Reimagine Caddo the Plan for Excellence-watermark (2)

www.caddoschools.org

The Plan for ExcEllEncE

Draft

Re-Imagine Caddo: The Plan for Excellence

TABLE OF CONTENTS

INTRODUCTION ....................................................................................................... 3-6

LETTER FROM THE SUPERINTENDENT ......................................................................................... 3 ROLE OF DISTRICT LEADERSHIP ................................................................................................ 4 DEVELOPMENT OF RE-IMAGINE CADDO .................................................................................... 5 QUICK REFERENCE GUIDE ....................................................................................................... 6

RE-IMAGINE CADDO: THE PLAN FOR EXCELLENCE ................................................... 7-38

GOAL AREA 1: ACADEMICS ................................................................................................ 8-10 GOAL AREA 2: FAMILY AND COMMUNITY ENGAGEMENT ....................................................... 11-12 GOAL AREA 3: FISCAL RESPONSIBILITY ............................................................................... 13-14 GOAL AREA 4: HUMAN RESOURCES AND PROFESSIONAL DEVELOPMENT .................................. 15-18 GOAL AREA 5: INNOVATION AND TECHNOLOGY ................................................................... 19-23 GOAL AREA 6: OPERATIONS AND SUPPORT SERVICES ............................................................ 24-32 GOAL AREA 7: MARKETING AND COMMUNICATIONS ............................................................ 33-36

T. Lamar Goree, Ph.D.Superintendent

Dear Caddo Parish Stakeholders,

To know this community is to love it. Our drive at Caddo Parish Public Schools is to make our region a hub of thoughtful and creative individuals who are inspired and compelled to help their fellow citizens to create a better tomorrow.

In our mission toward that goal, our community came together over the past year to develop our guiding plan for In our mission toward that goal, our community came together over the past year to develop our guiding plan for continued upward momentum. This strategic plan titled Re-Imagine Caddo: The Plan for Excellence, encompasses not only the many facets of Shreveport and Caddo Parish, but seeks to meet the needs of our individual students while bettering the school system as a whole.

This plan represents an extensive process to state our goals and priorities, to describe the strategies we will put in place to reach our goals, and to propose some objective measures to monitor our progress.

Our strategic plan is meant to be a living document that will help us set goals and establish a direction for our work Our strategic plan is meant to be a living document that will help us set goals and establish a direction for our work over the next five years. We will be flexible and willing to adapt this plan to meet changing needs of our students and district. This document will serve as the pathway to our bright future.

Along the way, we expect you to hold us accountable as we move toward accomplishing our objectives, and, in turn, our commitment is to be as transparent as possible.

This plan is also a vision statement, articulating our hopes and best predictions of where we expect to be in three to This plan is also a vision statement, articulating our hopes and best predictions of where we expect to be in three to five years and what we need to do to get there. We, in collaboration with numerous stakeholders, have set goals that are ambitious, but achievable through diligent work and perseverance.

Our end goal is clear: all students in Caddo Parish Public Schools will become life-long learners equipped with the skills, knowledge, and attitudes to succeed as productive and responsible citizens in a local, national, and global society.

To say we are working under a sense of the utmost urgency is only the beginning. Each of our staff members know To say we are working under a sense of the utmost urgency is only the beginning. Each of our staff members know this is a critical time for Caddo Parish and we hold the key to this communitys well-being in the students who walk through our doors each day. The work outlined in Re-Imagine Caddo is larger than the superintendency or any one individual. This plan is about parents, students, teachers, administrators, bus drivers, support personnel and community members working together to provide the academic and social tools needed for our children.

While we have a strong foundation in place, we must continue to grow by building upon our successes and While we have a strong foundation in place, we must continue to grow by building upon our successes and strengthening our relationships. This is not changing directions, but instead shines a spotlight on what we must address to make Caddo Parish Public Schools the best it can be.

As we move through this five-year plan, we will continue to work with the community to gather input and feedback and explore the dynamic conversation which began nearly a year ago when we began this process. We could not be where we are without your support and I sincerely thank you for your input and participation. I now ask you to join me as we work together as one Caddo Parish to improve each of our schools.

