Proposed WCPSS Strategic Plan

Board of Education Work Session

January 6, 2015

Presentation Agenda

January 6, 2015

Topic Speaker Time

Strategy Development Process Marvin Connelly, Phil Kirk 5

Vision Statement Susan Evans 5

Mission Statement Monika Johnson-Hostler 5

Core Beliefs Bill Fletcher 5

Goal Statement Christine Kushner 5

Objective Statement Overview Jim Merrill 5

Proposed Objectives Objective Owners 100

Closing and Next Steps Marvin Connelly, Phil Kirk 5

Stakeholder Focus Groups

Survey

Town Hall

Strategic Planning Working Team

Strategic Planning Framework and the Journey

I-4

Appendix: Strategic Planning Working Team

Co-Chairs: Phil Kirk and Marvin Connelly

Kengie Bass (Principal, Moore Square MS) Sharon Harshaw (Teacher, E.Garner ES)

Malik Bazzell (Principal, East Wake ITHS) Monika Johnson-Hostler (BOE Member)

Teresa Caswell (AP of the Year) John Johnston (Raleigh Chamber)

Wanda Denning (Fuquay-Varina Chamber) Christine Kushner (BOE Chair)

Barry Driver (Garner Chamber) Gary Lewis (PTA)

Brenda Elliott (Assistant Sup., SSS) Caroline McCullen (SAS)

Susan Evans (BOE Member) David Madison (Owner, Stone’s Education)

Bill Fletcher (BOE Member) Sarah Martin (PTA)

Lloyd Gardner (Area Superintendent) Poojan Mehta (Student, Enloe HS)

Karen Hamilton (Assist. Sup. Spec Ed) Steve Moore (Principal, Fuquay-Varina ES)

I-4

Appendix: Strategic Planning Working Team (continued)

Co-Chairs: Phil Kirk and Marvin Connelly

Melise Mountcastle (Knightdale Chamber) Bryan Ryan (Wake Tech)

Larry Nilles (Wake NCAE) Mark Savage (Principal of the Year)

Ceanise Nock (Student) Doug Thilman (Assistant Sup., HR)

Steve Parrott (WEP) Rodney Trice (Assistant Sup., Equity)

Regina Petteway (Wake Human Services) Charon Williams (Teacher, Enloe HS)

Jose Picart (RCCC) Todd Wirt (Assistant Sup., Academics)

Leanne Plumber (Holly Springs Chamber) Mary Yount (Knightdale Chamber)

Allison Reid (Teacher of the Year) Grace Yun (Student)

Marion Robinson (Flood Group) Marco Zarate (NCSHP)

Goal 2003 Goal: By 2003, 95 percent of tested students will score at or above grade level in reading and mathematics in grades 3 through 8.

Result in 2003: 91.7% of students in grades three through eight scored at or above proficiency.

Source: “From Complacency to Excellence Through School District Reform: A Case of the Wake County Public School System” by Karen Banks

Goal 2008 Goal: WCPSS is committed to academic excellence. By 2008, 95 percent of students in grades 3 through 12 will be at or above grade level as measured by the State of North Carolina End-of-Grade or Course tests, and all student groups will demonstrate high growth. Result: 72% of students in grades 3 through 5; 72% of students in grades 6 through 8; and 76% of students in grades 9 through 12 were at or above grade level. 58% of students in grades 3 through 5; 56% of students in grades 6 through 8; and 50% of students in grades 9 through 12 demonstrated high growth.

95 95 95

72 72 76

0

20

40

60

80

100

Elementary Middle High

Goal Percent Proficient

100 100 100

58 56 50

0

20

40

60

80

100

Elementary Middle High

Goal Percent Meeting Growth

Data Source: WCPSS Accountability Files

Proposed Vision, Mission, Core Belief, Goal Statements

Learning

& Teaching Achievement

All WCPSS students will be prepared to reach their full potential and lead

productive lives in a complex and changing world.

Proposed Vision Statement

WCPSS will provide a relevant and engaging education and will graduate

students who are collaborative, creative, and critical thinkers.

Proposed Mission Statement

By 2020, WCPSS will annually graduate at least 95% of its students ready

for higher education, career, and productive citizenship.

