strategic plan 2012−2016: preparing today for tomorro · strategic framework 6/14/2012 strategic...

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Strategic Plan 2012−2016: Preparing Today for Tomorrow

Presentation to the Red Clay Board of Education

Dr. Hugh Broomall, Deputy Superintendent

June 14, 2012

Presentation Objectives

Explain our strategic planning process

Present the final draft of the Strategic Plan

Provide a summary of how we plan to implement the plan and monitor our progress

6/14/2012 Strategic Plan 2012−2016: Preparing Today for Tomorrow Slide 2

Strategic Planning Timeline


SY 2009−10

Committees formed and meetings held to engage representatives the Board, district leadership, school administration, and the RCEA in

the planning process

SY 2010−11 Needs assessment completed

Continued conversations with key stakeholder groups

District Success Planning

SY 2011−12

Strategic framework established

Goals defined and aligned with the District Success Plan

Final draft assembled with input from the community, parents,

staff, and Board members

Process Overview

Development

Approval

Implementation

Monitoring

Evaluation


Process Overview

Development

• Meetings with RCEA, Board, building leadership, staff, and Strategic Plan work groups

• Preliminary drafts released for public review and comment

• Framework developed based on stakeholder feedback

• Action plans prepared for all goals

Approval

• Strategic framework approved by Board

• Goals defined and approved by Board

• Final draft reviewed and approved by Superintendent’s Council

• Presentation to Board (1st reading)

• Public review / comment period

• Board adoption

Implementation

• Some activities already underway (e.g., curriculum alignment, administrative reorganization, Yr 1-2 Success Plan activities)

• Other strategic initiatives to begin this fall

• All activities to be completed by 2016


Highlights / Changes

New Goal Language

Goals 1 and 3

Expansion of Core Strategies

Strategies support all five goals

Each core strategy has a set of supporting strategies


Strategic Framework


5 Strategic Goals Each goal has a set of outcomes to measure our impact

Activities Implementation will be monitored to track progress

Our strategic goals support our mission and vision

MISSION, VISION, AND VALUES

Four core strategies will help us meet these goals

Activities will be implemented at the district, the school, and in the

classroom to increase student achievement

4 Core Strategies Each core strategy is supported by a set of sub-strategies

Our mission and vision promote success for all Red Clay students Student

Achievement

Strategic Framework

MISSION The mission of the district is to provide the environment, resources, and

commitment necessary to ensure every student succeeds.

VISION The district will be recognized as a leader in increasing achievement and

improving outcomes for all students.

VALUES High Expectations for All

Continuous Improvement

Meaningful Collaboration

Rich Diversity


Foundation: Building on Our District Success Plan

Increased Student

Achievement

Strategic Plan 2012-2016

District Success Plan 2011-2014

The Strategic Plan is designed to further our progress toward pre-established state-wide goals (RTTT)

Rigorous standards, curriculum, and assessments

Sophisticated data systems and practices

Deep support for the lowest-achieving schools

Active involvement of families and communities


Goals


Every classroom will have a highly effective educator led by highly effective administrators.

All students will read at or above grade level by the end of third grade.

Schools will continue to close the achievement gap for all students, with a particular focus on our English Language Learners and students with disabilities.

All students will graduate college- and career-ready.

Parents and the community will be engaged in the education of students.

1

2

3

4

5

Our five strategic goals will help us accomplish our vision of becoming a leader in increasing achievement and improving outcomes for all students.

Goal 1

Measurable Outcome

By 2016, 100%** of instructional and administrative staff will be rated “effective” or “highly effective” as measured by DPAS II.

Leading Indicators

Formative DPAS II and walkthrough data

PD workshop and satisfaction surveys

PLC survey data


Every classroom will have a highly effective educator led by highly effective administrators.

Baseline (2012)

• TBD%*

• TBD%*

Target (2016)

• TBD%**

• TBD%**

*TBD based on 2012 DPAS II results. **2016 growth target will be determined based on DPAS II 2012 baseline.

Goal 2

Measurable Outcome

100% of third graders will meet or exceed the annual measurable objective (AMO) for DCAS reading.

Leading Indicators

Increase in DIBELS, NWEA reading

% increase instructional time, participation in professional development, PD satisfaction

Increased parent and community participation in literacy workshops


All students will read at or above grade level by the end of third grade.

Baseline (2012) • Avg Score of 189 (out of 300) on

DCAS reading*

Target (2016) • Avg Score of 237 (/300) on DCAS

reading (Meet AMO for DCAS)

*Based on 2011 DCAS results. Waiting for 2012 DCAS data to determine benchmark (2012 AMO = 201).

Goal 3


Schools will continue to close the achievement gap for all students, with a particular focus on our English Language Learners and students with disabilities.

