Cleveland Metropolitan School District THE CLEVELAND PLAN: Four‐Year Implementation Strategy

7/30/2019 Cleveland Metropolitan School District THE CLEVELAND PLAN: FourYear Implementation Strategy

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ClevelandMetropolitanSchoolDistrict

THECLEVELAND

PLAN:

FourYearImplementationStrategy

DRAFTFOR

PUBLICREVIEW,FEEDBACKANDINPUT

DECEMBER3,2012


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1

PARTI: INTRODUCTION

Understandingthe

New

Context

TheClevelandMetropolitanSchoolDistrict(CMSD)ispoisedtobeginthenextchapterinitshistory.This

chapterwillultimatelydetermine the legacyof thedistrict,and,more importantly, the legacyof the

childrenofCleveland.Thestakesarehigh,butthesuccessofourstudentswillhaveatremendouspayoff

forthedistrict,theCityofCleveland,theregionandthestate.

Overthepastyear,thedistrictandacoalitionofsupporterscametogethertoenvisionthefutureand

takenecessaryaction.Thedistrict,educators,communityleaders,andpartnerstakeholdershavejoined

forcestoputintoplaceafundamentalstrategic,policyandfinancialcontextthat,together,createsthe

conditionsthatallowthedistricttotransformitself.Thisworkbuildsuponchangesalreadymadeinthe

districtin

prior

years.

Key

aspects

of

this

new

context

include

the

following:

InFebruary2012,MayorFrankJacksonandCMSDissuedadocumententitledClevelandsPlanfor Transforming Schools:Reinventingpublic education in our city and serving as amodel ofinnovationforthestateofOhio.ThisdocumentpresentsaboldvisionforthefutureofpubliceducationinCleveland.Itarticulatesthefundamentalideaofaportfolioschoolsstrategythat

formsthebasisforthedistrictstransformation.

In June 2012, the Ohio General Assembly passed legislation (H.B. 525) that made significant

changes to state law to enable the implementation of the Cleveland Plan. These changes

include dramatically increased autonomy and flexibility for the District and its schools, the

modernizationof

employment

practices,

and

increased

incentives

for

district

and

charter

school

partnerships.

On November 6, 2012 Cleveland voters passed a 15mill levy to support the districts

transformation efforts. This levy will expire after four years (the end of 2016). The district

realizesthat itmustdemonstraterealsuccess inorder forvoters torenewtheirsupportafter

thiscriticalinvestment.

Inordertotakefulladvantageofthiscontext,thisdocumenthasbeenpreparedtoserveasthedistricts

roadmap for implementationand success. Itattempts to integratekeydistrict initiatives andpresent

highlevelactionstepsandtimelinesforimplementation.Ithasbeendesignedtobeexecutable,focused

on students, teachers, staff and the implementation of proven and effective practices. While the

documentspans

afour

year

time

frame,

it

is

expected

that

the

plan

it

contains

will

be

modified

on

an

annualbasisasthedistrictworkscontinuouslytoimproveandrefineitsapproach.


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2

DefiningSuccess:DistrictGoalsforEducationalProgress

The district has made a commitment to the community and to the state that it will hold itself

accountable to specificmeasurable goals for theperformanceof the systemand for theeducational

progress of students. The Cleveland Plan and the enacted state legislation were based on goals

articulatedfor

asix

year

period.

Even

after

six

years,

there

will

still

be

more

that

needs

to

be

done.

The

recentlyapprovedlevyspansaperiodoffouryears.Thisplanidentifiesthefollowinggoalsasthebasis

formeasuringthedistrictssuccess:

1. Increase the number of students enrolled in highperforming

schools. At theendof six years, triple thenumberofCleveland studentsenrolled inhighperforming district and charter schools from the approximately 11,000 students

currentlyenrolledintheseschoolstoapproximately33,000by201819.

2. Eliminate failing schools. At the end of six years, (by 201819) eliminate the

districts63

failing

schools.

3. Increasethegraduationrateandgraduatemorestudentsready

forcollegeandcareers. Thecurrentgraduation rate,ascomputedby thestateusingafouryearcohortgraduationratecomputationis56.0%.Thegoalistocutinhalfthe

gap between this rate and the states 90% graduation rate goal, thereby increasing the

graduationrateto71%by201718.

4. Raisestudentachievementwhileclosingachievementgaps. Whileallsubjectsandallgradeswillbetargeted,theprimaryfocuswillbeonreadingandmath

achievement.The

goal

is

to

cut

in

half

the

gap

that

exists

between

current

achievement

levels and 100% proficiency, and to do so by 201718. Specific achievement goals are

detailedinAppendixA.

5. Increasecollegeenrollment. Thegoal is to increase collegeenrollment ratesfromthecurrentbaselineof63.1%ofgraduatesto68.6%by201718.(Thisgoalexceedsthe

2011nationalcollegegoingrateof68.2%.)

6. SignificantlyImprovetheConditionsforLearning.1 Currently,58.5%of

CMSD students rate their school experience as adequate or better. The goal is to

significantlyimprovestudents'schoolexperience cuttingtheproportionofstudentswho

report that the conditions in their building as needing improvement in half, thereby

increasingstudentsatisfactionto79.5%,by201718.

1TheConditionsforLearningaremeasuredinfourcategoriessafeandrespectfulclimate,challenge,student

support,andsocialandemotionallearning usingasurveythatisadministeredtostudentsthreetimesperyear.


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3

The Cleveland Plan requires the district to create performance measures of student achievement in

additiontothestatereportcard,setannualimprovementgoals,andreporttotheOhioDepartmentof

Education, Governor and legislature on progress. In addition, the HB 525 requires the district to

cooperatewiththestatesuperintendentonanevaluationofthedistrict'sperformancein2017.

Baselinedata and fouryear targets for these goals are included inAppendixA. In setting targets forthesegoals,thedistricthasattemptedtoberealisticyetaggressive. Thesetargetswerecreatedusinga

goalsetting methodology outlined by the Ohio Department of Education designed to both increase

overall school and district achievement and to close achievement gaps among individual groups of

students.

In addition to these goals, the district will track a wide range of additional educational progress

measures,bothatthedistrictlevelandtheschoolbuildinglevel,inordertomonitorandtrackprogress

in amore detailed way. It shouldbe noted that in thenext several years, state defined report card

indicators and the states rating system will likely be redefined as new state level assessments are

implemented.Thedistrictsgoalswillthereforeberecalibratedasthesechangesareputintoplace.


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4

GettingfromHeretoThere: TheClevelandPlan

ThevisionofTheClevelandPlan,asbestarticulatedbyMayorFrankG.Jackson,isasfollows:

toensureeverychild inClevelandattendsahighqualityschooland thateveryneighborhoodhasamultitudeofgreatschoolsfromwhichfamiliescanchoose.Acrossthecountry,urbandistrictsaremovingawayfromoperatingasatraditional,singlesourceschool

district toward building a portfolio of district and charter schools held to the highest standards and

partneringtocreatedramaticstudentachievementgains foreverychild. Thesedistrictshavefocused

onsevenkeycomponentsofaportfoliomodel:

GoodOptionsandChoicesforAllFamilies

SchoolAutonomy

PupilBasedFundingforAllSchools

TalentSeekingStrategy

Sourcesof

Support

for

Schools

PerformanceBasedAccountability forSchools

ExtensivePublicEngagement

ThemainpremiseofTheClevelandPlanisthatexcellentschools,ledbyexemplaryprincipalsandstaffed

by talented teachers, shouldhave fullautonomyoverhumanand financial resources inexchange for

highqualityeducationandaccountabilityforperformance.

