Page 1 of 29 Cobb County School District A community with a passion for learning! Policy & Planning Division INDEX OF STRATEGIC GOAL ACTION PLANS May 31, 2005 UPDATED: February 1, 2006 Division/Department Pages Construction Department 2 Curriculum and Instruction Division 3 Financial Services Division 6 Food and Nutrition Services Department 8 Human Resources Division 12 Maintenance Division 14 Policy and Planning Division 15 Professional Learning Department 17 Public Safety, Department of 19 School Administration Division 21 Special Student Services Division 22 Technology Division 26 Transportation Department 28
Transcript
Page 1 of 29
Cobb County School District A community with a passion for learning! Policy & Planning Division
INDEX OF STRATEGIC GOAL ACTION PLANS May 31, 2005
UPDATED: February 1, 2006
Division/Department Pages Construction Department 2 Curriculum and Instruction Division 3 Financial Services Division 6 Food and Nutrition Services Department 8 Human Resources Division 12 Maintenance Division 14 Policy and Planning Division 15 Professional Learning Department 17 Public Safety, Department of 19 School Administration Division 21 Special Student Services Division 22 Technology Division 26 Transportation Department 28
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CONSTRUCTION DEPARTMENT May 18, 2005
PRIORITY GOAL: Provide quality education environments. Supporting System Strategic Goals: 1, 2, and 3; SACS Recommendations: 2, 6, 8, and 9; SIP Goals: B and E.
ACTION STEPS/STRATEGIES TIMELINE RESOURCES RESPONSIBILITIES EVALUATIONS Provide funding for construction of approximately 990 new classrooms
Start 2/1/03 Finish 9/18/03
Maintenance, The Facility Group
Chief Operations Officer, SPLOST Accountability Manager Director of Construction
Cobb County Voters
Receive Board Approval for extension of The Facility Group's contract to cover the management of SPLOST II.
Start 2/1/03 Finish 3/12/03
HB 1187, Count-wide Building Fund
Chief Operations Officer, Director of Construction
Board Approval 3/12/03, SPLOST Audits The Facility Group contract
Recommend architect appointments for first 17 projects in SPLOST II
Start 2/1/03 Finish 3/12/03
HB 1187, County-wide Building Fund
Chief Operations Officer, Director of Construction Board Approval 3/12/03
Received Bids on first SPLOST II project
Start 9/21/03 Finish 10/23/03 SPLOST II Funding Chief Operations Officer, Director of
Construction Board Approval 3/12/03, SPLOST Audits
Complete construction of approximately 990 new classrooms
Start 2/1/03 Finish 12/31/09
SPLOST @ , Capital Outlay Funding, HB 1187 Funding
Chief Operations Officer, Director of Construction
Completed number of classrooms
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CURRICULUM AND INSTRUCTION DIVISION UPDATED: August 31, 2005
PRIORITY GOAL 1: Prepare for the implementation of Standards-based curricula a. On Line Curriculum b. Redelivery/Training in GPS Supporting System Strategic Goals: 1, 2, and 3; SACS Recommendations: 2, 3, 4, 6, 8, and 9; SIP Goals: A, C, D, F, H, and I.
ACTION STEPS/STRATEGIES TIMELINE RESOURCES RESPONSIBILITIES EVALUATIONS 1. Infuse the Georgia Performance Standards (GPS) into the PICASSO curriculum website
Start 9/1/04 Finish 6/30/06 for Language Arts (K-12), Math (6), and Science (6-7 and 9-12) Start 9/1/05 Finish 6/30/07 for Math (K-3 and 7), Science (3-5), and Social Studies (K-12) Start 9/1/06 Finish 6/30/08 for Math (3-5 and 8) and Science (K-3 and 8) Start 9/1/07 Finish 6/30/09 for Math (9-12)
Survey for teacher use of PICASSO Principals’ observation of performance-based classrooms State assessments’ results in GPS content areas
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CURRICULUM AND INSTRUCTION DIVISION (continued): PRIORITY GOAL 2: Increase English proficiency of English Language Learners (ELLs) Supporting System Strategic Goals: 1, 2, and 3; SACS Recommendations: 2, 3, 6, and 9; SIP Goals: B, C, D, E, F, G, H, and I.
