Office of the Superintendent
Superintendent
Dr. Mark Ernst
Dr. Mark Ernst currently serves as Superintendent of Schools for Tooele County School District; before this role, he was an assistant superintendent, area director, principal, assistant principal, and teacher.
Dr. Ernst earned his Bachelor's degree at Weber State University in History Education, his Master's at the University of Phoenix in Secondary Teaching, and his Doctor of Education in Leadership and Professional Practices from Trevecca Nazarene University in Nashville, Tennessee.
Dr. Ernst is a TCSD Teacher of the Year Finalist (2006), TCSD Administrator of the Year (2012), and a Utah State Administrator of the Year Finalist (2014).
Dr. Ernst is married to his wife Julie; they have three children, five granddaughters, and one grandson. Along with spending time with his family, Mark enjoys cooking, reading, building Lego, and relaxing with a good television show.
Dr. Ernst looks forward to assisting Tooele County School District in improving practices and enhancing students' education.
2026 Superintendent's Annual Report
Printable Superintendent's Annual Report 2026
Superintendent's Annual Report 2026
The Difference Is People
Building Futures Together 2025-2026
Superintendent's Message
"Every success in our district begins with people who care about students and believe in their potential."
Highlights from the Year
The 2025-26 school year was filled with growth, achievement, and opportunity. Thanks to the dedication of our employees, students, families, and community partners, we continued to move our district forward and create meaningful outcomes for students.
Key Accomplishments
- 176 Academic Calibrations completed across the district
- 98% of elementary teachers and 94% of secondary teachers completed two Common Formative Assessment cycles
- Literacy and math proficiency increased across multiple grade levels
- Several schools successfully exited turnaround status
Together, We Made Progress
Our focus on teaching and learning led to gains in literacy and math, increased collaboration among educators, and improved outcomes across our schools. These achievements reflect the hard work and commitment of the people who make Tooele County School District a special place to learn and grow.
To our employees, thank you for your expertise, dedication, and care. To our students, thank you for your hard work and determination. To our families and community partners, thank you for your support and partnership. Together, we are helping students build bright futures.
Looking Ahead
As we look ahead, we remain committed to student success, continuous improvement, and meaningful collaboration. Together, we will build a culture where kindness, respect, and belonging help every student and employee thrive. When students succeed, it is because people came together to make a difference.
Mark Ernst, Ed.D.
Superintendent, Tooele County School District
Our Mission and Strategic Model
Mission
Ensure that students have the knowledge, skills, and dispositions to achieve their potential.
Our Roadmap for Success
Teachers, Leaders, Support Staff
- Appropriate Knowledge and Competencies
- Results-Focused Professional Learning
- Quality Resource Allocation
- Effective Implementation of Policy and Procedures
Curriculum, Instruction, Assessment
- Credible and Consistently Implemented Curriculum
- Embedded Use of High-Leverage Instructional Practices
- Strategic Use of Assessments
- Data-Informed Systems of Support
Communication, Culture, Relationships
- Clear, Accurate, and Timely Communication
- Responsive and Welcoming Atmosphere
- Professional, Engaging, and Inclusive Interactions
Safe and Orderly Environment
- High-Quality and Well-Maintained Facilities and Equipment
- Relevant and Ongoing Training
- Policies, Procedures, and Safety Plans Embedded into Practice
- Adherence to Policy and Procedure by Students, Staff, and Patrons
Systems of Operations
- Frequent and Reliable Collaboration
- Effective Distribution of Resources
- Consistently Applied Standard Operating Procedures
- Accountability Processes
Why It Matters
The Strategic Model keeps our district focused on student success. It aligns our goals, guides our work, and helps us measure progress so we can continue improving for students, staff, and families. It provides a clear framework for turning our vision into meaningful results.
The Strategic Model helps ensure that every goal, decision, and action supports our mission of helping students achieve their potential. It provides a clear framework for turning our vision into action and keeping student success at the center of everything we do.
Turning Vision Into Action
People Driving Progress 2025-26
The Strategic Model provides the vision for our district. The Strategic Plan identifies the work needed to move that vision forward. Throughout the 2025-26 school year, employees across TCSD made meaningful progress in each strategic focus area, helping create better experiences and opportunities for students.
Teachers, Leaders, Support Staff
Focus
Provide employees with the training, tools, and support needed to make confident decisions and succeed in their roles.
Accomplishments
- Refined job descriptions
- Updated policies and procedures
- Streamlined training resources
- Expanded leadership development opportunities
Impact
Employees have clearer expectations, stronger support systems, and more consistent guidance to help them serve students effectively.
Curriculum, Instruction, Assessment
Focus
Strengthen instructional practices through collaboration, assessment, and the use of student learning data.
Accomplishments
- Increased collaboration among educators
- Expanded use of Common Formative Assessments
- Strengthened data-informed instructional practices
- Supported more consistent learning experiences across classrooms
Impact
Teachers can identify learning needs earlier, provide targeted support, and improve outcomes for students.
Communication, Culture, Relationships
Focus
Create a more consistent and effective school-to-home communication experience.
Accomplishments
- Implemented ParentSquare districtwide
- Consolidated communications into one platform
- Increased family access to school information
- Reduced reliance on multiple apps and tools
Impact
Families are more connected, informed, and engaged in their students' education.
Safe and Orderly Environment
Focus
Strengthen school safety through proactive planning, training, and collaboration.
Accomplishments
- Implemented the CSTAG framework
- Trained administrators and safety personnel
- Expanded school-based threat assessment teams
- Increased consistency in safety practices
Impact
Schools are better prepared to respond to concerns and maintain safe learning environments.
Systems of Operations
Focus
Improve efficiency, accuracy, and accountability across district operations.
Accomplishments
- Implemented a districtwide timekeeping system
- Improved payroll accuracy
- Increased accountability and consistency
- Identified opportunities for future process improvements
Impact
Stronger systems allow employees to focus more time and energy on supporting students.
The focus areas provided the direction. The people of TCSD delivered the results.
