athens city schools - acs-k12.org

ATHENS CITY SCHOOLS

FIVE-YEAR STRATEGIC PLAN

2014 – 2019

TABLE OF CONTENTS

Strategic Planning Committee ............................................................................................................... 1

Strategic Planning Executive Summary ............................................................................................ 2

Continuous Improvement Model ......................................................................................................... 2

Vision, Mission, Beliefs, Priorities ........................................................................................................ 3

Strategic Goal Areas and Performance Objectives ........................................................................ 4

Athens City Schools Strategy Map ....................................................................................................... 4

Five-Year Strategic Plan Detail

Goal Area I ..................................................................................................................................................... 5-7

Goal Area II .................................................................................................................................................... 8-11

Goal Area III ................................................................................................................................................... 12-14

1

STRATEGIC PLANNING COMMITTEE

Board Members Tim Green Jennifer Manville Parents/Grandparents Crystal Hewlett Kirk Parker Nicole Bennett Jack McDaniel Mary Ann Todd Sharon Russell Judy Davis Margaret Smith Venard Hendrix Elizabeth Anderson Lara Grose Teachers Susan Killen Caroline Medlen Eloisa Wright Debbie Elmore Justin Smith Karen Clem Toni Bailey Kay Marsh Cheryl Pennington Local Politicians Joseph Cannon Jimmy Gill

Principals and APs Mike Bishop Chris Bolen Chris Pennington Felicia Phillips Phillip Jarmon Gia Russell Central Office Staff Amy Williams Beth Patton Beth McKinney Vance Roberson Serena Owsley Bob Hagood Chris Hamilton Garner Ezell Barry Hamilton Terry Roller Gwen Hardnett Students Victor Garcia Lauren Ezell

Community Leaders Pastor Antoyne Green David Carter Jeremy Elliott Bridget Kelley Classified Staff Staci Ebert Vicki Waldrep Branding Committee Martha Jo Leonard Johnny Crutcher Jackie Greenhaw Jan Hargrove Greg Young Charles Harris Jennifer Bunnell Beverly Malone Heather Haney Van Trent Jimmy Woodroof Russ Johnson Nancy McBay Allen Creasy Chad Botcher Julia Pack Katie Lee Eddie Murphree Stace Tedford Chris Bolen Thad Prater Van Trent

2

Strategic Planning Executive Summary The Athens City Board of Education voted to use a process developed by the Georgia School Boards Association (GSBA) and Georgia Leadership Institute for School Improvement (GLISI) to develop a five-year strategic plan for the school district. This comprehensive process engaged the community and all stakeholder groups to create universal ownership and support for district and school improvement.

Highlights of the process include:

A comprehensive community engagement component to allow stakeholders to have a voice in the strategic planning process

A diverse planning team that represented stakeholder groups to develop the plan A facilitated planning process that assisted the planning and action teams in analyzing the strengths,

weaknesses, opportunities and threats of the school district and defining the mission, vision, beliefs, goal areas and elements of the strategic improvement plan

A facilitated process to work with experts within the district and community on developing initiatives and action steps to implement the plan

The strategic planning process follows a continuous improvement cycle designed around the five questions listed in the visual below.

Who are we?BeliefsMissionVision

Where are we now?Performance Data

Financial DataStakeholder InputSWOT Analysis

Where do we want to go?Strategic Goals (or Goal Areas)

Strategic Priorities

How will we know when we have arrived?

Performance Objectives Measures & Targets

How do we plan to get there?

InitiativesAction Plans

Continuous Improvement

Model

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Vision Statement

“A Community Connected by Education”

Mission Statement

Our mission is to be a progressive, high-quality school system that connects students and their

families to a caring, traditional community.

Belief Statements

1. We believe all students can learn.

2. We believe it is important for students to attend school everyday and in a safe, secure and

supportive environment.

3. We believe technology is a progressive learning tool for students to reach their greatest

potential and provides equity for student outcomes.

4. We believe every student deserves a rigorous, relevant and engaging learning experience

including extracurricular and fine arts experiences.

5. We believe students are valued individuals and our system will respect & empower them to

reach their greatest learning potential.

6. We believe every student is inherently unique and diversity enhances learning.

7. We believe it is important for every student to develop a sense of personal and community

responsibility and for the system to promote community service opportunities.

