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Strategic Plan

Every Child’s Chance…Alexander County’s Future

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Table of Contents

Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Vision, Mission, Motto. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Belief Statement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Priorities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Strategic Planning Committee. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Subcommittees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Demographics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Student Success. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Lifelong Literacy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Professional Excellence. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Collaborative Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Transformational Technology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Optimal Operations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30


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Introduction

In January 2014, the leadership team of Alexander County School System began the process of

inviting key players to join the discussion and shape the future of Alexander County. A committee

of parents, teachers, administrators, school board members, community leaders, post-secondary

education representatives, business leaders, local government representatives, and early

childhood specialists committed time and energy to the task. This document is the result of this

endeavor.

The committee agreed on six priorities for the system:

Student Success

Lifelong Literacy

Professional Excellence

Collaborative Community

Transformational Technology

Optimal Operations

The committee worked to identify and define the needs and expectations of the school system.

This comprehensive process engaged the community and representatives from each group of

stakeholders to create ownership and support for the future of our schools. Stakeholders were

given a voice in the planning process, including developing and defining the mission, vision, belief

statements, and priorities. The committees continued the process as they worked through to the

action steps.

Throughout this document you will find current information about our school system and our plans

for the future. Student success is our priority. We believe that student success is achieved by

building a philosophy of lifelong learning and by having a focus on literacy. Expecting professional

excellence from oneself and all employees within the system promotes a culture of high

expectations. We must allow the technology that drives our world today to be transformational to

our thinking and our way of being. And finally, we must continue to seek ways to optimize our

operations in an unprecedented fashion in order to effectively utilize all funding sources for the

school system.


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Vision

Alexander County School System (ACSS) will graduate

highly-skilled, globally competitive students.

Motto Children First

Mission

ACSS’s mission is to educate and empower every student

to become a responsible and productive citizen.

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We believe a quality public education enhances the lives of all students and communities; therefore,

we will...

Ensure student success through shared responsibility among employees, students, parents, and community.

Provide an inviting, safe, and healthy school environment.

Engage students through the utilization of innovative technologies.

Expect and support educational and professional excellence.

Foster life-long literacy across all disciplines.

Establish and nurture a collaborative community by building relationships that promote, welcome, and value education.

Model and promote strong character and personal responsibility.

Recognize, value, and invest in the individual differences of each learner.

Belief Statement

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Priorities

ACSS has six priorities for our system as we move forward:

Student Success

Lifelong Literacy




Optimal Operations

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Strategic Planning Committee

Mrs. Emily Atwood, Teacher Stony Point Elementary School

Mrs. Kim Bishop, Technology Specialist Alexander County Schools

Mr. Chris Bowman, Sheriff Alexander County Sheriff’s Department

Mrs. Mary Brown, Principal Wittenburg Elementary School

Mrs. Leah Bumgarner, Fiscal Manager Alexander County Partnership For Children

Dr. Monica Campbell, Assistant Professor of Education Lenoir-Rhyne University

Mr. Cary Cash, Principal Sugar Loaf Elementary School

Dr. Elizabeth Curry, Chief Academic Officer Alexander County Schools

Mrs. Susan Dyson, Assistant Principal Bethlehem & Hiddenite Elementary Schools

Mr. Brent Dula, Teacher West Alexander Middle School

Mrs. Susan Gantt, Career & Technical Education Director Alexander County Schools

Mrs. Linda Graham, Executive Director CVCC Alexander Center for Education

Dr. Jennifer Hefner, Superintendent Alexander County Schools

Dr. Robyn Helton, Exceptional Children Director Alexander County Schools

Mr. Gary Herman, Business Development Coordinator Alexander County Economic Development

