Paulding County School District...4 VISION The vision of the Paulding County School District is to...

Paulding County School District

District Strategic Plan 2013 -2018

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VISION

MISSION

CORE BELIEFS

The vision of the Paulding County School District is to provide a safe, healthy, supportive environment focused on learning and committed to high academic achievement. Through the shared responsibility of all stakeholders, students will be

prepared as lifelong learners and as participating, contributing members of our dynamic and diverse community.

The mission of the Paulding County School System is to prepare ALL students for success today and tomorrow.

We believe students are our first priority. We believe schools must provide our students with a safe and healthy learning environment. We believe all students will learn. We believe positive relationships are crucial to the success of students, teachers, and parents. We believe we must effectively use best practices in instruction. We believe in the development of collaborative learning communities in our schools. We believe preparing students for graduation is a responsibility that begins in kindergarten. We believe that data should drive instruction. We believe the family and the community must be involved in the education of their children. We believe in building leadership and maximizing potential in all employees.

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DISTRICT GOALS

STRATEGIC PLANNING TEAM

As a result of a rigorous K-12 program, all students will graduate from high school prepared to be college and/or career ready.

All students will meet or exceed academic expectations.

All students will attend school in a safe, healthy, supportive environment.

All stakeholders will share in the responsibility of preparing students to be lifelong learners and contributing members of the community.

District processes and procedures will support schools’ improvement efforts.

Cliff Cole, Superintendent Dr. Brian Otott, Associate Superintendent Clark Maggart, Executive Director, Human Resources Dr. Susan Browning, Executive Director, Secondary Operations and Curriculum Dr. Bonnie Cochran, Executive Director, Elementary Operations and Curriculum Michele Sayles, Director, Student Services Steve Barnette, Chief Financial Officer Julie Ackerman, Executive Director, Technology Dr. Sue Myers, Executive Director, School Improvement and Assessment Suzanne Wooley, Director, Communications

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VISION The vision of the Paulding County School District is to provide a safe, healthy, supportive environment focused on learning and

committed to high academic achievement. Through the shared responsibility of all stakeholders, students will be prepared as lifelong learners and as participating, contributing members of our dynamic and diverse community.

MISSION The mission of the Paulding County School System is to prepare ALL students for success today and tomorrow.

EFFECTIVE SCHOOL CORRELATES: What research-based practices, implemented consistently and pervasively throughout the Paulding County School District, accelerate the work and student learning?

CULTURE OF CARING: What are the expectations of the conditions which cultivate a positive learning environment?

BUILDING CAPACITY: What are the expectations of the stakeholders in the Paulding County School District? ANNUAL GOALS: What are the desired outcomes that guide decisions and actions?

As a result of a rigorous K-12 program, all students will graduate from high school prepared to be productive citizens in the 21st century.

All students will meet or exceed academic expectations.

All students will attend school in a safe, healthy, supportive environment.

All stakeholders will share in the responsibility of preparing students to be lifelong learners and contributing members of the community.

District processes and procedures will support schools’ improvement efforts.

We believe we must effectively use best practices in instruction.

We believe in the development of collaborative learning communities in our schools.

We believe that data should drive instruction.

We believe the family and community must be involved in the education of their children.

We believe in building leadership and maximizing potential in all employees.

We believe students are our first priority.

We believe schools must provide our students with a safe and healthy environment.

We believe all students will learn.

We believe positive relationships are crucial to the success of students, teachers, and parents.

We believe preparing students for graduation is a responsibility that begins in kindergarten.

Clear Mission

High Expectations for Success

Instructional Leadership

Frequent Monitoring of

Student Progress

Opportunity to Learn and

Student Time on Task

Safe and Orderly

Environment

Home-School

Relations

PAULDING COUNTY SCHOOL DISTRICT STRATEGY MAP

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Paulding County School District Strategic Action Plan GOAL 1: As a result of a rigorous K-12 program all students will graduate from high school prepared to be college and career ready. SMART GOALS: SMART Goals for Goal 1 are based on academic scores for all students as reported on Georgia’s College and Career Ready Performance Index (CCRPI) Report and PCSD Survey data.