8. We believe honesty and open communication are vital for healthy relationships.

9. We believe passionate teachers have the greatest impact on learning.

10. We believe that all school staff should be connected with students and families outside the

classroom and learning is a shared responsibility - school, home, student, and community,

for which we are all accountable.

11. We believe leadership at every level matters.

12. We believe our system is tradition-rich and future-focused in preparing our students for a

global society.

Community Priorities

1. Tradition and heritage of the community and school system

2. Student safety and security

3. Supportive and caring staff

4. Progressive and top performing academics

5. Highly competitive fine art and athletic programs

6. Fiscally solvent

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STRATEGIC GOAL AREAS AND PERFORMANCE OBJECTIVES

Goal Area I – Assurance of Exceptional Learning for Every Student

Ensure College and/or Career Readiness for Every Student Provide an Effective Instructional Program Promote Professional Learning that Supports Student Achievement

Goal Area II – Assurance of Providing Exceptional Resources for Students, Staff, and Stakeholders

Ensure Financial Stability and Align Resources to Promote Quality Instruction Provide a Comprehensive Support System with Stakeholder Involvement Promote Human Resource Practices that Align to Our Mission and Beliefs

Goal Area III – Assurance of Exceptional Leadership and Organizational Effectiveness and Efficiency

Ensure Leadership that Promotes Collaboration, Innovation, and Effective Teaching & Learning Maintain an Organization Structure that Supports a Performance-Based Culture Promote a Decision-Making Model that Sustains a High Performance Organization

Athens City Schools Strategy Map

Assurance of Exceptional

Learning for Every Student

Assurance of Providing

Exceptional Resources for

Students, Staff and Stakeholders

Ensure College and/or Career Readiness for Every Student

Provide an Effective Instructional

Program

Promote Professional Learning that

Supports Student Achievement

Ensure Financial Stability and Align

Resources to Promote Quality

Instruction

Promote Human Resource Practices that Align to Our

Mission and Beliefs

Provide a Comprehensive Support System

with Stakeholder Involvement

Ensure Leadership that Promotes Collaboration,

Innovation, and Effective Teaching

& Learning

Maintain an Organizational Structure that

Supports a Performance-Based

Culture

Assurance of Exceptional

Leadership and Organizational

Effectiveness and Efficiency

Promote a Decision-Making

Model that Sustains a High Performance Organization

5

Strategic Goal Area I: Assurance of Exceptional Learning for Every Student Performance Objective I.A – Ensure College and/or Career Readiness for Every Student

Suggested Performance Measures: Suggested Targets:

ACT Increase percentage of benchmark scores

ACT WorkKeys Increase percentage of benchmark scores

ACT Aspire Meet Achievement and Growth AMOs

AP Exams Increase number of qualifying scores

College or Post-Secondary Credit

Increase percentage of students earning college or post-secondary credit while in high school

Increase percentage of students taking dual enrollment courses

Graduation Rate Meet Graduation Rate and Gap AMOs

Enrollment Patterns in Advanced Courses Reflects diversity of student population

Post-Secondary Tracking System

College Enrollment Data College Remediation Data College Graduation Data Employer Feedback

Career Tech Increase number of students earning industry

certifications

Possible Initiatives:

1. College and Career Readiness Initiative Provide academically challenging learning environments that ensure students develop 21st century skills Develop partnerships with local colleges, universities, and businesses Expand career tech offerings based on job market data and student career interests Ensure teachers have access to resources aligned to the college- and career-ready standards Provide opportunities for students to learn career-related skills and to develop 21st century work habits Increase opportunities for student learning in math, science, and technology (i.e. Engineering is Elementary (EiE)

Program, AMS Pre-Engineering Program) Utilize the Alabama Career Planning System to help students successfully transition from intermediate school to

middle school and from middle school to high school Provide high school credit opportunities in middle school Explore providing high school students with credit advancement opportunities Evaluate the implementation of the college- and career-ready standards through the use of various data sources

2. Access and Equity Initiative Develop a college- and/or career-ready plan for every student Provide and ensure equitable access to curriculum and courses that prepare all students for college Develop instructional programs that meet the educational needs of diverse learners (i.e. Advancement via

Individual Determination (AVID) Program) Utilize disaggregated data to ensure effective instruction for all students