Proposed Goal Statement

Proposed Core Beliefs

1 2 3 4 5 6

PERFORMANCE

MANAGEMENT Career Counseling

Evaluation

Feedback

Community

Engagement

Balanced

Assessment

System

PROFESSIONAL

LEARNING Standards-Based PL

Partnerships

Human

Capital

Strategies

Measures

Strategies

Measures

Strategies

Measures

Strategies

Measures

Strategies

Measures

Proposed Core Beliefs

Every student is expected to learn, grow, and succeed; therefore, we will eliminate the ability to predict

achievement based on socioeconomic status, race, and ethnicity. 2

Well-supported, highly effective, and dedicated principals, teachers, and staff are essential to success

for all students. 3

The Board of Education, superintendent, and district staff promote and support a culture of continuous

improvement, risk-taking, and innovation that results in a high-performing organization focused on

student achievement. 4

The Board of Education, superintendent, and district staff value a diverse school community that is

inviting, respectful, inclusive, flexible, and supportive. 5

The Wake County residents value a strong public school system and will partner to provide the support

and resources to fully realize our shared vision, accomplish the mission, and sustain our core beliefs. 6

Every student is uniquely capable and deserves to be challenged and engaged in relevant, rigorous,

and meaningful learning each day. 1

Proposed Vision, Mission, Core Belief, Goal Statements

Learning

& Teaching Achievement

All WCPSS students will be prepared to reach their full potential and lead

productive lives in a complex and changing world.

Proposed Vision Statement

WCPSS will provide a relevant and engaging education and will graduate

students who are collaborative, creative, and critical thinkers.

Proposed Mission Statement

By 2020, WCPSS will annually graduate at least 95% of its students ready

for higher education, career, and productive citizenship.

Proposed Goal Statement

Proposed Core Beliefs

1 2 3 4 5 6

PERFORMANCE

MANAGEMENT Career Counseling

Evaluation

Feedback

Community

Engagement

Balanced

Assessment

System

PROFESSIONAL

LEARNING Standards-Based PL

Partnerships

Human

Capital

Strategies

Measures

Strategies

Measures

Strategies

Measures

Strategies

Measures

Strategies

Measures

Objective Owner Working Team

Name Department Name Department

Todd Wirt Academics Michelle Tucker Academics

Steve Moore DPAP ES Paul Walker Intervention

Allison Reid Heritage HS Raushawna Price Academics

Brian Pittman Academics Ruth Steidinger Academics

Delynda Ramirez-Carter Academics Scott Garren Academics

Lori Rutherford Human Resources Sheri Golden-Perry Magnet Programs

Liz Droessler Academics Sherrill Miller Academics

Luke Miles Centennial MS Sonya Stephens Data & Accountability

Mark Savage Northeastern Area Steve Moore ESL

Marlo Gaddis Academics Steve West Academics

Michael Yarbrough Communications Tara Hewitt Professional Learning

Michele Woodson Title I Tonya Long CTE

Walter White Technology Services

Learning

& Teaching

Honoring Town Hall Results 2, 3, 4, 5 , 7 and 8

To provide teachers and students with the opportunity to participate in a

relevant, rigorous, innovative and comprehensive learning environment

Learning

& Teaching

RELEVANT RIGOROUS COMPREHENSIVE INNOVATIVE EQUITABLE

Strategies

Challenge students to operate within a collaborative environment that draws on and enhances their strengths and those of others.

Equip students to address open-ended and real-world problems by generating original and innovative solutions.

Ensure environments nurture discovery and development of students’ unique talents and their performance to self, community,

and the world.

Construct learning experiences to cultivate environment of inquiry in which all students are challenged to take risks, think critically,

and innovate.

Ensure standards that provide infrastructure that supports innovative learning regardless of location or age of facility.

Provide dynamic and wide-ranging curriculum that ensures access to coursework reflecting changing demands of career and

college.

Empower students and teachers to take responsibility for continuous growth through resilience and self-awareness.

Design progressive learning environments that strategically integrate digital resources and emerging technologies.

Develop and implement a differentiated model to allocate and align resources to schools based on need and performance.

