Strategic Improvement Plan

Greene County School System Goal Area 1: Teaching and Learning

Strategic Improvement Plan 2018‐2023

1.1 (page 1)

Strategic Improvement Plan

Greene County School System Strategic Plan Goal Area

Teaching and Learning

Greene County School System Strategic Plan Performance Objective

1.1: Increase Mastery of the Curriculum

Performance Measure Baseline 2017‐2018

(2016‐2017)*

Target 2018‐2019

Target 2019‐2020

Target 2020‐2021

Target 2021‐2022

Increase the percentage of GCSS students meeting or exceeding their individual growth target on the Reading NWEA.

49%*

52%

55%

57%

60%

Increase the percentage of GCSS students meeting or exceeding their individual growth target on the Math NWEA.

38%*

41%

44%

47%

50%

Decrease the percentage of students requiring remediation upon entry to college.

54.5%

50%

45.5%

40.5%

35.5%

Increase the GCSS 4 year cohort graduation rate. 81.1%*

84.1%

86.1%

88.1%

90%

Decrease the percent of students taking credit recovery courses.

29.7%*

26.7%

23.7%

20.7%

17.7%

DRAFT



1.1 (page 2)

Initiative

1.1.A: Student Engagement

Description of Initiative

Curriculum and instruction is student‐centered and challenging, while meeting the individual needs of students.

Strategies/Action Steps Position/Primary Person

Responsible

Evidence that Indicates Impact Monitoring Actions of

Implementation (Dates) Estimated Cost, Funding

Source, and/or Resources

Implement professional learning communities (PLCs) for building higher level unit assessments using backwards design in reading and math.

Professional Learning Coordinator

Participation in PLCs Summer 2018 and ongoing ‐ quarterly

TBD

Research best practices for project‐based learning in reading and math classrooms and develop a plan for implementation.

Assistant Superintendent for Teaching and Learning

Written implementation plan Spring 2019

TBD

Develop “on‐time” intervention processes for remediation throughout the school year.

RtI Coordinator Written procedures for on‐time interventions Summer 2018

TBD

Expand online course offerings (aligned to students’ interests) and graduation requirements for middle and high school students

Assistant Superintendent for Teaching and Learning.

Student participation in course offerings Fall 2018

TBD

DRAFT



1.1 (page 3)

Initiative

1.1.B: Technology Integration Initiative


Technology tools will be used to enhance teaching and learning for all students.


Responsible




Develop a volunteer teacher‐ led professional learning community on technology integration in mathematics.

Director of Instructional Technology

Participation in professional learning communities October 2018 and ongoing ‐ quarterly

TBD

Complete an instructional software audit to determine the best programs for increasing student achievement in reading.


Completed audit Summer 2018

TBD

Create/identify a web‐based, centralized location for instructional resources in reading and mathematics.


Online resource bank August 2018

TBD

DRAFT



1.2 (page 1)





1.2: Improve Rigor for All Students

Performance Measure Baseline

2017‐2018 (2016‐2017)*

Target 2018‐2019

Target 2019‐2020

Target 2020‐2021

Target 2021‐2022

Increase the percentage of 3rd grade students scoring proficient or higher on the English Language Arts state assessment.

40.4%*

45%

50%

55%

60%

Increase the percentage of 3rd grade students scoring proficient or higher on the math state assessment.

57.1%*

62%

65%

68%

71%

Increase the percentage of 5th grade students scoring proficient or higher on the English Language Arts state assessment.

31.3%*

36%

41%

47%

50%

Increase the percentage of 5th grade students scoring proficient or higher on the math state assessment.

33.8%*

(37.1)

37%

40%

43%

46%

DRAFT



1.2 (page 2)

Increase the percentage of 8th grade students scoring proficient or higher on the English Language Arts state assessment.

33.9%* (42.4)

37%

40%

43%

46%

Increase the percentage of 8th grade students scoring proficient or higher on the math state assessment.

