Strategic Plan Booklet - Coweta County Schools

Coweta
County
School
System
Strategic Plan
2014-2019
Coweta County School System
Coweta Committed to Student Success
COWETA COUNTY SCHOOL SYSTEM BOARD OF EDUCATION Sue Brown District 002 Amy Dees District 001 Winston Dowdell Chair, District 005 Frank Farmer At‐Large Harry Mullins District 003 Larry Robertson At‐Large Linda Menk District 004 Dr. Steve B. Barker Superintendent Coweta Commi ed to Student Success Table of Contents
Getting to Know Coweta County Schools
Mission and Vision Statements
5
Core Beliefs and Commitments
6
Guiding Principles
7
Strategic Planning Process
Strategic Goal Areas
9-15
8
4
GETTING TO KNOW
Coweta County Schools
COWETA COUNTY
SCHOOL SYSTEM
Enrollment
Elementary Schools
22,563
19
Middle Schools
6
High Schools
3
Charter Career Academy
1
Alternative Schools
2
Fine Arts Center
1
Total Employees
3,065
Certified
1,678
Classified
1,387
Operational Budget
Millage rate
Per-Pupil Expenditure
Transportation
$168,026,000
18.59 mills
$7,751.24
300 buses/472
routes
Students transported
14,000
Daily miles travelled
12,000
2013 CRCT (grades 3—8)
Outperformed
state in all 30
areas
Coweta 2012 SAT
1476
Georgia 2012 SAT
1452
The Coweta County School System is a community of 3,000
professionals and over 30 schools and facilities dedicated to
the education of Coweta’s children. Located in one of
Georgia’s fastest-growing and most historic communities,
the system’s elementary, middle, and high schools provide
education and enrichment for students. In addition to
exceptional academic, enrichment and athletic programs
offered at each of our schools, our system provides unique
opportunities to students and our whole community at our
Center for Performing and Visual Arts. Here, we showcase
our student artists, and feature artists from around the
nation. Our Central Educational Center, the model for
Georgia’s Career Academies, provides unique college,
industry and work-based instruction in a variety of career
paths. With strong community support, and in service to
parents and citizens who hold high academic expectations,
we are…
Coweta Committed to Student Success
CCSS
M
I S S I O N A N D
S TAT E M E N T S
V
I S I O N
The mission of Coweta County
School System is
Coweta Committed to
Student Success.
The vision of Coweta County School
System is to
Ensure the Success of
Each Child
The Centre for Performing and Visual Arts
Core Beliefs and Commitments
We believe, as a learning community,
we must continuously improve.
We are committed to long-term, in-depth
professional learning for all teachers and
leaders to ensure that students receive high
quality instruction in a supportive learning
environment.
We believe, as leaders of learners, we must see
students as volunteers in their learning.
We are committed to engaging our students in learning through
higher order thinking processes that integrate technology and the
arts to make learning relevant and meaningful for all students.
We believe the Coweta County School
System, in partnership with the family
and the community, must focus on
providing challenging, interesting and
satisfying work for students.
We are committed to building partnerships
between school, home and the community to
engage all stakeholders in the education
process.
We believe we are responsible for the success of
each student.
We are committed to developing life long learners that graduate
college and career ready.
NINE CHARACTERISTICS OF
HIGH PERFORMING
SCHOOLS
 A clear and shared focus
 High standards and
expectations for all students
 Effective school leadership
 High levels of collaboration
and communication
 Curriculum, instruction and
assessments aligned with
state standards
 Frequent monitoring of
teaching and learning
 Focused professional
development
 Supportive learning
environments
 High levels of family and
community engagement
Shannon, G. S. “Nine Characteristics of
High Performing Schools.” State of
Washington: Office of Superintendent of
Public Instruction, Aug. 2007. Web. 08
May 2014.
Guiding Principles for CCSS
COWETA
The Coweta County
School System, in a
collaborative
partnership with the
schools, family and
community, focus to
provide engaging,
challenging and relevant
work for students. In
order for Coweta’s
students to have college
and career readiness
skills, this partnership
connects families to
needed resources to
help students overcome
barriers, providing a
pathway to success.
