Mitchell County Schools
Welcome, Guest! | Login
Search
MCS Strategic Plan 2011-2016

 

 

 

 

 

 

 

Mitchell County Schools

2011-2016 Strategic Plan

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Dr. M. Brock Womble, Superintendent

Strategic Planning Team


 


Angela Atkins

Parent – Greenlee

Angela Burleson

Principal – Mayland Early College

Bill Slagle

County Commissioner

Brandy Stockton

Teacher- Tipton Hill

Bruce Woody

Community Member

Carol Ashurst

Exception Children’s Teacher - Deyton

Chad Calhoun

Dir. Accountability, Fed Prog. & NCWISE

Chris Hollifield

Teacher - Harris

Christina Jenkins

Parent- Buladean

Charles Vines

County Manager

Clayton Roberts

Teacher – Bowman

Curtis Taylor

Business - Bombardier

Darryl Gunter

Parent - Harris

Dean Myers

School Board Member

Donald Street

Sheriff Mitchell County

Dr. Morgen Houchard

Dir. Curriculum, Instruction & Tech.

 

 

Ed Duncan

Teacher - MHS

Gina Phillips

Business - Great Meadows

Jack Brooks

Principal

JC Briggs

Parent - Mayland Early College

Jeff Gouge

Business - Gouge Oil

Jeff Harding

School Board Member

Joe Street

County Commissioner

Justin Hollifield

Teacher - Greenlee

Keith Holtzclaw

Business- Blue Ridge Regional Hospital

Ken Hollifield

County Commissioner

Kim Greene

Business- Juvenile Court Counselor

Kim Hodshon

Teacher /CTE Director

LeRoy Ledford

County Commissioner

Lori Gilcrest

Communities in Schools

Mark Woody

Principal

Marvin Miller

County Commissioner


 

Strategic Planning Team


 

Matt Hollifield

Counselor

Michelle Lord

Teacher -Gouge

Misty Hughes

Parent - Tipton Hill

Pat Silver

School Nurse

Phillip Fry

State Representative

Ralph Hise

State Senator

Randy Bonner

Parent- Deyton

Reid Duncan

Business- Bakersville Comm. Med Center

Richard Canipe

Business- Town of Spruce Pine

Rick Spurling

Associate Superintendent

 

Rodney Slagle

Principal

Roger Burleson

Board of Education

Sam Blevins

School Board Member

Sherry Bell

EC Director

Stacey Lane

Penland School - Parent- Gouge

Stephanie Birchfield

Teacher Assistant – Buladean

Steve Wilson

Parent- Bowman

Ted McEntire

District Court Judge

Tommy Ledford

Board of Education

Wanda King

Parent- MHS



Why Develop a Strategic Plan?

 

Strategic Planning is a continuous and systematic process where people make decisions about intended future outcomes, how outcomes are to be accomplished and how success is measured and evaluated.

 

Key words in this definition include:

 

  1. continuous - Strategic planning is ongoing; it does not end with the publication of a plan; its success depends on it purposefully becoming an uninterrupted, and never-ending cycle.
  2. systematic - Any effective strategic planning process has a deliberate and specific methodology and a sequence of events; it is never haphazard.
  3. process - The value of strategic planning lies more in the journey than the destination. While strategic planning must indeed produce a product, a strategic plan document, the primary value comes from the teamwork, vision, commitment to and ownership of organizational success the planners gain through the process of making the decisions the document contains.
  4. people - A strategic planning process must involve all the right people, and those people must be ready and willing to contribute to the process.
  5. decisions - Strategic planning is a decision-making process. Organizations that are ready to plan strategically have leaders who are ready to make decisions.
  6. outcomes - Strategic planning addresses external results, or the organization's effects on the outside world, particularly how it affects its customers. An old adage states: "If you don't know where you're going, any road will take you there." Strategic planning is primarily about defining where "there" is, a type of roadmap outlining the outcomes and results designed to be achieved throughout the journey.

2007-2010 Strategic Plan

Mitchell County Schools recently completed its 2007-2010 strategic plan.  The school district realized many important achievements during this period.