Mrs. Angie Hickerson, Teacher Alexander Central High School

Mrs. Crystal Hoke, Principal Ellendale Elementary School

Mr. David Icenhour, Director Alexander County Economic Development

Mrs. Sheila Jenkins, Technology Director Alexander County Schools

Ms. Macy Jones, Head Start Director Alexander County Schools

Dr. Keith Mackie, Vice President of Instruction Catawba Valley Community College

Dr. Chad Maynor, Principal West Alexander Middle School

Mrs. Jessica Mays, Principal Taylorsville Elementary School

Mrs. Renee Meade, PIO/Communications Director Alexander County Schools

Ms. Sharon Mehaffey, Finance Director Alexander County Schools

Mrs. Michelle Motley, Instructional Coach Alexander County Schools

Mr. Andy Palmer, Principal Stony Point Elementary School

Dr. Jeff Peal, Associate Superintendent Alexander County Schools

Mrs. Jill Peek, Principal Bethlehem Elementary School

Capt. Chad Pennell, Captain Alexander County Sheriff’s Department

Ms. Michele Platt, Teacher West Alexander Middle School

Mr. Doug Rhoney, Principal Alexander Central High School

Mrs. Brigette Rhyne, School Board Member Alexander County Board of Education

Mrs. Teresa Riddle, Teacher East Alexander Middle School

Mrs. Andrea Robinette, Instructional Technology Facilitator East and West Alexander Middle Schools

Mr. Ramie Robinson, Teacher Alexander Central High School

Mrs. Brenda Siniard, Instructional Coach Alexander County Schools

Mrs. Rene Stilwell, Principal Hiddenite Elementary School

Mrs. Rosanna Whisnant, Principal East Alexander Middle School

Ms. Sherry Williams, School Nutrition Services Director Alexander County Schools

Mrs. Glendora Yarborough, Executive Director Communities In Schools of Wilkes/Alexander Counties

Ms. Angie Yates, Site Coordinator Communities In Schools of Alexander County

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Subcommittees

Student Success

Dr. Jennifer Hefner, Chair

Dr. Betsy Curry

Angie Hickerson

Macy Jones

Dr. Keith Mackie

Jill Peek

Doug Rhoney

Teresa Riddle

Ramie Robinson

Brenda Siniard

Rosanna Whisnant

Lifelong Literacy

Michelle Motley, Chair

Dr. Monica Campbell

Linda Graham

Michele Platt

Rene Stilwell


Dr. Robyn Helton, Chair

Emily Atwood

Jessica Mays

Dr. Chad Maynor

Renee Meade


Susan Gantt, Chair

Sheriff Chris Bowman

Leah Bumgarner

Cary Cash

Brent Dula

Gary Herman

David Icenhour

Capt. Chad Pennell

Glendora Yarbrough


Sheila Jenkins, Chair

Kim Bishop

Mary Brown

Crystal Hoke

Andy Palmer

Andrea Robinette

Optimal Operations

Dr. Jeff Peal, Chair

Susan Dyson

Sharon Mehaffey

Brigette Rhyne

Sherry Williams

Angie Yates

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Demographics

Alexander County

Alexander County is located within the Piedmont region of western North Carolina. The county's

main geographic feature is the Brushy Mountains. The "Brushies," as they are called locally, rise

from 300 to 1,000 feet (300 m) above the surrounding countryside, and dominate the county's

northern horizon. The county is served by US Highway 64, which connects Taylorsville with Lenoir

and Statesville. NC Highways 90, 16, and 127 also serve the county. Interstate 40 and 77 are just

30 minutes from the majority of county residents. The Charlotte Douglas International Airport is an

hour's drive from most parts of the county. The area is also served by the Hickory Regional Airport

(30 minutes) and the Statesville Airport (20 minutes). The Alexander Railroad Company is an active

short line rail system operating between Taylorsville and Statesville and connecting with Norfolk

Southern.

The county has a total of 264 square miles, of which 260 square miles is land and 3.7 square miles

is water. The 2013 estimated population was 36,930, with a median household income of

$40,637. The county has an estimated 17.2% of the population living below the poverty level.

Seventy-nine percent of the population 25 years and older has a high school diploma or higher,

with 11.7% holding a Bachelor’s degree or higher.

Alexander County School System (Enrollment reported in first month PMR 2014-2015)

Special Populations

Free and Reduced Meals 52%

Academically/Intellectually Gifted 15%

Exceptional Children 15%

Limited English Proficiency 2.7%

*Advanced Placement/International Baccalaureate

Course Enrollments Alexander

County State

Advanced College Prep Courses * 2% 6%

Career & Technical Education Courses 20% 15%

Enrollment reported on first month

principals monthly report and include

Head Start enrollment.

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Student Success Goal: One hundred percent of Alexander County School students graduate high school prepared to meet the challenges of becoming a fulfilled, productive, contributing member of society through enrollment in post-secondary education, enlistment in the armed forces, or employment in the community.