22.9%*

26%

29%

32%

35%

Increase the percentage of students who pass Advanced Placement tests.

29%*

32%

35%

38%

41%

Increase the percentage of students participating in dual‐ enrollment.

3%*

5%

7%

10%

13%

Increase the percentage of middle school students earning high school course credit.

19.9%

21%

23%

25%

27%

Increase the percentage of students scoring proficient or higher on the 9th grade ELA state assessment.

45.9%*

50%

53%

56%

59%

DRAFT



1.2 (page 3)

Increase the percentage of students scoring proficient or higher on the American Literature state assessment.

43.5%*

46.5%

49.5%

52.5%

55.5%

Increase the percentage of students scoring proficient or higher on the geometry state assessment.

38%*

41%

44%

47%

50%

DRAFT



1.2 (page 4)

Initiative

1.2.A: Comprehensive Literacy Plan


All students will be reading, writing, speaking and listening at high levels so that they are prepared for college and careers.


Responsible




Create a k‐12 vertical literacy team for collaborative planning among teachers.

Assistant Superintendent of Teaching and Learning

Participation in team meetings Quarterly (professional learning days)

TBD

Continue implementing Fountas & Pinnell leveled literacy interventions for all K‐5 students with an emphasis on students in grades k‐2.


Fountas & Pinnell assessments Beginning September 2018 and ongoing

TBD

Fully implement 6‐8 HMH Collections curriculum.


Teacher lesson plans Beginning September 2018 and ongoing

TBD

Analyze multiple sources of literacy data (Lexile, NWEA, Milestones Assessments) to drive instructional decisions for each grade band (k‐2, 3‐5, 6‐8, and 9‐12).

RtI Coordinator Spreadsheets, charts, and graphs September 2018, January, 2019, and May 2019

TBD

Provide follow‐up professional learning to “Building a Culture of Writing.”


Participation in the professional learning sessions Beginning summer 2018 and ongoing through 2019

TBD

Develop and implement a sustainability plan for professional learning in literacy.


Written plan March 2018

TBD

DRAFT



1.2 (page 5)

Create and implement a system of progress monitoring for new and existing literacy strategies and programs.


Written plan December 2018

TBD

Research best practices for closing the literacy gap between the all students group and students with disabilities subgroup.

Director of Special Education Research findings Spring 2019

TBD

Identify strategies for improving early literacy (birth to 8 years) and partnering with parents and community agencies to help build a culture of reading in the schools.


List of written strategies, participation in parent engagement meetings, partnerships with community agencies

Fall 2018‐Fall 2019 with quarterly checks

TBD

Implement a pre-kindergarten curriculum that aligns with K-2 curriculum.


Adopted curriculum, lesson plans Spring 2018 TBD

DRAFT



1.2 (page 6)

Initiative

1.2.B: Improving Mathematics Instruction


All students will analyze and apply math strategies at high levels in order to be prepared for college and careers.


Responsible




Create k‐12 vertical math teams for collaborative planning among teachers.


Participation in team meetings Quarterly beginning Fall 2018 TBD

Continue implementing Cognitively Guided Instruction in grades K‐2 through a partnership with Northeast Georgia RESA.


Lesson plans and observation/walkthrough data Beginning Fall 2018 and ongoing (with monthly reports)

TBD

Adopt/design a professional learning model for secondary math teachers.


Written plan and communication with Northeast Georgia RESA July 2018

TBD

Utilize data teams to collect and analyze NWEA and Georgia Milestones mathematics data to drive instructional decisions

RtI Coordinator Spreadsheets, charts, graphs September 2018, January 2019, May, 2019

TBD

Develop and implement a sustainability plan for professional learning in mathematics.


Written plan March 2018

TBD

Research and identify best practices for closing the math gap between the all students subgroup and the students with disabilities subgroup.

Director of Special Education Research findings March 2019

TBD

DRAFT



1.2 (page 7)

Initiative

1.2.C: Critical Thinking


All teachers will teach students to apply skills and knowledge in real‐world situations.