COMMITTED TO
CCSS is committed to
continuous
improvement. By
providing high-level,
engaging instruction for
all learners; equitable
resources for all
schools; and relevance
of standards and
curriculum, we strive
to meet the needs of all
stakeholders.
STUDENT
Coweta County schools
see every student as
volunteers in their own
academic success. As
active participants, we
expect students to be
engaged learners who
take responsibility for
personal choices,
produce quality work
and invest time and
effort in their
education.
SUCCESS
Georgia’s academic
content standards
provide a framework
for clearly defined goals
and skills required to
prepare for success in
college and the workforce. Coweta County
students exceeded
state passage rates in
all grades (3-8) of the
CRCT and subject areas
(Reading, English/LA,
Math, Social Studies,
Science) in 2013. The
SAT (2013) average
score for all three
sections was 1476 for
Coweta students,
compared to the state
average of 1452.
Strategic Planning Process
Below is a summary, in two phases, of the work of our district to align our strategic plan with a clear definition of student success as used in our vision statement. Phase I and Phase II of this effort focused on defining
and targeting student success.
Parents
Students
Staff
PHASE TWO: COMBINING WITH STRATEGIC PLANNING
As part of our 5-Year Strategic Plan renewal effort and to further define student success, the Strategic Planning Committee was formed, more detailed stakeholder feedback was obtained and quantitative data sets
were analyzed. This information yielded Evidence and Opportunities for the future of the Coweta County
School System. Within the ”opportunities” that were listed, there was clear evidence to support the
definition of “success” as determined in Phase I. These opportunities include a desire for continued
emphasis on STEM/STEAM to prepare students for careers, student goal setting for career interests and
leveraging technology for skill development and knowledge. Expanding work-based learning,
apprenticeship models, dual-enrollment and advanced placement will prepare students for college and
careers. These opportunities provide a road map to future success for all students.
Teachers
Focus Groups
PHASE ONE: DEFINING STUDENT SUCCESS
As part of an ongoing effort, the Coweta County School System and its
stakeholders held conversations about the definition of “success” in the
district’s vision statement. This formal
process began when each school conducted focus group sessions during the
2012 school year with staff and stakeholders defining student success. The
feedback was compiled, and top defining
School Councils
terms were identified in order to create a Administrators
visual of the responses, as presented in the Wordle. Based on the top defining
terms, student success includes or must reflect: Accomplishment, Being Work
-Ready, Having Responsibility, Acting Ethically, Achievement Mastery, Being
Confident, Achieving Happiness, Being a Hard-Worker, Graduating, Acquiring
Reading Skills, and Being Respectful. While many additional terms were also
provided to further define student success, these eleven terms captured the
essence of responses.
Strategic Goal Area 1: Purpose and Direction
Performance Objectives
Strategic Initiatives
Continuous Improvement
Develop, monitor and communicate system
strategic plan and school improvement plans to
ensure consistent, high-level rigorous
expectations and a shared commitment by all
stakeholders.
Innovative Opportunities
Analyze and develop avenues to meet the emotional, social, academic and behavioral needs of
all students.
Performance Measures
Stakeholder Engagement
Engage stakeholder groups through dialogue and
surveys about achievement of learning, thinking
and life skills for students as well as levels of
satisfaction and areas for growth of employees.
The Communities in Schools initiative will
provide further collaboration between the
community, businesses, and schools to provide
support for students.
Strategic Goal Area II: Governance and Leadership
Performance Objectives
Strategic Initiatives
Board of Education Leadership
Ensure that the Coweta County School System
Board of Education is knowledgeable in best
practices for leading schools with a focus on our
mission and vision when making all decisions.
Stakeholder Involvement
Involve stakeholder groups in dialogue and
through surveys about achievement of learning,
thinking and life skills for students as well as
levels of satisfaction and areas for growth of
employees.
