High-performing A-rated District

FY16-21 Strategic Plan Status UpdateBoard Workshop

March 3, 2021

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Keith Oswald, Deputy Superintendent, Chief of SchoolsDr. Glenda Sheffield, Chief Academic OfficeMark Howard, Chief of Performance Accountability

High-performing A-rated District

The School District of Palm Beach County envisions a dynamic collaborative multicultural community where education and lifelong learning are valued and supported and all learners reach their highest potential to succeed in the global economy.

The School District of Palm Beach County is committed to providing a world-class education with excellence and equity to empower each student to reach his or her highest potential with the most effective staff to foster the knowledge, skills, and ethics required for responsible citizenship and productive careers.

Our Mission

Our Vision

Palm Beach School District Strategic Planning Timeline

Communication

2015 2016

Identify and Train Strategy Team Leaders, Orient Team Members

Leadership OverviewAug. 27

January - - March

September - - December

Phase 1: Analysis

Phase 3: Action Planning

Phase 2: Strategy Development

Review Environmental, Organizational Trends and Issues

Define Outcomes and Strategic Themes

Stakeholder Input

Develop Objectives, Measures, Initiatives

Identify Initiative Sponsors and Owners

Create Action Plans for Year 1 Initiatives

Identify SWOT and Prioritize

Refine

Develop Monitoring Process

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August - - September

Strategic Plan

2016-2021

Strategic Theme #1

Effective and relevant instruction to meet the needs

of all students

Objectives• Ensure shared commitment and

collective responsibility for the academic success of every student

• Establish personalized learning opportunities for all students

• Ensure academic proficiency of all students in prekindergarten through grade 2

Objectives• Ensure a safe and supportive

school climate that promotes the social/emotional and academic development of all students

• Secure parent and community partnerships to support the academic and social/emotional development of all students

Objectives• Ensure continuous improvement

throughout the district• Improve employee engagement,

retention and performance• Instill resource optimization to

yield maximum return on investment

• Increase customer service and support

Strategic Initiatives1. Define pillars of effective instruction to increase the academic achievement of all

students2. Embed cultural competence, equity and access within instructional practices3. Provide instructional programming customized to the individual strengths, needs,

interest, and aspirations of each learner4. Provide digital and blended learning opportunities utilizing current technology5. Expand and enhance prekindergarten programs and services in collaboration with

our community and agency partners.6. Develop the capacity to deliver effective instruction in prekindergarten to grade 2

Strategic Initiatives7. Ensure a comprehensive “Single School Culture” in every school8. Align behavioral and social/emotional services while increasing accessibility9. Addressing bullying prevention through Social Emotional Learning (SEL)

10. Align new and existing community and parent partnerships

Strategic Initiatives11. Develop leadership advancement pathways for all employees 12. Develop and implement a recruitment system that attracts high quality and

diversity in candidates by job group/category13. Develop and implement rigor in selection and hiring processes that effectively

identify and screen for high quality, skilled applicants

Strategic Initiatives14. Implement a comprehensive performance management system15. Implement rigorous project management structures, protocols and processes16. Build a district-wide culture of pride, trust, and respect17. Establish and implement recognition and differentiated compensation systems 18. Develop resource allocation processes aligned with student needs19. Enact systemic customer service

Strategic Theme #2

Positive and supportive school

climate

Strategic Theme #3

Talent development

Strategic Theme #4

High performance culture

Objectives• Promote a culture of learning and

development for all employees by providing opportunities and pathways for growth and advancement

• Recruit, select and hire high quality employees

Long-Term Outcomes 2021

•Increase reading on grade level by 3rd grade

•Goal: 75%

•Ensure high school readiness

•Goal: 75%

•Increase the high school graduation rate

•Goal: 90%

•Foster post-graduate success

•Goal: 75%

Phase 1

Phase 2

Phase 3 4

SDPBC Strategic Plan Long-Term Outcome 1: Increase Reading on Grade Level by 3rd Grade

Performance Measure

Unit of Measure

StudentsActual Target

FY16 FY17 FY18 FY19 FY20* FY21

Florida Standards

Assessment English

Language Arts

Students scoring

Level 3 or higher

All Students 52 54 56 54 NR 75

Female - Black 41 40 45 43 NRFemale - Hispanic 49 48 53 51 NRFemale - White 76 80 78 75 NRFemale - ELL 27 28 37 35 NRFemale - ESE 20 29 31 30 NRFemale - FRL 44 45 49 46 NRMale - Black 28 34 37 37 NRMale - Hispanic 43 44 46 45 NRMale - White 71 75 73 73 NR

Male - ELL 23 25 32 32 NR

Male - ESE 19 28 33 34 NR

Male - FRL 35 38 42 47 NR

*State Assessment not administered.