1. To incorporate all IEL students into a “school within a school” model with intensive English Language instruction for a majority of the school day and elective or content instruction the remainder of the day
Start July 1, 2005 Finish June 30, 2006
PICASSO Assistant Superintendents Curriculum Directors IEL staff allotments at the local sites Outside ESOL Consultants ESOL Supervisors and Staff ILTs Guidance Counselors
Chief Academic Officer C & I Assistant Superintendent C & I Directors *ESOL Supervisor ESOL Consultant ESOL Lead Teacher Trainers Principals
Implementation Rubric
2. To provide ongoing training to all current ESOL teachers and tutors supported by current research and best practices
Start July 1, 2005 Finish June 30, 2006
Internal and External ESOL Content Experts
*ESOL Supervisor ESOL Consultants
ESOL Teacher/Tutor Survey Professional Development Rubric
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FINANCIAL SERVICES DIVISION March 30, 2005
PRIORITY GOAL: Efficiently provide key financial data to employees and other financial customers. Supporting System Strategic Goals: 2 and 3; SACS Recommendations: 1, 2, 4, 6, 8, and 9; SIP Goals: B.
1. Define key financial data 7/1/05 - 5/1/06 a. CFO b. (*) Deputy CFO c. Financial Task Group d. Director of Budget: i. Budget Task Group e. Director of Disbursements: i. Disbursements Task Group f. Director of Accounting: i. Accounting Task Group g. Director of Field Services: i. Local School Task Group
a. Electronic survey of representative employee groups b. Electronic survey of representative financial customers
2. Determine a methodology for automated information delivery
9/1/05 – 5/1/06
a. (*) Director of Budget b. Director of Financial Technology c. Information Delivery Task Group: i. CIO ii.Educational Technology Representative iii. Project Services Representative iv. Financial Technology Representatives d. Financial Database Administrator e. Financial Systems Analyst
a. A detailed comparison of the methodology design to the key financial data requirements established in Action Step 1 to ensure all requirements are included.
3. Design the financial application for automated information delivery
1/1/06 – 7/1/06
Application development training in selected technologies
a. (*) Director of Financial Technology b. Application Design Task Group: i. Financial Database Administrator ii.Financial Systems Analyst iii. Financial Client Server Developers c. Application Design Review Task Group
a. The Application Design Review Task Group will compare the actual design document to the Key Financial Information Document to ensure the design is complete and accurate.
4. Develop required data warehouse elements and application software
5/1/06 – 12/1/06
Application development tools for information delivery
a. (*) Director of Financial Technology b. Financial Database Administrator c. Financial Systems Analyst
a. A detailed comparison of the methodology design to the key financial data requirements established in Action Step 1 to ensure all requirements are included.
5. Establish a consortium for assurance of information dissemination
11/1/06 – 6/1/08
a. (*) Deputy CFO b. Director of Budget c. Director of Disbursements d. Information Dissemination Consortium
a. Review of all information delivery elements and applicability to the receiver of the information
6. Establish pilot program for sample employees and other financial customers
12/1/06 – 4/1/07
a. (*) Director of Disbursements b. Pilot Task Group c. Financial Technology Department d. Fields Services Department
a. A pilot program plan will be established and tracked with success measurements for each recipient information group.
7. Review pilot program and refine methodologies as needed
3/1/07 – 7/1/07
a. (*) Deputy CFO b. Director of Budget c. Director of Disbursements d. Director of Financial Technology e. Financial Technology Department f. Pilot Program Task Group
a. The Pilot Task Group will perform evaluations and measurements based on input from the pilot program.
8. Implement program to entire school district
7/1/07 – 4/1/08
Computer hardware and software required by the application
a. (*) Director of Financial Technology b. Implementation Task Group
a. Electronic survey of each employee participating in the receipt of financial information as included in the priority goal.
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FOOD AND NUTRITION SERVICES DEPARTMENT March 30, 2005
PRIORITY GOAL: Provide for the changing nutritional needs of the students. Supporting System Strategic Goals: 1, 2, and 3; SACS Recommendations: 2, 6, 8, and 9; SIP Goals: A, B, and E.