Responsible




Develop a written plan for providing professional learning on critical thinking.


Written plan March 2018 TBD

Revise district level lesson plan template to reflect depth of knowledge (DOK) levels.


Revised lesson plan template Summer 2018

TBD

Expand the teaching of test‐ taking and thinking strategies (e.g.: (RACE, thinking maps, etc.).


Lesson plans Fall 2018 with quarterly checks

TBD

Provide strategies for learning vocabulary (both content vocabulary and power words, RAMP –

Restate the question, answer, model, prove ‐‐, process of elimination, etc.)


Shared strategies Summer 2018 and ongoing

TBD

Expand curricular and extracurricular opportunities for gifted and high achieving students.

Gifted Coordinator Student participation in courses and opportunities Fall 2018 and ongoing

TBD

DRAFT



1.3 (page 1)





1.3: Foster social and emotional growth for all students.


2017‐2018 Target

2018‐2019 Target

2019‐2020 Target

2020‐2021 Target

2021‐2022

Adopt a social emotional learning curriculum at each school to include age specific competencies of non‐cognitive skills, soft skills, and character education.

No curriculum adopted Adopt curriculum and provide professional

learning for teachers in grades PK-2

Provide professional learning for teachers.in

all grades and implement system-wide.

Implement curriculum. Implement curriculum.

Implement a social/emotional report card to assess non‐cognitive skills, soft skills, and character education on the students’ report card.

No process in place Develop report card and implement 4th nine weeks

in pilot school.

50% of students in PK-12 meeting age specific

competencies

60% of students in grades PK-12 meeting

age specific competencies

70% of students in grades PK-12 meeting

age specific competency.

DRAFT



1.3 (page 2)

Initiative

1.3.A: Implement Social and Emotional Learning Curriculum


Schools will have a social emotional learning curriculum that helps students build healthy relationships with teachers and peers.

Action Steps

Primary Person Responsible




Adopt a social emotional learning (SEL) curriculum for each school.


Adopted/purchased curriculum; sign‐in sheets from planning meetings

March 2019 TBD

Develop a written plan for implementing SEL over a three year period.


Completed written plan shared with staff March 2019

TBD

Identify social emotional competencies which students should demonstrate.


Social emotional learning report card December 2018

TBD

Identify technologies and digital resources to help students explore real world issues; increase their creativity; identify their interests/talents; and explore their individuality.


List of resources shared with staff December 2018

TBD

DRAFT

Greene County School System Goal Area 2: Organizational and Operational Effectiveness


2.1 (page 1)



Organizational and Operational Effectiveness


2.1 Identify, Develop and Retain High‐Performing Faculty and Staff


Target 2018‐2019

Target 2019‐2020

Target 2020‐2021

Target 2021‐2022

Implement a succession plan for school and district leaders

Plan Does Not Exist Completed Completed Completed Completed

Increase retention rate of high performing certified staff (determined by analysis of achievement, growth, and observational data)

FY17 Attrition Rate: 16% FY19 Attrition Rate: 13%

FY20 Attrition Rate: 11%



DRAFT



2.1 (page 2)

Initiative

2.1.A: Limit turnover of faculty and staff

Description of Initiative Limit turnover of faculty and staff

Action Steps





Identify effective staff members

Assistant Superintendent of Human Resources

Staff member profile listing with data to document effectiveness; Efforts made to retain identified staff

Summer 2018 Employee Time

Develop or replace ineffective staff


Higher percentage of effective staff; data/documentation substantiates replacement need

Annually Employee Time

Administrators attend recruitment fairs


Not limited to online applicants; registration documentation of participation in recruitment fairs; number of staff hired, as a result of recruitment fair participation

Winter and Spring of every year

Mileage and registration fees

Hiring policy amended to allow administrators to have the binding authority to offer contracts on site


Signing candidates before candidate accepts offer elsewhere; written policy.