School Board
Board of Education
| District | Board Member | Position | Term Expires |
|---|---|---|---|
| 1 | Robert Gowans | Vice President | 2028 |
| 2 | Todd Thompson | Board Member | 2028 |
| 3 | J. Scott Bryan | Board Member | 2028 |
| 4 | Valaree Shields | Board Member | 2028 |
| 5 | Emily Syphus | Board Member | 2026 |
| 6 | Melissa Rich | President | 2026 |
| 7 | Elizabeth Smith | Board Member | 2026 |
One Goal, Different Roles
- The Board sets the direction.
- The Superintendent and staff lead the work.
- Together, they support student success.
Leading Together
A strong school district works best when everyone understands their role. The Board of Education and district staff share the same goal of helping students succeed, but they serve in different ways.
The Board of Education is responsible for setting the district's direction. Board members represent the community by establishing goals, adopting policies, approving the budget, and monitoring progress. Their focus is on the big picture and what the district hopes to achieve.
The superintendent and district staff are responsible for putting that vision into action. They manage the daily work of schools, support students and employees, and carry out district programs and services.
Working together, the Board and district staff create a strong partnership built on trust, communication, and shared purpose. This teamwork helps ensure that decisions remain focused on what matters most: student success.
District Snapshot
Students and Schools
- 29 Schools
- 15,794 Students
- 6,941 Square Miles Served
Our People
- 2,418 Employees
- 2,276 Volunteers
Student Services
- 1,153 English Learners
- 892 Students Receiving Nursing Support
- 170 McKinney-Vento Students
Meals Served
- 353,752 Lunches
- 1.5 Million Breakfasts
- 52,921 Summer Meals
Transportation
- 1.08 Million Miles Driven
- 4,952 Students Transported Daily
- 1,712 Activity Trips
Behind the Scenes
- 353,752 Tech Tickets Resolved
- 7,600 Restrooms Cleaned
- 116,600 Substitute Assignments Filled
Fun Comparison: The district's buses traveled enough miles to travel around the Earth more than 43 times.
Building Momentum for Student Success
Consistency Creates Growth
The district's academic results show encouraging progress in both literacy and mathematics.
Kindergarten literacy increased from 54% of students meeting benchmark expectations in 2022 to 73% in 2026, while several elementary grade levels exceeded district growth goals during the 2025-26 school year.
These gains reflect years of dedication, collaboration, and a shared commitment to helping every student learn, grow, and achieve their potential.
Teachers regularly work together to review student progress, share effective strategies, and respond to learning needs. By using common assessments and collaborating with colleagues, educators can identify challenges early and provide support when it matters most.
Collaboration Makes a Difference
Meaningful academic growth takes time. Across Tooele County School District, educators are working together to provide consistent instruction, clear learning expectations, and targeted support for students.
Through a shared focus on what students need to learn, teachers are helping build a strong foundation for long-term success.
A Promise to Every Student
The Work Behind Academic Growth
Student success does not happen by accident. Behind every assessment score, growth chart, and achievement are dedicated educators working together to improve learning and meet the needs of students.
At Tooele County School District, teachers collaborate to identify the most important learning standards, monitor student progress, and share effective instructional strategies. These efforts help ensure that students receive a consistent, high-quality learning experience in every classroom.
Tooele Junior High math teacher Jennifer Small has seen the value of this collaboration firsthand. Through regular conversations with colleagues, teachers learn from one another's strengths, analyze student data, and make adjustments that help more students succeed.
"We're better together."
By combining their expertise and experiences, educators are able to provide more targeted support and create meaningful learning opportunities for students.
Teachers spend countless hours planning lessons, reflecting on instruction, and looking for ways to help students grow. For educators like Small, the goal is simple: to provide every student with the support, instruction, and opportunities they need to reach their potential.
"It's a promise to our students."
Key Principles
- Regular collaboration improves instruction.
- Daily learning goals help students understand what they are learning and why it matters.
- Every decision, lesson, and intervention is designed to help students learn, grow, and succeed.
Building Confidence for the Future
Success after high school looks different for every student. Through the Post-High School Transition Program, students ages 18 to 22 learn important life, social, and workplace skills that help prepare them for greater independence and future employment.
One way students gain these experiences is through the Treat Trolley, a student-run business that serves district employees.
As students interact with customers, manage products, and assist with sales, they practice communication, teamwork, responsibility, and problem-solving in a real-world setting.
The real difference is the people who make these opportunities possible. Teachers, staff members, and district employees help create a supportive environment where students can build confidence, develop new skills, and take meaningful steps toward a successful future.
Every interaction is an opportunity for a student to build confidence, independence, and skills for life.
Investing in Student Success
Since 2019, the Mildred P. Hunter Foundation has contributed approximately $500,000 to the Tooele Education Foundation.
For Dave Goins, supporting education is a way to give back to the community that helped shape his life.
Since 2019, foundation donations have supported:
- Outdoor education at the Dalton Learning Lodge
- STEM initiatives
- Adapted physical education
- Unified Sports
- Classroom resources
- Student assistance programs
- Educational field trips
These opportunities help students learn new skills, explore their interests, and experience learning beyond the walls of the classroom.
The partnership between the Mildred P. Hunter Foundation and the Tooele Education Foundation continues to create opportunities for students across Tooele County.
Annual Recognition Awards 2025-26
Administrator of the Year
Kelly Hranicky
Kelly Hranicky has transformed Rose Springs Elementary by building a culture of trust, kindness, and high expectations. Through visible leadership, open communication, and unwavering support of students and staff, Kelly has helped create a school where people feel valued, connected, and inspired to do their best.
"A school's greatest strength is its people."
Certified Employee of the Year
Angie Berry
Angie Berry is a dedicated educator at Twenty Wells Elementary who combines high expectations with genuine care for every student. Through engaging instruction, strong collaboration, and a commitment to continuous learning, Angie helps students grow academically and personally.
"She meets every student where they are and helps them reach their full potential."
Certified Non-Teacher of the Year
Lisa Erickson
Lisa Erickson helps educators use technology with confidence to improve teaching and learning. Through expertise, clear communication, and innovative professional learning, Lisa provides educators with the tools, resources, and support they need to help students succeed.