Summary

Our school system employees understand the importance of a positive public school experience and the effects of such an experience on both the individual learner and Alexander County as a whole. The primary focus of ACSS is high quality instructional practice which produces optimal student learning. Ensuring that students are prepared for a competitive environment after high school requires instruction to be innovative, engaging, and relevant to the learner. School system employees are dedicated to maximizing student learning and increasing student achievement. ACSS makes it a priority to build explicitly in students those skills essential for success in today’s global economy.

“The mind is not a vessel to be filled,

but a fire to be kindled.”

- Plutarch

Cohort Graduation Rate

(2014)

Alexander County 81% North Carolina

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Strategy 1: The primary focus of ACSS will be on high quality instructional practices and student learning.

Student Success

1.1 All teachers will use curriculum maps

to guide and pace instructional planning and

delivery. Instructional delivery will be

differentiated based on students’ individual

academic needs.

1.2 School administrators will support

teachers through regular classroom visits,

routine observations, and on-going written

and oral feedback regarding instructional

practice.

1.3 Middle and high school staff will work

collaboratively with school administrators and

central office directors to explore, plan, build,

and provide virtual blended courses.

“Education is not preparation for life;

education is life itself.”

- John Dewey

1.4 All pre-K through 12th grade teachers

in Alexander County will teach science,

technology, engineering, and math with an

emphasis on collaboration, critical thinking,

communication and creativity in instructional

activities to ensure that all students are

equipped with the skills for higher education

or the workforce.

1.5 Teachers will strategically incorporate

academic rigor in the lesson planning process

daily in order to ensure the academic growth

of all students. All lesson plans will include

critical thinking and problem solving activities.

1.6 Teachers in all grade levels will provide

opportunities for students to engage in

project-based tasks that incorporate the use

of timelines and rubrics in order to conduct

and present research successfully.

1.7 Learning experiences will be enhanced

through the use of technology resources.

1.8 Middle and high school teachers,

administrators, and staff in Alexander County

will provide non-traditional opportunities for

students to demonstrate course mastery and

attain course credit. Implementation of this

strategy will increase the opportunities for

students to graduate high school with college

credits.


http://www.brainyquote.com/quotes/quotes/j/johndewey154060.html?src=t_education



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Student Success Strategy 2: ACSS will function as a professional learning community where the individual needs of students will be established through a systematic analysis of data and implementation of a Multi-Tiered System of Support (MTSS).

2.1 Universal screeners, such as Easy CBM,

Reading 3D, and the Brigance Preschool Screen

will be used with all kindergarten through 8th

grade students three times per year to identify

school-wide and individual needs for student

improvement. Once needs are determined,

teachers will evaluate core instruction through

the Multi-Tiered System of Support (MTSS)

model and develop strategies to improve core

instruction.

2.2 Through the use of the MTSS model,

students will be assessed and grouped to

provide prescriptive interventions. Student

progress will be consistently monitored and

instruction will be responsive to student

learning.

2.3 Principals and the School Improvement

Teams will craft master schedules that

incorporate structured opportunities for

remediation and enrichment of student learning

at a minimum of three times per week.

2.4 Formative assessments will be used daily to

monitor instructional practices. Common

Formative Assessments (CFAs) will be used

across grade levels and schools to facilitate the

development of a strong core curriculum.

2.5 Central office employees, lead teachers,

instructional coaches, and instructional

technology facilitators will support the schools

in developing common assessments and

benchmarks to assess student learning and

guide instruction.

2.6 The director of accountability, central office

employees, school administrators, and teachers

will use benchmark data to identify students

and sub-groups who are not performing at their

full potential. School administrators and

teachers will work collaboratively to develop

instructional strategies enabling performance

improvement.

2.7 All schools will establish a Student

Support Team (SST) to track and build

relationships with identified at-risk students

and their families. Team membership should

include a school administrator, data manager,

school nurse, guidance counselor, a social

worker, Communities In Schools Site

Coordinator, and other appropriate employees

interested in serving our students in this

capacity. Each SST will be responsible for

meeting weekly to identify those students who

are most at-risk and to develop strategies to

support these students and their families.


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Student Success

3.1 To ensure that children enter kindergarten

ready to learn, ACSS, childcare providers, and

Alexander County Partnership for Children will

work together three times yearly to define

school readiness, track progress and evaluate

instructional practices and programs.

