2016
$1,350 - 2017
$1,350 - 2018
No Costs Associated
2017-2018
EASTERN CENTER FOR ARTS AND TECHNOLOGY
Strategic Plan Final Report Outline
TECHNOLOGY EQUIPMENT REPLACEMENT SCHEDULE
2015-2016
11-Admin
20-Theory
$
2016-2017
2017-2018
2018-2019
2019-2020
2020-2021
11-Admin
11-Admin
11-Admin
11-Admin
11-Admin
20-Theory
20-Theory
20-Theory
20-Theory
20-Theory
12-iPads
43-Laptops
16-iPads
35,200.00 $ 44,350.00 $ 35,200.00 $ 95,400.00 $ 35,200.00 $ 47,400.00
2015-2016
2016-2017
TMS ©
Business ©
School Impr. © Check
PN Admin
$
8,400.00 $
5,100.00
2017-2018
Director
Asst Dir
Supervisor
$
7,200.00
2018-2019
Instructor (17)
Rm 147
$
6,050.00
2019-2020
Admin ©
TMS
Rm 145
$
6,900.00
2015-2016
2016-2017
AUT
Rm 145
COL
COA
ELE/HVC
CUL
AD Conf Rm
Rest./Spare
$ 23,600.00 $ 17,200.00
2017-2018
2018-2019
2019-2020
ALH
PN
COS
COA/CNA
CNA
LSC?
Rm 146
PRT
OMT
Rm 147
Dir. Board Rm
Sem. Rm
$ 21,600.00 $ 23,600.00 $ 23,600.00
2015-2016
2016-2017
MAC
Rm 149
COA Laptops
$ 28,000.00 $ 23,100.00
2017-2018
MAC
MAC Server
$ 25,600.00
2015-2016
Master Switch
Access Points
2016-2017
Patch Cables
Patch Panels
Int. Wiring
UPS
$ 103,762.94 $ 128,535.00
$ 198,962.94 $ 218,285.00
2018-2019
Room 150
$
20,900.00
2019-2020
MAC
COA Laptops
$ 28,000.00
2017-2018
2018-2019
2019-2020
Backup Server Blade Server
Phone System
Disk-Disk SAN Blade Enclosure Phones
SANs
Closet Switches
Tape Drive
$ 97,600.00 $ 85,600.00 $ 159,060.00
$ 187,200.00
$ 231,550.00
$ 252,760.00
2020-2021
TMS ©
School Impr. ©
PN Admin
$
8,400.00
2020-2021
AUT
COL
ELE/HVC
AD Conf Rm
$ 23,600.00
2020-2021
Rm 149
$
23,100.00
2020-2021
Master Switch
Access Points
Wireless Ctrlr
$ 118,762.94
$ 221,262.94