"She turns technology into meaningful tools for teaching, learning, and student success."
Support Professional of the Year
Araceli Aranda
Araceli Aranda is a dedicated and dependable member of the Anna Smith Elementary team who helps create a welcoming environment for students, families, and staff.
"Her dedication helps turn a school into a community."
Learning Beyond the Classroom
Career and Technical Student Organizations
Career and Technical Student Organizations (CTSOs) help students turn skills into leadership, service, and future success.
Organizations such as:
- FFA
- SkillsUSA
- HOSA
- DECA
- FBLA
- FCCLA
provide opportunities for students to compete, lead, serve, and collaborate.
CTSO Highlights
- 1,911 students participated in a CTSO during the 2025-26 school year.
- 682 seniors completed a Career and Technical Education pathway.
Students develop career-ready skills, strengthen communication abilities, learn problem solving, and gain teamwork experience while building confidence in their future success.
Looking Ahead
2026-27 Strategic Plan
Teachers, Leaders, Support Staff
Create a consistent district implementation framework that ensures new programs, policies, and procedures are introduced with clear communication, effective training, and ongoing support.
Curriculum, Instruction, Assessment
Strengthen the use of Professional Learning Communities and post-unit responses to improve instruction, increase collaboration, and better support student learning.
Communication, Culture, Relationships
Gather employee feedback and use those insights to strengthen communication, improve engagement, and build stronger relationships across the district.
Safe and Orderly Environment
Implement panic alert devices, bleed kits, and consistent emergency response procedures to strengthen safety and preparedness across all district facilities.
Systems of Operations
Implement a paperless payment approval process that improves efficiency, reduces paper use, and streamlines district operations.
Contact Information
Tooele County School District
92 Lodestone Way
Tooele, UT
Phone: 435-833-1900
Email: info@tooeleschools.org
Website: www.tooeleschools.org
Elementary Schools
- Anna Smith Elementary
- Copper Canyon Elementary
- Grantsville Elementary
- Ibapah Elementary
- Middle Canyon Elementary
- Northlake Elementary
- Old Mill Elementary
- Overlake Elementary
- Rose Springs Elementary
- Settlement Canyon Elementary
- Stansbury Park Elementary
- Sterling Elementary
- Twenty Wells Elementary
- Vernon Elementary
- West Elementary
- Willow Elementary
Junior High Schools
- Clarke N. Johnsen Junior High
- Grantsville Junior High
- Stansbury Junior High
- Tooele Junior High
High Schools
- Blue Peak High
- Deseret Peak High
- Dugway School
- Grantsville High
- Stansbury High
- Tooele High
- Wendover High
Specialty Schools
- Adult Education
- ACE at the Community Learning Center
- Digital Education Center
- Preschools
Assistant Superintendent of Operations and Student Support
Dr. Sarah C. Jarnagin
Dr. Sarah C. Jarnagin is a seasoned K–12 executive leader with more than 30 years of experience across Texas, Idaho, and Utah. She has served as a principal, district administrator, and university faculty member, providing leadership in K–12 school oversight, curriculum and assessment systems, districtwide programming, school safety, and principal supervision.
Dr. Jarnagin has led complex, system‑level initiatives, including the planning and opening of new schools at all levels, district boundary realignments, and the leadership of athletics and activities programs. She has developed staffing formulas that ensure equitable, efficient, and fiscally responsible allocation of resources across schools and departments. Her work also includes guiding instructional improvement efforts, MTSS and RtI development, professional learning systems, and long‑range strategic planning.
She holds an Ed.D. in Educational Leadership from Sam Houston State University.
Assistant Superintendent of Academics
Dr. Cody Reutzel
Dr. Cody Reutzel currently serves as the Assistant Superintendent of Academics in Tooele County School District (TCSD). Over the past decade, he has held a variety of leadership roles within the district and beyond, including multiple director positions at the district level, principal, assistant principal, and athletic director. Prior to his administrative career, Dr. Reutzel was a junior high and high school classroom teacher and football coach.
Dr. Reutzel earned his Ph.D. in Curriculum and Instruction from Utah State University in 2023, with an emphasis in Instructional Leadership. He also holds a Master of Science in Engineering and Technology Education (2008) and a Bachelor of Science in the same field (2007), both from Utah State University, where he graduated Magna Cum Laude and was twice named Student of the Year in the department. Dr. Reutzel has shared his work at national conferences, including the American Educational Research Association (AERA) and the International Technology Education Association (ITEA), and published articles on targeted reading and math interventions in the Impact Journal and the Utah Mathematics Teacher Journal.
Outside of his professional responsibilities, Dr. Reutzel finds his greatest joy in spending time with his children—especially outdoors. Whether cheering them on from the sidelines of their athletic events or exploring Utah’s backcountry on a snowmobile, he values every opportunity to support and adventure with his family.
Dr. Reutzel is committed to advancing educational excellence in Tooele County School District through supportive systems, meaningful feedback, and a relentless focus on student and staff development.
Archived Superintendent's Annual Reports
2025
Printable 2025 Superintendent's Annual Report
Superintendent’s Annual Report 2025
TCSD SUPERINTENDENT’S ANNUAL REPORT 2025 www.tooeleschools.org
The Message From the Superintendent
Empowering Every Learner, Strengthening Every School Together, as students, educators, families, and community members, we can elevate education, empower every student, and build a brighter future for Tooele County.
Dear Students, Employees, Parents, and Community Members,
I am pleased to share the Tooele County School District’s annual report for the 2024–25 school year. Each year brings new opportunities to strengthen our schools, empower students, and build a brighter future for Tooele County. While challenges may arise, I am confident in our shared commitment to elevate education and make a lasting impact.
Students: Spending time in classrooms, from kindergarten to AP Lit, is a highlight of each year. You are the reason we are here. Strive to be better today than you were yesterday, treat others with kindness and dignity, and continue making Tooele County a better place.
Employees: You inspire me daily. Whether new to education or seasoned professionals, your dedication creates safe, nurturing environments where students thrive. Thank you for your commitment and collaboration. It strengthens our entire district.