Updated Jan 2021 5

Long-Term Outcome 2: Ensure High School Readiness

Performance Measure

Unit of Measure

StudentsActual Target

FY16 FY17 FY18 FY19 FY20* FY21

Index of Florida

Standards Assessment

English Language Arts,

Math, Algebra 1, Geometry,

Attendance, and

Suspensions

Students scoring Level 3 or higher

Less than 11 absences

And 0 Suspension Days (OSS)

All Students 54 60 61 59 NR 75Female - Black 44 50 50 50 NRFemale - Hispanic 53 58 59 57 NRFemale - White 73 79 79 77 NRFemale - ELL 31 37 35 35 NRFemale - ESE 31 32 32 31 NRFemale - FRL 47 53 55 52 NRMale - Black 35 40 41 41 NRMale - Hispanic 47 51 52 51 NRMale - White 66 71 72 70 NRMale - ELL 27 33 30 31 NRMale - ESE 31 30 33 31 NRMale - FRL 39 46 48 45 NR

Updated Jan 2021* State Assessment not administered.

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Long-Term Outcome 3: Increase High School Graduation Rate

Performance Measure

Unit of Measure

StudentsActual Target

FY16 FY17 FY18 FY19 FY20 FY21

Federal Cohort

Graduation Rate

Percent of students

graduating on-time

with standard diploma

All Students 88 90 92 92 94 90

Female - Black 87 90 92 93 97Female - Hispanic 88 90 92 93 95Female - White 95 95 96 97 98Female - ELL 68 76 84 80 91Female - ESE 81 84 89 93 96Female - FRL 87 88 91 92 95Male - Black 80 84 86 87 92Male - Hispanic 84 87 89 87 89Male - White 92 92 94 94 95Male - ELL 60 70 74 70 80Male - ESE 79 79 84 87 90Male - FRL 80 84 86 85 90

Updated Jan 2021 7

Long-Term Outcome 4: Foster Postgraduate Success

Performance Measure

Unit of Measure

StudentsActual Target

FY16 FY17 FY18 FY19 FY20* FY21

AP/IB/AICE/DE, Industry Certification

Percent of graduates successful outcome

All Students 67 67 68 72 NR 75

Female - Black 56 55 56 64 NRFemale - Hispanic 70 69 71 76 NRFemale - White 82 80 81 86 NRFemale - ELL 45 54 54 65 NR

Female - ESE 34 42 34 42 NR

Female - FRL 61 60 61 70 NRMale - Black 44 46 47 50 NRMale - Hispanic 59 63 62 68 NRMale - White 74 75 77 80 NRMale - ELL 34 50 46 52 NRMale - ESE 32 40 34 40 NRMale - FRL 51 54 54 59 NR

* Not reported by FDOE.

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Phases for Strategic Plan Work

Phase One Initiatives

Phase Two Initiatives

Phase Three Initiatives

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SDPBC Strategic Planning and Continuous Improvement

SDPBC Annual Planning and Improvement Cycle

District 5-Year Strategic Plan

District VisionDistrict Mission

JUNE-JULY

JULY-AUG.

DEC.-JAN.

SEPT.-DEC.