 

1.            The number of National Board Certified Teachers increased from 15 in 2007 to 42 in 2010.

2.            *Mitchell County Schools had 100% of its faculty to met highly qualified status for 2010-11.

3.            *The teacher retention rate for Mitchell County Schools for 2009-10 was 98.5%.

4.            In 2010, 7 of 9 schools made high growth status.

5.            In 2010, 8 of 9 schools made at least expected growth.

6.            Mitchell High School achieved an 82.4% Performance Composite in 2009-2010 up from 67.4%.

7.            Mayland Early College had a 96.7 % Performance Composite in 2010.

8.            *Math scores in grades 3-8 increased from 67.4% at or above grade level, in 2007-2008 to 86.2% at or above grade level in 2009-2010.  *Reading scores in grades 3-8 increased from 57% at or above grade level, in 2007-2008, to 74.9% at or above grade level in 2009-2010. 

9.            *Science scores in 5th grade increased from 42.7% at or above grade level, in 2007-2008, to 80.5% at or above grade level in 2009-2010. 

10.        *Science scores in 8th grade increased from 50.6% at or above grade level, in 2007-2008, to 78% at or above grade level in 2009-2010. 

11.        *The 2010 SAT score was 1013

12.        The graduation rate increased from 61.9% in 2005-2006 to 73.1% in 2009-2010

13.        The Drop Out Rate decreased from 7.08% in 2007-2008 to 3.9% in 2009-2010

14.        Mitchell County Schools had the state’s 3rd lowest Teacher Turnover Rate in 2008-2009.

15.        Teacher Working Conditions were reported to have significantly improved from 2008 to 2010. Ninety-six percent (96%) of school personnel indicated that there is an atmosphere of trust and respect with their school and their school was a good place to work and learn.

16.        *The percentage of students suspended for ten days or less (3.64/100) in 2009-2010 was the fourth lowest in North Carolina.

17.        Regular communication documents are distributed at the school and district level.

* Above the North Carolina Average

 


2011-2016 Strategic Plan

 

Mitchell County School is a public school system nestled in the beautiful Blue Ridge Mountains of western North Carolina.  Nine schools, including one high school, one early college, two middle schools, four elementary schools and one primary school serve 2200 students in grades Kindergarten through 12.  Mitchell County Schools is fully accredited by the Southern Association of Colleges and Schools.

 

Significant budget reductions for the 2011-12 school year place Mitchell County Schools is at an important point in its history. Strategic planning positions the school district to align its resources with its mission.  This strategic plan is the result of months of work by our community and the educators of Mitchell County. It provides the direction for strategic activities for the next five years.

 

Why do we need a long-term strategic plan? With our limited resources, we need to be focused on the goals and strategies that will best prepare all our students for college, career and life in a globally competitive environment. That means being fully transparent in the decisions we make to guide this school district, setting priorities and sticking to them, and concentrating our resources on the programs, practices and staffing that will best serve our students in achieving academic success.

 

These ambitious goals have been set to challenge us to move our school districts to the highest performance levels possible. We have to aim high because we are preparing students for success in a world in which many of the jobs they will be holding have not even been created. The actions steps in this plan are designed to help us reach those goals.

 

This plan requires a compact with the Mitchell County community and the families of our students.  It is our responsibility to have highly effective teachers in every classroom. If Mitchell County families get their children to school on time with no unexcused absences, make sure they do their homework, and the students exhibit proper behavior, then we will be responsible for making sure the students perform at or above grade level. If they stay with us through graduation, they will graduate ready for college, career and life.

 

The plan’s success also calls for a commitment from the greater Mitchell County community to work with us to provide those services and supports some of our students need to overcome the challenges in their lives that may affect their readiness to learn.

If we work together and implement the work in this plan, we can close achievement gaps, prevent students from dropping out, and raise the level of achievement for all our students so that every student graduates ready for college, career and life in a continually changing, highly competitive and very exciting world.