Parents: Your involvement is vital. From volunteering to supporting learning at home, your partnership helps our students succeed. Thank you for trusting and supporting our schools.
Community Members: Tooele County is a wonderful place to raise children, thanks in part to strong community partnerships. Your support enables us to provide well-rounded educational opportunities and enrich student experiences.
As we begin this school year, we appreciate the insights provided by the recent State Audit. It served as a valuable checkpoint, affirming our progress in key areas and helping us identify new opportunities to strengthen our work. We are committed to implementing its recommendations and recognize that achieving these goals will require the support and collaboration of our entire community.
Together, we can uplift education throughout Tooele County and empower every student to reach their full potential.
Mark Ernst, Ed.D. Superintendent, Tooele County School District
A Snapshot of Our Impact Across Tooele County
District At Glance 2024/2025
Tooele County School District is proud to serve a diverse and growing community, united by a shared commitment to student success. This snapshot highlights the scope and impact of our district as we continue to build a strong foundation for learning.
Mission Statement Ensure students have the knowledge, skills, and dispositions to achieve their potential.
6,941 — Square Miles 15,653 — Students 27 — Schools 2,312 — Volunteers
Guiding Success
Strategic Model
At Tooele County School District, our commitment to student success is anchored in a clear and purposeful framework: the Strategic Model. This model serves as a vital guide for aligning every initiative, activity, and focus area with our overarching goal of becoming a comprehensively sound school district.
Designed with intentionality, the Strategic Model ensures that all efforts are not only coordinated but also driven by data and purpose. Each component of the model includes measurable outcomes, allowing us to monitor progress, celebrate achievements, and maintain accountability across all levels of the organization.
This systematic approach empowers us to create an environment where every student has the opportunity to thrive. By staying focused and aligned, we are building a culture of excellence—one where growth is recognized, challenges are addressed, and success is shared.
The Strategic Model is a promise to our students, staff, and community that every step we take is in service of a brighter, more student-centered future.
Teachers, Leaders, Support Staff Appropriate Knowledge and Competencies Results-Focused Professional Learning Quality Resource Allocation Effective Procedures
Curriculum, Instruction, Assessment Credible and Consistently Implemented Curriculum Embedded Use of High-Leverage Instructional Practices Strategic Use of Assessment Data-Informed Systems of Support
Communication, Culture, Relationships Clear, Accurate, and Timely Communication Responsive and Welcoming Atmosphere Professional, Engaging, and Inclusive Interactions
Safe and Orderly Environment High Quality and Well-Maintained Facilities and Equipment Relevant and Ongoing Training Policies, Procedures, and Safety Plans Embedded into Practice Adherence to Policy and Procedure by Students, Staff, and Patrons
Systems of Operations Frequent and Reliable Collaboration Effective Distribution of Resources Consistently Applied Standard Operating Procedures Accountability Processes
Turning Vision into Action
2025/2026 Strategic Plan
Our commitment to student success starts with a clear vision and is driven by purposeful action. The Strategic Plan serves as our roadmap, turning the district’s Strategic Model into measurable progress that makes a real difference in our schools and classrooms.
Focus — Impact — Actions
This plan is a catalyst for change. By focusing on high-leverage practices and shifting behaviors, the Strategic Plan drives improvements that directly impact student outcomes. Every initiative is carefully aligned with our strategic goals, ensuring that our efforts are both intentional and effective.
Empower teachers, leaders, and support staff through targeted training, clear expectations, and accountability systems that foster confident, effective decision-making at all levels.
Improved clarity, consistency, and capacity across roles will enhance employee performance, increase job satisfaction, and support student success through stronger leadership and support systems.
Actions include: – Redefine and clarify job descriptions – Implement training modules – Provide leadership development – Establish accountability measures
Schools will implement the TCSD Guide for the CFA Cycle Development Process.
Actions include: – District leaders meet with principals after each Professional Learning Day – Celebrate successful implementations
Communications Team Implement a comprehensive communication tool to consolidate parent and student communications.
CSTAG Threat Assessment Teams All schools will have trained, certified multidisciplinary teams.
Timekeeping System Implement a district-wide timekeeping system to improve accuracy and efficiency.
Empowering Our People
Teachers, Leaders, Support Staff
Supporting the People Who Make Our Schools Work
Tooele County School District remains committed to supporting the educators, leaders, and staff who serve our students every day. In 2024–25, a key goal was to improve access to essential resources through the development of a digital employee handbook.
Listening and Adapting Feedback revealed the need for a more flexible tool. The district paused development to reassess and refine its approach.
Improving Access to Information Efforts focused on identifying frequently requested resources and improving website navigation.
Building a Stronger Foundation This process highlighted the importance of collaboration and adaptability.
Strengthening Academic Foundations
Curriculum, Instruction, Assessment
Commitment to High-Quality Learning Instructional Alignment & Assessment Practices Curriculum Development & Academic Growth
Kindergarten proficiency continues to rise: – 77% in 2024–25 – 74% in 2023–24 – 61% in 2022–23 – 54% in 2021–22
A new math curriculum was adopted, and curriculum maps were introduced.
Continuous Improvement & External Feedback OLAG Audit feedback will inform future goals.
Unifying Our Voice
Communication, Culture, Relationships
Clear Communication The Monthly DIME was launched to streamline internal communication.
Monthly DIME A brief, consistent update posted monthly to reduce inbox clutter and centralize information.
Proactive Assessment
Safe and Orderly Environment
Enhanced Safety Tools and Infrastructure Updated facility maps added to E3 Regular emergency drills documented in E3 New schools integrated into the platform
Emergency Preparedness and Response Full implementation of the E3 platform All staff trained by November 2024
Enhancing Efficiency and Accountability
Systems of Operation
Behind-the-Scenes Improvements System integration across departments Data exchange development Staff account provisioning Single Sign-On expansion Security enhancements
Leading with Purpose
Board of Education
Melissa Rich, President Robert Gowans, Vice President Todd Thompson, Board Member Scott Bryan, Board Member ValaRee Shields, Board Member Emily Syphus, Board Member Elizabeth Smith, Board Member
Districts 1–7 listed
The Board guides district vision, approves budgets, and supports student-first decision-making.
