Aug. 5, 2013 Develop a framework that holds schools accountable - - PowerPoint PPT Presentation

• Aug. 5, 2013

• Develop a framework that holds schools

accountable for their performance and central office accountable for providing support to schools.

• Develop a highly differentiated 3-Tier

Accountability Support Model in order to provide both freedoms and flexibilities and interventions and supports to schools.

• Redesign progress report in a manner that compliments the

North Carolina School Report Card.

• Create a cross-functional committee consisting of

community stakeholders, principals, teachers, and students to develop the platform for communicating school performance.

• Provide funding for an in-depth report on

the status of African-American males in CMS.

• Revise the CMS disciplinary policy on

discretionary discipline processes.

• Begin a planning phase to open a K-12

African-American male school during the 2015-2016 school year.

• Recruit a diverse teaching force for CMS

schools.

• Recognize choice for families should begin

with their home school.

• Recommend that student selection to

attend one of the alternative offerings or magnet programs should be made to address a specific need or talent of a student, not as an escape from an assigned home school that is perceived as undesirable.

• Partner with the school community to fully

understand the needs, goals and concerns

• f its members. The connections must be

with those who reside in and are a part of the community in its entirety. The community must have a stake in the school’s success.

• Regularly monitor and annually report on

persistent gaps to increase accountability and intensify our focus on elimination of achievement gaps

• Confront low expectations, stereotypes and

mindsets that some students cannot achieve high standards

• Invest in expanding the capacity of teachers

and school leaders to envision and implement effective instructional strategies for differentiation in reading, literacy and mathematics

• Identify proven models for capturing and redeploying time

during the school day for remediation for struggling students and acceleration for higher-performing students

• Increase student access to rigorous and relevant course work

• Create a governance model that is

sustainable over time.

• Raise funds from appropriate

resources to support the objectives of the revised CMS Strategic Plan.

• Partner with the superintendent to

present appropriate communication to funders that clearly states the funding needs and priorities and supports a clear connection to the CMS Strategic Plan objectives.

• Ensure that every student graduates

college- and career-ready, by collaborating with the business community to provide work-based learning opportunities for middle and high school students.

• Advance the concept of college- and

career-readiness for students in K-12, by developing an alliance of post-secondary institutions, parents, and members of the business community to develop and support work-based learning and create relevant applications of classroom learning.

• Support character development that

enhances 21st century soft skills in order for students to be college and career ready upon receiving a high school diploma.

The first phase of work for this task force was launched in advance of the others to meet a state timeline. Phase two is under way. We have included the recommendations of the Teacher Compensation Task Force which completed its proposal in April 2013 on a teacher-compensation model. We’ve also included the recommendations of the teacher working teams which completed their recommendations in June 2012 on multiple measures of teacher performance.

• Create a work environment in

CMS that promotes quality customer service and contributes to career growth for all employees at all levels.

• Improve the quality of the

communication in the district so that all staff members feel recognized for their successes and have meaningful feedback to improve performance.

• Adopt the recommended cultural

competence guiding principles and incorporate these principles into the CMS mission, policies and priorities to positively affect the performance and experience of students, staff, the organization, and the public.

• Establish a Cultural Competency

Council, comprised of the superintendent and executive staff from all departments

• Increase staffing to sustain

comprehensive efforts in cultural competency.

• Ensure every child in Mecklenburg County

is school ready upon kindergarten entry. Utilize findings from an independent evaluation of Bright Beginnings Pre-K program to inform model improvements, increase access to pre-kindergarten, and develop family and student supports to maintain gains realized by early learning experiences and programs.

• Create an independent advisory council to elevate community-wide

school readiness, increase community engagement and investment

• pportunities, advocate in support of early care and

education, and advance best practices that can be scaled up across the community.

• Develop blended learning models that

promote learning, enrichment and healthy development of the whole child.

• Create blended staffing patterns to

bridge the academic needs of students and strengthen the school- day curriculum.

• Support policy changes that create

more collaboration between schools and existing extended-learning programs around shared resources.