Create professional learning and resources for educators to facilitate culturally relevant and differentiated learning.

Recruit and support student participation in all levels of curriculum so that diversity of school community is reflected in course

enrollment.

Honoring Town Hall Results 2, 3, 4, 5 , 7 and 8

To provide teachers and students with the opportunity to participate in a

relevant, rigorous, innovative and comprehensive learning environment

Learning

& Teaching

RELEVANT RIGOROUS COMPREHENSIVE INNOVATIVE EQUITABLE

Measures

Performance based assessments for students to demonstrate mastery

Partnerships with businesses, universities and community to increase student internships and apprenticeships.

Accessibility to and utilization of functional, flexible work spaces

Student articulation that learning experiences are engaging and challenging using such tools as surveys, goal setting, digital

portfolios and self-assessments

Evidence that students demonstrate self-awareness and growth as preparation for future learning using such tools as performance

tasks, student products, data notebooks and student-led conferences

Coursework aligned to career and college requirements as well as student interest

Opportunities at all levels for a variety of co-curricular and extracurricular activities

Consistency of curricular resources provided by the district

Teacher effectiveness data

Data as it relates to effective use of digital resources and emerging technologies in classroom instruction.

Teacher evaluation data that reflects the implementation of culturally relevant instruction.

Course enrollment and program participation that reflects the diversity of the school community.

Objective Owner Working Team

Name Department

Rodney Trice Equity

Brenda Elliott Student Services

Jim Hedrick Athens Drive HS Principal

Dawn Dawson Office of Early Learning

Marrius Pettiford Counseling and Student Support

Denise Tillery Intervention Services

Crystal Reardon Counseling and Student Support

Yolanda Perkins Literacy

Glenda Harrell ESL

Michelle Gainey AIG

Maria Rosa Rangel Communications

Cora Mitchell Special Education

Achievement

Achievement

Honoring Town Hall Results 3, 7 and 9

To increase proficiency and growth rates across all groups

and eliminate predictability of achievement

EQUITABLE ACCESS PREDICTABILITY ELIMINATION GROWTH PROFICIENCY INTERVENTION

Strategies

Provide all students with a rigorous, high-quality curriculum taught by an effective teacher in a safe and nurturing learning

environment.

Hire diverse staff who expect and are prepared to teach all students.

Support central office and school staff in developing a growth mindset for all students and cultural competency.

Provide intentional, high-quality student interaction to increase student engagement.

Make school more engaging through real-world and experiential learning for all students.

Provide differentiated, effective, job-embedded professional development to build educator capacity to provide good first teaching.

Use multiple measures to make data-based decisions to support instructional decisions to accelerate student learning.

Implement multi-tiered systems of support for academics and behavior with fidelity.

Improve communication between parents and schools and provide resources to help families support school success.

Increase access to college and career readiness counseling and resources.

Provide wraparound support such as counseling, social work, nursing and psychology in an aligned and collaborative manner to

meet the needs of the whole child.

Provide in-school and out-of-school mentorship opportunities and support for struggling students.

Develop and expand extended learning opportunities to include early learning, nontraditional learning, summer and intersession

learning and alternatives to suspension to reduce learning loss and address diverse learning needs.

Achievement

Honoring Town Hall Results 3, 7 and 9

To increase proficiency and growth rates across all groups

and eliminate predictability of achievement

EQUITABLE ACCESS PREDICTABILITY ELIMINATION GROWTH PROFICIENCY INTERVENTION

Measures

Disparity between subgroups in areas such as: Academically and Intellectually Gifted services and referrals, high-level course

enrollment; co-curricular participation rates; special education services and referrals; academic proficiency rates; discipline

referral and suspension rates; retention rates

Teacher, student and parent perception surveys

Number of interpretation and translation services

Number of long-term English language learners

Percent of kindergarteners who score proficient according to school readiness benchmark data