Celebrating Excellence Across Our District
2024/25 Annual Recognition Awards
Administrator of the Year Kalem Norton — Tooele Junior High Principal
Certified Employee of the Year Jose Pablo De La Cruz Rodriguez — DLI Teacher, Middle Canyon Elementary
Support Professional of the Year Kimberlie McCormack — Clarke N. Johnsen Junior High
Certified Non-Teacher of the Year Nate Pollmann — Adapted PE Teacher
Preparing Students for Life Beyond Graduation
Career and Technical Education
CTE certification rates increased 10.9%.
What’s Working Pretesting, retakes, supportive classrooms.
Looking Ahead Pretesting licenses secured through 2026–27.
Why CTE Matters CTE concentrators graduate at 96.8% in Utah.
2024–2025 CTE Certification Highlights 14,970 tests administered 7,602 certifications earned (50.8%) 12,352 pretests (360% increase) 1,285 retakes (8.6%) Certification totals have doubled since 2021
Celebrating Culture and Community
Culture & Dual Language Immersion
Culture Fest District-wide celebration featuring performances, cultural booths, food trucks, and more.
Dual Language Immersion 2,400 students enrolled across six languages All DLI schools surpassed 50 first-grade enrollments
Enrollment Snapshot: Spanish 720 Portuguese 643 French 366 Chinese 265 Russian 240 German 211
Igniting Passion for Learning
Gifted & Advanced Learning Opportunities
GEM (Elementary) 225 students in grades 3–6 First full cohort completed the program
PEAK (Junior High) 150 students Expanding to 8th grade in 2025–26
High School Advanced Opportunities AP and CE courses 57% of AP world language students scored 3+
Empowering People
Human Resources
Serving 2,200 employees 390 transitions out of the district 2,300 volunteers 76 educators in APPEL 15 earned full credentials 84% of certified staff hold professional licenses
Substitute Support 115 daily requests 238 peak day 255 new substitutes 6 scholarships awarded
Behind the Scenes 1,700 background checks 600 job postings 1,800 personnel actions 2,000 phone calls in four months
Supporting Every Learner, Every Day
Special Education
2,477 students served (16%) Improved evaluation timelines Improved statewide assessment proficiency Focus on reducing disparities and improving transitions
Unified Sports Increased participation and championship wins
Unified Sports Goals: – Break down barriers – Reduce stigma – Build community – Promote teamwork – Foster long-term relationships
Student Success Aide Program 49 at-risk students supported 22 seniors graduated
Powering Progress Behind the Scenes
Technology
Major Projects & Upgrades – Upgraded devices at 11 schools – Secured $375,000 in E-rate funding – Integrated technology at new schools
Strengthening Security Expanded MFA Upgraded firewalls Improved access controls
Streamlining Access Expanded SSO Integrated Clever, EdFi, Amazon Business
Responsive Support 1,721 help desk calls 1,943 password resets (41% from 7th and 9th graders)
Tooele County School District Schools
Elementary Schools Anna Smith, Copper Canyon, Grantsville, Ibapah, Middle Canyon, Northlake, Old Mill, Overlake, Rose Springs, Settlement Canyon, Stansbury Park, Sterling, Twenty Wells, Vernon, West, Willow
Junior High Schools Clarke N. Johnsen, Grantsville, Stansbury*, Tooele
High Schools Blue Peak, Deseret Peak*, Dugway, Grantsville, Stansbury, Tooele, Wendover
Specialty Schools Adult Education Community Learning Center Digital Education Center Preschools
(*Opening 2025/26)
Contact Us
Phone: 435-833-1900 Email: info@tooeleschools.org Address: 92 Lodestone Way, Tooele, UT
2024
Printable 2024 Superintendent's Annual Report
Superintendent’s Annual Report 2024 Tooele County School District 92 Lodestone Way, Tooele, UT 435‑833‑1900 www.tooeleschools.org
MESSAGE FROM THE SUPERINTENDENT
Dear Employees, Students, Parents, and Community Members,
I am excited to share the annual report for the Tooele County School District (TCSD). I am grateful for your support and dedication to our educational community.
TCSD Employees: We have incredible teachers and staff. I am thankful for your commitment to our students; each day, you ensure our schools are safe with a nurturing learning environment. Our students have a range of needs that you address daily; meeting our students’ emotional and physical needs paves the way for academic learning and growth.
TCSD Students: I love being in class with you. My two favorite days are the first day of school and the last. Your learning happens in class and during extracurricular activities between those two days. Your desire to learn inspires us all; you are the reason we love our jobs. Strive to be better today than you were yesterday. Each day you improve, you are winning. Make it your goal to win each day.
TCSD Parents: We have exceptional parental involvement in each of our schools. Thank you for supporting our teachers and administrators; thank you for trusting in our school system. Your partnership is invaluable. As you visit our schools, volunteer, and help with homework and projects, your involvement is vital to your students’ and our school district’s success. We appreciate your willingness to help when there is a need.
TCSD Community Members: Tooele County is a great place to live and raise children. We have tremendous partnerships with many businesses, making life better for our students. I appreciate your commitment to the youth of Tooele County. Your support of the school district allows us to provide well‑rounded educational opportunities for students.
As we begin the 2024–25 school year, our commitment to academic excellence remains steadfast while we strive to provide a nurturing environment that fosters growth and success for all.
I encourage everyone to commit to elevating education throughout Tooele County. Thank you for your ongoing support and dedication.
Warmest regards, Dr. Mark Ernst, Superintendent
DISTRICT QUICK STATS 2023–2024
Students: 15,588 Schools: 27 Square Miles Covered: 6,941
TCSD Employees: 2,274 • Teachers: 917 • Other Certified: 95 • Classified: 1,262
2023–2024 Employee Turnover • Certified Retired: 22 • Classified Retired: 9 • Certified Resignation: 64 • Classified Resignation: 282
STRATEGIC MODEL A Framework for Comprehensive Success
The Tooele County School District’s strategic model guides efforts to become a comprehensively sound school district. It ensures all focus areas and initiatives are purpose‑driven and aligned with goals for student success. Clear metrics allow systematic monitoring of progress, growth, and accountability.