3. Power Up Initiative Integrate technology seamlessly into the teaching and learning environment Provide all students with equal access to a digital learning device Integrate technology to engage all students, regardless of their socioeconomic status and diverse abilities, in

learning experiences emphasizing 21st century skills

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Performance Objective I.B – Provide an Effective Instructional Program


ACT Quality Core End-of-Course Tests Meet Achievement AMOs

ACT Aspire Meet Achievement, Gap, Growth AMOs

AAA Meet Achievement AMOs

ACCESS for ELLs Meet Title III AMAOs

Curriculum Documents Create/Revise Standards Navigator Create/Revise Unit Maps Create/Revise Pacing Guides

Formative Assessments Create/Revise Common Assessments Benchmark Assessments System Assessment Calendar

Curriculum/Instruction/Assessment Monitoring Process

Lesson Plans Data Meeting Schedules/Agendas Classroom Observation Schedules/Data School/District Continuous Improvement Plans System Monitoring Plan District Accreditation Executive Summary District Accreditation Self-Assessment District Accreditation External Review Team Report

Response to Instruction (RtI) Data Increase percentage of students exiting the program


1. Curriculum, Instruction, and Assessment Initiative Align curriculum, instruction, and assessment Unpack standards across all grade levels to ensure teacher understanding Develop and implement unit maps and pacing guides to support instruction Implement a systematic formative assessment system aligned with pacing guides Ensure vertical and horizontal curriculum alignment across grade levels and schools Provide regular writing tasks in all subject areas Utilize grading practices that represent the attainment of knowledge and skills Promote critical thinking through inquiry, problem solving, and application of knowledge and skills Increase student led project- and challenge-based learning in all grade levels

2. At-Risk Initiative Implement with fidelity the Response to Instruction Plan (RtI) framework in each school Develop and implement non-traditional instructional delivery systems Explore academic intervention supports before, during, and after school. Utilize formative and summative assessments to determine student needs and progress Use a variety of instructional strategies, resources, and technologies to meet students’ diverse learning needs

3. Curriculum, Instruction, and Assessment Monitoring Initiative Utilize the district accreditation review process to improve student performance results over time Develop and implement a systematic review process for curriculum, instruction, and assessment Align school and district continuous improvement plans to the system strategic plan Monitor and support the improvement of instructional practices of teachers to ensure student success Regularly collect and analyze multiple kinds of data about student performance

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Performance Objective I.C – Promote Professional Learning that Supports Student Achievement


Professional Learning Documentation

Agendas and work products Needs Assessment Results Professional Learning Plan Professional Learning Calendar Professional Learning Guidelines Teacher/Administrator Feedback Instructional Coaching Documentation


1. Professional Learning Initiative Conduct a professional learning needs assessment Develop a comprehensive professional learning plan aligned with the system strategic plan Provide training on Alabama’s College and Career Ready Standards (CCRS) Provide training opportunities in effective teaching practices for administrators and teachers Ensure that administrators and teachers participate in Power Up technology training Collaborate with other school systems implementing a 1:1 computer initiative Provide training on the new state assessment system, item types, and data interpretation Provide training on the new state accountability system

2. Professional Learning Effectiveness Initiative Conduct an annual evaluation of the professional learning program Ensure professional learning has a demonstrable impact on teacher performance and student learning Develop professional learning communities to improve instruction and student learning Provide instructional coaching to support quality implementation of teaching practices

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Strategic Goal Area II: Assurance of Providing Exceptional Resources for Students, Staff, and Stakeholders Performance Objective II.A – Ensure Financial Stability and Align Resources to Promote Quality Instruction


Unqualified Audits 2015: Review and Determine baseline on FY14. 2015: TBD based on FY14 audits. 2016: TBD based on audits. 100% HQ Teachers

Determine current baseline operation online proficiency 2015: Establish software and training needs. 2016: 75% of 2015 findings. 2017: 100% of 2016 findings.

Full state and federal compliance

2015: Continue budget development. Determine baseline

2016: TBD 2017: TBD

Full participation in grant application opportunities 2015: Determine baseline 2016: TBD 2017: TBD

Increase student enrollment 2015: Determine baseline 2016: TBD 2017: TBD

Decrease substitute cost due to professional development

2015: Determine baseline 2016: TBD 2017: TBD

Full implementation of Power Up program 2015: Phase 2 implementation 2016: Phase 3 implementation 2017: TBD

Safe and efficient transportation program 2015: Maintain 100% state inspection requirements. 2016: TBD 2017: TBD

Increase student’s participation in lunch and breakfast programs.

