Strategic Plan 2018: For a Better Tomorrow Goal 1: Maximize academic achievement in a personalized 21st-century learning environment for every child to graduate college- and career-ready Four focus areas: College- and career-readiness Academic growth/high academic achievement Access to rigor Closing achievement gaps Goal 2: Recruit, develop, retain and reward a premier workforce Five focus areas: Proactive recruitment Individualized professional development Retention/quality appraisals Multiple career pathways Leadership development Goal 3: Cultivate partnerships with families, businesses, faith-based groups and community organizations to provide a sustainable system of support and care for each child Three focus areas: Family engagement Communication and outreach Partnership development Goal 4: Promote a system-wide culture of safety, high engagement, cultural competency and customer service Five focus areas: Physical safety Social and emotional health High engagement Cultural competency Customer service
technology and strategic school redesign Strategic Plan Focus Area: Unpacking the standards to support teachers in understanding what the scholars need to know to obtain mastery. Then, teachers will be able to design an appropriate lesson to support various learning styles in obtaining mastery Data Used: PLC Rubric and observations Strategies (determined by what data) Task Task Task (PD) Point Person (title) Evidence of Success (Student Impact) Funding (estimated cost / source) Personnel Involved Timeline (Start—End) Interim Dates 1. 2. The 90-Day Plan serves as a road map that provides clarity to specific priorities and actions that are most important during the next 90 days. The plan will help ensure the focus of all stakeholders toward an aligned understanding of the implementation and progress of our school’s continuous improvement initiative. PURPOSE OF THE CONTINUOUS IMPROVEMENT INITIATIVE: Articulate in a few sentences what you hope to achieve by participating in the continuous improvement initiative. The collaboration in PLC meetings will be more meaningful with open, honest dialogue to ensure all team members have
ACTIONS Critical Action to Address Root Cause & Achieve Desired Outcome (Focus on teacher practice and systems & processes) Person Completing Action Timeline Resources Needed / Source Provide a master schedule that gives teachers more open planning time for one-one meetings with academic facilitators as well as administrators to come to their classroom and support their individual planning process via selection of resources, structure of group seating and whatever else is needed to promote quality, meaningful instructional practices. This coaching approach will also strengthen relationships, build trust/partnerships and develop stronger levels of commitment from all members. Principal, Asst. Principal, Dean, Facilitators, Magnet Coordinator & Classroom Teachers 9/17-12/17 Sacred time in the Master Schedule Time in key members’ schedule Instructional resources Coaching/Support forms 2. Set time and meeting protocols for the instructional administrative team to collaborate weekly (A-F schedule) to examine walkthrough notes/coaching logs, reflect on “How we are trending?” and determine “priority next steps”. Hold each other accountable throughout this process. Principal, Assistant Principal & Dean 8-30-17 Master Schedule IT members’ calendars IPA/PLC resource documents Walkthrough/Coaching forms 3. Identify and Empower Leads in PLC meetings and implement a structure for true collaboration. Utilizing the PLC agenda to maintain the fidelity of this structure. Principal, Asst. Principal, Dean, Facilitators, Magnet Coordinator & PLC Leads 9-5-17 to 12-5-17 PLC Agenda Mastery Connect Scope and Sequence Unpacking Document and other adequate resources 4. Slightly restructuring our MTSS process by identifying a representative from each grade level who will collaborate regularly to Principal, Asst. Principal, 9-30-17 (Identifying MTSS Road Map Scheduled time for MTSS Leads to meet and