 

Mitchell County Schools is dedicated to continuous improvement.  Having recently completed the 2007-2010 strategic plan, the Board of Education approved the superintendent’s recommendation to commission the development of a new strategic plan.  The superintendent secured a consultant to lead the process, which began with a meeting of the consultant and central level administrators on November 1, 2010.  A two- day strategic planning session was held on January 24-25, 2011.  The planning team developed a vision, mission, core values and beliefs, and conducted an analysis of the strengths, weaknesses, opportunities and threats facing the school district.  The analysis revealed strategic priorities, goals, strategies and how the progress of the execution of the strategic plan will be measured.

 

Vision

 

Mitchell County Schools will be a school district in which every student will graduate, locally and globally competitive and college/career ready.

Vision: Defines the desired or intended future state of an organization or enterprise in terms of its fundamental objective and/or strategic direction. Vision is a long-term view, describing how the organization would like the world to be in which it operates.

A vision statement outlines what the organization wants to be, or how it wants the world in which it operates to be. It concentrates on the future. It is a source of inspiration. It provides clear decision-making criteria. The vision statement is the commitment to create a reality that currently does not exist. An organizational “To-Be” three to five years out.

 

Mission

 

Our mission is to collaborate with families and community partners to provide a safe, caring, and engaging learning environment that prepares graduates to become responsible citizens in a diverse, global society.

Mission: Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its vision. It is sometimes used to set out a "picture" of the organization in the future.

A mission statement provides details of what is done and answers the question: "What do we do?"  The mission statement describes what the school district will do to realize its vision and provides the fundamental purpose of the organization.  It identifies the desired level of performance.

 

Core Values and Beliefs

 

Diversity – Students have distinct needs and goals and deserves unique relationships

Collaboration/Accountability – We hold ourselves accountable for building relationships that expand opportunities for students

High Expectations/Hard work – The highest level of personal responsibility and a high work ethic produce positive results

Adaptability/Innovation – Producing successful 21st century learners requires creatively approaching challenges and opportunities

Integrity – Respect and honesty in everything, by everyone, is the core of ethical practice

Compassion – Empathy and kindness build strong school communities.

Core Values and Beliefs: Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture and priorities and provide a framework in which decisions are made.  The core values and beliefs are the principles that guide the school district.

 

SWOT Analysis

 

The Strategic Planning Task Force conducted a SWOT analysis of the environment within which Mitchell County Schools exists.  The task force found that numerous strengths and opportunities exist that will serve the school system well.  They also found weaknesses and threats that must be addressed for the school system to perform at its highest performance level.

 

Strengths (Internal)

Small size school system

Highly qualified teachers

Strong community partnerships

Excellent technological resources

Strong data

 

Weaknesses(Internal)

Limited resources

Lack of parent involvement

Communication and follow-up

Public relations

School/student relations

LEP/ESL Resources

Opportunities (External)

Collaboration with the business community

Volunteerism

Cultural diversity and pride

Capitalizing on successful current education practices, ie, 1:1 laptop initiative

Greater visibility/presence in home and community

Internal collaboration

Threats (External)

Lack of value/understanding education (public perception)

Funding

Population decline

Family issues (substance abuse, domestic violence, loss of core family, poverty)

Physical, mental, behavioral issues

 

The SWOT is an analysis of the environment within which the strategic plan was developed and is to be implemented. It includes strengths to be maximized, weaknesses to overcome, opportunities to take advantage of and threats to be met.

 

 

 

Strategic Priorities

 

Strategic Priorities are the major areas of institutional focus that were derived from the SWOT analysis.  The strategic priorities identified by the strategic planning team were:

 

High Student Performance

The purpose of school is student performance and every school system must keep its focus on student performance. 

 

Public Relations and Effective Communication

Mitchell County Schools is a very good school system and is serving its students very well.  The strategic planning team determined that the message of how well the school system was doing was not being properly communicated and was having a negative impact on the perception of the school system within the Mitchell County community.  The school system seeks a better relationship with the community and increased support for its mission to prepare its graduates to become responsible citizens in a diverse, global society.

 

Collaboration

Collaboration, both inside and outside the school system was determined to be an area that required focus from the school system in order to promote efficiency and generate support.  The school system will devote time, energy and support to the cause of collaborating with all of its publics.