Teachers, Leaders, Support Staff • Appropriate knowledge and competencies • Results‑focused professional learning • Quality resource allocation • Effective implementation of policy and procedures
Curriculum, Instruction, Assessment • Credible and consistently implemented curriculum • Embedded use of high‑leverage instructional practices • Strategic use of assessment • Data‑informed systems of support
Communication, Culture, Relationships • Clear, accurate, and timely communication • Responsive and welcoming atmosphere • Professional, engaging, and inclusive interactions
Safe and Orderly Environment • High‑quality, well‑maintained facilities and equipment • Relevant and ongoing training • Policies, procedures, and safety plans embedded into practice • Adherence to policy and procedure by students, staff, and patrons
Systems of Operations • Frequent and reliable collaboration • Effective distribution of resources • Consistently applied standard operating procedures • Accountability processes
STRATEGIC PLAN 2024–2025
The strategic plan puts the strategic model into action by shifting behaviors and focusing on high‑leverage practices that directly impact student outcomes.
GOAL: Implement an improved process for updating and utilizing an employee handbook. IMPACT: Enhances efficiency, increases satisfaction, and improves informed decision‑making. ACTIONS: • Work with IT and Communications to develop the platform • Establish an actionable timeline • Utilize stakeholder input
GOAL: Provide professional learning to principals on the Common Formative Assessments (CFA) philosophy and development process. IMPACT: Prepares principals to lead CFA work the following year. ACTIONS: • Complete principal leadership lessons • Conduct pre‑ and post‑surveys on CFA concepts
GOAL: Establish a comprehensive monthly update for staff. IMPACT: Centralized, streamlined internal communication. ACTIONS: • Communications compiles updates after monthly leadership meetings • Post on Staff Login portal • Send all‑staff email notification • Maintain archives
GOAL: Train staff on the Emergent 3 (E3) emergency response platform and incorporate it into drills. IMPACT: Standardized safety procedures and increased reassurance for stakeholders. ACTIONS: • Ensure staff access to E3 • Provide training • Conduct monthly drills • Evaluate effectiveness
GOAL: Improve system‑to‑system communication between department software programs. IMPACT: Enhances efficiency, accuracy, reliability, and reduces data duplication. ACTIONS: • Connect Active Directory, School ERP Pro, and Ed‑Fi • Implement single sign‑on • Improve data security
TEACHERS, LEADERS, SUPPORT STAFF “Find your home at Tooele County School District.”
TCSD is committed to achieving the best outcomes in every situation. Educators, leaders, and support staff work collaboratively to provide exceptional educational experiences. Continuous improvement is essential for everyone.
This year, TCSD conducted a thorough review of personnel systems to improve the experience of new employees. With the review complete, implementation of improvements will continue.
CURRICULUM, INSTRUCTION, ASSESSMENT
The Teaching and Learning Department focused on improving instructional quality and consistency through calibration visits and collaboration with school administrators.
Key Highlights: • Updated nearly all curriculum guides to align with Utah Core standards • Increased kindergarten literacy proficiency from 51% in September to 69% in December • Adopted a new K–12 math program after extensive evaluation
Three‑Phase Model: Study — Collaborated with district leaders to build understanding Train — Provided year‑round principal training Implement — Schools applied practices with support
COMMUNICATION, CULTURE, RELATIONSHIPS
TCSD is committed to openness, unity, and diverse viewpoints. The Culture, Communications, Relationships Committee strengthened communication and community connection.
A major initiative was the launch of Elevated Insights: A TCSD Podcast, hosted by the superintendent.
Podcast Highlights: • Season One: 26 episodes • Over 10,000 total listens as of August 1, 2024 • Most popular episode: Episode 21 (Fresh Fruits and Vegetables Program) with over 1,600 listens • 800% increase in listens from the first 13 episodes to the second 13 episodes
SAFE AND ORDERLY ENVIRONMENT (Section header present; no additional text provided in document.)
SYSTEMS OF OPERATION
TCSD is committed to enhancing community engagement and operational efficiency. The Building Rental Coordinator improved communication, organization, and community relationships.
A new website centralizes facility rental information, improving transparency and accessibility.
Renter Demographics: • District Expanded: 9.8% • Non‑Profit: 34.1% • Commercial: 56.1%
Booking Summary: • Total Bookings: $192,728.77 • Approved: 50.4% • Pending: 18.8% • Declined: 18.7% • Canceled: 12.1%
BOARD OF EDUCATION
The Board of Education oversees educational policies and district operations, ensuring high‑quality education and transparent governance.
Board Members: • Melissa Rich, President, District 6 • Robert Gowans, Vice President, District 1 • Julia Holt, District 2 • Scott Bryan, District 3 • ValaRee Shields, District 4 • Emily Syphus, District 5 • Elizabeth Smith, District 7
SPECIAL EDUCATION
In 2024, TCSD served 2,423 students with disabilities. The district focuses on academic and social success through evidence‑based practices and personalized support.
Highlights: • Inclusive learning environments • Tailored support across settings • Over 100 special education teachers and specialists
ANNUAL RECOGNITION AWARDS
Administrator of the Year: Camille Hansen Classified Employee of the Year: Jennifer Benson Certified Employee of the Year: Madison Caldwell
CTE PATHWAYS
District Totals: • Students earning a CTE Pathway: 676 • Total CTE Pathways earned: 1,159 • Total graduates (Class of 2024): 1,236 • Percentage receiving a CTE Pathway: 55%
Career and Technical Education provides structured training, leadership opportunities, and recognized pathways toward careers and college degrees.