As needed Stakeholder Time

Conduct staff perception surveys


Survey data reveals input from staff and allows for communication of concerns.

Winter/Spring 2019 Employee Time

Continuously list math, science, and special education positions


Students adequately served in a timely manner with highly qualified staff; all positions filled without long‐term substitutes; position posting on application platform

Continuous No cost

Provide historical retention data


Continuous effort to improve retention rate; documentation of attrition rate trend data for the past 3 years


Conduct exit interviews Assistant Superintendent of Human Resources

Year‐end exit interview summation document. Annually Employee Time

Maintain retention rate records tracking document


Document revealing retention rate for all 5 years of the strategic plan and beyond.


DRAFT



2.1 (page 3)

Initiative

2.1.B: Develop a Succession Plan

Description of Initiative Develop a Succession Plan

Action Steps





Identify key positions for which a succession plan is needed


Key position listing with justification for needing a succession plan. Admin Handbook.

Summer 2018 Employee Time

Develop/maintain a district leadership academy for talent development and succession planning


Redesigned leadership academy to match district identified needs and PSC certification requirements


DRAFT



2.2 (page 1)





2.2: Implement Vertical Alignment to Maximize Long‐Term Facility Planning


Target 2018‐2019

Target 2019‐2020

Target 2020‐2021

Target 2021‐2022

Increase percentage of buildings that meet state capacity minimums in order to earn state capital improvement funds

1 out of 5 meet (20%) state capacity minimums

4 out of 5 meet (80%) state capacity

minimums


minimums


minimums

Decrease duplication of services (Instructional, M&O, Food Services, etc.)

FY18: 2 PreK Programs; 3 Elementary Schools; 3 Middle Schools; 2 High

Schools

2 PreK Programs; 3 Elementary Schools; 2

Middle Schools; 2 High Schools

2 PreK Programs; 2 Elementary Schools; 2 Middle Schools; 2 High

Schools


Schools


Schools

Increase Program Participation (CTAE, Duel Enrollment, Etc.)

College and Career Academy State approved College and Career

Academy‐operational

State approved College and Career Academy‐

operational


operational


operational

Revise/update 5‐year facility plan to reflect new goals

Current facility plan is not financially efficient

New goals will be developed as a part of new strategic plan to be implemented during FY19

In progress Yes Yes Yes

DRAFT



2.2 (page 2)

Initiative

2.2.A: Combination of services


Combination of services ‐ Decrease duplication of services

Action Steps





Identification of services duplicated/triplicated Pre K‐8 that can be combined

CFO Development of a comprehensive listing of services duplicated in areas of Admin, Pupil Services, Counseling, Instructional, Media, Food Service, Custodial, M&O

July 2018 District Personnel Time

Determine impact of combining services‐personnel


Develop a comprehensive listing of the impact of change‐ what/who

July 2018 District Personnel Time

Develop an effective communication plan with all stakeholders

Communications Coordinator Stakeholder satisfaction. Spring 2018 District Personnel Time

Structural costs/changes CFO List of itemized changes needed and costs to be incurred Summer 2018 TBD if modifications need to be made to building

Plans for redistributing technology equipment

Assistant Superintendents Band width exists to handle number of students Summer 2018 District Personnel Time

Analyze staff credentials/certificates to maximize staff utilization


Improved FTE and T&E funding Spring 2018 District Personnel Time

DRAFT



2.2 (page 3)

Initiative

2.2.B: Revision/creation 5‐year facility plan


Revision/creation 5‐year facility plan ‐ Write a new 5‐year facility plan to align with new Strategic Plan goals

Action Steps





Identification of required elements for writing a 5‐year facility plan

CFO DOE approved facility plan Summer 2018 District Personnel Time

Procurement of services/support for writing 5‐year facility plan

CFO BOE approved agreement with a provider Summer 2018 TBD

Alignment of facility plan with strategic plan

CFO Visible alignment of the 5‐year facility plan with the strategic plan

Fall 2018 District Personnel Time

Generate plan draft CFO 5 year plan draft Fall 2018 District Personnel Time

Review and revise plan for financial efficiency and ability to meet district needs