 

GOALS are the milestones the organization aims to achieve that evolve from the strategic priorities. They transform strategic issues into specific performance targets that impact the entire organization.

 

 

Strategic Plan at a Glance

 

Strategic Priority – High Student Performance

 

Goal 1 -Teach all students to highest performance level

1.1   Establish curricula in every academic discipline that prepares all students to be college and career ready.

1.1.1   Review the NC Standard Course of Study for every course and determine the essential skills to be taught.

1.1.2   Evaluate, revise or develop pacing guides and curriculum maps for every course to facilitate instruction of essential skills.

1.1.3   Prepare all students to be able to achieve high performance (Level 4) on state assessment measures.

1.2   All staff will utilize research-based best instructional practices.

1.2.1   Identify and evaluate the current instructional practices being used by teachers within the district.

1.2.2   Determine the existing best practices that will continue to be utilized and those that will be implemented at applicable grade levels and departments.

1.2.3   Evaluate the degree to which these research-based strategies are being used and the existing level of competency on the use of these strategies.

 

Goal 2Grading Practices

2.1   Design and deliver a consistent K-12 system for gathering, reviewing, using, and reporting student achievement data

2.1.1   Revise grading practices so one can distinguish between work habits and attainment of skills, strategies, and content so that a grade reflects the student’s ability to demonstrate what he/she has learned.

 

Goal 3 - Benchmark Assessments

3.1   Develop a data analysis system that will enable effective monitoring and benchmarking of student performance.

3.1.1    Establish and implement a process for analyzing student performance data.

3.1.2    Develop and implement a systematic plan to utilize the data in instructional planning.

 

Goal 4 - Strengthen Instruction to Vulnerable Students

4.1   Develop and implement Professional Learning Communities (PLCs) in all schools and the central office.

4.1.1   School level administrators and all teachers in each building and program are trained in PLCs.

4.1.2   All central office administrators are trained in PLCs.

4.1.3   Strategically schedule regular and ongoing time for building level PLCs to meet within each building and across the district to review student work and achievement results in order to make instructional decisions.

4.2   Improve LEP/ESL Resources

4.2.1   Assess the current LEP/ESL program and available resources and revise to make the program more robust and provide appropriate resources.

4.3   Target students who perform in the lowest third of each performance level.

4.3.1   Identify these students in the summer and determine the instructional practices and support needed to strengthen their performance.

4.3.2   Through PLCs, develop a personalized education plan (PEP) for each student.

 

Strategic Priority - Public Relations and Effective Communication

 

Goal 5 - Public Relations and Communication Evaluation

5.1    Evaluate the Mitchell County Schools public relations and communication systems.

5.1.1   Appoint a public relations and communication task force that includes internal and external members.

5.1.2   Secure a consultant to complete an external audit of the school district’s public relations and communication program and make recommendations for improvement.

5.2    Develop and launch a proactive public relations campaign focused on consistent messaging about achievements, performance and improvements and within the district.

5.2.1   Consistently communicate to internal and external publics the significance of the following attributes:

·      The benefits of the small size of the school district.

·      The presence of highly qualified faculties in the schools.

·      The strong data earned by student performance on state assessments.

·      The very successful instructional practices and programs that already exist within the district.

·      The technology resources that exist in all schools.

 

Goal 6 - Improve the delivery of news and information

6.1    Evaluate existing and develop necessary new district-wide communications policies and procedures

6.1.1   Conduct an analysis of existing policies governing communication.

6.1.2   Propose necessary revisions to existing policies and additional policies needed to enhance the communication efforts of the school district.

6.2    Build capacity among schools and central office to improve communication

6.2.1   Provide professional development to schools and central office leaders in marketing, public and media relations, customer service and other communications skills.

6.2.2   Generate more news about the schools and the district.

6.3  Establish the structure and culture for continuous, accurate, relevant and consistent internal communication.

6.3.1   Develop and implement a centralized, communication system to provide and distribute continuous, accurate, relevant and consistent information across the district.

6.3.2    Employees and school board members utilize the centralized communication system to share positive news related to the district's mission.