Annual SWOT

Analysis

ID Critical Work and

Set Goals

Plan and Implement

Mid-year Check-in

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Changes in the EnvironmentOpportunities/Threats

• Passed Penny Sales Tax Referendum November 2016

• Parkland Tragedy February 2018

• Superintendent Change March 2018

• District Accreditation 2018

• Passed Operating Millage Referendum November 2018

• COVID-19 Pandemic March 2020

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Changes in the EnvironmentOpportunities/Threats

Successful Penny Sales Tax Campaign✔ Construction Program Status

• 3 New Schools in Planning and Design • 9 Schools with Modernizations• 10 Schools with Additions and Remodels• 79 Facility Renewal Contracts• 106 Minor Projects Contracts (FY21)

✔ Hardening of Campuses for Safety✔ IT Digital Infrastructure Investments

• Increased bandwidth capacity, expanding WiFi footprint• Modernize IT backend and school-based server and networking

infrastructure, including phone system

• Modernize School Bus and White Fleet Vehicles✔ Digital Classrooms Modernization

• Interactive Flat Panels, Audio Enhancement, Document Cameras, Projectors

Changes in the EnvironmentOpportunities/Threats

Marjory Stoneman Douglas High School Public Safety Act (SB 7026)✔ School Police Officers in Every School (Additional at Secondary)✔ Comprehensive School Safety Planning ✔ Co-located Mental Health Professionals✔ CAPE teams in Every Area ✔ Threat Assessment Teams on Each Campus ✔ Mental Health Education Mandatory Instruction

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Changes in the EnvironmentOpportunities/Threats

Successful Campaign to Increase Millage Rate ✔ Added School Police Officers✔ Improved Teacher Pay with Retention Supplements✔ Developed, funded, and staffed Behavioral and Mental Health

Professionals at all schools✔ Expanded mental health agency support on school campuses ✔ Funded additional school counselors at the middle school level ✔ Maintained over 750 Art, Music, PE, Choice and Career and

Technical Education Teachers

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Changes in the EnvironmentOpportunities/Threats

COVID-19 Emergency Orders ✔ Pivoted to Remote Learning in Spring FY20✔ Distributed over 100K Student Devices and 1:1 Device Initiative✔ Provided Hotspots and Comcast Sponsorships as needed✔ Online Delivery Model Incorporated for Mental Health

Professionals ✔ Opened with Full Distance and In-Person Learning FY21✔ Collaboration with CTA on Common Learning Expectations✔ Established and Expanded Community Partnerships✔ Digital Inclusion and WiFi Projects

• $16MM in County CARES funding, 50 square mile WiFi network• Ed Foundation raised $1MM for student WiFi extenders• 25K students will access free, sustainable WiFi

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Effective & Relevant Instruction to Meet the Needs of All Students

Initiatives Products, Systems, or Services Impact

1Define pillars of effective instruction to increase the academic achievement of all students

Pillars of Effective Instruction Embedded in PB Model of Instruction, Classroom Walkthrough Tool, Blender Lesson Plans

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Embed cultural competence, equity, and access within instructional practices

Equity Resource Center23 School-based Equity TeamsCulturally Responsive Teaching CoursesCulturally Responsive Leaders Courses

Racial Equity Institute – 512 TrainedCourageous Conversations – 405 Trained6 courses – 528 Training 5 courses – 373 Training

3Provide instructional programming customized to the individual strengths, needs, interest, and aspirations of each learner

AMPGifted Screener and expansion of gifted programsExpansion of Accelerated Course Opportunities

Created infrastructure and prerequisite conditions to support personalized learning

4Provide digital and blended learning opportunities utilizing current technology

Teaching with Technology TrailblazersFlat Panels, Audio, Projectors, Doc. Cams, WiFi Upgrades

2,400 Trailblazers, 2,100 Google Certifications10K+ IFPs, 100% Digital Classrooms

5Expand and enhance prekindergarten programs and services in collaboration with our community and agency partners

Kindergarten Entry Expectations (KEEs) for pre-kRiviera Beach Early Learning CollaborativeLake Worth Early Learning Collaborative

Shared with 20 providers Impacting 1,000+ children

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Develop the capacity to deliver effective instruction in kindergarten to grade 2

Standardized 90-minute reading block/core actionsK-5 ELA Modules increased rigor and standard alignmentExternal Curriculum Audits to ensure alignment and rigor

100% of District Operated Elementary Schools provided with resources and PDContent-based Literacy PilotCore Actions PD

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Effective & Relevant Instruction to Meet the Needs of All Students

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Positive & SupportiveSchool Climate

Initiatives Products, Systems, or Services Impact

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Ensure a comprehensive “Single School Culture” in every school

SSC 2.0 launchedPB Model of InstructionPLC Leader Training seriesSEQ andSchool Climate Resource Center