The school district will increase the graduation rate by 2% annually. The school district will increase the percentage of students demonstrating advanced scores in Math I and II, Language Arts

(9th Grade & American Literature), Science ( Biology & Physical Science), and Social Studies (US History & Economics) on the EOCT by 3% annually.

The school district will increase the percentage of students demonstrating proficiency on the Georgia High School Writing Test by 1.5% annually.

The school district will increase the percentage of students demonstrating proficiency (meets or exceeds) on the Criterion Referenced Competency Test by 1.5% for grades 3-8 in Reading, English/Language Arts, Math, Science and Social Studies annually.

The school district will increase the percentage of students exceeding standards on the CRCT by 1% for grades 3-8 in Reading and English/Language Arts, and 3% in Math, Science and Social Studies annually.

The school district will improve student perceptions regarding instructional programs by 2% annually from Fall 2012 PCSD Survey data.

The school district will improve parent and teacher perceptions regarding instructional programs by 2% annually from Fall 2012 PCSD Survey data.

*With the statewide transition to Georgia Milestones, SMART Goals will be revisited and revised to align with Georgia Milestone achievement levels in the Fall of 2015.

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Strategy Action Steps Funding Sources and Resources

Person(s) Responsible

Timeline SACS Standards

Correlation

Implement, expand, and explore non-traditional supports for student engagement and graduation.

Investigate and expand the use of non-traditional programs and options i.e. flexible scheduling and alternative pathways.

Investigate and expand the use of community and career opportunities i.e. work based learning, internships, career pathways, and apprenticeships.

Explore non-traditional programs and options i.e. virtual learning, and night school.

Recruit and support personnel for non-traditional instructional programs.

Recruit, support and retain qualified personnel that equitably represent our student population.

Business Community CTAE Programs Paulding County

School District Educational Foundation

RESA Local Post Secondary

Schools Virtual Learning

Providers

Principals Curriculum

APs Curriculum

Department Operations

Department Professional

School Counselors

CTAE Department

Human Resources Department

Ongoing Teaching and Assessing for Learning Resources & Support Systems

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Implement a shared K-12 focus on all students’ graduation from high school.

Continue to analyze data by high school feeder patterns to identify K-12 achievement trends for all students and subgroups.

Expand vertical collaboration and communication between: teachers, administrators, counselors, students, and parents.

Continue regularly scheduled, focused, peer review visits within high school feeder patterns.

Continue content specific focus walks with administration and content area coordinators.

Develop individual graduation plans for each student.

Expand and improve effective advisement programs.

Enhance communication to students regarding academic options and opportunities during and after high school.

Implement Bridge Law Requirements.

Communicate and provide advisement lessons and resources through Mentoring, Advising, and Teaching Students (MATS).

Professional Learning Funds

Achievement Data Graduation Rate Data RESA Focus Walk Data Virtual Learning

Resources Advisement

Resources GaCollege 411

Curriculum Department

Director of Assessment

Instructional Lead Teachers

Curriculum APs

Principals Instructional

Design Team

Professional School Counselors

Schedulers

Ongoing Purpose and Direction Teaching and Assessing for Learning Using Results for Continuous Improvement

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Expand the use of research based instructional interventions, K-12, to ensure student engagement and learning for all students.

Tailor instruction based on the analysis of individual, class, grade and school level data.

Expand credit recovery. Refine the use of needs based

instruction K-12. Investigate reinstating State Funded

Pre-K into Elementary Schools


RESA State Funds


Operations Department

Counselors Instructional

Lead Teachers

Curriculum APs

RTI Coordinator

Principals

Ongoing Teaching and Assessing for Learning Using Results for Continuous Improvement

Provide job-embedded professional learning.

Build staff capacity to: Provide instruction that supports all

students. Provide positive and challenging

learning environments. Develop supportive relationships

with students. Provide relevant, rigorous, and

engaging learning experiences. Differentiate instruction. Develop appropriate assessment and

grading practices. Provide effective advisement and

create individual graduation plans. Create a supportive culture of

learning. Provide standards based instruction

that supports all students. Continue to implement Response to

Intervention (RTI) and Pyramid of Interventions.

Increase the Depth of Knowledge Level and rigor in learning tasks and assessments.