DEPARTMENT HIGHLIGHTS
Federal Programs • Title I: 5 Schoolwide, 2 Targeted Assistance • Title III: 1,171 English Learners • Title VI: 191 Native American Education Program students
School Nurse Program • 7 full‑time nurses • 650 documented health concerns
Youth in Custody • Students assigned mentors
McKinney‑Vento • 237 students experiencing homelessness • Support provided at back‑to‑school festival and throughout the year
School Counseling • 10 elementary counselors • 27 secondary counselors
Social Workers • 7 social workers and interns • Average 25 students seen weekly
Prevention • Tough Kid Training: 140+ staff trained • CHAMPS Training: 120 teachers trained
STUDENT SERVICES
Student Services supports students, families, and staff by strengthening physical, social, and cognitive wellness and ensuring safe, equitable learning environments.
STUDENT INVOLVEMENT (Section header present; no additional text provided.)
DUAL LANGUAGE IMMERSION Bridge Program
The DLI Bridge Program offers three 3000‑level college credit courses for students who pass the AP test. Utah is the only state with a bridge program accepted by all public universities.
Students can graduate only a few classes short of a minor. They also develop bilingual and biliterate skills.
Student Reflections: • Hunter, Grantsville High (French) • Liddie, Tooele High (Chinese) • Evelyn, Wendover High (Spanish)
TOOELE EDUCATION FOUNDATION
Donation Categories: • In‑Kind Donations • Scholarships • Support for Arts/Clubs/STEM • Students in Need • Ophir Classes and Learning Center • Support for Teachers • Other Donors
Percentages shown: • 7.2% • 73.4%
ENERGY DEPARTMENT
The Energy Department monitors building usage and energy efficiency to support sustainability.
Highlights: • LED lighting upgrades saving an estimated 292,000 kWh • $75,000 in rebates from Rocky Mountain Power • Smart irrigation clocks installed • Improved lighting control panels • Professional boiler tuning for improved gas efficiency
SCHOOL LISTINGS
Elementary Schools: Anna Smith, Copper Canyon, Grantsville, Ibapah, Middle Canyon, Northlake, Old Mill, Overlake, Rose Springs, Settlement Canyon, Stansbury Park, Sterling, Twenty Wells, Vernon, West, Willow.
Junior High Schools: Clarke N. Johnsen, Grantsville, Tooele.
High Schools: Blue Peak, Dugway, Grantsville, Stansbury, Tooele, Wendover.
Specialty Schools: Adult Education, Community Learning Center, Digital Education Center, Preschools.
2023
Printable 2023 Superintendent's Annual Report
Superintendent’s Annual Report – September 2023 Tooele County School District
SUPERINTENDENT’S ANNUAL REPORT SEPTEMBER 2023 TOOELE COUNTY SCHOOL DISTRICT EDUCATION ELEVATED
A WORD FROM THE SUPERINTENDENT
Dear Parents, Teachers, Staff, Students, and Community Members,
I hope this message finds you in good health and high spirits. Thank you for your support and dedication to our educational community.
I acknowledge the incredible efforts of our teachers and staff. Your commitment to providing a safe and nurturing learning environment is commendable. Your adaptability and creativity ensure our students continue to thrive academically and emotionally.
To our students, your eagerness to learn, engage, and support one another inspires us. Your education occurs daily in our school buildings and throughout our community. Every challenge you overcome and every lesson you learn shapes your character and prepares you for the future.
To our parents, thank you for your unwavering support and trust in our school system. Your involvement in academics and school events makes a significant difference in your child’s growth and development.
To our community members, your support and engagement are vital in creating a holistic educational experience. Your encouragement, mentorship, and contributions enrich the lives of our students and provide diverse opportunities.
As we begin the 2023–24 school year, our commitment to academic excellence remains steadfast. We strive to provide a nurturing environment that fosters growth and success for all.
I encourage everyone to commit to elevating education throughout Tooele County.
Thank you for your ongoing support and dedication.
Warmest regards, Dr. Mark Ernst, Superintendent
WHY A STRATEGIC MODEL
A strategic model drives a systematic approach to becoming a comprehensively sound school district. It illustrates the purpose of our focus, activity, and efforts. Metrics for each component inform progress, highlight growth, and hold us accountable for student success.
2023–2024 STRATEGIC PLAN GOALS
• Implement a swift, efficient, and informative onboarding process so new hire requests are generated within 24 hours and new employees begin work within 3–5 days after the hiring process starts. Impact: Faster onboarding improves staffing efficiency and training quality.
• Provide professional learning to principals on the TCSD Guaranteed and Viable Curriculum (GVC) philosophy, development process, and implementation. Impact: Principals will be prepared to lead GVC work in the following school year.
• Produce a weekly podcast hosted by the superintendent to highlight educational topics through personal experiences and guest insights. Impact: Strengthens community bonds and connection.
• Facilitate training for staff and students on current safety procedures and protocols. Impact: Standardized safety practices provide reassurance and preparedness.
• Continue training employees and improving the reservation program to effectively distribute district resources for stakeholder and community use. Impact: Improves communication, tracking of building usage, labor, efficiencies, and standardizes rental fees.
ACTIONS
• Establish an actionable timeline for onboarding implementation. • Assign lead facilitators for targeted areas. • Conduct monthly meetings for progress and problem‑solving. • Provide leadership lessons and pre‑ and post‑surveys on GVC concepts. • Produce a weekly podcast airing each Wednesday during school weeks. • Share podcast on the Communications webpage and Facebook. • Conduct monthly safety drills and establish consistent routines. • Evaluate properties for safety concerns. • Train School Safety Specialists in all schools. • Provide ongoing leadership training. • Train end‑users on the reservation software and promote the program.
TEACHERS, LEADERS, SUPPORT STAFF
During 2022–2023, TCSD facilitated planning sessions to create a systematic and tiered onboarding protocol for implementation in 2023–2024.
Technology supported the process by adjusting ePar routing to streamline communication. HR shifted many onboarding processes from paper to electronic, increasing productivity and reducing time from hire to start date.
The committee observed new staff orientation and will recommend improvements. The structure and flow of the onboarding process were established, and implementation practices will continue to be refined.
22–23 Highlight: Onboarding processes moved to an electronic system. 23–24 Goal: Implement an improved onboarding process enabling new employees to start within 3–5 days.