3.2 School administration will develop a

schedule that provides opportunities for

vertical teams to examine the alignment of core

content and instructional practice.

3.3 Transition meetings and activities will be

planned and implemented

annually (pre-K to

elementary, elementary

to middle, middle to

high, and high to

secondary).

“Wisdom begins with wonder.”

- Socrates

Strategy 3: With the support of central office and community partners, each school will engage in vertical articulation of content and facilitate smooth transitions between grades, schools, and post-secondary entities.


ACT Proficiency

Average SAT Score

(2014)

Alexander County 59.3% North Carolina

Alexander County 994 North Carolina

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Student Success Strategy 4: ACSS professionals will engage in high quality professional development supporting individual needs aligned to the district’s strategic plan and school improvement plan.

4.1 Central office employees, school

administrators, and the school board will work

collaboratively to develop a needs assessment

and establish goals and timelines for the

implementation of an alternative learning day

program.

4.2 Using school data and surveys, central

office employees and school administrators will

complete a needs assessment in order to

identify and provide targeted professional

development. A master plan for system-wide

professional development will be designed and

communicated to all employees annually. This

professional development will be scheduled on

early dismissal days and required professional

development days.

4.3 Administrators and School Improvement Teams will identify needs specific to each school and develop a school professional development schedule annually. This schedule will be submitted to appropriate central office employees. This professional development will be scheduled on early dismissal days, required professional development days, and at other times as determined at the school level.

4.4 All teachers pre-K through 12th grade will utilize one required professional development day annually to evaluate and revise curriculum maps from all content areas.

4.5 All elementary teachers, in conjunction with instructional coaches and central office employees, will meet two times annually to discuss curriculum needs, issues, and current topics for each grade level.

4.6 All middle and high school teachers will meet monthly by department. Central office employees will meet twice yearly with targeted departments.

4.7 County-wide professional development will be offered at a minimum of two times annually to all employees to improve instructional practices.

“It is not what you do for your children,

but what you have taught them to do for

themselves, that will make them

successful human beings.”

- Ann Landers


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Lifelong Literacy Goal: One hundred percent of Alexander County students will demonstrate the skills to read and comprehend across content areas and demonstrate literacy for life.

Summary

Leadership at every level within ACSS ensures

that each school establishes and maintains an

environment promoting and supporting literacy

development. This Lifelong Literacy document

serves as a guide for ACSS teachers and leaders

as they develop students into proficient readers.

Skilled teachers deliver research-based literacy

instruction as students first learn to read and

then read to learn. ACSS administers

benchmarks according to the district plan and

state and federal requirements to monitor

students’ literacy progress, and the school

system uses this data to drive instruction. In

addition, ACSS fosters partnerships with

community stakeholders that support both early

literacy development and on-going

development in speaking, listening, reading,

writing, viewing, and critical thinking.


Post-Secondary Plans

4-year college

2-year college

Other education

Military

Work

(Class of 2014)

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Lifelong Literacy

1.1 Central office administrators will uphold, support, and communicate the belief that every student can and will progress toward the goal of reading at grade level or above.

1.2 Central office administrators will support schools by ensuring that all stakeholders have access to data that will inform the acquisition of appropriate resources and materials to promote student success in literacy.

1.3 Central office administrators will celebrate and communicate literacy successes throughout the district.

1.4 Central office administrators will analyze district and school level data to inform the District Professional Development Plan.

1.5 Principals will create a collaborative culture within their school that upholds, supports, and communicates the belief that every student can and will progress toward the goal of reading at grade level or above.

1.6 Principals will ensure that school-level literacy instruction is aligned with the school and district strategic plans, resources are purchased and allocated to support the strategic plan, and practices for student assessment and response to assessment data are implemented with fidelity.

1.7 Principals will communicate and celebrate literacy gains with students, employees, families, and the community.

1.8 Instructional coaches will communicate district literacy goals; create connections between people and resources to support literacy; facilitate the collection, analysis, and communication of data; model current research-based instructional strategies with teachers; and support school and district strategic plans.

1.9 Instructional coaches will celebrate and communicate literacy success with the school community.

1.10 Teachers will create a classroom culture that promotes literacy, employs effective teaching strategies daily in support of district literacy goals, and collaborates with colleagues to ensure consistency of literacy instruction for all students.