School Improvement Plans

District Improvement Plan

Title I A Funds Title II A Funds


Curriculum APs

CTAE Department


Principals School

Leadership Teams

Director of Counseling Services

Teacher Leaders


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Paulding County School District Strategic Action Plan

GOAL 2: All students will meet or exceed academic expectations. SMART GOALS: SMART Goals for Goal 2 are based on academic scores for Subgroups.

District-wide, students in the subgroups Students with Disabilities (SWD), English Language Learners (ELL), and Economically Disadvantaged, will demonstrate proficiency as required for CCRPI Performance Targets on the CRCT in grades 3-8 Reading, English/Language Arts, Math, Science, and Social Studies.

District-wide, students in the subgroups Students with Disabilities, English Language Learners, and Economically Disadvantaged, will demonstrate proficiency as required for CCRPI Performance Targets on the EOCT in Math, English, Science, and Social Studies.

*With the statewide transition to Georgia Milestones, SMART Goals will be revisited and revised to align with Georgia Milestone achievement levels in the Fall of 2015.




Correlation Expand efforts to recruit, induct, and retain high quality teachers.

Expand and improve induction and mentoring programs for new teachers.

Implement and support the Teacher Keys Effectiveness System for teachers.

Provide job-embedded professional learning and professional coaching.

Implement an application tracking and recruitment system and MyPauldingBenefits.com.

Provide and participate in recruitment fairs.

Title II A Funds

Monitoring Programs


Title I A Funds

RESA Higher

Education


Principals Teacher Mentors Instructional

Lead Teachers Partnership with

Universities

Ongoing Governance & Leadership Teaching and Assessing for Learning Resources & Support Systems

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Correlation

Build capacity to develop strong educational leaders.

Provide ongoing support to school leaders to ensure a focus on continuous school improvement.

Implement and support the Leader Keys Effectiveness System for administrators.

Continue collaboration with the Georgia Leadership Institute for School Improvement (GLISI) Community Partnership to provide high schools with Professional Learning Communities development and coaching support.

Development of a leadership pipeline through professional learning focused on key competencies for future principals.

Provide support for new principals. Provide principal professional learning

opportunities. Provide assistant principal professional

learning opportunities. Provide Teacher Leader professional

learning opportunities. Continue collaboration for leadership

development through external agencies. Expand mentoring program for new

administrators.


Higher Education

Paulding County School District New Principal’s Institute

Georgia Leadership Institute for School Improvement

RESA District

Improvement Plan


Superintendent’s Office




Finance Department

Technology Department

Instructional Design Team

Ongoing Governance & Leadership Resources & Support Systems Using Results for Continuous Improvement

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Correlation Strengthen the use of best practices in curriculum, instruction, and assessment.

Fully implement the Common Core Georgia Performance Standards (CCGPS) and other national/state curriculum requirements.

Continue to align and utilize district curriculum maps for instructional planning.

Implement and support a common framework to identify best practices for instruction.

Utilize a systematic, balanced assessment system in instructional planning.

Expand utilization of technology for classroom instruction, differentiated instruction, specialized instruction, and academic interventions.

Administer and analyze District Benchmark Assessments and checkpoints.

Develop Student Learning Objectives (SLOs) Assessments.

Utilize Response to Intervention (RTI) and Pyramid of Interventions to improve instructional outcomes for students using consistent processes and practices throughout the district.

Expand utilization of technology for instruction K-12.

Utilize new technology devices and programs.




Assessment Data

Technology Plan

Teacher Induction Program



CTAE Department


Student Services Department



Lead Teachers Instructional

Design Team

Ongoing Teaching and Assessing for Learning Documenting & Using Results Using Results for Continuous Improvement

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Correlation Plan and support learning for students in critical subgroups and for those at risk for failure.

Disaggregate data to determine achievement trends and patterns.

Develop instructional plans that include specific interventions.

Monitor student progress and intervention results on a regular basis.

Disaggregated Assessment Data

www.georgia-standards.org

Response to Intervention Model



Student Longitudinal Data System (SLDS)



CTAE Department




Lead Teachers

Ongoing Nine Week Checkpoints

Teaching and Assessing for Learning Using Results for Continuous Improvement

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Correlation Provide job-embedded professional learning.