We are strong. We are for the children. We are Caddo!We are strong. We are for the children. We are Caddo!

Sincerely,

Role of the District in Leading Education

The mission of Caddo Parish Public Schools is dedicated to preparing students for the future,

developing the whole child academically and socially -- in collaboration with families and the

community. That collaboration is critical to district and school-level success.

In fulfilling the districts mission, the Caddo Parish School Board has established policies and

procedures designed to provide a framework for success. The Caddo Parish School Board

believes that an aligned and cohesive educational system is required in order to ensure that all

Caddo Parish students are prepared for life beyond the K-12 spectrum. Caddo Parish Public

Schools must focus on student achievement and mastery of the skills needed to succeed as

lifelong learners, workers, and citizens.

To accomplish the delivery of a sound, high-quality education to every student, the Board must

ensure that policies are connected and directed toward the common purpose of improving

achievement for all students.

The district acknowledges that implementing a cohesive system aligned to one Caddo requires a longterm investment in building the capacity of individuals, institutions, and communities to develop the knowledge, skills, and resources for effecting continued improvement. At every level of the district, the standards must never waiver from improving outcomes for students. The Caddo Parish School Board, the Superintendent and Caddo Parish Public Schools staff fulfill their commitment to the students of Caddo Parish by carrying out the following functions:

Providing rigorous, well-founded instructional programs that accelerate academic opportunities for every child by closing the achievement gap so that every student graduates college and/or career ready.

Increasing the success of students and schools by leveraging community resources that strengthen and promote family and community engagement.

Addressing responsibly the needs of the school system to maximize utilization of resources and ensure financial stability.

Developing and implementing a multi-year plan that will address recruitment and retention of personnel.

Re-imagining and reinventing learning environments that prepare all learners with the skills and capacities for 21st century citizenship, global awareness, creativity, collaborative problem solving, and self-directed learning.

Providing a safe, clean, and efficient environment enriching the neighborhoods and ensuring an excellent educational and operational experience for all students, staff, and visitors.

Utilizing a multi-year marketing plan to communicate positive perception of Caddo Parish Public Schools.

Development and Intent of Re-Imagine Caddo

Since his appointment in October 2013, and taking the position on December 1, 2013, Superintendent Dr. T. Lamar Goree has steadfastly committed to improving academic achievement for all students who call Caddo Parish Public Schools home. Dr. Gorees vision was clear: transform each school into a cutting edge center of innovation and student success. That vision is echoed in the coming pages and was a guiding force which fostered the development of the strategic plan. Re-imagine Caddo: The Plan for Excellence was developed with extensive input from community members, parents, students, educators, staff and the Caddo Parish School Board. After determining the unique needs of Caddo Parish, Dr. Goree and his staff worked with a team of community members from a variety of stakeholder groups to develop goals, key objectives, impact statements and measures of success as well as our districts new vision and mission statement. Each priority area was created based upon current local, state, and national research. Initial findings from community members outlined the districts strengths and weaknesses and were shared with Caddo Parish for feedback at several pivotal points through community forums and were placed on the Caddo Schools website. This plan was designed to communicate what is possible in Caddo Parish Public Schools as well as each school. The objectives and strategies contained within this plan are based on those specific responsibilities and roles and the hope of a community for a better tomorrow in which every child is equipped with the knowledge and skills needed to be successful in both college and career. The timeframe for realizing these goals, objectives and measures outlined in the plan is 2015 through 2020. This plan represents our best attempt to state our goals and priorities, articulate the action steps that will meet our objectives, and establish impact measures to monitor our progress. It is a living document that will be reviewed, modified as needed, and will be utilized as a roadmap for Caddo Schools as we progress further in fulfilling our vision of transformation. We will hold ourselves accountable for results and practice the utmost transparency along the way. Fulfilling the vision expressed in this plan will not be easy. Yet, we accept responsibility for making it happen. We will need our community and all stakeholders to work with us and do even more to support the future of our children and our community.

GOALS/MEASURABLE OBJECTIVES/ACTION STEPS

GOAL AREA 1: ACADEMICS

GOAL: Provide rigorous, well-founded instructional programs that accelerate academic opportunities for every child by reducing the

achievement gap, ensuring every student graduates college and/or career ready.