1.11 Teachers will communicate student literacy needs, goals, and progress to families and students, while celebrating student accomplishments both in the classroom and school community.

1.12 Central office administrators, principals, instructional coaches, and teachers will ensure that professional development is consistently and appropriately aligned with district-wide reading goals; alignment will include literacy in the content areas, instructional strategies that support literacy, and assessments to determine progress.

Strategy 1: Leadership at every level within the ACSS will ensure that each school establishes and maintains an environment promoting and supporting literacy development.


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Lifelong Literacy Strategy 2: Highly trained teachers will deliver research-based and appropriate literacy instruction to all students.

2.1 All teachers will employ a balanced literacy approach, designed to develop effective communication skills through daily reading, writing, speaking and listening activities.

2.2 All pre-K through 12th grade teachers will provide opportunities for writing across the curriculum based on grade level.

2.3 The district will provide Write Foundations training to selected K-2 teacher leaders who, in turn, will facilitate training for all K-2 teachers.

2.4 The district will provide Reading Foundations training for all teachers in grades K-8 and selected Exceptional Children teachers using a train-the-trainer model.

2.5 Classroom teachers in grades K-2 will demonstrate instruction that is consistent with the needs of students who are emerging readers.

2.6 Classroom teachers in grades 3-12 will possess and apply a foundational understanding of how to scaffold instruction for students who are still emerging readers.

2.7 Teachers, instructional coaches, and administrators will investigate research-based instructional strategies and provide in-service opportunities for teachers in grades pre-K through 12th grade.

2.8 Teachers will use instructional strategies, such as the use of graphic organizers, and the integration of the domains of literacy that appeal to diverse learning styles to help students in developing conceptual understanding of content.

2.9 Teachers will administer benchmarks according to the district plan and state and federal requirements to monitor students’ literacy progress, using this data to drive their instruction.

2.10 Teachers in K-5 classrooms will provide a minimum of 90 minutes of core literacy instruction each day. Additional interventions and enrichment will be provided for those students who are not meeting standards or who have demonstrated mastery.


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Lifelong Literacy Strategy 3: ACSS will foster partnerships with community stakeholders and organizations that support both early literacy development and on-going literacy development through adulthood.

3.1 Each school will provide opportunities for community/family/student literacy involvement by offering a variety of literacy events encouraging a stronger appreciation for reading.

3.2 School leaders will strengthen the relationship between NC Pre-K/Head Start and kindergarten classrooms by providing opportunities for those teachers to collaborate with school personnel about state and federal mandates, district expectations and school level practices that support literacy development.

“The man who does not read has

no advantage over the man

who cannot read.”

- Mark Twain

3.3 Administrators will collaborate with Catawba Valley Community College (CVCC) Alexander Center for Education to publicize opportunities for parents to continue their education.


63.6 63.9

54.8

6261.3

55.7

3rd 4th 5th 6th 7th 8th

Percent Proficient in Reading

Percent Proficient in Reading

(2014-2015)

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Professional Excellence Goal: During the 2015-2018 school years, ACSS will recruit and retain highly qualified and professional employees who are committed to the principles of lifelong learning and professional growth.

Summary

ACSS maintains professional excellence and improves student achievement by recruiting, hiring, training, and retaining a highly-skilled workforce. Based on student and staff needs professional development focuses on instructional improvement. Such improvement occurs through increased collaboration across the district at all levels. The school system continues to foster among all employees a sense of individual pride in and personal responsibility for professional growth.


Certified Staff

NBPTS

Teaching Staff

with Advanced Degrees

Doctorate

Advanced/Masters

(2014-2015)

National Board for Professional Teaching Standards

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Strategy 1: ACSS will recruit a highly skilled workforce.

1.1 District and school administration will

develop a comprehensive recruitment plan to

attract highly skilled personnel. The plan will

include a timeline for regional job fairs, an

annual list of anticipated district needs, and

team representation at all area recruitment

events.

1.2 The human resources and public

information offices will create new and update

current recruitment materials, such as new

visual displays, updated print brochures, an

electronic application process, and promotional

materials.

1.3 District and school administration will

participate in classified recruitment, targeting

specific jobs based on annual needs, and will

partner with local agencies and community

groups by conducting local recruitment fairs as

necessary.