CURRICULUM, INSTRUCTION, ASSESSMENT
The Teaching and Learning Department advanced curriculum, instruction, assessment, and educator support during 2022–2023.
• Curriculum calibration observations were completed at a 92 percent rate. • A Guaranteed and Viable Curriculum (GVC) guide was developed. • High‑leverage instructional practices were strengthened through weekly calibration observations. • Assessment teams facilitated weekly calibration to improve assessment practices. • Plans are underway to introduce a data dashboard for timely data access. • Post‑assessment analysis will be a focus for professional learning.
These efforts reflect a commitment to continuous improvement and educator empowerment.
92 percent of scheduled weekly observations were completed between September and December 2022.
COMMUNICATION, CULTURE, RELATIONSHIPS
The focus on communication, culture, and relationships aims to enhance transparency, inclusivity, and educational quality.
22–23 Highlight: A concise monthly board summary was created and shared with stakeholders beginning September 2022. 22–23 Highlight: A new district and school website launched with enhanced accessibility.
23–24 Goal: Introduce “Elevated Insights: A TCSD Podcast” to highlight district stories and perspectives.
SAFE AND ORDERLY ENVIRONMENT
The Safe and Orderly Environment component reflects strategic initiatives and organizational adjustments.
• A change occurred in the Safety and Security Director role. • School Resource Officers supported safe learning environments. • School Safety Specialists were introduced, trained, and integrated into threat assessment processes. • Implementation of Bark, an electronic monitoring service, is underway to enhance safety related to self‑harm or suicidal content. • SAFE UT tips continue to be monitored by police, administrators, and Student Services.
SYSTEMS OF OPERATIONS
The Systems of Operations Department oversees facility maintenance, transportation, security systems, energy management, custodial support, and new construction.
Strategic goals include improving proficiency and training in the Facilitron reservation system and reviewing facility usage data.
Facilitron enables facility rentals while collecting documentation for risk management. The district generated over $39,500 in income from facility use in the past year.
Operational Data: • 1,330,240 school meals served • 2,441,736 square feet maintained • 987,292 bus miles traveled • 130 acres of lawn mowed
TCSD AT A GLANCE
Ranked #1 for Annual Average Employment in Tooele County 1:1 personal learning devices for all students 6,941 square miles covered by TCSD 15,692 students 27 schools
Student Enrollment: • 7,466 elementary • 2,312 junior high • 5,663 high school • 251 digital education
Staff: • 2,218 total active employees • 1,384 full‑time • 834 part‑time • 287 new hires in 2022–2023 • 366 employees retired or left in 2022–2023 • 817 certified teachers • 87 administrative • 31 other admin/classified • 458 paraprofessionals/aides • 709 other classified • Active substitutes (ESS)
ADMINISTRATOR OF THE YEAR Jeff Zaleski, Twenty Wells Elementary Principal Recognized for exceptional leadership during the establishment of Twenty Wells Elementary, maintaining positivity, providing feedback, and fostering belonging.
CERTIFIED EMPLOYEE OF THE YEAR Teresa Hansen, Twenty Wells Elementary Teacher Praised for academic excellence, teamwork, adaptability, and student success.
CLASSIFIED EMPLOYEE OF THE YEAR Seth Anderson, Operations Recognized for HVAC expertise, collaboration, and long‑term problem‑solving.
CTE PATHWAYS
Career and Technical Education provides pathways for students to succeed in secondary and post‑secondary education. Programs range from Agriculture to Computer Science and IT.
Students participate in leadership organizations and achieve success at state and national levels.
DUAL LANGUAGE IMMERSION
TCSD is one of Utah’s most active DLI participants, offering six languages across eight elementary schools.
Benefits include: • High proficiency in immersion languages • Above‑average English test performance • Improved cognitive skills • Positive cultural attitudes • Preparation for global opportunities
The first DLI cohort, now in 9th grade, completed AP and NEWL assessments. Seventy‑nine freshmen passed, compared to an average of 12 in previous years. Students may now advance to 3000‑level college courses as sophomores.
TRANSPORTATION
• 4 mechanics • 26 bus attendants • 80 bus drivers • 3,827 students transported daily • 987,292 miles traveled (July 1, 2022–June 30, 2023)
STUDENT SERVICES
Student Services supports academic and emotional well‑being.
• 400 mental health grants provided in 2022–2023 • 23 schools received training through Project AWARE • Attendance addressed through a state partnership • National recognition for Goshute tribal language instruction • Testing of Talking Points translation software (Spanish, Russian, Samoan, Italian, Ukrainian, Korean)
HIGH SCHOOL HIGHLIGHTS
TCSD has six high schools, with a seventh under construction.
Enrollment (September 2023): • Blue Peak High – 110 • Dugway School – 33 • Grantsville High – 1,142 • Stansbury High – 2,334 • Tooele High – 1,920 • Wendover High – 124
TECHNOLOGY
• 54,200 website clicks in August 2023 • 16,113 Chromebooks issued • 3,820 new Chromebooks issued • 6,454 technology items processed for the new school year
TOOELE EDUCATION FOUNDATION
The Tooele Education Foundation (TEF) supports teachers and students through programs, projects, and supplemental funding.
TEF Donations 2022–2023: • Ophir Classes and Learning Center: $236,344 • Other Donations: $11,313 • Students in Need: $18,000 • Arts/Clubs/Science: $53,284 • In‑Kind Donations: $513,600.85 • Scholarships: $76,600
SCHOOL LISTINGS
Elementary Schools: Anna Smith, Copper Canyon, Grantsville, Ibapah, Middle Canyon, Northlake, Old Mill, Overlake, Rose Springs, Settlement Canyon, Stansbury Park, Sterling, Twenty Wells, Vernon, West, Willow.
Junior High Schools: Clarke N. Johnsen, Grantsville, Tooele.
High Schools: Blue Peak, Dugway, Grantsville, Stansbury, Tooele, Wendover.
Specialty Schools: Adult Education, Community Learning Center, Digital Education Center, Preschools.