6.3.3    Improve the delivery of news and positive messages about MCS among the staff.

6.4  Establish the structure and culture for continuous, accurate, relevant and consistent external communication.

6.4.1   Determine through surveys, etc. what members of the community what they want to know about the schools.

6.4.2   Train faculty and staff in various methods to enhance communication between home, school and community.

6.4.3   Improve delivery of news and positive messages to families, staff and the community

6.4.4   Improve access to district information utilizing existing district and community resources and exploring new avenues.

 

Goal 7 - Elevate the value of education

7.1  Design effective forms of home/school communications about school programs, student progress and the value of education

7.1.1   Each school will conduct a communication audit to assess the strengths and weaknesses during the fourth quarter of each school year

7.1.2   Each school will develop a communications plan for implementation at the beginning of the 2011-12 school year.

7.1.3   Develop a campaign to educate parents and the community on the importance and value of education.

 

Strategic Priority - Collaboration

 

Goal 8 - Increase internal collaboration

8.1   Develop and implement a plan to increase the collaboration between faculty and students in instructional and interpersonal matters

8.1.1   Train faculty and staff in various methods to enhance collaboration between students and teachers.

8.1.2   Utilize professional learning communities as a tool and process to determine individual student needs and how to address those needs.

8.1.3   Create opportunities for students to share information and receive feedback on teacher-student relationships.

8.1.4   Use collaboration as an instructional strategy in classrooms.

8.2   Develop and implement a plan to increase the collaboration between and among faculty within each school and among the schools.

8.2.1   Create new or expand existing processes to create collaborative efforts and strategies.

 

Goal 9 - Increase external collaboration

9.1 Develop new and expand current parent/family involvement programs to help all families establish environments to support children as students

9.1.1   Train faculty and staff in various methods to enhance collaboration between home and school.

9.1.2   Develop and implement plans to deliver information (workshops, websites, courses, open houses, etc.) to parents

9.1.3   Create opportunities for external stakeholders to share information and receive feedback.

9.1.4   Ensure active participation in existing community partnerships to provide face-to-face opportunities for collaboration and understanding.

9.2   Cultivate community and business partnerships

9.2.1   Develop a plan to strengthen the existing community partnerships

9.2.2   Invite all businesses in the county to develop a business/education partnership to provide increased business support for education in the county.

9.3   Enhance the current volunteer program and insure implementation of a comprehensive volunteer program for the district

9.3.1   The district will provide policy, procedures and guidance for volunteer programming.

9.3.2   Schools will establish school and classroom volunteer programs and widely solicit volunteers.

 


Strategic Priority – High Student Performance

 

Goal 1 -Teach all students to highest performance level

Strategies

Measures

Targets

Responsible

1.1  Establish curricula in every academic discipline that prepares all students to be college and career ready.

1.1.1 Review the NC Standard Course of Study for every course and determine the essential skills to be taught.

Number of Standard Course of Study reviews and list of essential skills presented to the Board.

Beginning September 1, 2011 and ongoing until 100% complete

Curriculum Director

1.1.2 Evaluate, revise or develop pacing guides and curriculum maps for every course to facilitate instruction of essential skills.

Number of Pacing Guides and Curriculum Maps Developed/Revised

100% of all reviews and essential skills list approved by the Board

Curriculum Director

1.1.3 Prepare all students to be able to achieve high performance (Level 4) on state assessment measures.

 

Performance Targets

100% of students performing at high levels

Superintendent

Principals

Teachers

Curriculum Director

1.2  All staff will utilize research based best instructional practices.

1.2.1  Identify and evaluate the current instructional practices being used by teachers within the district.

A list of the instructional practices and the evaluation of the practices.

By December 2011

Curriculum Director

Principals

1.2.2  Determine the existing best practices that will continue to be utilized and those that will be implemented at applicable grade levels and departments.

A list of best practices and strategies for implementation

By January 1, 2012

Curriculum Director

Principals

1.2.3  Evaluate the degree to which these research-based strategies are being used and the existing level of competency on these strategies.