2015: Determine baseline 2016: TBD 2017: TBD

Reduce utility costs 2015: Determine baseline 2016: TBD 2017: TBD

Online registration for new students. Online course registration for secondary students

2015: Determine baseline 2016: 100% high school 2017: 100% middle school

School cafeteria’s score 95 > Health Inspection report. 2015: Maintain 100% current compliance. 2016: TBD 2017: TBD

Accurate and articulate information shared through social media.

2015: Determine baseline. 2016: TBD 2017: TBD

Full implementation of school safety measures. 2015: Determine baseline. 2016: TBD 2017: TBD

Online leave requests and approvals 2015: Determine baseline. 2016: TBD 2017: TBD

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1. Ensure effective and efficient financial processes through professional development for all Business Services staff and local school bookkeepers. Regularly scheduled bookkeeper meetings. Membership in state and/or national professional organizations and attendance at sponsored professional

development opportunities. Completion of webinars and online learning opportunities. Timely and unqualified audits.

2. Expansion of database functionality to include leave submission for all employees to eliminate the need for paper Leave Request Forms, student fees, online teacher receipts, online requisitions. Upgrade existing time keeping system. Completely eliminate check printing for employees. Research available options with Technology Dept. to determine readily available options and/or programming

requirements and determine budget requirements. 3. Development of the ACS annual budget by division, department & program to insure input from all responsible staff

members, and to ensure district budget adheres to ACS Strategic Plan. Provide transparent fiscal accountability. Development of a budget building process that includes budget development and submission through the division

organizational structure. Process includes submission and approval of formula changes and program budget improvement requests. Budget, audit reports and check registers available online.

4. Increase applied for and awarded grant. Establish contracts grant writers.

5. Increase student enrollment. Implementation of new attendance policies.

6. Reduce teacher absenteeism due to professional development. Adoption of flex calendar.

7. Improve technology support for student achievement and operations of the district. Increase technology budget to support 1:1 and other instructional needs.

8. Annual review of transportation program for funding and efficiency. Evaluation of transportation program.

9. Healthy, nutritious, and appetizing meals. Evaluate child nutrition program. Expand summer feeding program.

10. Increase energy efficiency for all buildings. Develop summer cleaning team. Work 4 – 10 hour days during summer months. Upgrade to more energy efficient buildings.

11. More effective online registration and course selection process. Move to online registration system. Move to online student course selection at middle school and high school.

12. Ensure healthy environment for students and staff. Review process and protocols for plans annually. Maintain Safe – Serv certification for all lunchroom managers.

13. Employ technology advances to effectively engage & expand communication. Use available technology resources to communicate to students and parents. Use social media to notify students/parents of safety/emergencies. Compliance with School Fiscal Accountability Act.

14. Implementation of safety equipment and technology to ensure safety for students, staff and guests. Electronic entry, key fobs and or cards to enter building. Additional cameras in schools. Cameras on all buses. Bi annual emergency drills. Monthly fire drills at all schools. Severe weather drills at all schools. School bus emergency evacuations twice per year for all students.

15. Reduce use of paper forms by employees. Expand use of technology to automate leave requests and approvals.

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Performance Objective II.B – Provide a Comprehensive Support System with Stakeholder Involvement


Child Nutrition Program

Increase number of students participating in lunch and breakfast programs

SDE/CNP Reviews Health Inspections

Student Attendance Reduce Absences

Drop Out Rate Reduce Drop Out Rate

Discipline Data Reduce the number of disciplinary infractions Reduce the number of out-of-school suspensions

Stakeholder Engagement Documentation of meetings with students and other

stakeholders

Health and Wellness Education

District Wellness Policy Physical Education and Health Curriculum Health Screenings School Nurse Data

Comprehensive Counseling

Comprehensive Counseling and Guidance Plan Character Education Plan School Counselors’ Schedules Number of students served by outside agencies Drop Out Prevention and Exit Data Interview Data College and Career Readiness Data Data Analysis for EXPLORE and PLAN assessments

and career inventory Student Schedules based on individual needs and

credit checks


1. Guidance and Counseling Initiative Align school and district Comprehensive Counseling and Guidance Plans with the Alabama State Counseling Plan Develop/revise guidance and advisement systems for schools Provide comprehensive counseling to all students