Based upon the theoretical framework of the Portfolio District, a coalition of leaders across our

community outlined four key elements for reform that, together, make up The Cleveland Plan (seeFigure1).

Figure1:


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5

Growthenumberofhighperformingdistrictandcharterschools

in Cleveland and close and replace failing schools: The people ofClevelandhaveadeep interest inprovidingeverychild in thecityanexcellenteducationand

citizens have an obligation to ensure that every neighborhood has great schools. But as the

Districtspastperformancesuggests,gettingthereisnoteasy.Buildingonandacceleratingour

workto

date,

Clevelands

plan

is

fundamentally

built

on

aggressively

growing

the

number

of

highperformingschoolswhilephasingoutthosethatarenotperformingwell.

Focus districts central office on key support and governance

rolesandtransferauthorityandresourcestoschools: InClevelandsproposed new portfolio system, the roles and responsibilities of central office will be

significantly focused so it becomes a flatter, more nimble, and more strategic professional

organization that employs a differentiated management system and drives resources to the

schoolbuilding.Thesechangeswill requirea fundamental shift inmindset, rolesandcapacity

across the organization. There are three components of this strategy: a new role for central

office,school

autonomy

based

on

performance,

and

redistribution

of

money

to

schools

and

classrooms.

Invest and phase in highleverage system reforms across all

schoolsfrompreschooltocollegeandcareer: Beyondtheinvestmentsinthis new, performancebased system of schools, we have identified several fundamental

buildingblocksuponwhichthisplanmustbebuilt:highqualitypreschooleducation,collegeand

workforcereadiness,yearroundcalendar,talent.

Create

the

Cleveland

Transformation

Alliance

to

ensure

accountability for all public schools in the city: Currently, there is nooneorganizationthat isresponsibleforthequalityofallpublicschoolstudentsinCleveland.

Approximately 70 percent of public school students attend district schools under the

governanceof theClevelandBoardofEducation.Another30 percentattend charter schools,

eachwith itsowngoverningboardandauthorizer.Currently, thereare tenauthorizers in the

countythatsponsorschoolsinCleveland.Thisdispersedauthoritycanbeastrength.Itensures

thatnosingleentityholdsamonopolyoverschools,encouragesentrepreneurship,fostersthe

developmentofnewmodelsandcanlimitbureaucracy.Butitalsohaslimitations.Mostnotably,

thepublic,andourparentsinparticular,lackconsistent,usefulinformationaboutthequalityof

schools inCleveland. Toaddress this challenge,wewill create theClevelandTransformation

Alliance,apublic

private

partnership

charged

with

ensuring

the

growth

of

aportfolio

of

high

performingdistrictandcharterschoolsinCleveland.


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6

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s

a

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s

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1.tr

tr

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a

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7

commitmenttooperationaleffectivenessat thedistrict levelthatremovesbarriersand frees

teachersandeducatorstofocusontheworkofeducatingstudents.

2.Build Capacity of Quality Teachers and Leaders: Teachers andeducational leaders are fundamental to the districts success. The goals simply cannot be

reachedwithout

the

talent,

skills,

dedication

and

commitment

of

these

individuals.

The

district

is committed toahuman capitalmanagement strategy that supports teachersand leaders in

beingeffectiveandincontinuouslyimprovingtheirpracticesandperformance.

3.DesignEffectiveCurriculum,AssessmentandInstruction: Teachersandleadersmustbeequippedwiththetoolsthatsupporttheirwork.Theseincludehighquality

curricula and materials, a rich array of assessment tools to gauge learning, and instructional

practicesandtechniquesthatareimpactfulandeffective.

4.CreateDemandforOurSchools: Asthedistrictstransformationunfolds,andasthe portfolio strategy is developed, the results will send the message that public schools in

Clevelandareahighqualityoptionforeffectivelypreparingstudentsforsuccessinlife,careersand in postsecondary pursuits. CMSD is committed to regularly and intentionally

communicating both progress toward goals and outcomes schools are achieving to drive

demandforourschools.

5.Serve as Effective Resource Stewards: State, local and federal taxpayersentrust millions of dollars each year to CMSD. The district is committed to being careful

stewardsof these resourcesandengaged incontinuousassessmentof thevalueproducedby

eachinvestmentdecision.


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8

PART2: STRATEGICACTIONS/INITIATIVES

As you review the Strategic Actions and Initiatives outlined below, keep the following important

informationinmind:

This is ahighlevelpresentationof strategies.Wehaveworkedhard topresent aquarterby

quarter approach to implementingThe Cleveland Plan that can be reviewed, supported, and

monitoredbythepublic. However,inorderforittosucceedandtorepresentthetrueneedsof

ourstudents,therewill likelyneedtobemany lowerlevelplansdevelopedtodrivesuccessful

implementationofeachoftheseindividualinitiatives.

Insomecases,plansarenotwelldefinedforlateryears,particularly201516.Thisreflectsthis

plans fluidityand itsneed to focuson shortterm andmediumtermactions thatwillenable

longterm strategies to succeed.However,asplansare furtherdefined,additionalmilestones

willbe

established.

It

should

therefore

be

anticipated

that

this

Implementation

Plan

will

be

reviewed and updated annually, based upon the evaluation of implementation, resulting

outcomesandcommunityfeedbackandinput.

The implementation of several of the key initiatives may also be dependent upon legal or

contractual rules. The district will therefore seek or negotiate any needed state, federal, or

other legal/contractual approval required for the implementationof the strategiespresented

here.

Thisimplementationplandoesnotcontainadetailedspendingplanforlevydollarsor,forthat

matter,for

any

resources

of

the

district.

Such

decisions

are

properly

made

in

the

course

of

the

districtsbudgetdevelopmentandapprovalprocess.Thatsaid,taxpayersandvotersareassured

that promises made during the levy campaign are embedded in this plan, and will be the

beneficiariesofthenew levydollars.Thedistrictsbudgetprocessallowsfortheconsideration

of the totality of the needs and available resources, and supports decisions that best drive

improvementsofclassroomtheexperienceandofstudentlearningwhichwillultimatelyleadto

thesuccessofthedistrict

Itisimportanttonotethatthisimplementationplan,asdevelopedandcompleted,willprovide

anadditionalopportunity forpublicaccountability. Bydesign,theplan isoutlined inaformat

thatallows forquarterly reportingagainstplannedoutputsandoutcomes. It is theDistricts

intentto

update

public

constituents

of

our

progress

on

this

Implementation

Plan

in

various

ways

onaquarterlybasis. Aspartofthesequarterlyupdates,thecommunitywillbeprovidedwith

progress on each of the key initiatives, and on the financial resources committed to those

initiatives. Arunningtotalof Issue107revenueswillthenbeprovidedpubliclyonaquarterly

basissothattheClevelandcommunitycancloselymonitorthatlevyresourcesarebeingusedin

thewaytheywerecommitted.


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9

Each of the districts five key strategic actions has been further detailed as specific

implementation initiatives. Specific quarterbyquarter milestones for each of these

initiativesareoutlinedonthefollowingpages,allowingpublicconstituentstosupportand

monitor the implementationactivitiesof these strategicactionsover thenext fouryears.