Objective Owner Working Team

Name Department

Brad McMillen Data, Research & Accountability

Pam Kinsey-Barker Office of School Performance/Area Superintendents

Mary Bohr ES Principal

Rob Matheson HS AP

Mellisa Smith Data, Research & Accountability

Sharon Collins Academics

Kristen Hellier Academics

Drew Cook Academics

Robin McAlexander Area Superintendents/Special Assistant

Balanced

Assessment

System

Balanced

Assessment

System

Honoring Town Hall Results 3, 4, and 8

To develop and implement a balanced assessment system that accurately

reflects students’ knowledge of core curriculum standards as well as the

ability to collaborate, be creative, communicate and think critically

COLLABORATION CREATIVITY COMMUNICATION CRITICAL THINKING

Strategies

Define and communicate standards for Collaboration, Creativity, Communication, and Critical Thinking (The “4 Cs”)

Retool district K-12 assessment framework to include

• “4C” measurement.

• Ongoing development and support for local performance-based assessment.

• Digital portfolios for every student to house assessment “data.”

• Sampling for benchmark and summative assessment whenever possible.

• Re-examine existing assessments for balance and load.

Delineate the role and purpose of all balanced assessment system components to

• Clarify assessment of learning vs. assessment for learning.

• Get stakeholder awareness and buy-in.

• Create accountability structures that incorporate “4C” measurement.

Balanced

Assessment

System

Honoring Town Hall Results 3, 4, and 8

To develop and implement a balanced assessment system that accurately

reflects students’ knowledge of core curriculum standards as well as the

ability to collaborate, be creative, communicate and think critically

COLLABORATION CREATIVITY COMMUNICATION CRITICAL THINKING

Measures

Balanced system components in place

• Formative

Classroom assessment strategies and performance rubrics

Public evidences of project-based learning such as work samples, presentations, performances

• Benchmark

Districtwide per subject and grade

Districtwide performance tasks once per grade span

• Summative

State and local assessments per subject and grade

Performance-based assessments

“4Cs’ incorporated into report cards

Digital portfolios that store all the data and “follow” students throughout their K-12 career

Objective Owner Working Team

Name Department

Doug Thilman Division of Administrative Services/HR

Lloyd Gardner Office of School Performance/Area Superintendents

Kengie Bass Moore Square MS

Deborah Clifton Human Resources

Teresa Cunningham-Brown Human Resources

Elizabeth Hodge Professional Learning

Marcie Holland Human Resources

Dhedra Lassiter Rolesville MS

Bryan Martin Human Resources

Emily Mountford Holly Ridge MS

Brian Pittman Academics, MS Director

Sally Reynolds Human Resources

Mark Savage Heritage HS

Sam White Human Resources

Eric Fitts Brentwood Principal

Wilma Jenkins-Fythe Human Resources

Shelia Bennett Human Resources

PROFESSIONAL

LEARNING Standards-Based PL

Partnerships

Human

Capital

Honoring Town Hall Results 1 and 9

To identify, recruit, develop and retain highly effective talent

TALENT IDENTIFICATION & RECRUITMENT INDUCTION

CAREER MANAGEMENT & DEVELOPMENT LEADERSHIP DEVELOPMENT & SUCCESSION PLANNING

EQUITABLE ACCESS

Strategies

Develop a process to identify, build and continuously update the criteria necessary to maintain a highly effective workforce.

Develop a process to utilize all available supporting partners to locate and recruit a diverse and talented applicant pool for all types

of school system positions.

Create an induction process for all employees that educates and empowers staff to embody the culture of WCPSS.

Create onboarding programs that can be utilized in all departments to ensure all new employees are prepared for transition into a

high functioning educational setting.

Develop career pathways that will support personnel at all levels of the organization to enhance and build the skills necessary for

professional growth, leadership opportunities, or career advancement.

Enhance the process by which employees are recognized for exemplary and innovative performance.

Improve existing evaluation systems to promote continuous feedback that advances a collective and individual culture of learning.

Create and align succession planning to address future hiring needs and attrition.

Develop comprehensive exit review process allowing for feedback on potential succession planning and systematic improvements

to career advancement.

Identify trends that reveal disproportionate hiring and promotion patterns across all employee groups.

Collaboratively provide cultural proficiency training for hiring managers.