Measurable Outcome

By 2016, we will reduce the achievement gaps for students with disabilities (SWDs) and English Language Learners (ELLs) by 50% as measured by DCAS Reading and Math.

Leading Indicators

DIBELs and NWEA scores

Increased attendance

Increased implementation of IEPs

Baseline (2012) • ELL Reading: 50.4%, Math: 36.6%

• SWD Reading: 50%, Math: 52%

Target (2016) • ELL Reading: 25.2%, Math: 18.3%

• SWD Reading: 25%, Math: 26%

Goal 4

Measurable Outcome

Upon graduation, 100% of students will be prepared for post-secondary success.

Leading Indicators

Attendance

Enrollment in Advanced Placement/accelerated coursework

Number of students taking and passing AP/IB exams

SAT/ACT scores


All students will graduate college- and career-ready.

Baseline (2012)

• Graduation rate: 90.7%

• College enrollment: 52%

• College retention: 79%

Target (2016)

• Graduation rate: 95%

• College enrollment: 70%

• College retention: 85%

Goal 5

Measurable Outcome

Parent satisfaction and belief that family involvement is valued will increase by 10% as measured by our district survey. Community partners will be surveyed annually and indicate a 75% or higher satisfaction rate on partnership effectiveness.

Leading Indicators

Increase in parent satisfaction, parent attendance, parent/teacher conferences

Increased communication, increased community representation


Parents and the community will be engaged in the education of students.

Baseline (2012)

• Parent satisfaction: % satisfied or highly satisfied on survey

• Community engagement: TBD*

Target (2016)

• Parent satisfaction: % satisfied or highly satisfied on survey

• Community engagement: 75% satisfaction

* The district will develop a new community engagement survey, to be administered in Fall 2012.

Goals and Strategies


STRATEGY 1 Provide a high-quality educational experience that is rigorous and engaging for all students.

STRATEGY 2 Implement best-in-class talent management/ human capital systems and strategies to promote continuous improvement and educator success.

STRATEGY 3 Build strong relationships with students, families, and community partners.

STRATEGY 4 Provide the appropriate resources, conditions, and capacity to foster the highest level of student learning and success, particularly in our lowest-performing schools.

Core Strategies How we will accomplish our goals

GOAL 1 Every classroom will have a highly effective educator led by highly effective administrators.

GOAL 2 All students will read at or above grade level by the end of third grade.

GOAL 3 Schools will continue to close the achievement gap for all students, with a particular focus on our English Language Learners and students with disabilities.

GOAL 4 All students will graduate college- and career-ready.

GOAL 5 Parents and the community will be engaged in the education of students.

Goals What we want to accomplish

Strategy 1

Sub-strategies

1.1 Develop systemic PD processes to ensure a high-quality educational experience that is rigorous and engaging for all students.

1.2 Ensure that all students have access to the ELA curriculum aligned with the Common Core state standards.

1.3 Expand opportunities for early and extended learning.

1.4 Promote an inclusive environment in which ELLs and SWDs have access to a high-quality education with a rigorous and engaging curriculum.

1.5 Align rigorous academic standards, curricula, and assessments to definitions and indicators of college- and career-readiness.

1.6 Provide increased opportunities for rigor and participation in Advanced Placement (AP), International Baccalaureate (IB), Science, Technology, Engineering and Math (STEM), and Career Technical Education (CTE) programs.


Provide a high-quality educational experience that is rigorous and engaging for all students.

Strategy 2

Sub-strategies

2.1 Align PD to highest DPAS II need areas and frequently evaluate effectiveness of PD programs.

2.2 Implement a new system for recruiting, developing, supporting, evaluating, and rewarding educators.

2.3 Implement a systemic 4-year PD plan for all teachers and administrators K−3, targeting Partnership Zone or other low-achieving schools.

2.4 Establish a sustained, district-wide commitment to providing teachers with the knowledge and skills they need to close the achievement gaps for all ELLs and SWDs.

2.5 Increase the number of highly effective AP, IB, and STEM teachers.

2.6 Enhance PD opportunities for teachers to expand participation in AP, IB, STEM, and other focus areas.


Implement best-in-class talent management/ human capital systems and strategies to promote continuous improvement and educator success.

Strategy 3

Sub-strategies

3.1 Increase parent and community involvement in literacy initiatives.

3.2 Increase district-wide parent involvement in support of ELLs’ and SWDs’ success.

3.3 Increase district-wide community involvement in support of ELLs’ and SWDs’ success.

3.4 Partner with local colleges, universities, and community organizations to improve college- and career-readiness.

3.5 Increase family partnerships to support post-secondary success.

3.6 Hold ourselves accountable to parents and provide them with efficient customer service.

3.7 Increase parent involvement in students’ success.

3.8 Increase community involvement in the success of our students and our schools.


Build strong relationships with students, families, and community partners.