1.4 Appropriate central office employees,

school administrators, and teachers will use

EVAAS data as one tool to assess teacher

effectiveness and guide professional

development plans and training.

Beginning Teacher Salary

with Benefits

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Strategy 2: ACSS will hire a highly skilled workforce.

2.1 District leadership and school administration will develop interview and hiring protocols, which will provide a consistent bank of interview questions, a team-based interview approach, and specific recommendation procedures for the interview team to follow when recommending a final candidate to the superintendent for board approval.

2.2 The human resources and public information departments will communicate board-approved personnel actions to school and district leadership prior to public/media release.

2.3 The human resources department will establish a committee of county leadership, principals, mentors, and beginning teachers to evaluate and revise the current new teacher orientation plan.

2.4 The human resources department will provide all employees with a specific job description when hired. This job description will be updated as needed.

“Educating the mind

without educating the heart

is no education at all.”

- Aristotle

Certified Staff Members

Total

Classroom Teachers

Administrators

Certified Support Staff

23



Strategy 3: ACSS will retain a highly skilled workforce.

3.1 The public information office will implement a process for celebrating success among our district employees. This will include a protocol for board meeting recognitions and a system-wide newsletter or online publication for district-wide recognitions.

3.2 The public information office will investigate the possibility of a combined celebration for all county-wide recognitions.

3.3 School administrators will provide opportunities for school-wide celebrations and employee events to improve working relationships and morale.

3.4 District and school leadership will work together to research and develop a consistent annual evaluative and personal goal setting process for all classified employees.

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Strategy 4: Staff development will focus on instructional improvement.

4.1 Central office employees and school administrators will investigate and offer comprehensive staff development to classroom teachers and support employees in the following areas (list is not all inclusive) :

Differentiation

Inclusion

Curriculum alignment

AIG local endorsement

Data analysis

Formative and summative assessments

4.2 Through the use of NC Quest grant funds, Title I, and Title II funds, all K-8 teachers will complete Reading, Writing, and Math Foundations training. Follow-up and implementation support will be provided to classroom teachers by trainers, instructional coaches, and administrators.

4.3 All employees will have annual evaluation conferences in which professional growth plans or goals for improvement are collaboratively developed with their immediate supervisor.

4.4 In response to a needs assessment and in alignment with the district strategic goals, central office employees and a cross-section of school employees will collaboratively write a professional development plan that will support high quality instruction and high student achievement.

5.1 The district office employees will investigate assigning district level leadership to serve as school liaisons between the school and the district.

5.2 Central office employees will support school administrators in developing a plan to support transitions between grade levels and from elementary school to middle school and from middle school to high school.

5.3 Central office employees will support school administrators in planning collaborative activities among vertical grade levels or departments at a minimum of once per quarter.

Strategy 5: Instructional improvement will occur through increased collaboration among the district, schools, grade levels, and departments.

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Collaborative Community Goal: ACSS will strengthen partnerships and communication with local businesses, educational organizations, community agencies, and families in order to support student success.

Summary

ACSS employees value the relationships we have with families, businesses, and organizations within our community. We strongly believe that everyone must work together in order for students to succeed. We value the investment of time, talent, and/or resources from partners and supporters to give every child a chance to improve our community’s future.

“We rise by lifting others.”

- Robert Ingersoll


School # of Students Served # of Hours Value of Hours # of Mentors at School

ACHS 5 21.87 $437.40 1

WAMS 38 236.72 $4,734.40 4

EAMS 52 197.18 $3,943.60 6

Communities In Schools of Alexander County

Level 1 Services (Group services)

Level 2 Services (One-on-one service)

School # of Students Served

(Duplicated) # of Hours

Total Service

Value for Site

ACHS 30,494 30 $600

EAMS 5,081 14.5 $290

WAMS 3,834 29 $580

(2014-2015)

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Strategy 1: ACSS employees will strengthen partnerships and relationships with local businesses, with educational and community agencies, and with all supporters of education.

Strategy 2: ACSS will strengthen partnerships with parents, guardians, and families of children in Alexander County.

1.1 Each partner agency will sign a Memorandum of Agreement (MOA) with ACSS, or with an individual school, that is used and reviewed annually.

1.2 Designated employees at each school will work to increase public awareness of school activities and events by the use of the school and/or county website, the local newspaper, social media, and radio.