A list/report/analysis

By March 1, 2012

Curriculum Director

Goal 2Grading Practices

 

Strategies

Measures

Targets

Responsible

2.1  Design and deliver a consistent K-12 system for gathering, reviewing, using, and reporting student achievement data

2.1.1   Revise grading practices so one can distinguish between work habits and attainment of skills, strategies, and content so that a grade reflects the student’s ability to demonstrate what he/she has learned.

Development and district-wide implementation of new grading program.

By January  1, 2012

Curriculum Director

Principals

Accountability Director

Goal 3 - Benchmark Assessments

Strategies

Measures

Targets

Responsible

3.1  Develop a data analysis system that will enable effective monitoring and benchmarking of student performance.

3.1.1  Establish and implement a process for analyzing student performance data.

Adoption of the process and implementation plan

July 31, 2011

Curriculum Director

Principals

Accountability Director

3.1.2  Develop and implement a systematic plan to utilize the data in instructional planning.

The plan and the implementation plan

January 1, 2012

Curriculum Director

Accountability Director

 

Goal 4 - Strengthen Instruction to Vulnerable Students

Strategies

Measures

Targets

Responsible

4.1  Develop and implement Professional Learning Communities (PLCs) in all schools and the central office.

4.1.1  School level administrators and all teachers in each building and program are trained in PLCs.

The percent of administrators and teachers trained in PLCs

100% by June 2012

Curriculum Director

Principals

4.1.2  All central office administrators are trained in PLCs.

The percent of central office administrators trained in PLCs

100% by June 2012

Superintendent

Curriculum Director

4.1.3  Strategically schedule regular and ongoing time for building level PLCs to meet within each building and across the district to review student work and achievement results in order to make instructional decisions.

Schedule and minutes of PLC meetings

All school and central office PLCs meeting on a regular basis by August 2012

Superintendent

Principals

4.2  Improve LEP/ESL Resources

 

4.2.1  Assess the current LEP/ESL program and available resources and revise to make the program more robust and provide appropriate resources.

LEP/ESL program and resource assessment and revised plan

Review completed by June 2011

Federal Programs Director

4.3  Target students who perform in the lowest third of each performance level.

4.3.1  Identify these students in the summer and determine the instructional practices and support needed to strengthen their performance.

 

List of students instructional practices and support mechanisms

By August 31, each year

Accountability Director

Principals

4.3.2  Through PLCs, develop a personalized education plan (PEP) for each student.

PEPs for each student

By August 31 each year

Principals

 

 

Strategic Priority - Public Relations and Effective Communication

 

Goal 5 - Public Relations and Communication Evaluation

Strategies

Measures

Targets

Responsible

5.1.   Evaluate the Mitchell County Schools public relations and communication systems.

5.1.1  Appoint a public relations and communication task force that includes internal and external members.

List of appointees, first meeting date and minutes of the first meeting.

May 31, 2011

Superintendent

Public Information Director

5.1.2  Secure a consultant to complete an external audit of the school district’s public relations and communication program and make recommendations for improvement.

Contract with a consultant

July1, 2011

Superintendent

Public Information Director

Completed audit and recommendations

October 1, 2011

Superintendent

Consultant

Public Information Director

5.2    Develop and launch a proactive public relations campaign focused on consistent messaging about achievements, performance and improvements and within the District.

5.2.1  Consistently communicate to internal and external publics the significance of the following attributes:

·                 The benefits of the small size of the school district.

·                 The presence of highly qualified faculties in the schools.

·                 The strong data earned by student performance on state assessments.

·                 The very successful instructional practices and programs that already exist within the district.

·                 The technology resources that exist in all schools.

Annual public relations campaign agenda

August 1 each year

Superintendent

Public Information Director

 

Goal 6 - Improve the delivery of news and information

Strategies

Measures

Targets

Responsible

6.1  Evaluate existing and develop necessary new district-wide communications policies and procedures

6.1.1  Conduct an analysis of existing policies governing communication.

Report on policy analysis

August 31, 2011

Superintendent

Public Information Director

6.1.2  Propose necessary revisions to existing policies and additional policies needed to enhance the communication efforts of the school district.