Eachofthesestrategicactionsandimplementationinitiativeshavebeencarefullyalignedto

thefour

elements

of

The

Cleveland

Plan,

as

shown

in

Figure

3.


11/34


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11

STRATEGICACTION#1: CreateandSupportQualitySchools

ThemostprominentlystatedgoalsfortheCMSDstrategyisthatattheendofsixyears(by201819)the

districtwill triple thenumberofCleveland studentsenrolled inhighperformingdistrictandcharter

schools,andthatthedistrictwillhaveeliminatedfailingschools.Eliminatingfailingschoolsmeansthat

thecurrent

63

schools

that

are

rated

as

either

Academic

Emergency

or

Academic

Watch

must

be

transformed or replaced. Combined with the continued improvement of medium and highly rated

schools, Cleveland will reach its goal of tripling the number of students enrolled in high performing

schools.

TheCMSDportfolioschoolsstrategyencompassesfourapproachesasfollows:

Address the Lowest Performing Schools: This is the most challenging component of the portfolio

schools strategy. It is focused on taking the districts lowest performing schools and creating the

conditionsthatwilltransformthem intohighperformingschools.Eachyear,thegoalwillbetotackle

onetotwohighschoolsandsixtoeightK8(orotherprimary/middle)schools.Forthehighschools,the

strategywould

likely

involve

the

implementation

of

anew

model

in

9

th

and

10

th

grade

in

the

first

year,

withtheadditionof11thgradeinthesecondyearand12thgradeinthethirdyear. ForK8schools,the

strategywilllikelyinvolveimplementingthetransformationmodelingradesK4inthefirstyear,andthe

remaininggradesinthesecondyear.

Transformationmodels includesuchapproachesasthoseused inthedistrictsMC2STEMHighSchool,

the School of Science & Medicine, Architecture and Design and Early College at John Hay, Campus

International School, New Tech High Schools, singlegender academies, dual language schools,

wraparoundschoolsandcareerbasedschools.

EachyearCMSDwilltargetaportionofitsschoolsfortransformation:

201314: Implement610transformation schools.3Expectthatbythethirdyear (201516)

ofimplementationthesewillbenolongerfailing.

201415: Implement 58 transformation schools. Expect that by the third year (201617) of

implementationthesewillnolongerbefailing.

201516: Implement 58 transformation schools. Expect that by the third year (201718) of

implementationthesewillnolongerbefailing.

201617: Implement58transformationschools.Expectthatbythethirdyear (201819)these

willnolongerbefailing.

SupportMiddleandHighPerformingSchools: CMSDwillprovideongoingsupporttomiddle andhigh

performingschoolswiththegoalofcontinuingtodrivetheseschoolstohigher levelsofachievement.

Typesof

support

will

include

but

not

be

limited

to

leadership

capacity

development,

professional

development for teachers, curricular program implementations (with an emphasis on implementing

withfidelity)andconditionsforlearningimprovement.

3Inyearone,itislikelythatimplementingonemodelinmultiplelocationswillallowthedistricttomovemore

quicklythanattemptingtoimplementmultiplemodels.Thisapproachwillalsolikelysupportalargernumberof

schools.


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Create New School Models: The district will continue to take advantage of opportunities and

partnershipsthatresultintheopeningofnewmodels.ThisstrategybuildsonpreviousCMSDsuccessin

openingandoperatingsuchmodelschools.

201314:Planfornewschoolmodelsforyeartwo.

2014

15:

Invest

in

1

2

new

school

models;

Plan

for

new

school

models

for

year

three.

201516:Investin12newschoolmodels;Planfornewschoolmodelsforyearfour.

201617:Investin12newschoolmodels.

Overthefouryearperiod,CMSDwillintroducethreetosixnewschoolmodels.

EstablishAdditionalDistrictSponsoredCharterSchools: CMSDalreadysponsorssevenhighperforming

charter schools. This strategy has proven to be successful in increasing the numbers of students

attending high performing schools within the district. CMSD will target establishing one to two

additionalsponsoredcharterschoolsperyear.

Inaddition,thedistrictwill:

Develop adetaileddemographicandeducation supplyanddemandanalysis thatwillhelp to

guidedecisionsaroundschoolimprovement.

Establishnetworksamong schoolswith similar instructionalapproachesor commonneeds to

allow them to share strategies, experiences, and best practices, learn from each other, and

supporttheadditionalcreationofsimilarsuccessfulschools.

Createasetofpoliciesandpracticesthatempowerbuilding leadersandteamstomakemore

decisions and take more direct ownership of actions that lead to the creation of excellent

learning environments. These policies will include decisions in finance, human resources,

calendarand

scheduling

and

other

areas.

These

policies

will

be

designed

to

ensure

compliance

withappropriatestate,federalandotherlegal/contractualobligations.

Developacomprehensiveapproach tobuildingbasedbudgeting.Thedistricthas secured

theservicesofEducationResourceStrategies(ERS)todevelopaweightedstudentfunding

formulaandtoredesignitsapproachestoallocatingresourcestothedistrictsschoolsand

toserveasmoreeffectiveresourcestewardsforthecommunityandthestudentsserved.

Table1:CreateandSupportQualitySchools

Initiative ImplementationActivity

ImplementationTimeline

201213 201314 201415 201516

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q

2Q

3Q

4Q

1Q2

Q3

Q4

Transforming

theLowest

Performing

Schools

Identifyschoolsrequiringcorrective

action. Developcorrectiveactionplans,

includingoptionforextendedschool

year.

Designatecorrectiveactionteams.

Teamsmakerecommendationsfor

implementation.

Teamrecommendationsreviewed,


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201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

acceptedormodified. Implementation

plansfinalized.

Announceselectedschoolsandfinalize

correctiveactionimplementationplans.

Notificationgiventoteachers,parents

andothercommunitymembers.

Preparationforimplementation:

Identificationofleadership,selectionof

staff,acquisitionofcurriculumand

materials,professionaldevelopment,etc.

Correctiveactionschoolsopen.

Supporting

Middleand

HighPerforming

Schools

BuildingleveldraftAcademic

AchievementPlans(AAPs)prepared.

Districtreviewandcommentondraft

AAPs.

BuildinglevelAAPsrefined/approved.

Statereport

card

data

and

other

district

dataavailable.

AAPimplementation. District

monitoring,technicalassistanceand

support.

Opening

NewSchool

Models

Identifyopportunities/partnersfornew

schoolmodels.

Design/Approveplansfornewschool

models.

Preparationforimplementation:

identificationofleadership,selectionof

staff,acquisitionofcurriculumand

materials,professionaldevelopment,etc.

Schoolmodel

opens.

Establishing

Additional

District

Sponsored

Charter

Schools

RFPissueddescribingratingcriteriaand

locationpreferences.

Proposalsduefornewcharterschools.

Reviewofapplications. Interviewswith

operators. Preparationof

recommendations.

Boardapprovalofnewcharterschool

sponsorshipagreements.

Preparationforoperation.

Charterschoolsopen.

CompleteGeographic

and

Demographic

Analysis

Conductanalysisofgeographicand

demographicneedforqualityschools.

Updateannually.

Create

Support

Networksfor

Developandimplementanetworking

strategyforschoolstosharestrategies

andinformation. Revisitannually.