PROFESSIONAL

LEARNING Standards-Based PL

Partnerships

Human

Capital

Honoring Town Hall Results 1 and 9

To identify, recruit, develop and retain highly effective talent

TALENT IDENTIFICATION & RECRUITMENT INDUCTION

CAREER MANAGEMENT & DEVELOPMENT LEADERSHIP DEVELOPMENT & SUCCESSION PLANNING

EQUITABLE ACCESS

Measures

Use of data to measure the ability to identify, recruit and employ top talent

Improved preparedness of new employees as measured by feedback from supervisors

All staff survey that collects and measures employee satisfaction & understanding of how their work contributes to WCPSS goal

Number of participants completing career pathways program

Review levels of performance to measure the effectiveness of career pathway program and the impact on job performance

The number and variety of methods by which staff are recognized for advancement and innovation

Analysis of annual hiring and turnover metrics

Participants completing cultural proficiency training

Produce annual Human Resources report

PROFESSIONAL

LEARNING Standards-Based PL

Partnerships

Human

Capital

Objective Owner Working Team

Name Department

Timothy Simmons Division of Communications

Muriel Summers ES Principal

Matt Lenard Data, Research & Accountability

Tamani Anderson-Powell Magnet Programs

Tom Huffstetler Academics – Translation Services

Joy Frankoff Academics - CTE

Rosa Rangel Communications

Bill Poston Communications

PERFORMANCE

MANAGEMENT Career Counseling

Evaluation

Feedback

Community

Engagement

PERFORMANCE

MANAGEMENT Career Counseling

Evaluation

Feedback

Community

Engagement

Honoring Town Hall Result 6

To foster shared responsibility for student success by building trust,

collaboration, and engagement among staff, families and community partners

COMMUNITY EQUITABLE ACCESS STUDENTS STAFF FAMILIES

Strategies

Increase community volunteers from areas such as business, faith-based and civic groups to be trained to match school needs.

Use Board of Education members, central services staff, and principals as a network that would help disseminate information.

Strengthen Parent Academies and related programs by offering them in multiple languages, venues and channels.

Create more structures for student contributions in determining the district’s strategic directives.

Create central services volunteer program to help students and align central services employees’ perspectives with school

employees.

Require School Improvement Plans to include community engagement component supporting student achievement.

Increase WCPSS profile in all communities at academic and non-academic events.

PERFORMANCE

MANAGEMENT Career Counseling

Evaluation

Feedback

Community

Engagement

Honoring Town Hall Result 6

To foster shared responsibility for student success by building trust,

collaboration, and engagement among staff, families and community partners

COMMUNITY EQUITABLE ACCESS STUDENTS STAFF FAMILIES

Measures

Improved screening and registration process for volunteers

Creation of marketing campaign to increase profile of volunteers

Surveys of volunteer effectiveness at school level

Number of community members available to disseminate information about key issues.

Surveys of parents regarding effectiveness and participation in Parent Academies

Dropout rates

New ideas launched or incorporated by schools and the school system derived from student input

Number of central service volunteer hours, number of employees participating outside of academics, number of schools

coordinating volunteer efforts with central services employees, number of students working with volunteers.

Annual School Improvement Plan review that works in concert with central services volunteer strategy

Track number of events, measure awareness of WCPSS programs, survey satisfaction of participants

1. Recruiting, developing, and retaining high quality employees - 462 84%

2. Providing an appropriate rigorous education at all academic levels - 341 62%

3. Graduating students on-time, college and career ready, and preventing dropouts - 317 58%

4. Offering students a wide-ranging curriculum e.g., world languages, performing and visual arts, career and technical

education courses and extra-curricular activities e.g., athletics and clubs - 288 53%

5. Encouraging students to communicate & work collaboratively with all kinds of people within the global society - 271 49%

6. Engaging the broader community e.g., parents, businesses, community agencies to support schools - 244 45%

7. Providing up-to-date learning materials and technology for our students - 196 36%

8. Promoting development of solid morals, good character, respect for others, and a strong work ethic - 143 26%

9. Providing comprehensive support services e.g., school health, counseling, social work, psychology - 138 25%

10. Maintaining safe, orderly, and modernized schools - 111 20%

Appendix: Keeping the Town Hall Results in Mind