ACTION STEPS/STRATEGIES TIMELINE RESOURCES RESPONSIBILITIES EVALUATIONS Increase breakfast participation at elementary, middle, & high school level.
a. Meet with Coordinators in June 2005 to develop marketing strategies and develop a plan b. Provide professional development to the Café Managers on implementing the marketing plan and provide managers the training and resources at Back-to-School training in August 2005 c. Communicate to the principals the goals and strategies in August 2005 d. Implement marketing strategies quarterly for years 2005-201 e. Measure breakfast participation monthly and adjust strategies as needed for years 2005-2010
a. None b. Funding for professional development for the Café Managers at Back-to-School training in August 2005 c. None d. Funding for marketing materials. e. None
a. FNS Director and FNS Coordinators b. FNS Director and FNS Coordinators c. FNS Director and FNS Coordinators d. FNS Director, FNS Coordinators, Café Managers, and Food Service Assistants e. Director Financial Field Services, Accounting Clerk, FNS Director, FNS Coordinators, Café Managers, and Food Service Assistants
a. Detailed breakfast marketing plan b. Completed staff training evaluations c. None d. Completed promotion planner worksheets e. FSMS reports of breakfast participation
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FOOD AND NUTRITION SERVICES DEPARTMENT (continued):
ACTION STEPS/STRATEGIES TIMELINE RESOURCES RESPONSIBILITIES EVALUATIONS Develop a district wide wellness policy that addresses: goals for nutrition education; goals for physical activity; nutrition guidelines for all foods available at school; goals for other school-based activities designed to promote student wellness; assurances that school meals guidelines are not less restrictive than federal requirements; plans for evaluating implementation of the policy.
a. Identify parents, students, school food service staff, school board, school administrators, and public individuals that will serve on work groups to develop the wellness policy in June-August 2005 b. Identify and assign specific topics and deadlines to each work group in August-September 2005 c. Develop wellness policy between September 2005 and May 2006 d. Obtain approval of the wellness policy by July 1, 2006 e. Communicate and implement the wellness policy district wide during July –August 2006 f. Provide staff development for Café Managers on implementing wellness policy at Back-to-School training in August 2006
a. None b. None c. None d. None e. Funding to communicate and implement the wellness policy district wide f. Funding for professional development for the Café Managers at Back-to-School training in August 2006.
a. FNS Director, school food service staff, parents, students, school board, school administrators, and public individuals b. FNS Director and work groups c. FNS Director and work groups d. Superintendent, Deputy Superintendent, Chief Academic Officer, Assistant Superintendent Policy and Planning, CFO, COO, CHRO, CIO, and Area Assistant Superintendents, Supervisor Health and Physical Education, Coordinator Prevention/Intervention e. FNS Staff, Supervisor Health and Physical Education, Principals f. FNS Coordinators
a. Identified work group b. None c. Completed wellness policy d. District approval of the Wellness policy e. Implementation of wellness policy f. Completed staff training evaluations
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FOOD AND NUTRITION SERVICES DEPARTMENT (continued):
ACTION STEPS/STRATEGIES TIMELINE RESOURCES RESPONSIBILITIES EVALUATIONS Align food offerings by the Food and Nutrition Services Program, vending, and local school fund raising with the wellness policy
a. Identify new federal requirements for schools meals, provide professional development to FNS Coordinators, and develop menus for school year 2006-2007 by August 2006. Annually repeat process for years 2007-2010. b. Identify work groups to develop guidelines for local schools on the nutritional content of items sold in vending machines and local school fund raisers (for consumption during the instructional day) in school year 2006-2007 c. Work groups to develop guidelines for local schools on the nutritional content of items sold in vending machines and local school fund raisers (for consumption during the instructional day) in school year 2006-2007
a. Funding for professional development for FNS Coordinators b. None c. None
a. FNS Director and FNS Coordinators b. FNS Director, FNS Coordinators, Deputy Superintendent, COO, Chief Academic Officer, Area Assistant Superintendents, Principals, Director of Financial Field Services, Director of Purchasing, Supervisor Health and Physical Education c. FNS Director, FNS Coordinators, Café Managers, Principals, Director of Financial Field Services, Supervisor Health and Physical Education
a. Nutrient Analysis b. None c. Completed guidelines
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FOOD AND NUTRITION SERVICES DEPARTMENT (continued):
ACTION STEPS/STRATEGIES TIMELINE RESOURCES RESPONSIBILITIES EVALUATIONS Align food offerings by the Food and Nutrition Services Program, vending, and local school fund raising with the wellness policy (CONTINUED)