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14



201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Schools

Developand

Implement

Policiesand

Practices

Supporting

Building

Level

Autonomy

Catalogueandidentifyallcurrent

policies.Identify

and

minimize

red

tape

andbarrierstobuildinglevelautonomy.

Developasetofpoliciesthatdefine

autonomiesthatcanbegrantedto

schoolbuildingleadersandthe

conditionsunderwhichsuchautonomies

aregranted. Designaplantobuildthe

capacityandknowledgeofleadersto

exercisethoseautonomies.

Develop

Resource

Allocation

Process

(Weighted

Student

Fundingand

SchoolBased

Budget

Autonomy)

Developaplanandmodelingsetup.

Analyzethedistrictfundingsystem,

resourceusepatternsandflexibility.

Analyzeschoolfundingsystemto

determineequity

across

school

and

studenttypes.

Analyzeschoolresourceusepatterns

withinschoolsbylevelK8schools,high

schools,etc.

DesignWeightedStudentFunding

approach.

CreatePrincipaltrainingdevelopment

andsupportstructurestoequip

principalswithskillstomanageschool

levelbudgets.

CreateFinancialSupportinfrastructure.

FullimplementationofWeightedStudent

Fundingbudget.


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15

STRATEGICACTION#2: BuildCapacityofQualityTeachersand

Leaders

Highlyeffectiveteachers,principalsandotherdistrictemployeesarecriticallyimportanttothesuccess

ofthe

districts

implementation

strategy,

and

the

ultimate

goal

of

improving

student

achievement.

The

Districtmust:

Modernize itshuman resourceoperationstomoveaway frompeopleintensiveprocessesand

toward technologyenabledones, to focuspeople interactionsonhighvalue andhighimpact

supportthattrulyaddressbuildinglevelneedsandthatfocusoncreatingandsupportingahigh

qualityworkforceforthedistrict.

Develop the multiple measures of student growth necessary to inform teacher and principal

practiceandforuseintheseevaluationsystems.

Implement teacher and administrator development and evaluation systems that incorporate

measuresofstudentgrowthintheevaluationofeducatorsacrossthedistrict.

Developandimplementaprofessionaldevelopmentprogramforstaffmembersthatfocuseson

personal, buildinglevel, and districtlevel capacity building aligned with teacher and

administratorevaluationsystemsandwiththeimplementationofdistrictwideinitiatives.

Implement a talent seeking and talent development system to recruit, train, credential and

supportstaffmembersforidentifiedfuturestaffingneeds.

Developdifferentiatedcompensationsystems for teachers,principals,andadministrators that

providepayandcompensationdifferentiationbasedonroles,responsibilitiesandperformance.

Table2:BuildCapacityofQualityTeachersandLeaders



201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

HumanCapital

Management

CompleteimplementationoftheALIO

HumanResourcesInformation

System.

Developnewstreamlinedhuman

resourcepoliciesandprocedures,

includingmorespecificandtargeted

recruitment,retentionandtalent

developmentpractices.

Redesignrolesalignedtothenew

HumanResourcesInformationSystem

policiesandpractices.

Identify,testandimplement

measuresofstudentgrowthintended

tocountfor50%withintheTeacher

DevelopmentandEvaluationSystem

(TDES)andAdministrator


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16



201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Develop

Multiple

Measuresof

StudentGrowth

DevelopmentandEvaluationSystem

(ADES)compositerating.

Distributevalueaddedreportswith

pairedqualitytrainingtofacilitate

appropriateuseofvalueaddeddata.

Trainteachersandprincipalstoutilize

studentlinkagetooltoensure

accuracyofthestudentteacher

association.

Developandfieldtestprotocolsfor

measuringstudentgrowthinnon

testedsubjects. IntegratedintoTDES

andADES.

ImplementTeacher

Development

andEvaluation

System(TDES)

Completethedesignand

implementationofTDES. Monitor

districtwideimplementation.

Usedata

from

TDES

to

inform

decisionmakingregarding

differentiatedprofessional

developmentinvestments.

Implementprofessionaldevelopment

andtrainingforTDESassessorsand

forthosebeingassessedwithTDES.

PilotandthenimplementTDESfor

nonteachingprofessionalstaff.

Implement

Administrator

Development

andEvaluation

System(ADES)

ImplementADES. Monitordistrict

wideimplementation.

Provideprofessionaldevelopmentfor

ADES.

Developand

Implement

Professional

StaffCapacity

Building

Program

Alignedwith

EvaluationSystemand

Program

Implementation

Implementthreetiered(Personal,

Buildingbased,District)professional

developmentalignedwithTDES/ADES

andtheEnhancedCoreCurriculum

implementationusingtheNational

StaffDevelopmentCouncilstandards

andpractices.

Trainbuildingteamsaroundthe

ProfessionalLearningCommunity

pillars,protocolsandpractices

frameworktoensureacommon

philosophyandpracticearound

buildingbasedcollaborativepractice

andinstructional

improvement.

Designandimplementcommon

assessmenttoolsandfeedback

pathwaysforprofessional

developmenttomonitorandassess

thequalityoftheprofessional

developmentanditsuseinthe

classroom.

ParticipateinInstructionalRounds


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17



201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

modelofprofessionaldevelopment.

Implement

TalentSeeking

and

Development

System

ImplementTeacherLicensurePipeline

programfor

hard

to

staff

subjects.

Recruit,train,andcredentiallead

teachersandmentorsfortheTeacher

Residencyprogram. Monitorand

providedfeedback.

Implementteacherandprincipal

inductionprogram. Measure

retentionandsatisfaction.

ImplementanewPrincipalPipeline

program.

Implementnewhiringandstandards

basedinterviewprotocols.

Createprogramtoidentifyandtrain

EnglishLanguageLearnerteachers

PartnershipwithScienceCenterand

ClevelandStateUniversitytodevelop

aTrainingCenterforYouTeach

programs

Developand

Implement

Differentiated

Compensation

Design,fieldtestandadopta

differentiatedcompensationsystem

forteachersandadministratorsthat

includeperformancegrowth

measures.

RefineandimplementPromoting

EducatorAdvancementProgramin

Cleveland(PEAC),PeerAssistanceand

Review(PAR),andteacherincentive

program

for

Teacher

Leader

positions

androles.


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18

STRATEGIC ACTION #3: Design Effective Curriculum,

AssessmentandInstruction

Clevelands goal of ensuring that all students compete in the 21st century global economy demands

teachersdeliver

the

highest

standard

of

curriculum

and

instruction,

and

that

students

graduate

ready

to

succeed incollegeandcareers.Thedistrictsgoalsencompassallgroupsofstudentsandseektoclose

achievementgaps. Thesegoalsrequireparticularfocusoneffectivelymeetingtheneedsofstudentwith

disabilitiesandEnglishlanguagelearnersinparticular.

Since2010,CMSDhasbeenrevisingthedistrictcurriculumacrossallgradestoalignwiththeCommon

CoreStateStandards(whicharedesignedtoachievecollegeandcareerreadiness). Inordertoensure

effective implementationofthenewcurriculum,jobembeddedprofessionaldevelopmentanddistrict

assessments have been realigned and enhanced. The district is using a rigorous interim assessment

system to deliver realtime data to classroom teachers and providing the necessary training and

materials(throughtheInstructionalInformationSystem)toensurethattheuseofdatabecomesadaily

partofprofessionalpractice. Thedistrictisalsoprovidingtrainingandsupportintheimplementationof

socialand

emotional

learning

approaches.