CFO Minutes of meeting and revised plan Fall 2018 TBD

Presentation of revised 5‐ year facility plan

CFO Local board approved 5‐year facility plan Fall 2018 District Personnel Time

DRAFT



2.3 (page 2)

Strategic Improvement Plan Template




2.3: Improve Operational and Financial Efficiency


2017‐2018 Target

2018‐2019 Target

2019‐2020 Target

2020‐2021 Target

2021‐2022

Increase fund balance by decreasing operational expenditures

June 30, 2017 fund balance (Approx., $4,400,000)

October 31, 2017 fund balance (Approx. $400,000)

June 30, 2019: 15% increase ($660,000)

Fund balance approximation: $5,060,000

June 30, 2020: 15% increase ($759,000)


June 30, 2020: 15% increase ($872,850)


June 30, 2020: 14% increase ($936,859)


($3.2 million increase over 4‐year period)

Improve bond rating FY16 Bond Rating: AA

(Ratings are lagging data, released 1‐1.5 years after the generating fiscal year)

FY19 Bond Rating: AA (released in FY20)

FY20 Bond Rating: AAA (released in FY21)



Improve financial efficiency rating at the state level FY16 Financial Efficiency Rating: 2 Stars

(Ratings are lagging data, released 1‐1.5 years after the generating fiscal year)

FY19 Financial Efficiency Rating: 2 Stars (released in FY20)

FY20 Financial Efficiency Rating: 3 Stars

(released in FY21)

FY21 Financial Efficiency Rating: 3 Stars

(released in FY22)

FY22 Financial Efficiency Rating: 3.5 Stars

(released in FY23)

DRAFT



2.3 (page 2)

Initiative

2.3.A: Retain a Higher Fund Balance at the End of Each Fiscal Year


Having more funds available at the end of the fiscal year

Action Steps





3‐year trend analysis of fund balance

CFO Projection will determine when a deficit will occur if the current fund balance is not addressed

Monthly in board reporting Employee Time

Develop increments to meet fund balance goal

CFO Timeline depicting growth in fund balance 5‐year timeline Employee Time

Board approval of fund balance minimum

CFO Fund balance to cover 5 months of expenditures July 2018 Employee Time

Monitoring current year expenditures and future financial needs to maintain fund balance

CFO Meeting projected fund balance Continuously Employee Time

DRAFT



2.3 (page 2)

Initiative

2.3.B: Improve Fiscal Ratings


Improved Fiscal Ratings

Action Steps





Decrease Per Pupil Expenditures

CFO Charting the baseline data of Per Pupil Expenditures Annually Employee Time

Monitor components contributing to fiscal rating

CFO Charting of fiscal ratings Annually Employee Time

DRAFT

Greene County School System Goal Area 3: Culture and Climate


3.1 (page 1)



Culture and Climate


3.1: Develop and build mutual trust, confidence, partnerships between community and school.


2017‐2018 Target

2018‐2019 Target

2019‐2020 Target

2020‐2021 Target

2021‐2022

Increase number of students enrolled in dual enrollment program

45

65

85

100

100

Increase participation in work‐based learning/apprenticeship programs.

48

52

55

58

60

Increase the percentage of schools with a volunteer training program

20% with system minimums established using GES as pilot site

50%

75%

100%

100%

Increase use of Social Media for positive branding. 3‐5 posts per week from GCSS

Twitter/Facebook/GCS S Mobile App;

Accounts at each school

Develop social media committee at

the district level. Develop social

media plan for each school.

Implement and revise Social Media plans as

needed for new media platforms.Maintain 3‐5 post per site minimum.





DRAFT



3.1 (page 2)

Initiative

3.1.A: Strengthen relationships between families, communities, and schools


Develop and promote opportunities for increase parent and community participation within the system and schools.