2. Learning Supports Initiative Ensure classroom and school-wide approaches are used to create and maintain a positive climate Implement school-wide discipline plans Provide students with support for transitions Support families in respectful two-way communication between home and school Promote parent programs that enhance family support of student learning and performance Informing families of their rights and responsibilities regarding all educational services Recruit, screen, prepare, and maintain a wide range of community resources Ensure immediate assistance in emergencies so students can resume learning Coordinate and integrate services from various community agencies to meet the individual needs of students Create a caring and safe learning environment Enhance access to direct interventions for health, mental health, and economic assistance

3. School Nutrition Initiative Provide and coordinate support services that meet the nutrition needs of all students. Implement Summer Food Service Program Initiate Universal Free Breakfast Program

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Performance Objective II.C – Promote Human Resource Practices that Align to our Mission and Beliefs


Highly Qualified Data 100% Highly Qualified Teachers

Teacher School Climate Survey Increase percent satisfied as measured by Teacher

School Climate Survey

Employee Attendance Data Increase employee attendance rate

New Teacher Academy New Teacher Academy Data Collection

Post-employment surveys 2014-2015 post-employment survey baseline data

Staff Demographics Staff Demographics reflect diversity of student

population

Recruitment Plan Annual review of recruitment plan

Mentoring Plan Annual review of mentoring plan


1. Teacher Retention Initiative Develop an induction program to offer support to newly hired staff Develop a mentor program to offer support to beginning teachers and administrators Study results of teacher school climate survey; develop, implement, and evaluate action plan Annual review of salary and supplement schedules Annual review of staff recognition opportunities

2. Teacher Recruitment Initiative Increase partnerships with local and state teacher preparation institutions Determine annual staffing needs before the end of the school term Create an interview process to ensure new staff meet qualifications and targeted needs Attend recruitment fairs to target identified staffing needs Recruit and provide support to ensure all staff meet federal highly qualified guidelines and state licensure

requirements Develop a plan to recruit and employ teachers within critical areas of need (i.e. math, science, and special

education) Create a plan to recruit and employ teachers that reflect the diversity of the student population Provide Human Resource training relative to critical issues for principals and district leaders

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Strategic Goal Area III: Assurance of Exceptional Leadership and Organizational Effectiveness and Efficiency Performance Objective III.A – Ensure Leadership that Promotes Collaboration, Innovation, and Effective Teaching &

Learning


Annual Whole School Board Retreat Goal setting session for board members,

superintendent, and AASB for reflection and establishing annual goals

System-wide Instruction Plan aligned to vision, mission, and beliefs

System, school, and teacher leaders will participate in collaborative quarterly appraisal of the instructional program and turn around for school faculties

System leadership will ensure that core academic areas include teachers from all schools

Leadership teams will ensure exceptional (challenged and gifted) and at-risk students are given curriculum opportunities to increase achievement

System and school leadership teams will participate in annual instructional retreat

System-wide Personnel Plan aligned to vision, mission, and beliefs

Development of teacher/administrator capacity to ensure all employees can contribute

Administrative Intern program to develop and equip future leaders

Professional Learning Communities (PLCs) that build and promote instructional best practices

Annual teacher surveys for professional needs

System-wide Operational Plan aligned to vision, mission, and beliefs

Provide teacher resources to ensure College and Career Readiness

Provide technology for creative and innovative learning for all students

Provide technology infrastructure and training that enables collaboration for teachers and students

Collaborate with business, community, and city officials for future facilities plan


1. Instructional plan to include: Instructional leadership team(s) that encompass all schools and rotation of teacher leaders. Instructional retreat to reflect and plan for succeeding year. Assessment calendar for planned quarterly benchmarks and data driven decision-making. Researched based curriculum and support programs for at-risk and exceptional education students.