Policy revisions and new policies adopted

October 1, 2011

Superintendent

Public Information Director

 

6.2  Build capacity among schools and central office to improve communication

6.2.1  Provide professional development to schools and central office leaders in marketing, public and media relations, customer service and other communications skills.

Professional Development  completed and roster of participants

December 31, 2011

Superintendent

Public Information Director

 

6.2.2  Generate more news about the schools and the District.

News releases and articles generated by the district

June 30, 2012

Public Information Director

6.3  Establish the structure and culture for continuous, accurate, relevant and consistent internal communication.

6.3.1  Develop and implement a centralized, communication system to provide and distribute continuous, accurate, relevant and consistent information across the district.

New communication system announced and data on its use

December 31, 2011

Public Information Director

 

6.3.2  Employees and school board members utilize the centralized communication system to share positive news related to the district's mission.

Data on the use of the communication system

June 30, 2012

Public Information Director

 

6.3.3  Improve the delivery of news and positive messages about MCS among the staff.

Feedback from staff on improvement efforts

June 30, 2012

Public Information Director

 

6.4  Establish the structure and culture for continuous, accurate, relevant and consistent external communication.

6.4.1  Determine through surveys, etc. what members of the community want to know about the schools.

Data collection instruments and data

June 30, 2012

Public Information Director

 

6.4.2  Train faculty and staff in various methods to enhance communication between home, school and community.

Professional development offered and participant rosters

June 30, 2012

Superintendent

Principals

6.4.3  Improve delivery of news and positive messages to families, staff and the community

Improvement efforts and results

June 30, 2012

Public Information Director

 

6.4.4  Improve access to district information utilizing existing district and community resources and exploring new avenues.

Improvement efforts and new initiatives

June 30, 2012

Public Information Director

 

Goal 7 - Elevate the value of education

 

Strategies

Measures

Targets

Responsible

7.1  Design effective forms of home/school communications about school programs, student’s progress and the value of education

7.1.1  Each school will conduct a communication audit to assess the strengths and weaknesses during the fourth quarter of each school year

Individual school audit results

June 15, 2011

Principals

Superintendent

Public Information Director

7.1.2  Each school will develop a communications plan for implementation at the beginning of the 2011-12 school year.

Individual school plans

August 15, 2011

Principals

Superintendent

Public Information Director

7.1.3  Develop a campaign to educate parents and the community on the importance and value of education.

The campaign plan

August 15, 2011

Superintendent

Public Information Director

 

 

 


Strategic Priority - Collaboration

 

Goal 8 - Increase internal  collaboration

 

Strategies

Measures

Targets

Responsible

8.1  Develop and implement a plan to increase the collaboration between faculty and students in instructional and interpersonal matters

8.1.1  Train faculty and staff in various methods to enhance collaboration between students and teachers.

Professional development offered and participant rosters

June 30, 2012

Superintendent

Principals

8.1.2  Utilize professional learning communities as a tool and process to determine individual student needs and how to address those needs.

PLC agenda, meeting minutes, student needs identified and plans to support the students

August 15, 2012

Principals

Professional Learning Communities Teams

8.1.3  Create opportunities for students to share information and receive feedback on teacher-student relationships.

List of opportunities created

April 30, 2012

Principals

Professional Learning Communities Teams

8.1.4  Use collaboration as an instructional strategy in classrooms.

All teachers will incorporate collaboration into lessons at least twice each semester

100% by June 2013

Teachers

Principals

8.2  Develop and implement a plan to increase the collaboration between and among faculty within each school and among the schools.

8.2.1  Create new or expand existing processes to create collaborative efforts and strategies.

List of collaboration activities within each school and among schools

June 30, 2012

Superintendent

Principals

Goal 9 - Increase external collaboration

 

Strategies

Measures

Targets

Responsible

9.1  Develop new and expand current  parent/family involvement programs to help all families establish environments to support children as students

9.1.1  Train faculty and staff in various methods to enhance collaboration between home and school.

Professional development offered and participant rosters

June 30, 2012

Superintendent

Principals

9.1.2  Develop and implement plans to deliver information (workshops, websites, courses, open houses, etc.) to parents

List of plans developed and implemented

June 30, 2012

Superintendent

Principals

9.1.3  Create opportunities for external stakeholders to share information and receive feedback.

Stakeholder feedback opportunities and feedback shared

June 30, 2012

Superintendent

Principals

9.1.4  Ensure active participation in existing community partnerships to provide face-to-face opportunities for collaboration and understanding.