CMSD

is

also

utilizing

state

Race

to

the

Top

grants

to

scale

up

successfulScience,Technology,Engineering,andMath(STEM)practicesacrossallgradelevels.

Inthecontinueddevelopmentofeffectivecurriculum,assessment,and instructionaltools forschools,

thedistrictmust:

Fully implement the Ohio Enhanced Core Curriculum, including the Common Core State

StandardsinReadingandMathematicsandOhiosnewscienceandsocialstudiesstandards.

Ensure thatdata systemsexist thatprovidekey information tobuilding leadersand teachers,

build the capacityofprincipalsand teachers tousedata,engage indata analysis inorder to

drivekey

district

level

decisions,

monitor

implementation

progress

and

the

effectiveness

of

key

strategies,andidentifybuildingneedsforinterventionandsupport.

Provide schools with a fully developed Instructional Improvement System, including model

lessons and units, assessmentmaterials,and instructional resources aligned to theEnhanced

CoreCurriculum.

Expand investments in Social and Emotional Learning curriculum and support tools to

ensuresafe,disciplinedschoolsandclassrooms.

Expandearlychildhoodopportunities.

DevelopspecificsupportresourcesandservicesforEnglishLanguageLearnersandStudents

withDisabilitiesthatensuretheirabilitytoeffectivelyaccessand learntheEnhancedCore

Curriculum.

Broaden access to internships, apprenticeships, work experiences, and other post

secondarycareerandworkforcereadinessopportunitiesforhighschoolstudents.


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Organizethecentralofficetoserveasasourceofexpertsupportinkeycurricular,instructional

andassessmentareas, includingservingschoolsby identifyingotherhighqualityprovidersand

sources of support. This support also extends to the areas of Humanware,4 professional

development,andotherareasdirectedtowardthespecificneedsofeachbuilding.

Table3: DesignEffectiveCurriculum,AssessmentandInstruction



201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Implement

EnhancedCore

Curriculum

(ECC)

DeepenK5EnhancedCore

Curriculum(ECC):professional

developmentandcoachingsupportin

newcurricularareassuchasscience

andsocialstudies

ImplementECCingrades612:

professionaldevelopmentand

coachingsupport

Maplongitudinaldatasources,

identifyinterimandformative

assessmentsforallgradesinmath,

science,andsocialstudies

DevelopECCScopeandSequenceand

alignedmaterials(K12)

ImplementCommonCoreAdvocates

program;usetrainthetrainermodel

Developpartnershipandimplement

CollegeBoardReadingandMath

programinhighschools

Developandimplementmiddle

schoolto

high

school

transition

program(CareerAwareness,high

schoolselection,summerbridge

program)

EnsureEffective

DataAnalysis

andUse

Developadatacollection,analysis

anduseplan,integratingStrategic

DataProjectdataprotocolsinto

districtplan

Performinitialdatacollectionand

analysis;updateannually

Developandimplementstrategiesto

buildcapacityofbuildinglevelleaders

andteachersandteacherstouse

data;updatebiennially

Completethe

implementation

of

the

Clearpointstrategicscorecard

measuresanddataanalysisplatform;

updateannually

EnhancedCoreCurriculum

implementationtoincludetrainingin

4HumanwareisthetermusedbyCMSDtodescribethehumanapproachtoservingstudents studentconnectednessto

school,mentalwellnessandsafety.Theseformthedistrictsdefinitionoftheconditionsforlearning.


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201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

DesignandUse

Instructional

Improvement

System

InstructionalImprovementSystem

PublishK12Instructional

ImprovementSystem

model

lesson

units,lessonplans,assessmentsand

resources

Evaluateassessmentmaterialsand

reviseassessmentmaps

ExpandSocial

andEmotional

Learning

Investments

DeepentheuseofPromoting

AlternativeThinkingStrategies

(PATHS)ingradesK5;coachingand

trainingforK5staffmembers

Engageincomprehensivesocial

emotionallearningtraining,

curriculum,andsupport(participate

inCASEL/NovoCollaborativeDistrict

Initiative)

Implementand

use

Response

to

InterventionmodelonSchoolnet

InstructionalImprovementSystem

Researchthenselectandimplementa

middleschoolsocialemotional

learningprogramforschools

ImplementRippleEffectssocialand

emotionalinterventionin9th

grade

academyclassmeetingsandtoall

gradelevelsinhighschool;consider

implementationofAVIDmodel

ProvideefficacyandPowerofOur

Wordsprofessionaldevelopmentand

monitoring

for

all

staff

ExpandEarly

Childhood

Opportunities

OpennewPreschoolandPreK

classroomstoprovidemoreearly

childhoodeducation

Createanearlychildhoodcenter

whichtrainshighschoolstudentsin

earlychildhoodeducation

Partnerwithhighperformingdaycare

centerstoprovideprofessional

developmentandtesting

UseGatewaytoSuccessoralfluency

componentstoincreasevocabulary

developmentinearlychildhood

classrooms

Provide

Supportfor

Studentswith

Disabilitiesand

English

Language

Learners

Developplan

to

address

curricular

andinstructionalneedsofstudents

withdisabilities

Provideacomprehensiveplanand

thenimplementforthecontinuumof

servicesforstudentsacrossthe

district

Deepenthepracticesofteachersand

interventionspecialistsoninclusion

practices


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201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Createaccountabilityforstudents

exitingoutofspecialeducationand

thenmonitorit

Researchandselectintervention

servicesforEnglishLanguageLearner

students

ExpandCareer

andWorkforce

Experiencesfor

Students

Developaplanandstrategiesfor

expandinginternship,apprenticeship,

jobandworkforceexperience

opportunitiesforstudentswithlocal

businessesandindustrypartners

DesignCentral

OfficeSupports

toProvide

Technical

Assistanceand

Practical

Supportin

Key

CurricularAreas

Developacentralofficecapacity

assessmentinstrumentinorderto

identifyCentralOfficeeffectivenessin

theareasofsupport,feedback,

performancemanagementand

professional

development;

administer

annually

Developaschoolcapacityandneeds

assessment,alignedtocentraloffice

capacityassessment,toidentifythe

existingcapacityandneedsof

buildinglevelleaders(principaland

teacherleaders)inkeyinstructional

strategiesbeingusedtoimprove

studentachievement;administer

annually

Redesignandrefinecurriculum

supportrolesneededwithinthe

variousschoolnetworks(i.e.,New

Schools,Transformation

Schools,

Turn

AroundSchools,etc.)

Identify,articulateandtraincentral

officesupportstaffaroundthe

commoninstructionalpracticesthat

willbeutilizedtosupportschoolsin

thefullimplementationofthe

EnhancedCoreCurriculum

Identifykeytechnologytoolsand

onlineresourcesthatwillbe

supportedthroughoutthedistrictto

ensuremorerigorousandrelevant

teachingandlearning(toberolledout

tobuildingsthroughanew

InstructionalTechnology

Institute)


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22

STRATEGICACTION#4: ServeasEffectiveResourceStewards

CMSDrecognizesthatimplementationoftheClevelandPlanwillrequirenewwaysofallocatingexistingandfuturedistrictandschoolresources.Atthedistrictlevel,thebudgetprocessservestodrivefinancial

resource allocation decisions. How the district will use current resources as well as new resources

resultingfrom

the

recently

passed

levy

will

be

determined

in

the

course

of

the

budget

development

process. Asthedistrictpreparestoexecutethestrategiesandinitiativesinthisimplementationplan,it

willneedtobeattentivetotheaccompanyingcosts,andhowthosefactorintotheoverallbudget.