d. Implement guidelines for food offerings in school years 2007- 2010 e. Work groups to develop compliance evaluation and monitor compliance by local schools in school years 2007 -2010
d. The school nutrition program may experience a decrease in revenue due to deletion of food items offered. The school nutrition program may also experience an increase in expenses due to the higher cost of low fat items, high fiber items, and fresh fruits and vegetables. There will be an increase in expenses for marketing the changes in food offerings. The vending and fund raising may see a decrease in revenues at local schools. e. None
d. FNS Director, FNS Coordinators, Café Managers, Principals, Supervisor Health and Physical Education e. Work Groups
d. Implementation of guidelines. e. Compliance evaluation by work groups
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HUMAN RESOURCES DIVISION March 28, 2005
PRIORITY GOAL 1: Hire the Best Qualified Personnel Supporting System Strategic Goals: 1, 2, and 3; SACS Recommendations: 2, 4, 5, 6, 8, and 9; SIP Goals: B, G, and H. Action Steps/Strategies:
Determine what data exists or can reasonably be obtained to measure the effectiveness of our recent recruiting efforts Determine what data is needed which does not exist or cannot be reasonably obtained with existing resources that will
measure hiring effectiveness Define hiring effectiveness goals by various applicant categories Augment current staff (either temporary or full-time as needed) by establishing an HR Data Analysis shop to build and
maintain/expand organic HR capability to gather, analyze and display employee data (including, but not limited to recruiting information), to support recommendations for policies, procedures and incentives to address / improve hiring effectiveness
Evaluate effectiveness of HR Data Analysis shop Timeline:
6- 12 months for initial two steps above 12 months for third and fourth steps, assuming resources become available in SY 2006
Resources:
CCSD technical services contractor assistance with current employee report inventory Use current HR staff to assess existing reports and information, and determine need analysis for additional data to measure
recruiting effectiveness (initial two action steps) Evaluations:
Depends on quality and quantity of available and reportable recruiting/hiring data – unknown at this time Existing reports and data should be sufficient to serve as at least a partial baseline to assess hiring effectiveness Robust, data-driven recruiting analysis should become one part of a developing “HR Data Wall” of key indicators
Responsibilities:
HR Supervisors: Phyllis Levert, Judi Patterson, Vicki Piedmont, Janice Traylor, Liz Cole (Recruitment) HRIT Analyst: Abner Breban HR Director of Employment and Employee Relations: Tim Baker Chief Human Resources Officer: Frank Cyr
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HUMAN RESOURCES DIVISION (continued): Priority Goal 2: Retain the Best Qualified Employees
Action Steps/Strategies:
Determine what data exists or can be reasonably obtained to measure employee retention. Determine what data is needed which does not exist or cannot be reasonably obtained with existing resources that will
measure employee retention. Define retention goals by various employee categories Augment current staff (either temporary or full-time as needed) by establishing an HR Data Analysis shop to build and
maintain/expand organic HR capability to gather, analyze and display employee data (including, but not limited to retention information), to support recommendations for policies, procedures and incentives to address unacceptably (to be defined later) low retention rates.
Evaluate effectiveness of HR Data Analysis shop Timeline:
6 months for initial two steps above 12 months for third and fourth steps, assuming resources become available in SY 2006
Resources:
CCSD technical services contractor assistance with current employee report inventory Use current HR staff to assess existing reports and information, and determine need analysis for additional data to measure
retention (initial two action steps)
Evaluations: Depends on quality and quantity of available and reportable retention data – unknown at this time Existing reports and data should be sufficient to serve as at least a partial baseline for retention rate analysis Robust, data-driven retention analysis should become one part of a developing “HR Data Wall” of key indicators
Responsibilities:
HR Supervisors: Phyllis Levert, Judi Patterson, Vicki Piedmont, Janice Traylor HRIT Analyst: Abner Breban HR Director of Employment and Employee Relations: Tim Baker Chief Human Resources Officer: Frank Cyr
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MAINTENANCE DEPARTMENT March 28, 2005
PRIORITY GOAL: Reduce the number of instructional interruptions caused by maintenance related issues. Supporting System Strategic Goals: 1 and 2; SACS Recommendations: 2, 6, 8, and 9; SIP Goals: B.
ACTION STEPS/STRATEGIES TIMELINE RESOURCES RESPONSIBILITIES EVALUATIONS 1) Develop a statistical baseline for measurement purposes of the number of fire alarm maintenance issues that resulted in classroom instructional interruptions.