MEASURABLE OBJECTIVE 1.1

Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

The percent of K-2 students performing at or above grade level in reading

will increase by 9 percent based on the district reading assessment

(DIBELS) in 2020.

56% 58% 60% 61% 63% 65%

ACTION STEPS FOR MEASURABLE OBJECTIVES 1.1

2015-16 SCHOOL YEAR

Action Steps Person(s) Responsible Timeline

Beginning End

1. Improve the quality and accessibility of early learning programs available for children from age three to

kindergarten through a universal application process.

Pre-K District Supervisors 8/2015 8/2018

2. Have an up-to-date Individualized Learning Plan (ILP) to guide Response to Intervention (RtI) for all students

scoring below benchmark.

Principal

Instructional Coordinator

Classroom Teacher

8/2015 8/2017

3. Provide guidelines for instruction in reading, writing, and mathematics that identify time/content

requirements, teacher action requirements, and

profiles of students who are successful.

Curriculum Specialists

RtI District Coordinator

Principal/Coordinator/Teacher

8/2015 8/2016

4. Provide appropriate professional development related to the components of effective reading instruction (i.e.,

phonemic awareness, phonics, fluency, vocabulary,

comprehension, and writing).

Professional Development

Director/Specialists



Principal/Coordinator/Teacher

8/2015 5/2020






Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

The percent of students in Grades 3 through 8 scoring proficient in

English-language arts and mathematics will increase by 7.5

percent by 2020.

ELA 62.8% 63.8% 65% 66.5% 68.3% 70.3%

Math 62.1% 63.1% 64.4% 65.9% 67.6% 69.6%


2015-16 SCHOOL YEAR


Beginning End

1. Implement RtI (Response to Intervention) with fidelity including frameworks for Tier 1 (core instruction) and

intervention model at Tier 2 and Tier 3 focused on

data-based, scaffolded instruction.

Academic Directors


Principal/Asst. Principal

Instructional Coordinator

Teachers

8/2014 5/2016

2. Implement district interim assessments for ELA and mathematics in grades 3 through 8.

Director of Curriculum


Principals

8/2014 5/2016

3. Implement data-driven instruction (DDI) practices including assessment item analysis, teacher data

meetings, instructional action plans and feedback

loop.

CAO

School Directors

Director of PD

Principals

5/2015 8/2018

4. Align professional development to DDI practices, curriculum and instructional frameworks, RtI model,

and the district assessment calendar.

CAO

Director of PD

Director of Curriculum

School Directors

5/2015 8/2017






Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

Increase high school graduation rates by 5 percent by 2020. 69.7% 71% 72% 73% 74% 75%


2015-16 SCHOOL YEAR


Beginning End

1. Monitor and track all potential high school graduates academic progress to ensure on-time graduation.

Director of High Schools

Principal

Counselor

8/2015 8/2016

2. Foster the growth of Professional Learning Communities focused on data-driven instruction and

student academic progress.

School Directors


Specialists

Principal

8/2015 8/2017

3. Plan for and launch, in collaboration with workforce, post-secondary, and community partner agencies, a

virtual learning option that includes coursework,

training, and college elearning.

CAO

School Directors

Director of IT

Director of PD

8/2015 5/2018

4. Certify targeted high school teachers to offer industry-based certifications.

Director of CTE 8/2015 8/2017

5. Monitor and track all potential graduates on their attainment of industry-based certifications.

School Directors

IT Designee

HS Principals

Counselors

8/2015 5/2016


GOAL AREA 2: FAMILY AND COMMUNITY ENGAGEMENT

GOAL: Leverage community resources to strengthen family and community engagement in supporting student and school success.


Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

Each school will develop and implement a parental involvement plan to

increase parent involvement as measured by an annual parent survey. 0 TBD TBD TBD TBD TBD


2015-16 SCHOOL YEAR


Beginning End

1. Develop parent involvement plan at each campus. Campus Teams 7/2015 12/2015

2. Develop a plan to increase participation of fathers and male role models in all schools.

Campus teams 8/2015 12/2015

3. Establish an active parental involvement group, PTA or equivalent, in all schools.

District PTA

Campus PTA

Campus Teams

8/2015 5/2016

4. Create campus based end-of-year programs to recognize outstanding parent, community volunteers, and groups.

Campus Teams 5/2016 5/2016

5. Develop a plan to increase attendance and participation at school events such as Back to School Nights, curriculum

nights, volunteer opportunities, etc. at all schools.



GOAL AREA 2: FAMILY AND COMMUNITY ENGAGEMENT

GOAL: Leverage community resources to strengthen family and community engagement in supporting student and school success.


Baseline Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

The number of meaningful and substantive opportunities for

community engagement and partnerships will be increased in the

district.

Data currently

being sent in

from principals


2015-16 SCHOOL YEAR


Beginning End

1. Determine campus needs through a needs assessment. Communications Department 8/2015 9/2015

2. Research and compile a list of agencies, faith-based organizations, community groups, non-profits and

businesses geographically that Caddo can approach to support schools.

Communications Department

Lincc.us 9/2015 10/2015

3. Determine which agencies, faith-based organizations, community groups, non-profits and businesses are

assigned to each school.


Superintendent

Principals

9/2015 10/2015

4. Develop and implement formal training for community partners.

District PTA


Academics

Title 1

Parent Resource Center

11/2015 1/2016

5. Evaluate and analyze effectiveness of partnerships. Communications Department



GOAL AREA 3: FISCAL RESPONSIBILITY

GOAL: Address responsibly the needs of the school system to maximize utilization of resources and ensure financial stability.


Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

Caddo Parish Public Schools will maximize efficiency and increase financial

stability throughout the district as measured by the percentage of total fund

balance (otherwise known as reserve funds or rainy day savings) to total expenditures.

13.0% 13.0% 13.5% 13.5% 14.0% 15.0%


2015-16 SCHOOL YEAR


Beginning End

1. Develop a balanced budget each year and spend within the budget.

Superintendent

Chief Financial Officer

Directors 6/2015 6/2020

2. Realize cost savings through school consolidations and personnel management.

Superintendent


Directors 4/2016 6/2020

3. Fully utilize state and federal grant dollars to reduce general fund expenditures.


Directors 7/2015 6/2020

4. Review healthcare costs annually in an effort to manage costs, reduce premium increases, and manage the total healthcare

liability.


Insurance Director 6/2015 6/2020


GOAL AREA 3: FISCAL RESPONSIBILITY

GOAL: Responsibly address the needs of the school system to maximize utilization of resources and ensure financial stability.


Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

The District will maintain Standard & Poors (S&P) bond rating of AA-. AA- AA- AA- AA- AA- AA-


2015-16 SCHOOL YEAR


Beginning End

1. Develop a balanced budget annually reflecting sound financial decisions.

Superintendent

Chief Financial Officer 7/2015 6/2020

2. Continue to increase the balance of the Other Post-Employment Benefits (OPEB) Trust to reduce liability.


Insurance Director 7/2015 6/2020


GOAL AREA 4: HUMAN RESOURCES AND PROFESSIONAL DEVELOPMENT

GOAL: Develop and implement a multi-year plan that will address recruitment, development and retention of personnel.


Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

Vacancies will be reduced by 10 percentage points annually using the

October 1 counts of the school year. 100 90 81 73 66 60


2015-16 SCHOOL YEAR


Beginning End

1. Visit surrounding universities for continued recruitment.

Human Resources administrators

Teacher/Administrative alumni

trained to recruit

8/2015 8/2016

2. Organize and facilitate semi-annual job fairs to increase the number of attendees by 2 percent each

year. Continue promotions in newspapers, websites,

Talent ED, etc.