TheDistrict isthereforeconductingathoroughresourceanalysis isthatwill formthebaseline forthe

planned implementation of a weighted perpupil school formula approach and will provide the

opportunity forexpandedbuildingbasedmanagementof financial resources.Theworkwillprovidea

detailed viewofexisting levelsofequityona studentand schoolbasis.Basedon those findingsand

usingthenewlydesignedsystem,fundswillbeallocatedtoschoolsbasedonstudentneedsandeach

schoolsacademicplans.Asthecapacityofbuildingadministrators isdeveloped,theywillbegiventhe

opportunity to make their own choices about resource allocation in the interest of supporting each

individualschools

goals

and

strategies.

Additionally,

the

analysis

will

help

establish

future

weights

to

align resourceswith thestudents requiring thegreatest levelsofsupport.Asweightsareestablished,

pastpracticesofprovidingacademic support inablanketapproachwillbe replacedbymore tailored

approaches,basedonamorepreciseknowledgeofstudentneedsandoptionstomeetthoseneeds.

Resourceallocationwillalsobedrivenbydistrictneedsandprioritiesfortheuseofexistingandplanned

facilities, thedeploymentof technology, theability todeveloppartnerships,and thedevelopmentof

partnershipswithexistingqualitycharterschoolpartners.

Inordertoserveaseffectiveresourcestewards,thedistrictwill:

Develop and implement a modern Human Capital Management System that focuses on

talentrecruitment,selection,retentionanddevelopment.

Design annual district budgeting process in support of schoolbased budget autonomy

model.

ImplementaBusiness IntelligenceAnalyticModelthatallows forrealtimeanalysisofkey

performancemeasuresinallareasofoperation.

Identifyandsolicitexternal investments fromstateandfederalsources, thephilanthropic

communityandbusiness/corporate partners.

Implement a continuous improvement cycle based upon an evidence based quality

improvementsystemmodel.

Oversee the physical facilities of the district and ensure appropriate physical space is

available,safeandwellmaintainedand isused inwaysthatarealignedwithbuildingand

districtlevelimprovementstrategies.


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23

Planforthetechnologicalneedsofthedistrictandschools,includingensuringappropriate

access to, capacity of, and reliability of technology, and deployment of technology and

technologicalsupportthatisalignedwithbuildinganddistrictlevelimprovementstrategies.

Use the 1 mill levy dollar setaside to partner with highperforming existing and new Non

DistrictSponsored

Charter

Schools

5

to

broaden

the

network

of

quality

educational

opportunities

available to students and families within the CMSD portfolio. CMSD expects to identify and

selectapproximately1015partnerschools inthe firstyear,and forthenumbertogroweach

yearbytwotofiveschools.

Developsupportiveacademicprogrampartnershipswith localuniversitiesandcommunity

partnerstoexpandaccesstoalignedacademic,arts,athleticsandextracurricularactivities

duringandbeyondtheschoolday.

Table4: ServeasEffectiveResourceStewards

Initiative ImplementationActivityImplementation

Timeline

201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Implement

ModernHuman

Capital

Management

System

CompleteimplementationofALIO


Developnewstreamlinedhuman

resourcepoliciesandprocedures,

includingmorespecificandtargeted

recruitment,retention,andtalent

developmentpractices

Redesignrolesalignedtothenew


policiesandpractices

Redesign

DistrictBudget

Process

Developpreliminary

district

budget

planandresourceallocations

Developschoolbasedbudgetsand

reviewstaffingdrivers

Approveandfinalizedistrictbudget

Develop

Business

Intelligence

Analytic

Capacity

DevelopEducationIntelligence

SystemmodeledafterBusiness

IntelligenceSystemstoestablishand

trackrealtimeperformanceinkey

operationalperformanceand

academicsuccessfactors

Identifyand

Completeannualinitiativesreview

andsupportsurveytodetermine

needsand

support

alignment

MarketCMSDplanandintegration

pointstoexternalsupportgroups

(stateandfederaldepartments,

philanthropy,business/corporate

supports)

5Districtsponsoredcharterschoolsaredifferentfromnondistrictsponsoredschoolsinthatthedistricthaslegally

requiredoversightfunctionsrelatedtotheprograms,managementandoperationoftheschoolsthatitsponsors.


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24



201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

SolicitExternal

Investments

Ensuremeasuresofsuccessare

establishedforinvestmentsand

engagements;reviewannuallywith

schools

Identifyandassignresearchand

analyticsupportquestionstodrive

andsupportexternalinvestments

Implement

Continuous

Improvement

Cycle

Designqualitysystembasedon

Baldrigeorsimilarquality

improvementsystemmodel

ImplementQualityImprovement

System

Oversee

Managementof

District

Facilities

Developafacilitiesplanconsistent

withcommitmentstotheOhio

SchoolsFacilitiesCommission

programandadaptedtotheneedsof

the

Portfolio

Strategy;

updated

biennially

Reengagecommunitystakeholdersin

thevisioninganddevelopmentofthe

districtbuildingfootprintbasedon

projectedstudentneedsallowingfor

potentialgrowthandflexibility

Developarealestatemanagement

approachthatexplorespartnerships

andleasingopportunitieswhich

maximizelearningspaceoptions

Engageinneighborhoodbuilding

analysisthatprovidesacademic

optionsinalldistrictneighborhoods

Planfor

Technology

Needs

Developadistrict

technology

plan,

includingassessingcurrent

conditions,whichallowsforthe

appropriateacquisitionofhardware

andsoftwaretoadvancedistrictgoals

Identifycurrentandfutureneeds,

definingresourcerequirementsand

aligningtechnologystrategiesto

otherimprovementinitiatives;update

biennially

Developamaintenance,repairand

replacementprogramthatcommitsto

stayingcurrentwithfuture

technologyneeds

Partnerwith

NonDistrict

Sponsored

CharterSchools

Requestand

receive

Proposals

for

eligiblepartnerschools

Reviewproposals;prepare

recommendationstotheBoardof

Education

RecommendBoardofEducation

approval

Implementprocessforrevenue

sharingandmonitoring


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201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Develop

Academic

Program

Partnerships

PrimaryLeadSTEMPractitioner

embedsSTEMfocusedScopeand

SequenceatsixK8schools

Developandexpandpartnerships

aroundCommunitySchoolsmodelin

selectedK8andhighschools

Developandexpandpartnershipsto

embedartsfocusedScopeand

SequencePASSmodelinselectedK8

schools

Expandpartnershipswithcommunity

organizationstoalignandprovide

additionalcoordinatedacademic,arts,

athletic,andextracurricular

programsduringandoutsideofthe

schoolday


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26

STRATEGICACTION#5: CreateDemandforOurSchools

Demand for schools in the Cleveland Metropolitan School District will increase as more and more

schools reach higher and higher levels of quality. School safety is an important factor that will also

impact demand. The district will need strong data showing progress, and have an effective plan for

communicatingthat

progress

consistently

and

transparently

to

the

public.

Demandwill also grow as thedistrict ensures thatparents are givenboth theopportunitiesand the

supports theyneed tohelptheirchildrenbesuccessful inschool. Informationabouthowparentscan

participate in improvingstudent learning is important forcreating themost supportiveconditions for

improvingstudentachievement.