Strategy 4

Sub-strategies

4.1 Align resources to accomplish our goals within a balanced budget.

4.2 Increase district and school capacity to implement and support early literacy.

4.3 Ensure appropriate conditions exist to support our goals.

4.4 Provide targeted district- and school-level resources to support ELLs and SWDs in their education experiences.

4.5 Instill in Red Clay students an “academic tenacity” that drives them to pursue and engage in challenging, high-level studies.

4.6 Reallocate resources to support college and career-related activities.


Provide the appropriate resources, conditions, and capacity to foster the highest level of student learning and success, particularly in our lowest-performing schools.

MISSION, VISION, AND VALUES

Alignment from Goal to Classroom


OUTCOMES

SUB-STRATEGIES

District School Classroom

5 Strategic Goals

Activities

Core Strategy Core Strategy Core Strategy Core Strategy

Monitoring Implementation & Results

Quarterly Strategic Plan meetings will include an assessment of both implementation and results

Monthly “huddles” at the school and district level will help track progress

Leading indicators will show progress toward goal outcomes


1. Implementation

The purpose of the implementation evaluation is to track the fidelity with

which reform plans are being implemented and to examine the

success of those strategies.

2. Results

The purpose of the outcome evaluation is to ensure that

strategies are leading to dramatic and sustainable gains in student achievement. This analysis will

inform necessary midcourse corrections.

Effective performance monitoring must include an ongoing assessment of the implementation of strategies and their impact on student achievement.

Implementation: Action Plans


SUB-STRATEGY

What supporting

strategies or

interventions will

be pursued?

ACTIVITY

What will be

done?

OWNER

Who is responsible

for carrying out the

plan?

FIDELITY MEASURES

How will we know the

plan is being

implemented?

ACTION STEPS /

TIMELINE

Deliverables and

project milestones

toward completion

LEADING INDICATOR /

METRICS

Observable,

measureable

outcomes

STATUS

By when?

(Day/Mo.)

Strategy 1 Off track

Strategy 2 In progress

Strategy 3 Completed

Stop-lighting Exercise:

• Is the district implementing the Strategic Plan with fidelity? Why or why not?

• Which strategies are completed or on track? Which strategies are off track? Why?

• Which strategies are showing promising results? Which strategies appear to be less promising? What midcourse corrections are needed?

• Which strategies should the district start, stop, and continue doing?

• What additional supports are needed?

Results: Tracking Our Progress


Student Achievement Data

% graduation rate 90% 92% 93%

% enrolled in a 2- or 4- year college 90 91 92

% college retention rate 80 82 83

04080

120160200240280

2012 2013 2014

Grade 3 Reading

Instructional Data

% teachers rated “effective” or “highly effective”

50% 60% 65%

% administrators rated “effective’ or “highly effective”

25 25 23

0

20

40

60

2012 2013 2014

ELL Achievement Gap

0

20

40

60

2012 2013 2014

SWD Achievement Gap

Parent & Community Data

% parents “satisfied” or “highly satisfied” 83% 85% 85%

% community “satisfied” or “highly satisfied” 75 81 83

Student Achievement Data

DCAS Reading Proficiency 2012 2013 2014

All Students 60% 63% 67%

ELL 9 15 19

SWD 13 14 17

DCAS Math Proficiency

All Students 63% 64% 66%

ELL 27 33 36

SWD 11 15 18

Annual Report & Scorecard

Strategic Plan Website

Website dashboard with semi-annual updates

Communicating Our Progress

Primary Audiences

Staff

Students

Parents

Community

Board

General public

Methods (examples)

District website

Annual report

E-news

Red Clay Record

Department meetings

Principals’ meetings

Meetings with parent groups

Board meetings / workshops

Messages from the Superintendent


Budget Process

All major new expenditures must align with our goals

All school budgets will be aligned to five goals

Budget decisions will go through a vetting process by the Superintendent’s Cabinet


Next Steps: Now–Fall 2012

Jun. 18 • Administrative Summer Workshop: Presentation on the final draft of the Strategic Plan

Jun. 20 • Regular Board Meeting: Information item on the draft Strategic Plan

Jun. 21

• New Strategic Plan website launched (survey tool, supplemental documents, and related resources)

• Final draft of the Strategic Plan posted for public review/comment

Jul. 11 • Regular Board Meeting: 2nd reading/adoption of Strategic Plan

Aug. 2012 • Strategic Plan roll-out to school staff, students, and parents at back-to-school events

Fall 2012

• Implementation of Yr 1 Strategic Plan activities

• Report(s) on status of implementation and progress update


Thank You!

Thank you for taking the time to review the plan and participate in the planning process

Your questions, comments, and suggestions have helped make a stronger Strategic Plan that better reflects the needs of our entire community


strategic plan 2012−2016: preparing today for tomorro · strategic framework 6/14/2012 strategic...

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