Chief of Staff

Human Resources Administrators

Information Technology Director

Representatives of professional

organizations

8/2015 8/2016

3. Increase early commitments from potential employees.

Principals

School directors


8/2015 8/2016

4. Consistently use data and workforce indicators to align resources.

Chief of Staff


Designees from Academic Affairs

and Communications departments

Representatives of professional

organizations

8/2015 8/2016

BAFB Liaison

5. Devise plan to increase applicant pool to include certified, out-of-state and non-HQ eligibility for hire.


Human Resources Administrators 5/2015

8/2016





Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

Highly-qualified applicants hired will increase by 5 percent annually. 50% 55% 60% 65% 70% 75%


2015-16 SCHOOL YEAR


Beginning End

1. Connect with local colleges/universities to enter MOUs to place student teachers in Caddo schools.

Human Resources

Chief Academic Officer

School Directors

5/2015 Ongoing

2. Create a forum with universities for input on teacher preparation, certification requirements and staffing needs.

Human Resources


School Directors

8/2015 Ongoing

3. Provide an internal teacher certification program (Caddo Teacher Academy grant-funded).

Human Resources


School Directors

5/2015 Ongoing

4. Provide a Praxis preparatory program for prospective teachers and recertifications.

Human Resources


School Directors


Representatives of

professional organizations

5/2015 Ongoing





Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

The District will increase retention of certified personnel within the 0-3

category of employment and increase skill-level of classified personnel

through professional development opportunities.

TBD TBD TBD TBD TBD TBD


2015-16 SCHOOL YEAR


Beginning End

1. Develop evaluation instruments to collect and analyze participation data and evaluations of professional

development offerings.

Human Resources

Information Technology 7/2015 6/2016

2. Establish mentor/mentee relationship in workplace settings for all new hires.

Superintendents Cabinet

Principals

Supervisors

Managers

8/2015 Ongoing

3. Implement district-wide professional development plan for all certified and classified employees.


Principals

Supervisors

Managers

Human Resources

Professional Organizations

8/2015 6/2016

4. Develop and routinely survey new employees on matters of needs and climate satisfaction.

Human Resources

Professional Organizations 12/2015 Ongoing


GOAL AREA 5: INNOVATION AND TECHNOLOGY

GOAL: Re-imagine and reinvent learning environments that prepare all learners with the skills and capacities for 21st century

citizenshipglobal awareness, creativity, collaborative problem-solving, and self-directed learning.


Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

A quality 4-8 STEM program initiative will be developed and implemented in

grades 4-8 beginning with five Pilot schoolsreaching 50 percent implementation within five years.

0 0-Planning 5 Schools 10 Schools 15 Schools 20

Schools


2015-16 SCHOOL YEAR


Beginning End

1. Research, study, and visit three successful STEM models.

District Transformation and

Innovation Officer

Science and Math Representatives

from C and I

8/2015 11/2015

2. Follow development and launch cycle for STEM roll out. This includes developing definition and vision of

program, identifying core stakeholders, creating and

presenting proposal that includes needs and expected

outcomes, communication of plan, and launch.


Innovation Officer

District Representatives

8/2015 5/2016

3. Provide training, support, and coaching to STEM program school personnel.


Innovation Officer

District Trainers

Spring 2016 Ongoing

4. Design system to monitor and track progress toward standards and outcomes using consistent processes,

walkthroughs, rubrics, and program evaluation.


Innovation Officer

District Trainers and Administrators

Spring 2016 Ongoing




citizenship global awareness, creativity, collaborative problem-solving, and self-directed learning.


Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

Virtual school opportunities that provide enrichment, acceleration, and

remediation services will be increased by 10 percent annually. 0

Planning to

establish

baseline

targets

Increase

student

participation

by 10%

Increase by

10%

Increase by

10%

Increase

by 10%


2015-16 SCHOOL YEAR


Beginning End

1. Identify model virtual school programs that enrich, accelerate, remediate, and develop common vision for virtual schooling in

Caddo Parish.


Committee 5/2015 10/2015

2. Follow design and implementation schedule that includes visioning, development of proposal, planning for desired

outcomes, communication and launch.



Committee

11/ 2015 5/2016

3. Implement first level of rollout with monitoring and evaluation of outcomes.


Principals 5/2016 Ongoing





Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

A district assessment data management system will be

implemented to track student progress towards standards

mastery.