Strategies/Action Steps

Primary Person

Responsible

Evidence That Indicates Impact

Monitoring Actions of

Implementation (Dates)

Estimated Cost, Funding Source,

and/or Resources

Inaugurate College and Career Academy

Assistant Superintendent for HR and Principal/CEO

College and Career Grant, Construction, Schedules

Quarterly $6 million from

Grant & ESPLOST

Increase the number of teachers at GCHS with credentials as instructors at Athens Tech.


Course offerings, CCRPI September 2018, Quarterly N/A

Host “Elective Fair” for the new Career Academy.

Principal and CEO Sign-In sheets, Agenda, Career Fair Materials Planning Meeting August 2018;

Follow up May 2018

TBD

Increase offering of curriculum nights across the district at all schools.

Principals and Assistant Superintendent for Teaching and Learning

Sign-In sheets, Agendas, Curriculum Night Materials Planning Meeting August 2018;

Follow up May 2018

TBD

Identify courses that are eligible for combined dual enrollment/AP listing.


GCHS Schedules, AP test results Planning meeting June 2018 TBD

Increase offering of HS credit courses at Middle School.

Assistant Superintendent for Teaching and Learning and MS Principal

CMS Schedules, EOC results Planning meeting May 2018; EOC

results May 2019

TBD

DRAFT



3.1 (page 3)

Adopt a unified district wide block scheduling plan for high school instruction.

Assistant Superintendent for Teaching and Learning and HS Principal and CEO of CCA

Committee Meeting Sign-In Sheets, documents from Athens Tech.,

Calendar

Committee meetings January

2018; BOE approved calendar

TBD

Investigate transportation options for students participating in work‐ based learning.

Director of Maintenance/Transport ation and CEO of CCA

Committee Meeting Sign-In Sheets, Written report of findings Quarterly TBD

Develop system‐level volunteer training handbook.

District Volunteer Coordinator

Leadership meeting Sign-In Sheets, Agendas, System-Wide

Volunteer Handbook.

Every Six Weeks N/A

GES based volunteer coordinator begin working with other schools TBD.

District Volunteer Coordinator

Meeting Sign-In Sheets, Agendas, Volunteer Handbook Every Six Weeks N/A

Develop social media committee at district level.

Communications Coordinator

Committee Sign-In Sheets, Agendas Quarterly TBD

Develop social media plan for each school.

Communications Coordinator

Sign-In Sheets, Social Media Plan Quarterly TBD

DRAFT



3.2 (page 1)



Culture and Climate


3.2: Establish Student Self‐advocacy


Target 2018‐2019

Target 2019‐2020

Target 2020‐2021

Target 2021‐2022

Increase the percent of students with an individual learning plan.

5% ‐ GCHS Seniors Only

25%

50%

75%

100%

Reduce percentage of students missing 10% or more of course length of any individual course.

11% (estimated for 2017‐2018)

9%

8%

7%

6%

Decrease number of days missed as a result of suspension (i.e. ISS and OSS)

1200 (estimated)

1080

972

875

787

Increase number of leadership opportunities for students. (i.e. Leadership Greene, Superintendent's advisory committee, Student Government, BETA Club, UGA Youth Leadership Academy, Honor Council, etc.)

Approximately 20 current

opportunities exist within GCSS.

25 opportunities throughout the school

system


system


system


system.

Increase percentage of student‐led conference per year. 78 individual conferences at GES

= 20% 0% at other schools

25%

50%

75%

100%

DRAFT



3.2 (page 2)

Initiative

3.2.A: Foster a culture in which students take ownership of their personal learning.


Foster a culture in which students take ownership of their personal learning.


Primary Person

Responsible





and/or Resources

Train all district staff on available pathways.

College and Career Academy CEO

Training materials, PL sign‐ins August 2018; Quarterly N/A

Maximize the opportunity that the Career Portfolio requirement provides at the elementary level.