1.3 Designated employees at each school and partner agency will pursue grants for collaborative projects.

1.4 School system employees will recognize their educational and community partners annually.

1.5 School system employees will annually review the list of local businesses/industries maintained on the Alexander County Economic Development Corporation website to expand and update their educational and community partner list.

1.6 School system employees will establish and maintain a contact list of all their supporters. Each school will recognize agency supporters and community volunteers annually.

“Education is not the learning of facts, but

the training of the mind to think.”

- Albert Einstein

2.1 A Shared Accountability Pledge between each student, parent, and teacher will be discussed and signed at the beginning of each school year.

2.2 School system employees will present opportunities for parents to gain knowledge on how to assist children with their educational success.

2.3 School system employees will work to ensure that all parents feel welcome and understand the importance of their involvement in their children’s education.

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Transformational Technology Goal: Within three years, one hundred percent of ACSS students and employees will have access to appropriate technology tools and will utilize tools to enhance instruction and support student learning.


Summary

ACSS provides students, teachers, and other employees access to a wide range of appropriate technology resources to enhance learning and support operations. Teachers seamlessly incorporate appropriate technology into teaching and learning. The school system’s infrastructure is continually upgraded to support 21st century teaching and learning at a ratio of 1:1 at all levels. A yearly technology budget ensures infrastructure upgrades based on a prioritized list. In addition, ACSS hires, trains, and/or retrains the staff necessary to maintain all current and future technology initiatives.

“The most important thing that schools

can do is not to use technology

in the curriculum more, but

use it more effectively.”

-John Palfery and

Urs Gasser

Number of

computers in the schools

Number of

21st century classrooms (Tier II)

Percentage of students with

home internet as indicated

by secondary schools

Alexander

Central High

East Alexander

Middle

West Alexander

Middle

As reported in the

2014 Annual Media and Technology Report

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Strategy 1: Infrastructure will be upgraded to support 21st century teaching and learning at a ratio of 1:1 at all levels.

1.1 A prioritized schedule will be established for school connectivity upgrades. A committee composed of building level administrators will create a rubric that includes items such as devices per students, projected purchases, as well as financial commitment from schools.

1.2 A committee composed of central office and building level administrators will review and communicate the schedule for infrastructure upgrades annually.

1.3 A yearly technology budget will be created and reviewed by the county Media Technology Advisory Committee (MTAC), which includes infrastructure upgrades based on a prioritized list. This budget will be reviewed annually to ensure correlation with the county strategic plan priorities.

1.4 The Alexander County School System will complete a Network Health Assessment by Microelectronics Center of North Carolina (MCNC) and the Teaching and Learning Assessment conducted by a NCDPI Digital Teaching and Learning biennially to assess current strengths and weaknesses. The District Strategic Plan and budget priorities will be informed by these assessments.

Strategy 2: The school system will hire and/or train the employees necessary to support and maintain all current and future technology initiatives.

2.1 ACSS Human Resources Department will be tasked with hiring or training existing employees as instructional technology facilitators at a ratio equal to or greater than the state recommendation of one per one thousand students.

“If we teach today’s students as we taught

yesterday’s, we rob them of tomorrow.”

- John Dewey

2.2 Within the next two years, the human resources department will be tasked with hiring additional employees or retraining existing employees to fill two Technology Technician II positions to address expanding technology needs.

2.3 The technology department will conduct yearly training sessions with technicians and other select employees on current technology initiatives.

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Strategy 3: All employees will increase technological literacies to support students in the 4 Cs of education: collaboration, communication, creativity, and critical thinking.

3.1 All Alexander County Schools will utilize the results from the School Technology Needs Assessment (STNA) and the North Carolina Digital Learning Progress Rubric biennially in order to drive technology initiatives during budget priorities.

3.2 The technology department will budget funding for professional development to support the system strategic plan.

3.3 Instructional facilitators, media coordinators and instructional technology assistants will be provided professional development for integrating technology that enhances instructional practices.

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Optimal Operations Goal: ACSS will develop and monitor processes and procedures that provide for student and employee safety and effective and efficient operations.