No current

system

In place by July

2015 and used

for interim

assessment

data

Average increase

in achievement

of at least 3

percentage

points

Average

increase in

achievement of

at least 3

percentage

points

Average increase

in achievement of

at least 3

percentage points

Average

increase in

achievemen

t of at least

3

percentage

points


2015-16 SCHOOL YEAR


Beginning End

1. Purchase data management system to be used for interim assessment analysis, RTI, focus quiz analysis in connection

with data-driven instructional practices.


Curriculum Director

Information Technology

Director

1/2015 7/2015

2. Train users of data management system to ensure proficiency.


Curriculum Director


Director

3/2015 5/2016

3. Use data-driven instructional practices to analyze assessment results and improve instruction.


Curriculum Director


Director

8/2015 Ongoing

4. Monitor and evaluate system and results. Chief Academic Officer

Curriculum Director 8/2015 Ongoing


Director





Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

Computer devices at school sites will be reduced from a student/computer ratio of 7:1 to a 5:1 ratio in a lab or testing environment.

Greater

than 7:1 7:1 6.5:1 6:1 5.5:1 5:1


2015-16 SCHOOL YEAR


Beginning End

1. Address strategies for procurement, refreshment, maintenance, adequate technical support, and

upgrading of hardware and software.


Instructional Supervisor

Purchasing Director

1/2015 5/ 2016

2. Conduct site surveys to verify computer inventory.


Technical Manager

Principals

6/2015 8/2016

3. Determine and purchase computers needed to ensure all schools are moving toward 5:1 ratio for 2019-20.


Technical Manager

Principals

9/2015 Ongoing

4. Deploy technology in schools assuring sites are moving toward 5:1 ratio.


Technical Manager

Principals

10/2015 Ongoing


GOAL AREA 6: OPERATIONS AND SUPPORT SERVICES

GOAL: Provide a safe, clean, and efficient environment enriching the neighborhoods and ensuring an excellent educational and

operational experience for all students, staff, and visitors.


Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

Transportation will provide 98 percent daily average on-time delivery of

students to and from school. 93% 94% 95% 96% 97% 98%


2015-16 SCHOOL YEAR


Beginning End

6. Reduce bus repair backlog. Garage Foreman 9/2015 Ongoing

7. Reduce at-fault bus accidents. Transportation Supervisor 9/2015 Ongoing

8. Maintain 13 percent available substitute bus drivers. Transportation Supervisor 9/2015 O-going

9. Report weekly on-time delivery. Transportation Supervisor 9/2015 Ongoing






Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

At-fault bus accidents will be reduced from 34 to 17 (50%) by year 2020. 34 31 28 25 22 17


2015-16 SCHOOL YEAR


Beginning End

5. Form a safety committee to review all accidents. Director of Transportation

Risk Manager 9/2015 11/2015

6. Identify high-risk bus drivers. Transportation Supervisor 9/2015 12/2015

7. Increase ride-alongs with supervisors. Transportation Supervisor 9/2015 Ongoing

8. Provide random safety reminders and safety talks at Transportation in-service meetings.

Director of Transportation

Risk Manager 8/2015 Ongoing






Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

The substitute bus driving personnel assigned to cover short-term daily

absenteeism will exceed 13 percent (40) of the permanent bus driving staff

at all times.

3% 5% 7% 9% 11% 13%


2015-16 SCHOOL YEAR


Beginning End

1. Provide a training class every six weeks. Bus Driver Trainer 9/2015 Ongoing

2. Increase recruitment at career fairs. Transportation Supervisor 9/2015 Ongoing

3. Consider possible job sharing with existing personnel. Director of Transportation 9/2015 Ongoing

4. Encourage all mechanics, office personnel, and coaches to obtain a bus drivers license and certification.

Director of Transportation 9/2015 Ongoing






Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

School facility repair work orders will be kept at a level below 50 percent. 80% 70% 65% 60% 55% 50%


2015-16 SCHOOL YEAR

Action Steps Person(s)

Responsible

Timeline

Beginning End

1. Develop preventive maintenance schedules. Director of

School Plants 9/2015 12/2015

2. Utilize School Dude maintenance to monitor purpose code percentages of

work orders received i.e., reactive 50%; preventive, predictive, planned

50%.