110 - SSCCs trained220 - Principals trained10,000+ Teachers trainedAll District (including Alternative Schools) trained

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Align behavioral and social/emotional services while increasing accessibility

Created new Department (Behavioral and Mental Health Services)34 Behavioral Health Agreements >300 additional Mental Health Professionals Youth Mental Health First Aid courseEstablished “Caring First” website

Community agencies provide services on campus Behavioral Health Professional on every campus 7,152 District Staff trained in YMHFAProvided resources and PD for all teachers to support mandatory Mental Health Education

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Addressing bullying prevention through Social Emotional Learning (SEL)

Expanded online reporting for students and adultsMandatory training for Investigating and reporting incidents (bullying and harassment)Created Title 9 Investigative Team SEL Guide and Best Practices Navigate 360 and EdPlan Reporting

ODR reduction of 47% in schools where SEL was explicitly taught Five Certified Civil Rights Investigators (student)SEL Videos created w/5000+ viewsRevamped Expulsion process and created Discipline Review Committee

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Align new and existing community and parent partnerships

Parent University videosResources for familiesNSPRA/Scope surveyCOVID Distance Learning campaign

Topics: Racism, Mental Health, COVID, Distance Learning, Food Distribution, and Storm Center Updates 18

Positive & SupportiveSchool Climate

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Talent Development

Initiative Products, Systems, or Services Impact

11 Develop career and leadership pathways for employees that include recognition and differentiated compensation systems

Merit Pay pilot Succession planningCareer Pathways

Feedback and lessons-learned on Performance Pay program implementationCompleted “Next Up” exercise by department

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Develop and implement a recruitment system that attracts high quality and diversity in candidates by job group/category and develop and implement rigor in selection and hiring processes that effectively identify and screen for high quality, skilled applicants

Identified and published High Needs SchoolsEquity-Driven Differentiated HR Service ModelNew-Hire process improvement Teacher Ambassador ProgramNYU Residency ProgramRecruitment and Retention DashboardFFEA and Instructional Grow Our Own

Job Fair for High-Needs SchoolsImproved Teacher Retention rateDecreased Teacher vacancy rateBi-weekly communication between school/HR partnerData-driven approach to HR services for continuous improvement

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Talent Development

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Strategic HR Partner Model

Expansion of Alternative Certification

Scorecards and Dashboards

Marketing Campaign

HBCU Partnerships

NYU Residency PartnershipTeacher Ambassador

Teacher Housing Initiative

Substitute/Paraprofessional to

Teacher

High-Performance Culture

Initiative Products, Systems, or Services Impact

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Implement a comprehensive Performance Management System

Performance Management Resource CenterDepartmental goal-setting process and alignment CLEAR Coaching ModelLean Six-Sigma Continuous ImprovementDistrict Leadership Academies (DLA)Administrative Assistants’ Academy

All District departments trained in PMSix-Sigma: 400 Yellow Belts, 31 Green, and 12 Black Belt certifications in District programEmployee mentoringRevised Form 11301000+ employees received PD

15Implement rigorous project management structures, protocols and processes

Project Management guidebookProject Management Center for Excellence

1,800 unique users accessing Toolkit

16Build District-wide culture of pride and respect and enact systemic customer service

Paused due to COVID -19 and will be addressed in the future plan where applicable

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Develop resource allocation processes aligned with student need

ELLevation centralized data for servicesEdPlan centralized IEP and services dataBudget Pilot

Increased efficiency and data integrityCentralized data collection and reporting50,000 Special needs students and staff32,600 ELLs and Staff 22

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Lessons LearnedFocus, Alignment, Accountability

▪ Number of initiatives impacts fidelity of implementation and focus ▪ Community engagement establishes support for District priorities and opportunities

for additional resources ▪ Resources should focus on District priorities ▪ Communication, engagement, and transparency around the goals should be

consistent and ongoing; internally and externally ▪ A cadence of coaching and accountability should be established from the top of the

organization and throughout the system ▪ Continuous improvement should be a built-in management process to allow for

course correction as well as environmental changes ▪ Greater understanding of the challenges between technical versus adaptive changes ▪ Move from equity “lens” to equity “practice”