Key Actions and Indicators Key Actions By 1 September 2016 Investing in People Strengthen and sustain a positive culture Expand efforts to show teachers they are valued Ensure members support the direction of the District and the Core Beliefs Define behaviors that demonstrate a “professional culture” and begin training staff District Goal 6- Culture Create and sustain a positive “common culture” At least 80% of the teachers are neutral, agree or strongly agree that they are satisfied with the recognition they receive for doing a good job as measured by the spring climate survey At least 80% of the staff are neutral, agree or strongly agree with the Core Beliefs as measured by the spring climate survey At least 80% of the staff are neutral, agree or strongly agree with the direction of the District as measured by the spring climate survey Develop a new central staff evaluation system (3R) that emphasizes specific behaviors related to professionalism by 1 January 2016 Create a rubric to assess the professional behavior and effectiveness of each major Central Office department (use an independent company to assist) Investing in People Implement the TEI system, teacher evaluations to student achievement results District Goal 1- Teachers Ensure highly effective teachers At least 98% of all classroom teachers are placed on the TEI evaluation system The teacher evaluations are differentiated and the distribution of effectiveness approximates the target distribution (within 5% at each level) In a survey of teacher and school leaders, at least 75% are neutral, agree, or strongly agree that the new evaluation system is “fair, accurate, and rigorous” Key Actions By 1 September
Meeting District Goals District Goal Key Actions or Initiatives Estimated New Expenditures TEACHERS: Ensure highly effective teachers for all students. Implement TEI; compensate teachers new effectiveness levels Incentivize distinguished teachers moving to low-performing schools Expand efforts to show teachers they are valued Expand professional development section that supports curriculum alignment and best practices Conduct summer teacher academies and summer learning labs Support revision of ACPs as needed and improvements in test administration Implement new counselor evaluation system $4,200,000 $3,000,000 $300,000 $500,000 $4,000,000 $500,000 PRINCIPALS: Ensure a highly effective leader for every school. Conduct the School Leaders Academy for a cohort of 35 Implement new assistant principal evaluation system Incentivize principals going to struggling campuses $100,000 $500,000 SAFE AND SECURE SCHOOLS: Ensure a safe, secure and welcoming environment for all students, parents, staff, and the community. Install additional security devices (security cameras, lights, buzz-in systems at major access points) at secondary schools Support in-school suspension or programs to improve student discipline in the middle schools Replace artificial turf at two locations and replace old sports equipment $300,000 $2,000,000 PARENTAL INVOLVEMENT: Develop shared responsibility between parents/guardians and schools that foster academic success and self-management of learning. Inform community about the TRE and garner support for the long-term vision of the District Expand volunteer programs at each elementary and middle school $300,000
District Goal Key Actions or Initiatives Estimated New Expenditures RIGOR: Implement rigorous curriculum and engaging educational practices and experiences. Create new campus-based endorsement areas for student choice under HB5 and expand industry-approved certifications Strengthen SAT and ACT prep classes Implement writing and literacy plan to increase college readiness Support new personalized learning schools and planning for choice schools Expand support for early childhood classrooms and staff development $200,000 $200,000 $300,000 $2,000,000 $500,000 CULTURE: Create and sustain a positive and compassionate “common culture “throughout the district that to accomplishing our vision and mission. Develop new evaluation instrument for central staff and strengthen professional culture Ensure staff members understand and support the direction of the District and the Core Beliefs Expand community outreach, stakeholder engagement, and both internal and external communications $300,000 $300,000 HUMAN RESOURCES: Hire, retain, and develop highly effective employees for every position. Continue to improve upon the case manager system of recruitment and support for the schools Execute the District’s vacancy reduction initiative Expand the number of permanent substitutes to 250 $300,000 $800,000 District Goal Key Actions or Initiatives Estimated New Expenditures
DATA AND INNOVATION: Make managerial decisions based on appropriate, reliable, and valid data and best practices, and develop and continually improve new, innovative ways of schooling to meet the needs of students in the 21st century. Initiate Imagine 2020 version 2.0 in the Pinkston feeder pattern Continue to conduct data team meetings for principals Continue Reasoning Mind in the 2nd and 3rd grades; support the expansion to the 4th and 5th grades for selected schools Support new personalized learning schools and planning for choice schools (see goal on Rigor) Support the Office of Transformation and Innovation as it oversees the expansion of choice schools over the next six years $2,000,000 $1,000,000 $200,000 CENTRAL OFFICE: Organize central services to encourage and enhance a positive culture throughout the district, support the campuses and positive culture on each campus by removing barriers that prevent achievement. Accomplish key performance and progress monitoring metrics Develop new evaluation instrument for central staff and strengthen professional culture (see goal on Culture) Lease space for HCM and technology $300,000 $500,000 FACILITIES: Systemically upgrade and maintain our facilities to provide every student an efficient learning environment. Continue to invest in the deferred maintenance fund Consolidate several central office departments into one location Implement comprehensive plan to upgrade and maintain facilities $15,000,000* $25,000,000* *not new money
Progress monitoring metrics and leading indicators Key performance outcomes Core Beliefs Baseline Sep 15 Sep 16 Sep 17 Sep 18 Sep 19 Sep 20 Dept. Responsible PM1. Percentage of agreeing with the direction of the District on the mid-year climate survey 45.3% (2013-14) 50% 55% 60% 65% 70% 75% Comm. PM2. Percentage of staff agreeing with the direction of the District on the end-of-year climate survey 44.4% (2013-14) 50% 55% 60% 65% 70% 75% Comm. PM3. Summative “core beliefs” from the mid-year climate survey 86% (2013-14) 88% 89% 90% 91% 92% 93% SL PM4. Summative “core beliefs” score from the end-of-year climate survey 85% (2013-14) 88% 89% 90% 91% 92% 93% SL PM5. By 2020, ninety percent of all middle school students will receive a “B” or higher on their habits of mind score. students will be assessed by their teachers who will use a habits of mind rubric developed by the District. (2015-16) n/a 70 75 80 85 90 AIA PM6. By 2020, 80 percent of all high school 11th graders will receive a “proficient” or higher on their habits of mind score. HS juniors will be assessed by a team of people (teachers, counselors, employers) who will conduct an interview of the student at the end of his junior year. (2017-18) n/a n/a n/a 75 78 80 AIA