June, 2005 Computer Maintenance Management System (CMMS)
Review data to determine monthly average of fire alarm instructional
interruptions.
Steve Daniel. Executive Director of Maintenance
John Fussell, Low Voltage Maintenance Supervisor
2) Record the cause of any interruption to the instructional process due to fire alarm
June, 2005 Internal Maintenance Staff Development
Reduce the number of instructional interruptions caused by false fire
alarms from the fire alarm system by 5%.
Steve Daniel. Executive Director of Maintenance
John Fussell, Low Voltage Maintenance Supervisor
3) Implement improved fire alarm problem resolution procedures.
July, 2005 Maintenance Administrators Review current fire alarm problem resolution procedures, determine and
implement improvements where necessary.
Steve Daniel. Executive Director of Maintenance
John Fussell, Low Voltage Maintenance Supervisor
4) Clean smoke and duct detectors and locate problems during summer fire alarm testing.
May-July, 2005 Maintenance Supervisor and Craftsmen
Craftsmen report on problems found and resolved to determine effectiveness
of cleaning and testing program.
Steve Daniel. Executive Director of Maintenance
John Fussell, Low Voltage Maintenance Supervisor
5) Develop overview of fire alarm system operation and review with school staff to reduce false alarms.
August, 2005- May, 2006
Maintenance Supervisor and Craftsmen
Respond to school staff questions and obtain feedback on document’s
usefulness as well as training for continued quality improvement.
Steve Daniel. Executive Director of Maintenance
John Fussell, Low Voltage Maintenance Supervisor
6) Determine effectiveness of the fire alarm interruption strategies implemented.
June, 2006 Contract Services and Maintenance Administrators
Monthly reviews to ensure progress toward meeting strategic goal, making
any necessary adjustments.
Steve Daniel. Executive Director of Maintenance
John Fussell, Low Voltage Maintenance Supervisor
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POLICY AND PLANNING DIVISION UPDATED: December 9, 2005
PRIORITY GOAL: Support District staff in the interpretation and implementation of Board Policy and Administrative Rules.
Supporting System Strategic Goals: 3; SACS Recommendations: 1, 2, 6, 8, and 9; SIP Goals: A, B, and E.
1. Provide accurate, up-to-date guidance to schools by completing the review/update of the Manual of Administrative Rules and Forms.
Started: September 2004
Complete: July 1, 2007.
J Section Rule Review Committee Committees created for the
review/revision of specific Rules.
Board Attorney Web Master
Assistant Superintendent, Policy & Planning Administrative Assistant to
the Assistant Superintendent
Record of completed Rules and Forms. Survey local school &
District staff.
2. Support implementation of the hardship transfer Rule by simplifying the process.
Re-write Rule JFABC: March 2006. Approval of new
Rule JFABC: April 27, 2006.
Rule JFABC Review Committee
Board Attorney
Director, Policy & Planning
Secretary, Student Activities
Completion of Rule JFABC revision.
Number of hardship transfers requested, approved, and denied.
Survey local school & District staff.
3. Support interpretation of the Codes of Conduct by increasing accuracy of school student suspension letters.
Training of school personnel by September 1 each school year.
Update suspension letter English & Spanish templates September 1 of each school year.
Ongoing review of letters.
Supervisor, Foreign Language and ESOL
Web Master Local school personnel
responsible for preparing letters
Director, Policy & Planning
Secretary, Student Activities
Posting of letter templates. Analysis of letter review. Survey local school &
District staff.
4. Support implementation of the Codes of Conduct by improving quality of school presentations in student disciplinary hearings.
Training of school personnel by September 1 of each school year.
Ongoing and annual review.
School personnel who present the school’s case during hearings
District personnel who serve on permanent expulsion tribunals
Board attorney
Director, Policy & Planning
Supervisor, Policy & Planning
Administrative Assistant to the Assistant Superintendent
Secretary, Student Discipline
Number of hearings heard, number waived, and number of heard cases in which the school’s recommendation is not upheld due to inadequacy of case presentation.
Survey local school & District staff.
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POLICY AND PLANNING DIVISION (continued):
ACTION STEPS/STRATEGIES TIMELINE RESOURCES RESPONSIBILITIES EVALUATIONS 5. Provide support to employees who are subpoenaed to appear in court.