• Provide four Talent Development

positions at Learning Immersion Talent Development magnet schools so that all Learning Immersion-Talent Development magnet schools have a full time Talent Development position

• Increase Talent Development teacher allotment to allow for

additional days of service at elementary schools

• Develop a clear, concise communication plan with

stakeholders

• Increase focus on secondary-level service delivery
• Provide more intentional school-based support as key area of

focus.

• Create a one-stop portal to enable access by

district employees to programs and services provided by area colleges and universities as a key component of college- and career- awareness and preparation.

• Develop a data-sharing protocol between

CMS and higher education partners to facilitate collaboration.

• Create and fund a dedicated position that would facilitate the

development and monitoring of partnerships to enhance effectiveness and sustainability

• Establish a clear process and accountability protocol that will

enable the effective evaluation of partnerships, thereby increasing the sustainability of high-quality partnerships.

• Develop a specific

communication plan to address the learning needs of English language learners

• Establish an ongoing English

Language Learner Advisory Council to address learning gaps and needs for our English language learners

• Develop a community outreach

plan to engage organizations and agencies to support English language learners and their families

• Create a CMS ombudsman position at

the district level.

• Establish process to assist families in

navigating how to get issues resolved/questions answered in a timely manner

• Conduct and publish periodic customer

service assessments of each schoolhouse and district department.

• Develop a format for families to hear

updates, ask questions, voice concerns and understand issues regarding the local schoolhouse as well as district issues.

• Use the new created partnership

definition to identify levels of partnerships, concepts, expectations, checklist and requirements.

• Enhance the existing technology

platform to allow for web-based partner registration, matching of school needs, internal/external communication, and reporting matrix (i.e. scorecards,

• utcomes, etc.).
• Increase staffing to serve as the liaison

between the schools and community partners.

• Create project-initiation process to

prioritize projects, assign appropriate support levels and create awareness of project cycle and deliverables for each phase

• Create Project Management Office

to provide support and govern projects

• Simplify the Capital Needs

Assessment process and include more input from multiple stakeholders throughout the process

• Attract and retain the best teaching

staff possible.

• Determine the professional

trajectories of highly qualified teachers, and recommend needed supports and opportunities for all teachers to excel in meeting the needs of students

• Identify the necessary resources for

attracting the most talented people to work in CMS and to continue their careers with CMS.

• Expand the CMS Communications

team to support comprehensive communications strategies and to reach targeted audiences— employees, media, community members, parents, students, potential students/parents.

• Create CMS ambassador groups

reflective of key parents, students, staff, business leaders, faith community, non-profits, partner agencies, and others.

• Invest more resources in CMSTV.

• Increase the graduation rate of

students with disabilities each year until achievement gap is closed.

• Provide (a) increased professional

development to teachers focusing on EOG/EOC performance and (b) support to special education teachers in obtaining additional licensure in content areas.

• Develop tools to better measure

inclusion of parents in the learning process and work with community partners to increase support for students with disabilities and their parents.

• Focus on preparing students to be

college- or career-ready as defined in North Carolina Essential Standards (NCES) and the Common Core State Standards (CCSS)

• Create a baseline for assessing digital

learning and teaching in each school.

• Transform the way we learn, the way we

teach, thereby strengthening and expanding the portfolio of educational choices for students

• Use blended learning opportunities to

meet the diverse needs of every student.

• CMS must fund Wi-Fi access in all mobile

classrooms at every school

• Determine best ways to give principals

more flexibility and training on how to maximize resources given their schools

• Periodically survey which policies

enhance teacher satisfaction and retention

• Use the Urban Institute in more strategic planning and use its

data in setting Board of Education policy

• Continually study best-management practices for personnel and

resources; consider volunteer committee to assist in this effort

• Identify specific efficiencies for improvement to district-wide
• perations

Next steps:

• Finalize rubric to evaluate every recommendation
• Rubric likely to include various measures, including cost,

feasibility, need for more planning, immediate implementation, short- or long-term options

• Report back to task forces and the public