School Based Leadership
Work collaboratively at all levels to develop
leaders’ ability to provide a safe, secure learning
environment focused on meeting student
achievement goals. Expand the Central
Educational Center.
Develop Leaders at All Levels
Develop, monitor and communicate a system of
leadership opportunities at all levels to ensure a
seamless succession plan.
Performance Measures
Strategic Goal Area III: Teaching and Assessing for Learning
Performance Objectives
Strategic Initiatives
Standards Based Learning
Utilize differentiated instruction, balanced
assessment and student goal setting to ensure
mastery of rigorous learning expectations. Express
student literacy, knowledge of content and
process through writing.
College and Career Ready Students
Provide advanced opportunities for students at all
levels. Increase career cluster opportunities and
EOPA. Develop avenues for nationally
competitive students to compete.
21st Century Classrooms
Increase personalized opportunities for learning through the use of BYOT and virtual learning. Increase
opportunities for students to engage in higher order thinking skills and processes.
Performance Measures
Strategic Goal Area III: Teaching and Assessing for Learning
Performance Objectives
Strategic Initiatives
Achievement Gap Closure
Develop, implement and monitor specific
instructional strategies to improve the
achievement of the following groups: ED, EL,
Gifted/Advanced, and SWD.
Performance Measures
Cultural Experiences
Provide multiple opportunities for students to
engage in artistic expression and community
participation through visual and performing arts
of students and artists.
Strategic Goal Area IV: Resources and Support Systems
Performance Objectives
Strategic Initiatives
Safe Schools
Ensure all schools and system facilities have
up-to-date emergency plans, participate in
ongoing safety drills and trainings and provide a
safe and secure facility for all students and staff.
Healthy Environments
Provide nutritious meals, that meet the Coweta
County Wellness policy, to all students with a
focus on ensuring all students receive meals
regardless of home income. Ensure facilities are
maintained at the highest levels of cleanliness
and staff is trained.
Performance Measures
21st Century Technology Infrastructure
Ensure all schools have wireless network
capability that meets the needs of the technology
plan. Monitor stakeholders’ perceptions of
technology infrastructure to plan for growth.
Monitor Student Information System (SIS) data
for accuracy.
Transportation
Develop, implement and monitor transportation
routes, work order completion, training and fleet
inspection to ensure on time arrival and safe
transport of all students in well maintained
vehicles.
Strategic Goal Area IV: Resources and Support Systems
Performance Objectives
Strategic Initiatives
Student Support
Provide students learning environments which
meet their social, emotional and academic needs.
Develop, implement and monitor personalized
plans to support students from alternative
settings back to the home school. Monitor
participation at alternative education programs by
subgroups.
Highly Qualified Workforce
Recruit and develop highly qualified teachers,
leaders and support staff who create quality
learning environments focused on rigorous
expectations for all students.
Performance Measures
Fiscal Management
Ensure system and school budgets are developed
to address district and school improvement goals,
maintained according to state guidelines, and
utilized to support student learning.
Premier Facilities
Ensure system and school facilities are clean and
maintained at high levels.
Strategic Goal Area V: Using Results for Continuous Improvement
Performance Objectives
Strategic Initiatives
Teacher and Leader Effectiveness
Ensure all staff members participate in ongoing
professional learning to provide and support
high quality learning environments that are
innovative and focused on rigorous
achievement goals for all students.
Comprehensive Assessment System
Monitor and maintain a comprehensive assessment system ensuring test security and validity.
Develop, implement, and monitor a plan for
successful use of the State Longitudinal Data
System (SLDS) and parent portal by teachers and
parents to promote student growth.
CCRPI
Develop, implement, and monitor school based
plans to address CCRPI indicators to enhance
school programs.
Connecting Schools and the Community
Utilize multiple avenues to communicate
student learning, school performance and
achievement goals of students to all
stakeholders.
Transforming Schools with Stakeholder Input
Ensure all stakeholders are provided multiple opportunities to share input and provide personal
reflections for beliefs and goals.
Performance Measures