List of partnerships and collaboration activities

June 30, 2012

Superintendent

Principals

9.2  Cultivate community and business partnerships

9.2.1  Evaluate existing partnerships and develop a plan to strengthen the existing community partnerships

The plan for strengthening partnerships

June 30, 2012

Superintendent

Principals

9.2.2  Invite all businesses in the county to develop a business/education partnership to provide increased business support for education in the county.

Invitation and follow up activities

June 30, 2012

Superintendent

Principals

9.3  Enhance the current volunteer program and insure implementation of a comprehensive volunteer program for the district

9.3.1  The district will provide policy, procedures and guidance for volunteer programming.

Board policy review and changes, written procedures and guidance

June 30, 2012

Superintendent

Principals

9.3.2  Schools will establish school and classroom volunteer programs and widely solicit volunteers.

School plans for volunteer programs and data on volunteer solicitation efforts

June 30, 2012

Superintendent

Principals

 


High Performance Targets

Elementary

 

 

 

 

 

 

 

 

 

 

2010

2011

2012

2013

2014

2015

2016

Kindergarten Reading

 % at Level 4

 

 

To Be determined

 

 

 

 % at Level 6

 

 

 

 

 

 

 

Kindergarten Math

 % at 80% mastery

 

 

 

 

 

 

 

 

 % at 90% mastery

 

 

 

 

 

 

 

Grade 1 Reading

 % at Level 16

 

 

 

 

 

 

 

 

 % at Level 18

 

 

 

 

 

 

 

Grade 1 Math

 % at 80% mastery

 

 

 

 

 

 

 

 

 % at 90% mastery

 

 

 

 

 

 

 

Grade 2 Reading

 % at Level 22

 

 

 

 

 

 

 

 

 % at Level 24

 

 

 

 

 

 

 

Grade 2 Math

 % at 80% mastery

 

 

 

 

 

 

 

 

 % at 90% mastery

 

 

 

 

 

 

 

Grade 3 Reading

 % Level III +

71

75

78

82

87

91

95

 

 % Level IV

18

19

21

23

26

28

31

Grade 3 Math

 % Level III +

85

90

94

95

95

95

95

 

 % Level IV

21

23

26

28

31

34

38

Grade 4 Reading

 % Level III +

82

86

90

95

95

95

95

 

 % Level IV

30

33

36

40

43

48

53

Grade 4 Math

 % Level III +

93

95

95

95

95

95

95

 

 % Level IV

28

31

34

38

42

46

50

Grade 5 Reading

 % Level III +

70

84

88

93

95

95

95

 

 % Level IV

16

32

35

39

43

47

52

Grade 5 Math

 % Level III +

89

95

95

95

95

95

95

 

 % Level IV

25

30

33

36

40

44

48

Grade 5 Science

 % Level III +

81

85

89

93

95

95

95

 

 % Level IV

 

 

To be determined

 

 

 


 

High Performance Targets

Middle Grades

 

2010

2011

2012

2013

2014

2015

2016

Grade 6 Reading

 % Level III +

83

87

92

95

95

95

95

 

 % Level IV

23

25

28

31

34

37

41

Grade 6 Math

 % Level III +

83

87

91

95

95

95

95

 

 % Level IV

17

18

20

22

24

27

30

Grade 7 Reading

 % Level III +

68

85

89

94

95

95

95

 

 % Level IV

18

25

28

30

33

37

40

Grade 7 Math

 % Level III +

83

87

91

95

95

95

95

 

 % Level IV

31

34

38

42

46

50

50

Grade 8 Reading

 % Level III +

78

82

86

90

95

99

95

 

 % Level IV

15

17

19

20

22

25