Build staff capacity to: Plan collaboratively. Develop an understanding of and

successful implementation of the CCGPS. Monitor implementation of the CCGPS. Develop instructional units. Analyze and utilize formative and

summative data to inform instruction and provide feedback.

Utilize instructional technology. Differentiate instruction. Involve students in the daily learning

process by providing timely, relevant, and constructive feedback.

Implement effective co-teaching practices.

Establish and facilitate professional learning communities.

Balance strong management and organizational skills with instructional leadership responsibilities.

Provide training on effective instructional strategies for diverse populations.

Enhance implementation of Response to Intervention (RTI) and Pyramid of Interventions.

Enhance implementation of specialized instruction.

Enhance implementation of credit recovery.

Utilize best practices in grading and assessment.

Disaggregated Assessment Data


Curriculum Maps

Title I A Title II A Medicaid Ace

Funds IDEA Flow

Through Funds

RESA School

Improvement Plans




CTAE Department




Lead Teachers

Ongoing Teaching and Assessing for Learning Resources & Support Systems Using Results for Continuous Improvement

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Paulding County School District Strategic Action Plan GOAL 3: All students will attend school in a safe, healthy, and supportive environment. SMART GOALS: SMART Goals for Goal 3 are based on attendance data for all students and PCSD Survey data.

The school district will improve Average Daily Attendance rate of students by .3% annually. The school district will improve Average Daily Attendance rate of staff by .5% annually. The school district will reduce the percentage of student attendance days missed due to out-of-school suspension by .3% annually. The school district will improve student perceptions regarding school climate and safety by 2% annually from Fall 2012 PCSD Survey

baseline data. The school district will improve parent and teacher perceptions regarding school climate by 2% annually from Fall 2012 PCSD Survey

baseline data.



Timeline SACS StandardsCorrelation

Provide a safe and well maintained environment for all students and employees.

Maximize the use of funds for maintenance, renovations, and construction.

Review and realign the District Five-Year Facility Plan annually based on district infrastructure and maintenance needs.

SPLOST and Capital Outlay Funding

Operating Budget

Facilities and Maintenance Department

Custodial Department

Construction Manager

Ongoing Resources and Support Systems Using Results for Continuous Improvement

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Provide a safe and secure learning and working environment for all students and employees.

Establish and implement a District Safety Oversight Committee comprised of staff, parents, and students to meet quarterly to review, discuss enhancements, and provide feedback related to PCSD safety plans and protocols.

Actively promote the PCSD anonymous safety violation tip-line through educating all staff to report any and all violations of safety protocols to lower absences and reduce workers compensation claims.

Enhance the coverage and effective utilization of school security technologies.

Conduct annual reviews of local school and district safety plans and protocols.

Continue comprehensive safety planning, regular practice drills, and monitoring of procedures.

Continue to collaborate and plan with local and state public safety agencies.

FEMA and GEMA Safety Guidelines

FEMA and

GEMA Safety Guidelines


Director of Safety



Director of Safety


Establish Committee 2013-2014 Implement-ation Ongoing Camera Security Access 2013-2014 Ongoing

Resources and Support System Resources and Support System

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Provide a healthy learning environment for students.

Conduct on-site and in-depth kitchen reviews to assure compliance with Coordinated Review Effort and School Meal Initiative Review Federal Standards

Evaluate the needs of students through electronic medical records and documentation of monthly data of student visits and services provided.

Enhance communication with outside medical providers.

Revise and implement District Wellness Plan and initiatives.

United Healthcare Monthly Clinic

Reports Medical and

Health Agencies

School Nutrition Department


School Nurse Supervisor

School Nurses

Annually at District Level Every 3 years at State Level Ongoing

Resources and Support Systems

Provide safe and efficient transportation of PCSD students.

Continue to upgrade and maintain the bus fleet through regular State Inspections and Pre-Trip Inspections.

Develop more efficient routing processes.

Inspections Bi-annual Student

Counts Routing Software

Transportation Department


Ongoing Resources and Support Systems

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Increase student and staff attendance.

Review and revise the student attendance protocol for consistency.

Communicate the guidelines and expectations for student attendance to parents/guardians.