2. Professional Learning Communities Teacher leaders are trained to lead PLCs Provide PLCs with College and Career Readiness training to ensure all equipped to teach rigorous standards School leaders will use creative scheduling to ensure embedded PLC time School leadership teams will plan and conduct PLC meetings utilizing school data and system goals

3. Annual teacher survey’s for professional needs Teacher and School Climate Surveys to guide and address change Post-employment surveys to adjust induction and mentoring programs Professional development surveys to differentiate professional learning needs

4. System-wide strengthening of co-curricular programs (academic, arts and athletics) Provide system-wide directors for arts and athletics Communication system for parents to discuss opportunities and challenges Assess co-curricular offerings and provide more opportunities for participation Plan for growth and expansion of programs and facilities

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Performance Objective III.B – Maintain an Organizational Structure that Supports a Performance-Based Culture


Ensure a Formal Model of Organization

Maintain System-wide Organizational Chart Provide stakeholders policies and procedures for open

discussion through chain of command System leaders will promote and utilize the board’s

authority through policy governance System leaders will ensure all policies are followed

and promoted throughout the system

Ensure high student achievement through independent decision making and policy development

Appointed school board through city council Appointed superintendent by school board Appointed committees of community stakeholders by

superintendent Committees will review and make recommendations

of policies and procedures to promote high student achievement

Effective and Competent leadership

Provide a modified collegial structure for stakeholder input and sharing ideas/challenges

System leaders will model continuous improvement and learning

System leaders will actively support teachers and their classroom efforts

System leadership will be active and visible in schools and community

Board Governance

Board policies are accessible for public review Board utilizes yearly goals to support the leadership

and evaluate effectiveness Board delegates system operations to their appointed

leadership and holds them accountable

Promotion and protection of all students physical and mental safety

Engage local law enforcement for support Engage local agencies for student support Engage court system for compliance Engage community outreach groups for support Promote and encourage faculty/staff care for students


1. Work at district level toward transparency and collaborative communication Publicly accessible correspondence and memoranda library Ensure board policies are publically accessible and provide for clear communication Review and change policies and procedures as needed to promote high student achievement

2. School safety measures in place. Limited and controlled access to buildings Plan and anticipate for future safety, growth, and community quality of life challenges Anti-bullying policies are promoted and emphasized Promote student support services for at-risk students and parent involvement Limit and discourage entitlement and personal agenda involvement

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Performance Objective III.C – Promote a Decision-Making Model that Sustains a High Performance Organization


Effective Culture and Climate

Expand non-traditional educational opportunities for parent and student needs

Vertical alignment of all schools Promote “One Athens” Discourage individualism and fragmentation Provide competitive academic, arts and athletic

programs

System-wide Public Relations Plan aligned to vision, mission, and beliefs

Provide structures for consistent communication Publically disseminate all system information not

protected by personal rights Provide parent education of academic programs Model working relationship with the professional

organization for student achievement

Effective Communication

System of regular communication System for community feedback Annual “State of the Schools” meeting Annual report for community distribution


1. Yearly Public Opinion Survey(s) for Baseline and Continuous Improvement Data Student surveys Parent surveys Business and industry surveys Alumni Surveys

2. Monthly Communication for All Stakeholders Up-to-date information on system website On-line calendar of events for the system/schools Communication of policy changes to staff and community

3. Communication is open and consistent for all stakeholders 100% accuracy of information disseminated through social media. Inclusion of students, parents, business and community members in review and advisement committees Build trust with all stakeholders by welcoming open dialogue and discussion

4. Expand non-traditional educational opportunities Renaissance Center expansion to address at-risk students’ needs, career apprenticeships, and personalized plans

to work with parent requests Refine and provide adequate resources for Eagle Academy umbrella programs: SAFE (Student Academy For

Excellence) and CARE (Classroom for Alternative and Remedial Education) to provide schools non-suspension alternatives

Provide attendance school options for excessive absenteeism and truant students Continue to search and develop programs to decrease dropout rate

5. Increase Stakeholder Engagement through: Athens City Schools Foundation School - PTO involvement, Open Houses, Book Fairs, Academic Nights, Parent Workshops System-wide and school leadership teams to empower teachers and parents Business and community partnerships

6. Vertical alignment of schools School leadership will align school ASSIST plans to address student achievement, gap closure, benchmark data,

mastery of standards, and system goals for clear and consistent transition of students Leadership teams will limit system-wide initiatives to prevent fragmentation and allow teachers to master their

craft Leaders throughout the system will promote the system vision by maintaining an open structure of collaboration Creating synergy by promoting and emphasizing co-curricular programs and participation.