Ongoing and annual.
“Disciplinary Hearing Tips for Employee Witnesses”
Board Attorney
Administrative Assistant to the Assistant Superintendent
Number of employee subpoenas processed.
Number of requests for assistance fulfilled.
Survey local school & District staff.
6. Provide support to schools who receive subpoenas or third party requests for records.
Ongoing and annual.
School personnel who deal with requests for student records.
Administrative Assistant to the Assistant Superintendent
Number of subpoenas for records processed.
Number of third party requests for records processed.
Survey local school & District staff.
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PROFESSIONAL LEARNING DEPARTMENT March 31, 2005
PRIORITY GOAL: Provide quality professional learning that increases instructional effectiveness and professional productivity. Supporting System Strategic Goals: 1 and 2; SACS Recommendations: 2, 3, 4, 6, 7, 8, and 9; SIP Goals: B, C, D, F, H, and I. Action Steps/Strategies
• Build the capacity to plan, design, and implement quality, job-embedded professional learning o Fully implement National Staff Development Standards o Provide support to schools to maximize state and national resources o Provide professional learning opportunities to expand the cadre of staff developers within each school
• Increase the opportunities for staff to learn the effective use of technology to support teaching and learning o Purchase and/or Develop online courses based upon needs assessments o Assist schools in delivering blended (face-to-face + online) professional learning opportunities
Timeline
• Ongoing Resources
• State Staff Development funds • Title II funds • State provided resource materials • Staff Development Staff • Instructional Lead Teachers • Identified Master Teachers within each school
Evaluations
• Increase in percent of participation in both face-to-face and online professional learning opportunities • Increase in the percent of teachers receiving an “Exceeds Standards” evaluation • Increase in the percent of teachers retained by the district within the first five years of teaching
o Comparative data between those who leave and those who stay based upon the number of staff development hours they complete. • Evidence of improved student achievement in schools who have sustained professional learning through specific initiates for three years or
more. • Evidence of professional learning being implemented as identified through classroom walk-throughs, observations, and the Performance
Assessment Instrument (PAI).
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STAFF DEVELOPMENT DEPARTMENT (continued): Responsibilities
• Build the capacity to plan, design, and implement quality, job-embedded professional learning – Staff Development Department • Increase the opportunities for staff to learn the effective use of technology to support teaching and learning – Staff Development Department,
Instructional Technology Department
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DEPARTMENT OF PUBLIC SAFETY March 31, 2005
PRIORITY GOAL: Ensure a safe environment for student learning.
Supporting System Strategic Goals: 1 and 3; SACS Recommendations: 2, 6, 8, and 9; SIP Goals: A, B and E. Action Steps/Strategies: COMMUNICATION/EDUCATION FORUMS:
Provide or include in the “student handbook” information defining several criminal statues in State Law which will cause a student to be suspended or expelled from the classroom.
Information would be shared with the student and parent the seriousness of violating these criminal statues and the penalty from both the Board of Education and the Superior and Juvenile Courts. Unless a student is in the classroom, there can be no student achievement.
• Create a Public Safety Webpage for parent/student information. • Drug/Alcohol Awareness Program in coordination with the State Probation Office. • Gang Forum information in coordination with Cobb Anti-Gang Enforcement Unit (CAGE). • Increase one-on-one officer contact with student, parents, and administrators to inform them of the consequences of violation of
criminal statues. • Provide information through PTA forums. • Disseminate information during High School, Middle School and Elementary Administrator and Student Forums and In-service
Training. • Demonstrations presented by K-9 Unit informing students of the dangers of possession of drugs and drug use and relevant criminal
charges. SECURING THE ENVIRONMENT :
• Create a Public Safety Webpage for parent/student information. • Increase the number of surveillance cameras in High School and Middle Schools. • Install Access Control Systems in Elementary Schools.
Develop a policy for Administrators to follow.
Timeline: The “Time Line” for most “Action Steps” is ongoing. Refer to attached spreadsheet for specifics.