Student Support Coordinator

Completed career portfolios, CCRPI Quarterly N/A

Establish individual graduation plans for all GCHS students.

HS graduation coach/9th

grade coordinator

Training for students; training for teachers, Finished IGPs Every Six Weeks TBD

Collect weekly attendance reports to identify at‐risk students and continue weekly school‐level meetings and regular countywide meetings with community partners.

Student Services Coordinator and School Social Worker

Infinite Campus attendance reports; meeting agendas and sign-in

sheets; social worker visit documentation

Weekly N/A

Implement PBIS with fidelity and

School PBIS teams and Student Services Coordinator

PBIS team minutes; matrices, Educator’s Handbook data; Discipline

Reports; PL for teachers/staff members

Monthly TBD

Develop and implement system and school level discipline targets for ISS and OSS

School PBIS teams and Student Services Coordinator

Educator’s Handbook data; PBIS team action plans Monthly N/A

Monitor disciplinary data on a quarterly basis.

Student Services Coordinator

Educator’s Handbook Data; Leadership Team agendas and sign-in

sheets

Quarterly N/A

DRAFT



3.2 (page 3)

Develop a system‐level definition of leadership opportunities and identify what those opportunities are at each school.

Student Services

Coordinator

Compiled list of clubs, sports, activities; meeting minutes and

agendas; Final definition of “leadership opportunity”

Quarterly TBD

Form committee to determine the format and framework for student‐ led conferences at each level and location.

Asst. Superintendent for HR

& Accountability

Meeting minutes and agendas; sign-in sheets; template for

student-led conferences at elementary and secondary

Quarterly TBD

Pilot student‐led conference at Elementary Level.

Asst. Superintendent for HR

& Accountability

Completed templates and portfolios at participating school(s); sign-

in sheets

Quarterly TBD

DRAFT



3.3 (page 1)



Culture and Climate


3.3: Strengthen parental involvement and communication.


Target 2018‐2019

Target 2019‐2020

Target 2020‐2021

Target 2021‐2022

Increase the number of parent accounts using Parent Portal.

930

1000

1080

1170

1290

Increase percentage of parents attending Fall/Spring parent conferences.

Fall 2017 GES: TBD

UPSA: 67% CMS: 80% GCHS: 92% LOA: TBD

increase by 3% from baseline

increase by 3% from previous year



Develop and implement a “Parent University” model for parental involvement at the system level and at all schools.

Plan Does Not Exist

Develop System Plan

Implement System & School Plans (Primary &

Elementary)

Implement System & School Plans (Middle &

High)

Implement System & School Plans (100%)

DRAFT



3.3 (page 2)

Initiative

3.3.A: Increase parent access to tools, programs, and services that support academic success.


Increasing parent/guardian use of student information system resources and other appropriate tools.


Primary Person

Responsible





and/or Resources

Evaluate current use of Parent Portal.

Chief Information Officer

Record of parent accounts compared to accounts actively in use; Parent Portal survey

Results of survey

Quarterly IC reports o Records and reports of

usage generated

TBD

Provide parent training on use of Parent Portal

Parent Involvement Coordinator

PL Agendas, Minutes Sign‐in sheets; Statistics on access/usage video/based training

Monthly monitoring of “live” and

webinar

TBD

Evaluate teacher use of Campus/Gradebook as an up‐to‐date resource of parent information.


Report from schools on current requirements for teachers. IC reports of teacher usage; parent feedback on timely use of grade book

Bi-Weekly TBD

Provide professional learning for support staff/school‐level users of Infinite Campus.

Director of IT PL Agendas, Minutes Sign‐in sheets

Monthly TBD; general fund or Title

II PL

Form committee for each grade‐ band (i.e. Primary, Elementary, Middle, High) for development of “Parent University.”

Parent Involvement Coordinator

Parent University training document; committee meeting agendas

and sign-in sheets

Quarterly TBD

DRAFT

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