Director of

School Plant 9/2015 Ongoing

3. Augment shifts for evening and night maintenance schedules. Supervisor of

Maintenance 9/2015 12/2015



GOAL: Provide a safe, clean, and efficient environment enriching the neighborhoods and ensuring an excellent educational and operational experience for all students, staff, and visitors.


Baseline Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

Annual energy cost will be reduced by 10 percent (normalized for weather and economics).

$225/ student

220 215 210 205 202


2015-16 SCHOOL YEAR


Beginning End

1. Select energy service provider. Chief Operations Officer

Director of School Plant 10/2014 12/2015

2. Identify 10 highest energy users. Director of School Plant

Storer 10/2014 12/2014

3. Assign data-entry duties for Utility Direct. Director Of School Plant 7/2014 10/2014

4. Establish a formal energy management plan complete with goals, objectives and guidelines as recommended by a third party engineering evaluator.

Director of School Plant

Storer 1/2015 1/2016

5. Establish a formal process for conducting energy audits of each school plant. Provide audit information to school principals and head custodians.

Director of School Plant 7/2014 Ongoing

6. Analyze/review energy audit recommendations. Director of School Plant

Storer 1/2015 Ongoing

7. Implement a confirmation plan to ensure schools are following proper shutdown procedures during holiday periods.


Energy Manager 1/2015 Ongoing

8. Confirm all utility billing and meter locations, and eliminate all unnecessary ready to use service locations.


Energy Manager 1/2014 Ongoing

9. Institute the next seven computer-based energy control systems. Director of Construction 3/2015 8/2015



GOAL: Provide a safe, clean, and efficient environment enriching the neighborhoods and ensuring an excellent educational and operational experience for all students, staff, and visitors.


Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

Develop action plans for the use or disposal of all abandoned school

structures. 0% 25% 50% 75% 100% 100%


2015-16 SCHOOL YEAR


Beginning End

Assess annually all vacant buildings for any adverse conditions or detriment to

the neighborhood. Any buildings or structures that meet this description will be

presented to the School Board and, if approved, will use the following process

for repurposing or elimination.

Fall 2015 Ongoing

1. Identify building of question; evaluate the structural integrity. Director of

Construction 9/2015 Ongoing

2. Determine future use of the property within 24 months.

Superintendent


Chief Operations

Officer

Director of

Construction

9/2015 Ongoing

3. Identify possible community use by meeting with community groups (i.e. neighborhood associations, etc.) for suggestions.

Superintendent


Ongoing Ongoing

4. Present to Board for transfer of asset approval if group has a viable plan. If not, advertise for sale or lease or demolish following applicable laws.

Chief Operations

Officer

Director of

Construction

12/2015 Ongoing






Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

The district will attain an 85 percent minimum student capacity level at all

school facilities. 75% 80% 85% 90% 95% 100%


2015-16 SCHOOL YEAR


Beginning End

1. Hire a demographer. Chief Operations Officer 6/2015 7/2015

2. Digitize current attendance zones and geo code student addresses.

Demographer 9/2015 Ongoing

3. Develop a web-based portal for student information. Demographer 9/2015 5/2016

4. Conduct analysis of student origins. Demographer 12/2015 5/2016

5. Identify the location of all school age students in Caddo Parish and develop a 5-year and 10-year enrollment forecast for

projecting areas of changing demographics that may affect

school capacity.

Demographer 9/2016 Ongoing

6. Review mobility rate. Demographer 9/2016 Ongoing

7. Cohort survival rates. Demographer 9/2016 Ongoing

8. Update Parsons Facility report. Director of Construction 9/2015 5/2016

9. Annual Report presented to Board. Director of Attendance 9/2016 5/2016






Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

Participation for breakfast food service will be increased to 50 percent and

lunch to 75 percent.