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DEPARTMENT OF PUBLIC SAFETY (continued): Resources:
• Official Code of Georgia Annotated (OCGA) • Constitution Law • Mandated School Reporting • Dangerous School Legislation • Staff Development Training • Other Law Enforcement and Public Safety Agencies • Georgia Emergency Management Agency • Georgia Bureau of Investigation • Local Television Channel 24 • Staff Development Training • Internet Resources • E-Mail • SPLOST
Evaluations:
• Criminal Data Analysis from school criminal reports, uniform crime reports and local law enforcement criminal reports. • Number of one-on-one officer contacts and other organized forums or • demonstrations. • School administration feedback questionnaire. • Supervisory assessment of all schools to observe evidence of a safe learning • environment. • Campus Police Officer feedback and suggestions. • Random lock down drills to evaluate safety policies and procedures.
Responsibilities:
• Director of Public Safety will ultimately be responsible for ensuring the success of • the Public Safety Strategic Plan. • Supervisors will be tasked with the responsibility of monitoring the strategic plan and • keeping the Director updated. • Officers and Supervisory Staff will be responsible for carrying out • Actions Steps/Strategies of the plan.
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SCHOOL ADMINISTRATION DIVISION Updated: February 2, 2006
PRIORITY GOAL: Promote leadership skills to ensure student achievement and the efficient operation of schools. Supporting System Strategic Goals: 1, 2, and 3; SACS Recommendations: 2, 3, 4, 6, 7, 8, and 9; SIP Goals: A, B, C, D, E, F, G, H, and I.
ACTION STEPS/STRATEGIES TIMELINE RESOURCES RESPONSIBILITIES EVALUATIONS a. Develop an Area1 focus on research- based processes that leads to increase student achievement b. Support school leadership skills through conferences, assessment and evaluation of skills, and professional learning c. Improve cross-level communication and collaboration within the Area1 d. Identify and support emerging leaders 1Area – Geographic cluster of schools
Ongoing • Title II and staff development funds • Personnel allotments • Early and area release days • Leadership Institute Technical resources
• Area Assistant Superintendents • Director of Leadership Development
• Achievement scores • Climate surveys • School financial audits • School discipline reports • Attendance and graduation rates • Annual assessment of School Improvement Plan (SIP) • Adequate Yearly Progress (AYP) status
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SPECIAL STUDENT SERVICES DIVISION Updated: February 3, 2006
PRIORITY GOAL 1: Provide equitable research-based interventions which support student learning. Supporting System Strategic Goals: 1 and 3; SACS Recommendations: 2, 3, 4, 6, 7, 8, and 9; SIP Goals: A, B, C, D, E, F, G, H, and I.
• Psychological Services weekly logs, Log of Assessments
• Collect data on the number and hours spent participating in IEP meetings, re-determination meetings, SST meetings, parent consultations, school consultations, SST screening evaluations, comprehensive psychological assessments, student consultations, parent assessment conferences, and school assessment conferences.
• Assistant Superintendent, Special Student Services
• Director, Special Education • Assistant Director, Psychological
Services*
8. • Compile, analyze and report
data on strategies, programs, services, and supports that promote optimal student learning.
Start 8/1/05 Finish 5/1/10
• Grants through
Prevention and Intervention
• Electronic Survey of
representative employee groups, parents, and students utilizing these services
• SMART Track • Question, Persuade, Respond
(QPR) Data • Attendance Data
• Assistant Superintendent, Special
Student Services • Director, Special Education • Assistant Directors, Special
Education • Supervising Nurse • School Nurses • Coordinator, Prevention and
Intervention* • Social Workers
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TECHNOLOGY SERVICES DIVISION Updated: October 6, 2005
PRIORITY GOAL: Increase the availability of technology resources for students and staff. Supporting System Strategic Goals: 1, 2, and 3; SACS Recommendations: 2, 4, 6, 8, and 9; SIP Goals: B, C, D, F, G, H, and I. Action Steps/Strategies:
Board approval and implementation:
• Replace thin client Business Education labs at middle schools • Provide computing devices for teachers • Data center Equipment Refresh
SAN network storage solution Replacement of aging NX5622 system Replacement/consolidation of other equipment and attached peripherals including mainframe and