Inordertocreatedemandforourschools,thedistrictmust:

Developandimplementhighqualitycommunityoutreachandengagementactivities.

Redesignstudent

enrollment

and

assignment

practices

to

support

the

Portfolio

Schools

model.

Improveschoolsafetyandenforcediscipline.

Developeffectivetwowayparentinvolvementandengagementpracticesandopportunities.

Designaneffectivecommunicationsandmarketingstrategy.

Develop a highquality customerservice system for families, employees, and the Cleveland

community.

Table5: CreateDemandforOurSchools



201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Developand

Implement

Community

Outreachand

Engagement

Activities

Coordinatequarterlypublicforums

andcommunityengagement

initiatives

Publishquarterlyeditionsoftargeted

CMSDnewslettersdesignedtoserve

specifickeyconstituencies

ImproveStudent

Enrollmentand

Assignment

Practices

Developaplan

to

improve

the

systemsandprocessesbywhich

studentsandparentsidentifyschool

choices,makeselectionsandare

enrolled

Designandimplementan8th

grade

showcasewhereby8th

grade

studentsvisithighschoolsduringthe

Falloftheir8th

gradeyear

Developaplantoimproveschool


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201213 201314 201415 201516Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

Q

1

Q

2

Q

3

Q

4

ImproveSchool

Safetyand

Enforce

Discipline

buildingsafetyincludingthe

implementationofsystemsto

increaseaccountabilityand

awarenessofstudentsandadultsinbuildings

Engagestudentsinschool

managementandsafety

Integratephysicalsecuritysystemsto

providegreatercoverage

IncreaseParent

InvolvementandEngagement

Developaplanforimprovingparent

engagement,includingtheuseof

socialmediaandtechnologyenabled

strategies

ExpandParentUniversity

ExpandsizeandroleofParent

AdvisoryCommittee

Supportthedevelopmentofadditionalschoolbasedadvisory

boards,Friendsorganizations,

SPOs,PTAsandotherparent

organizinggroups;partnerwith

communityorganizingpartnersto

supportdevelopmentofschool

basedparent/community

organizations

Develop

Communications

andMarketing

Strategy

Developaspecificcommunications

planthatensuresincreased

awarenessandunderstandingof

progressofthedistrictandthat

sharessuccessstoriesandstudent

successes;includestrategiesto

enablestudenttostudent

promotionofschoolsandprograms

Developaspecificmarketingplan

thatistargetedtoretainingand

attractingstudents

Developand

Implementa

FormalDistrict

Customer

ServiceProgram

Engageexternalexpertpartnersin

thedevelopmentanddeploymentof

acentralofficecustomerservice

network(providingtelephone,

email/web,andinpersonsupport)

forstudentsandfamilies,employees,

andcommunitymembers


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PARTIII:COMMUNITYINVOLVEMENT/INPUT

EveryoneHasaRoletoPlay

Thedistrictscurrentsuccess inestablishingtheconditions thatcan leadtosuccesshasbeenpossible

only through the involvement and engagement of the entire Cleveland community. Successful

implementationoftheplan,therefore,reliesoneveryoneworkingtogethertoestablishatrulyexcellent

educationalexperienceforeverychild.

Students:Thisplan is for the childrenofCleveland; itsaboutyou! Wewantyou,as students, to take

ownership and pride in your learning and in the experience you have in school every day.

Knowinghowimportanteducationistoyourfuture,youandyourpeerscancommittotreating

eachother,teachers,andotheradultswithrespectanddignity.Youcanholdyourschooland

theeducation

system

itself

accountable

for

delivering

an

engaging,

high

quality

educational

experienceforyouonethatpreparesyouforcollege,atradeschoolortheworkforce.

Families:Parentsandcaregiversarethemost importantadults instudents lives.Youplayacriticalrole

everydaybyensuringthatstudentsarewellpreparedandreadyforschool.Youcanengagein

yourchildssuccessbyselectingahighqualityschool foryourstudent,onethatbestmatches

hisorherneeds.Youcanmonitoryourstudentsworkandprogress.Youcanholdthesystem

accountableforprovidingyouwithinformationaboutyourstudentsachievementandprogress,

andstrategiestohelpsupportlearningathome.

CMSDStaff

Members:

TeachersandPrincipals: Researchshowsthatteachers,followedcloselybyprincipals,havethe

greatest inschool impact on the educational outcomes of students. As such, teachers and

principalsarethemostcriticalpartnersinachievingthegoalssetforthinthisplan.Teachersand

principalsare the focalpointofcreatinghighqualityschools.Thegoalofhavinganeffective

teachingcorpsacrossthedistrictandaneffectiveprincipalineverybuildingarethefocalpoint

ofbuildingthecapacityofqualityteachersandleaders.Asteachersandprincipals,youcanand

must hold the system accountable for creating the conditions necessary for you to succeed,

including the provisions of tools for the identification and delivery of effective curriculum,

assessmentand instruction. As teachersandprincipals,youmust commityourselves toalso

beingaseffectiveaspossible; thatmeans,understandingyour strengthsandweaknessesand

engagingin

continuous

improvement

opportunities

that

continue

to

build

your

practice

and

that

haveapositiveimpactonstudentlearning.

School Based Support Staff: In addition to teachers and principals, school staff must be

committedtosupportingandcontributingtocreatingandsupportinghighqualityschools.You

canandmustcontributetocreatingconditionsthatallowhighlyeffectiveteachersandprincipal

to succeed. This means making and maintaining an ongoing commitment to identifying and

implementingpoliciesandpractices that simplify theworkhappening in schoolbuildingsand


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29

thatmaximizethetimeandeffortthatcanbefocusedonteachingandlearningand,ultimately,

onstudentachievement

District central office staff: District central office staff, in particular, must be focused on

removingbarriers,eliminatingredtape,andcreatingconditionsthatmaximizetheeffectiveness

of school operations., The past practice of building leaders finding themselves stalled by

bureaucraticbarriers

must

be

minimized,

even

as

staff

remain

sensitive

to

state,

federal

and

otherlegalrequirements.

ClevelandCommunityCommunityAtLarge:TheClevelandcommunitycanandmusthelpbycontinuingtosupportthe

workathand.Thecommunitycanholdthedistrictaccountableforcreatingasystemthatserves

students well, that prepares students to be contributing members of society, and that will

support the economic prosperity of the area. Individual citizens can take an interest in, and

supporttheactivitiesatyourlocalneighborhoodschool.Thecommunitycanalsocontributeto

the goal of creating demand for our schools by staying apprised of developments in the

educationalsystemandsharinginformationrelativetohighqualityeducationalexperiences.

PhilanthropicCommunity: Thephilanthropiccommunityhasbeenastrongcritical friendand

ally for thedistrict.Youmustcontinue in this roleand inholding thedistrictaccountable for

results and for being effective stewards of resources. Philanthropies can also continue to

provideadditional investments inpriorityareasthathelpbuild increasedcapacitytomovethe

successstrategyforwardfartherandfaster.