B-30%

L-56%

35%

60%

40%

65%

45%

70%

47%

72%

50%

75%


2015-16 SCHOOL YEAR


Beginning End

1. Establish a committee to formulate guidelines for Community Eligibility Provision participation.

Superintendent

Chief of Staff

Chief Operations Officer


Director of Transportation

Director of Title I

Director of Child Nutrition

10/2015 1/2016

2. Provide other food service options that students like and meet USDA standards through outside vendors.

Food Service Buyer 9/2015 Ongoing

3. Review menu options provided for current meals. Director of Child Nutrition 9/2015 Ongoing

4. Review impact on budget if no monthly growth. Chief Operations Officer 9/2015 Ongoing






Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19 2019-20

The physical security of each site will be upgrade and improve, leading to a

10 percent reduction of property related crimes and security incidents. 48 43 39 35 31 27


2015-16 SCHOOL YEAR


Beginning End

1. Assess needs. Security Department 6/2015 12/2015

2. Add access control at all school levels. Security Department and

Capital Projects 6/2015 Ongoing

3. Upgrade alarm systems. Security Project Manager

and Technician 6/2015 Ongoing

4. Upgrade and add cameras. Security Project Manager

and Technician 6/2015 Ongoing


GOAL AREA 7: MARKETING & COMMUNICATION

GOAL: Develop and utilize a multi-year marketing plan to communicate a positive and realistic view of Caddo Parish Public Schools.

MEASURABLE OBJECTIVE: 7.1

Baseline

Data

2014-15

Targets/Actual2

2015-16 2016-17 2017-18 2018-19 2019-20

Increase the number of positive stories regarding CPPS as measured by

media outlet coverage.

30% of

coverage

deemed

positive.

40% 45% 50% 60% 70%


2015-16 SCHOOL YEAR


Beginning End

1. Develop and implement We are Caddo! marketing plan.

Communications Director 8/2015 12/2015

2. Consult with marketing firm to develop appropriate measurement tools for public perception of CPPS.

Communications Director 8/2015 10/2015

3. Increase awareness of and engagement in Caddo Schools social media platforms.

Communications Director

Assistant


8/2015 12/2015

4. Develop and implement written procedures for district communication messages (flyers, j-calls, j-texts,

announcements, etc.).


Assistant


7/2015 8/2015

5. Utilize best practices as established by the National School Public Relations Association to ensure quality

and consistency in message.


Assistant


1/2016 Ongoing

6. Expand upon current methods used to raise awareness of the districts profile by creating and deploying multi-faceted promotional strategies

designed to reach internal and external stakeholders.


Assistant


8/2015

8/2016

7. Engage district staff in annual customer service training designed to meet the needs of all stakeholders.

Communications

Department

Executive Cabinet

8/2015

Ongoing


GOAL AREA 7: MARKETING & COMMUNICATION

GOAL: Gain community trust and support for Caddo Parish Public Schools.

MEASURABLE OBJECTIVE: 7.2

Baseline

Data

2014-15

Targets/Actual

2015-16 2016-17 2017-18 2018-19

2019-

20

Build trust in Caddo Parish Public Schools as measured annually

through a survey of parents and stakeholders.

TBD

through a

survey


2015-16 SCHOOL YEAR


Beginning End

9. Gather data regarding needs based on survey results and community feedback pertaining to individual

geographic areas and design multi-year plans targeting

those needs with a local third-party expert to oversee

process.

Superintendent

District Staff 8/2015 6/2016

10. Identify key geographic areas and community stakeholders.

Superintendent

District Staff 8/2015 9/2015

11. Form parental and community engagement ad hoc committees. A. SAC (Student Advisory Council-SGA Leadership)

B. Teacher Task Force

C. Business Round Table

D. Young Professionals Community Group

E. Financial Round Table

F. Higher Education Round Table

Superintendent

Director Of

Communications

Executive Cabinet

8/2015 9/2015

12. Host an annual State of the District event that includes the release of a published report on district progress and

a scorecard that reports trend and benchmark

information on student outcomes and key

Superintendent 5/2016 Ongoing

implementation measures of the district improvement

strategies

13. Improve internal communications among Central Office divisions, departments, and schools through the

development and implementation of an internal

communications plan.

Director of

Communications 9/2015 11/2015

14. Develop and implement a transparent process for community input regarding decisions that affect school

closings/consolidations, bond initiatives, etc.

Director of

Communications

Executive Cabinet

7/2015 Ongoing

Reimagine Caddo the Plan for Excellence-watermark (2)

Documents

Transcript of Reimagine Caddo the Plan for Excellence-watermark (2)