storage area network equipment • Refresh district servers • Refresh district printers • Refresh obsolete workstations • Mobile computing access (wireless infrastructure improvements) • Refresh district network • Copier/Duplicator refresh (Implemented by Operations/Project Services)
Timeline: Board approval labs – April 28, 2005 Replace thin client Business Education lab at middle schools – Summer 2005 Board approval computing devices for teachers – April 28, 2005 and Fall 2005 Bid/RFP and implementation of computing devices for teachers – Fall/Winter 2005 Board approval for Data Center equipment refresh for SAN network storage solution - Fall 2005 Post Data Center equipment for SAN Bid/Quote/RFPs and begin implementation – Fall/Winter 2005 Board approval for Data Center equipment refresh for replacement of NX5622 system - Fall 2005 Post Data Center equipment refresh replacement for NX5622 Bid/Quote/RFP and begin implementation – Fall/Winter 2005 Board Approval for server refresh - Fall 2005 Post Server Bid/RFPs and begin implementation – Fall/Winter 2005 (begin 5 yr refresh plan) Board approval for refresh printers – Winter 2005 Post Bids/RFPs and begin implementation to refresh printers – Winter 2005/Spring 2006 Board approval for refresh obsolete workstations – Winter 2005/Spring 2006
Post Bids/RFPs and begin implementation to refresh obsolete workstations – Spring/Summer 2006 (begin 5 yr refresh plan) Board approval for mobile computing access – Winter 2005/Spring 2006 Post Bids/RFP and begin implementation of mobile computing access – Spring/Summer 2006 Board approval for refresh district network - Spring 2006 Post Bids/RFP and begin implementation to refresh district network – Spring/Summer 2006 Board Approval for Copiers/Duplicators-Phase I Spring 2004, Phase II Fall 2005 (Implemented by Operations/Project Services,
Winter 2006) Board approval for Data Center other equipment refresh - Summer 2006 Post Data Center other equipment refresh Bid/Quote/RFP and implementation – Summer/Fall 2006
Resources:
SPLOST II Funding
Evaluations: Asset Reports
Responsibilities:
Kim Quinn, Chief Information Officer Melinda Salley, Director, Technology Services
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TRANSPORTATION DEPARTMENT PRIORITY GOAL: Provide Safe and Timely Student Transportation. Supporting System Strategic Goals: 1, 2, and 3; SACS Recommendations: 2, 6, 8, and 9; SIP Goals: B and E.
ACTION STEPS/STRATEGIES TIMELINE RESOURCES RESPONSIBILITIES EVALUATIONS 1. Analyze bus fleet for replacement of units by years, mileage, and cost per mile.
Start 4/1/05 Finish 5/15/05
STIMS (Student Transportation Information Management System) Software and GA State Department Guidelines on Bus Replacement.
Executive Director of Transportation Associate Director of Transportation Associate Director of Fleet Maintenance
2. Review previous bus specifications with school bus drivers and Fleet Maintenance to evaluate and improve on future design specifications.
Start 5/13/05 Finish 5/31/05
GA State School Bus Specifications Cobb County Optional Specifications
Executive Director of Transportation Associate Director of Transportation Associate Director of Fleet Maintenance School Bus Drivers Transportation Supervisors Mechanics
3. Write specifications for new units to be purchased.
Start 6/17/05 Finish 6/30/05
Executive Director of Transportation Associate Director of Transportation Associate Director of Fleet Maintenance School Bus Drivers Transportation Supervisors Mechanics
Successful development of School Bus Specifications that meet approval of the COO to bid.
4. Determine funding availability from GMA, SPLOST, and General Budget.
Start 7/5/05 Finish 7/11/05
Executive Director of Transportation Chief Operations Officer Chief Financial Officer
5. RFP Process Start 8/15/05 Finish 10/05
Executive Director of Transportation Associate Director of Transportation Associate Director of Fleet Maintenance Director of Procurement Services Purchasing Agent Chief Operations Officer Chief Financial Officer
Page 29 of 29
TRANSPORTATION DEPARTMENT (continued): PRIORITY GOAL (continued):
ACTION STEPS/STRATEGIES TIMELINE RESOURCES RESPONSIBILITIES EVALUATIONS 6. Award purchase order to successful vendor.
Start 10/27/05 Finish 10/27/05
Director of Procurement Services Purchasing Agent
7. Revaluation of school bus fleet for future purchases to bring fleet into a 10 year cycle.
Start 11/05 Finish 11/06
STIMS (Student Transportation Information Management System) Software and GA State Department Guidelines on Bus Replacement.
Chief Operations Officer Executive Director of Transportation Associate Director of Transportation Associate Director of Fleet Maintenance
Reduction in mechanical problems measured by the “Daily Out of Service Log.” Customer Services complaints, decrease of buses operating outside of the ten year cycle.