Alexander County School

System Operating Budget

(2014-2015)

Summary

ACSS ensures its business and district operations focus on maximizing resources for student achievement. The school system and all of its departments utilize federal, state, and local funds to provide equitable operational programs that enhance the learning environment and support student growth. School maintenance and facility needs are continually evaluated, prioritized, and addressed. In collaboration with the finance director, district leadership aligns budget requests and expenditures with the strategic plan. The school nutrition department adheres to federal and state guidelines. ACSS is committed to providing all students with safe, timely transport to and from school and a safe, clean learning environment.

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Optimal Operations


Strategy 1: School maintenance and facility needs will be evaluated and a plan will be developed that prioritizes needs and establishes strategies for addressing those needs.

1.1 District leadership will analyze the 2014 facilities study to prioritize district needs and develop a plan to meet those needs.

1.2 The superintendent and maintenance director will meet annually with each principal to discuss/prioritize facility needs and develop a plan for each facility. The principal will communicate this plan to all school stakeholders.

1.3 The superintendent or designee will communicate to schools, community, and stakeholders our facilities plan and needs.

1.4 The superintendent will communicate biweekly with the maintenance director to assess progress and on-going needs.

Strategy 2: In collaboration with the finance director, district leadership will align budget requests and expenditures with the strategic plan.

2.1 The finance director will communicate weekly with the superintendent regarding the budget updates, anticipated and unanticipated expenditures, processes, and procedures supporting fiscal responsibility.

2.2 The finance director will communicate weekly with the central office leadership team regarding departmental budgets and the alignment of school budget requests with the district and school strategic plans.

2.3 The finance director will communicate monthly with principals regarding school budget, processes, and procedures.

2.4 The finance director will meet monthly with bookkeepers for training and support.

2.5 The finance director will meet with the principal and bookkeeper at each school at least once a year or as needed to develop and examine school budgets.

2.6 All employees will continually evaluate programs for effectiveness through action research and data analysis.

“We live in a knowledge economy

where the value of education

plays a large role in determining

one's life chances.”

- Matthew Pittinsky

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Optimal Operations


Strategy 3: ACSS is committed to providing a safe, clean learning and working environment.

3.1 The associate superintendent will continue working with local law enforcement and emergency management to improve safety on all school property and at all school events.

3.2 All employees will follow workplace safety guidelines.

3.3 The Incident Management Plan (2014 revision) will be distributed to and utilized by all employees. The school principal will ensure that all employees are knowledgeable of the Incident Management Plan and can apply its directives in a variety of emergency situations.

3.4 Safety procedures will be communicated to parents and the community through various means, such as websites, social media formats, newspapers, automated phone messages, and newsletters.

3.5 Principals will conduct a minimum of one fire drill each month, two severe weather drills each year, and two safety assessments led by the Safe Schools Committee.

3.6 School nurses will provide annual training for first responders, first aid, and AED use.

3.7 School nurses will provide annual training for the use of epinephrine. Epi-Pens will be purchased each year.

3.8 The maintenance director will schedule staff development opportunities with the custodial employees regarding proper procedures and processes for effective maintenance protocol.

3.9 The principal will conduct monthly inspections to identify needs in maintaining a safe and clean environment.

3.10 A school nurse will provide annual diabetes training for staff.

3.11 ACSS will provide online annual training on bloodborne pathogens for staff.

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Optimal Operations


Strategy 4: The school nutrition department will adhere to federal and state guidelines.

4.1 The school nutrition director will provide safety training annually.

4.2 The school nutrition director will ensure each school nutrition employee receives sanitation training and completes a certificate program with the school nutrition association.

4.3 The school nutrition and maintenance directors will use the HACCP Operation Assessment from each school annually to identify and address needs.

4.4 The school nutrition director will be innovative in creating meal options that appeal to students while adhering to state and federal guidelines.

Strategy 5: ACSS Transportation Department will provide all students with safe and timely transportation.

5.1 School administrators, the Transportation Information Management System (TIMS) coordinator, transportation director, and associate superintendent will collaborate to develop routes and procedures for efficient and effective transportation.

5.2 The transportation director will provide annual training for bus drivers regarding safety and procedures.

5.3 The transportation director will use the TD-1 and other measures to report and evaluate efficiency and improve transportation resource management.

Food for Thought

Lunches served daily

Breakfasts served daily

Along for the Ride

Number of buses in service

Average number of miles per day

Average number of students transported

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Alexander County School System

700 Liledoun Road

Taylorsville, NC 28681

828.632.7001

www.alexander.k12.nc.us

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