Explore incentive programs to celebrate student and staff attendance.

Monitor student and staff attendance monthly.

Incentive Programs

Attendance Protocol

Communication Plan

Attendance Data Parent/Guardian Community



Principals Attendance

Officers/Social Worker

Ongoing Governance & Leadership Using Results for Continuous Improvement

Enhance and maintain positive school cultures.

Enhance Character Education Program.

Develop and enhance programs to celebrate student success.

Expand student leadership opportunities.

Develop processes to support and enhance staff and student rapport.

Analyze discipline data to determine and address school culture issues.

Expand and improve alternative discipline intervention strategies to keep students in the classroom.

Analyze School Climate Survey results.

Enhance anti-bullying and diversity activities.

Celebrate school and district successes.

Expand opportunities for family involvement.

Standards Assessment Instrument

Survey Data Strategic Plans Discipline Data Parent/Guardian Community United Healthcare Education

Foundation Chamber of

Commerce Paulding County

Children’s Cabinet



Principals Attendance

Officers/Social Worker

Professional School Counselors

Diversity Committee

Ongoing Ongoing

Purpose and Direction Using Results for Continuous Improvement Purpose and Direction Using Results for Continuous Improvement

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Build staff capacity to: Support diverse learners. Respect and value all students. Advise students. Demonstrate cultural awareness and

competence. Foster an inclusive school culture. Establish a school culture where

students are seen as the first priority. Provide affirmation of student, staff,

and school accomplishments. Model high expectations for all

students. Maintain clean and safe facilities. Respond efficiently to facility

maintenance needs. Prepare and serve healthy school

meals. Provide quality health care to

students.


RESA School

Improvement Plans



CTAE Department


Counselors Maintenance

Department School Nutrition

Department


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Paulding County School District Strategic Action Plan GOAL 4: All stakeholders will share the responsibility of preparing students to be lifelong learners and contributing members of the community. SMART GOALS: SMART Goals for Goal 4 are based on PCSD Survey baseline data from Fall 2012.

The school district will increase positive responses on stakeholder survey instruments by 2% annually. The school district will increase the participation on stakeholder survey instruments by 2% annually. The school district will increase the number of partnerships with business, government, and civic agencies by 5%

annually.

Strategy Action Steps Funding Sources

and Resources Person(s)

Responsible Timeline SACS Standards

Correlation

Expand the school district’s focus on public relations.

Develop and implement a strong communication plan.

Enhance plans for receiving feedback from all stakeholders.

Collaborate with district student leadership groups.

Public Access Channel

Social Media Communication: Facebook and Twitter

PSCD Website Parent Teacher

Association Partners in

Education One Call Now

System



Parent/Guardian Community IMPACT

Sponsors

Ongoing

Purpose and Direction Using Results for Continuous Improvement

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Timeline SACS Standards Correlation

Increase collaboration with external agencies.

Increase collaboration and communication between daycare/pre-kindergarten programs and K-5 schools.

Review and revise protocols with external agencies.

Expand collaboration with community resources and agencies.

Enhance inter-agency involvement in the Transition Fair through the ESEP Department.

Explore and expand relevant work and career based experiences for students.

Civic and Government Agencies

Health Agencies PCSD

Educational Foundation


CTAE Department


Community ESEP Department

Ongoing Governance & Leadership Resources & Support Systems

Expand the school district’s support of family involvement.

Provide structured family involvement programs to include non-traditional options.

Create opportunities for parents/guardians to develop and refine learning related parenting skills to support student learning.

Provide resources for parents/guardians to develop personal skills and competencies.

Provide opportunities and protocols for increased family involvement in school and district governance and decision-making.

KidsNet Title I A Funds PTA/PTSA Parent/ Guardian Community Local School

Councils Paulding

Children’s Cabinet




Title I Director Title I


School Counselors

Parents and Guardians


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Expand supportive relationships with businesses and civic organizations.

Develop and implement a Community Engagement Plan.

Increase participation in Partners in Education program.

Explore additional opportunities for student internships and work opportunities.

Collaborate with Chamber Education Committee.

Continue Work Based Learning partnerships.

Explore mentoring programs and internship opportunities.

Expand opportunities for business volunteers to be more involved with teachers and schools.

