Post on 01-Aug-2021
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
3
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”