BusinessCommunity: Underlyingmuchofthedistrictimprovementworkisadesiretocreatea

vibrant local economy with a highly skilled workforce that can contribute to its success. The

business community can and must continue to find ways to partner with the district in

supportingspecialtyschoolsandoveralleffortsto improveachievement. Individualbusinesses

cantakeaninterestandsupporttheactivitiesintheschoolslocatedintheirneighborhoods.The

business community can also support this plan by periodically providing expertise in certainfunctionalareasthatcanallowthedistricttooperatemoreeffectivelyandefficiently.

Political Leadership: As we saw with the success of the Cleveland Plan, the support of

Clevelandspolitical leadership iscritical,especially support from theMayorsOffice,andalso

from state and federal elected leaders, that, together did so much to create the conditions

needed to support the successof theClevelandMetropolitanSchoolDistrict.Political leaders

canandmustcontinue tobestrongadvocates, inCleveland, inColumbusand inWashington,

notonlyfortheneedsofthedistrict,butalsotoremovelegalandpolicybarriersthatlimitthe

districts ability to effectively implement The Cleveland Plan. You, too, can hold the district

accountableforshowingresults.

PublicSector,NonProfit,andCommunityOrganizations: Weknowthatstudentshavemany

needs,onlysomeofwhichareaddressedbytheschoolsystem.Therearemanystudentsthat

are also served well by other communitybased organizations. Whether it is the Cleveland

Public Libraryor theCuyahogaCountyDepartmentof Job and Family Servicesor theCounty

MentalHealthBoardorthemanyotherhumanandsocialservicesorganizations intheregion,

thesuccessofchildren isakeymission foreachentity. Asacollective,thedistrictand these


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organizations must continue to work together to identify ways to serve students more

holistically,ratherthaninsilos.


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WeNeedYourFeedbackandInput

Over the next several weeks, the District plans to seek extensive feedback and input on this

Implementation Plan. It is expected that different constituencies will have an interest in different

aspectsoftheplanandthedistrict intendstouseawidevarietyoftoolsandopportunitiestocollect

feedbackon

the

parts

of

the

plan

that

matter

to

you

most.

The

information

gathering

process

will

followfourstepsasoutlinedbelow:

1. Inform. Thedistrictwillworkhardtoinformallcommunitymembersofthecontentsofthisplan. Education reformplanning iscomplex,detailedworkwitha technical language

thatcanoftenmakeitdifficulttounderstand. Thedistrictwillusethefollowingmessages

toprovideinformationtovariousconstituencygroups:

a. DistrictwebsitepostingofImplementationPlanandassociatedmaterials

b. EmailofImplementationPlanandassociatedmaterialstoalldistrictemployees

c. EmailofImplementationPlanandassociatedmaterialstoallstakeholderemaillists

d. Socialmedianotificationsofwebsiteposting

e.

Voicerecorded

notifications

of

website

posting

to

all

CMSD

families

and

employees

f. Pressreleasetoallmedia,mediabriefings,andearnedmediaopportunities

g. VideorecordingoutliningplanpostedtoDistrictwebsiteandbroadcastonChannels

20and22

h. Hostedwebinarsforkeyconstituencygroups

i. HostedcommunitybriefingsbyDistrictandbypartnerorganizations

j. MailersummarizingImplementationPlantoallCMSDresidentaddresses

2. Inquire. Thedistrict is very interested in inputand feedbackon this ImplementationPlan, and plans to capture feedback in several ways and from multiple constituencies.

These

include:

a. Telephone,paperandwebbasedsurveyopportunitiesforallCMSDfamilies

b. WebbasedsurveyopportunityforallCMSDemployees

c. Webbasedsurveyopportunityforallpublicconstituents

d. Feedbackbriefingswithkeystakeholders(ClevelandPlancoalitionmembers,Parent

AdvisoryCommittee,ClevelandCouncilofAdministratorsandSupervisors,Cleveland

TeachersUnion,etc.)

e. Solicitationofexplicitfeedbackfromnationalexpertsinschoolreform

f. Constituency group outreach meetings (faithbased, parent advocacy networks,

Community Development Corporations, City Council members, Ward clubs, P16

networks,communityagencies,etc.)

Allfeedback

is

welcome!

If

you

have

specific

feedback

and

are

not

able

to

provide

it

through

one of the opportunities outlined above, you may send your feedback by email to

[email protected]: ClevelandMetropolitanSchoolDistrict

OfficeoftheCEO

1380EastSixthStreet

ClevelandOH44114


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3. Report. As feedback is collected, the District will assemble the feedback for publicreporting. Reportingwillincludebothsummariesofwhatislearnedandrawfeedbackdata

(whereappropriateandpractical)forpublicreview. ThegoaloftheReportingperiodwillbe

to share what the District has learned that will influence the final Implementation Plan.

Multiplemeasuresofreportingfindingstothecommunitywillinclude:

a.

Districtwebsite

posting

of

findings

b. Emailoffindingstoalldistrictemployees

c. Emailoffindingstoallstakeholderemaillists

d. Socialmedianotificationsofwebsiteposting

e. VoicerecordednotificationsofwebsitepostingtoallCMSDfamiliesandemployees

f. Pressreleasetoallmedia,mediabriefings,andearnedmediaopportunities

g. Video recordingsummarizing findingsposted toDistrictwebsiteandbroadcaston

Channels20and22

h. Creation and distribution of ParenttoParent and StudenttoStudent summaries

andwhattheymean,goingforward

i. Communitymeetings,asneededtoclarifycontent,timelineandnextsteps

4. Refine. Using the input and feedback collected, the District will refine and publish arevised Implementation Plan. This revised plan will serve as the Districts primary

communication tool to thepublicaboutplannedactivitiesover thenext sixteenquarters

(fouryears)ofimplementationofTheClevelandPlanandIssue107goals. Asnotedabove,

this implementation Plan will be publicly reviewed annually for further refinements as

necessarytomeetchangingcommunity,stateandnationalexpectations.

Timeline: Thedistrictmusturgentlybeginimplementingthekeyinitiativesnecessarytoshowthedramaticimprovementexpectedofthecommunityoverthenextfouryears. However,itisalso

necessaryto

ensure

an

appropriate

timeline

for

receiving

input

in

the

final

implementation

plan.

The following timeline is proposed for feedback and input. This timeline will be adjusted as

necessarytoensureampleopportunityformeaningfulfeedbackandinput.

Dec39 Dec1016 Dec1723 Dec2330Dec 31

Jan6Jan713 Jan1320 Jan2127

Inform

Inquire

Report

Refine


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Conclusion

Intheprocessofcreatingtheconditionstosupportsuccess,theClevelandMetropolitanSchoolDistrict

madeapromise tobe transparent to its stakeholdersand the communitywith regard to itsplan for

transforming the schools of Cleveland. This document is the first of many demonstrations of that

commitment.But

aplan

is

just

that.only

aplan.

The

challenging

work

of

implementation

lies

ahead.

Successwillrequirecommitmentanddedication,aswellasthesupportoftheentirecommunity.The

district will, on an ongoing basis, continue to engage with stakeholders and the community in its

decisionmakingprocessesaroundstrategiesandactions,andwillreporttothecommunitytheresults

ofitsimplementationactivity.Byworkingtogethertowardacommonvisionandgoals,thepromiseofa

betterfutureforthechildrenofClevelandcanbecomeareality.

Cleveland Metropolitan School District THE CLEVELAND PLAN: Four‐Year Implementation Strategy

Documents

Transcript of Cleveland Metropolitan School District THE CLEVELAND PLAN: Four‐Year Implementation Strategy