Georgia Partnership for Excellence in Education

GLISI Partners in

Education CTAE Programs PCSD

Educational Foundation

Paulding County Chamber of Commerce

Civic Organizations

Superintendent’s Office



CTAE Department

Community WBI Coordinator



Build staff capacity to: Conference with parents. Build positive relationships. Provide positive customer service to

stakeholders. Work collaboratively with businesses

and external agencies.


Title I A Funds Grant Funds RESA




Ongoing Teaching and Assessing for Learning Using Results for Continuous Improvement

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Paulding County School District Strategic Action Plan GOAL 5: School district processes and procedures will support the local school improvement efforts. SMART GOALS: SMART Goals for Goal 5 are based on PCSD Survey baseline data from Fall 2012, and the annual budget report.

The school district will increase positive responses on PCSD staff survey instruments by 2% annually. The school district will directly support classroom instruction with a minimum 65% expenditure of the total budget.




Enhance school district support for schools in continuous improvement planning.

Implement tasks and timelines for school improvement development and feedback to include: data analysis, strategy development and planning, monitoring and evaluating plans,

support planning for Priority and Focus schools, regular status reports regarding improvement plan implementation. Implement school district level

monitoring of school improvement plans.

Assessment Data

Survey Data Attendance

Data Discipline Data School

Improvement Plans




CTAE Department

Title I Principals School

Leadership Teams

Ongoing Resources & Support Systems Using Results for Continuous Improvement

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Development of reporting and monitoring tools.

Implementation of a District Balanced Scorecard to communicate and monitor district and school goals, achievement, practices, and processes.

Develop a Parent Portal to provide parents with historical student assessment data and the ability to monitor student progress toward graduation.

PCSD Website Operations Department


Ongoing Using Results for Continuous Improvement

Explore the Charter System Application Process

Investigate and research Charter System requirements, regulations, and policies.

GaDOE Operations Department

2013-2014

Resources & Support Systems Using Results for Continuous Improvement

Increase use of technology to support district and school goals.

Implement technology improvements to enhance district communications, record keeping, data warehousing, and data utilization functions.

Enhancement of the Instructional Technology Committee.

Expand the technology infrastructure to allow student use of wireless devices brought from home.

Establish Bring Your Own Technology (BYOT) guidelines to govern uses of non-school devices and access to the network.

Review and revise a replacement cycle of technology hardware annually.

Link systems together to allow more efficient data transfer.

Allow for greater access and use of the Cloud.

Technology Plan

Communication Plan

Alcatel Switches

Microsoft Servers

Microsoft

Skydrive My Big

Campus Schoolpoint




CTAE Department

Assessment Student

Services Department

Student Information System Coordinator

Ongoing Develop-ment of ITC 2013-2014 BYOT Policy Develop-ment 2013-2014

Resources & Support Systems Using Results for Continuous Improvement

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Continue allocation of resources to support district and school functions.

Continue local school and school district budgeting based on needs assessments, student achievement data, and district/school improvement plans.

School and District Improvement Plans

Achievement Data

School and District Budgets

Survey Data Needs

Assessment Data

Operating Budget

Professional Learning Budget

General Fund Budget

Federal Program Funds

All school district departments

Principals School

Leadership Teams

Ongoing Resources & Support Systems Using Results for Continuous Improvement

Improve intra-district communication.

Administer a district-wide staff survey regarding perceptions of school district communication processes and procedures.

Continue inter and intra departmental communication at the district level.

Streamline communications sent to schools.

Expand use of technology communication devices.

Develop and implement a method for virtual meetings via teleconferencing.

Develop and use processes to create more efficient paperless environment.

Staff Perception Survey

www.paulding.k12.ga.us (District website)

PCSD Administrators’ Handbook

PCSD Weekly Administrative Updates

Alcatel Microsoft Lync

All school district departments

Principals Technology

Department

Ongoing

Purpose and Direction Governance & Leadership Resources and Support Systems

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Build staff capacity to: Utilize and support technology in the

classroom.

Technology Plan




Ongoing Teaching and Assessing for Learning Resources and Support Systems

Paulding County School District...4 VISION The vision of the Paulding County School District is to...

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