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HomeMy WebLinkAboutAgenda - 02-12-2019 1d - CHCCS Strategic Plan Update HAPEL HILL­ ARRBOR0 X CITY SCHOOLS TO: CHCCS Board of Education FROM: Dr. Pamela Baldwin, Superintendent Mr. Jeff Nash,Executive Director for Communications and District Relations Mr. Lee Williams,Executive Director for Equity and Inclusion Dr. Misti Williams, Senior Executive Director for Leadership and Strategy RE: Strategic Plan Update Strategic Plan Goal: All DATE: December 20,2018 In August,2017,we began the journey of creating a new Strategic Plan for Chapel Hill-Carrboro City Schools. The purpose of this update is to share our progress and outline next steps. In July 2018,Cabinet members and their teams drafted possible measurements for each area which were reviewed by the Strategic Planning Team on July 24,2018. These measurements were reviewed by our office of Accountability and Research and with the UNC Education Policy Initiative team on August 3, 2018. Student achievement data was made public in October 2018 and presented to the Board in November 2018. The identified measurements are below: Student Success 1. Increase Growth for all student groups 2. Increase College Ready Proficiency for all student groups 3. Decrease dropout rates for all groups 4. Decrease gap between Graduation Rate and ACT Average Score 5. Increase the number of students with disabilities being served with non-disabled peers 6. Decrease disproportionate disciplinary practices between white students and students of color(Baseline 2018-2019) 7. Decrease the need for Credit Recovery 8. Increase positive responses on Student Survey(Baseline 2018-2019) As a reminder, final measures of Growth will include: • K-2 Literacy • 3-8 Math • 5&8 Science • Math 1, 3, and English lI EOCs combined Final measures of College Ready Proficiency are: • K-2 Literacy • 3-8 Math • 5&8 Science 0 All EOCs combined Employee Experience 1. Staff Survey(Baseline 2018-2019) 2. Increase%of hiring of racial/ethnic minorities 3. Increase retention rates of racial/ethnic minorities 4. 100% of interview committees are diverse by gender and race(Baseline 2018-2019) 5. Measure impact of completion of LEARN level in Project ADVANCE(2018-2019) 6. 100% of Classified Personnel participate in Professional Learning Family and Community Engagement 1. Family and Community Survey(Baseline 2018-2019) 2. 100%of official parent/family groups are represented on Family Commission 3. Increase Parent University participation by 50% 4. Staff, Student and Family and Community Surveys indicate awareness of Public Promise Statement(Baseline 2018-2019) 5. Increase internships provided by businesses Organizational Effectiveness 1. Student Survey data shows increased percentage of students who say they feel safe at school(Baseline 2018-2019) 2. Staff Survey indicates knowledge of continuity and succession planning and expectations for District Communications (Baseline 2018-2019) 3. 100%of staff participate in Safety Training by August each year 4. All school safety drills are reported by June each year 5. 100%of schools participate in National Safety Week in October of each year 6. Family and Community Survey indicates they feel informed of opportunities for engagement and report communication preferences(Baseline 2018-2019) These measures will be used to provide quarterly updates to the Board and to update the dashboard once developed. Our new Executive Director of Equity and Inclusion,Mr. Lee Williams,began on October 1,2018 and began a scope of work including equity audits, establishing an Equity Advisory Council, and framing and supporting the work of Equity Coaches. Mr.Williams is collaborating with other departments on district initiatives including: • Restorative Practices training and Learning Supports through the Student Services Office; • Staff of Color and Equity Professional Learning with the Human Resources Office; and • Equitable Classroom walkthroughs with the Instructional Services Division. The Racial Equity Impact Assessment was applied by all School Improvement Teams in the development of their plans and continues to be utilized as we set goals and establish plans,policies or procedures. We routinely use the tool to analyze data at Leveled and District Principals' Meetings. Finally,we are excited that our principals are participating in community equity engagement activities. They toured Jackson Center in October, are set to participate in the Black and Blue tour at UNC in February and planning a visit to Rogers Road in April. Next steps for the Strategic Plan include working to establish baselines and determine goals for 2019, 2020 and 2021 for each measurement, selecting a vendor for dashboard development, and continued communication with stakeholders. HAPEL H I LL- ALC lAwRBoITY Ro SCHOOI Strategic Plan Update CHCCS Board of Education December 20, 2018 Timeline L August_ _ Team September • • Established Meetings 2017 November qq Survey 117 - April Data Collected Focus Groups For1 ; Feedback L �7 IMay — Goals and Leadership Action Steps Retreats and F.. August 2018 Finalized Teams September— 9M Measurements Dashboard December Finalized Feedback 2018 collected Student Employee Strategic Plan Areas Success Experience Family and Organizational Community Effectiveness Engagement Student Success bou- v' Overall Goal - 5 Goals ✓ What you will see us doing? 21 Action Steps/Indicators ✓ Impact Measurements — 8 Measurements 1. Increase Growth for all student groups 2. Increase College Ready Proficiency for all student groups 3. Decrease dropout rates for all student groups 4. Decrease gap between Graduation Rate and ACT Average Score 5. Increase the number of students with disabilities being served with non-disabled peers 6. Decrease disproportionate disciplinary practices between white students and students of color (Baseline 2018-2019) 7. Decrease the need for Credit Recovery 8. Increase positive responses on Student Survey (Baseline 2018-2019) Student Success I Growth and College Ready Prof idencye-�� Growth College Ready 1 . K-2 Literacy 1 . K-2 Literacy 2 . 3-8 Math and Reading 2 . 3-8 Math and Reading 3 . 5 & 8 Science 3 . 5 & 8 Science 4. Math 1, 3, and English II 4. All EOCs combined EOCs combined Goals 1, 2, 3 Goal 2 looks specifically at AVID.. DL and Gifted Goal 3 looks specifically at EL, Gifted and SWD All Goals disaggregated by race Employee Experience ✓ Overall Goal — 3 Goals ✓ What you will see us doing? 13 Action Steps/Indicators ✓ Impact Measurements — b Measurements 1. Staff Survey (Baseline 2018-2019) 2. Increase % of hiring of racial/ethnic minorities 3. Increase retention rates of racial/ethnic minorities 4. 100% of interview committees are diverse by gender and race (Baseline 2018-2019) 5. Measure impact of completion of LEARN level in Project ADVANCE (2018-2019) 6. 100% of Classified Personnel participate in Professional Learning Family and Community Engagement 6w--j ✓ Overall Goal — 2 Goals ✓ What you will see us doing? 1 Action Steps/Indicators ✓ Impact Measurements — j Measurements 1 . Family and Community Survey (Baseline 2018-2019) 2 . 100% of official parent/family groups are represented on Family Commission 3 . Increase Parent University participation by 50% 4. Staff, Student and Family and Community Surveys indicate awareness of Public Promise Statement 5 . Increase internships provided by businesses anizational Effectiveness • 11 ✓ Overall Goal — 4 Goals ✓ What you will see us doing? �1 Action Steps/Indicators ✓ Impact Measurements — 5 Measurements 1. Student Survey data shows increased percentage of students who say they feel safe at school (Baseline 2018-2019) 2. Staff Survey indicates knowledge of continuity and succession planning and expectations for District Communications (Baseline 2018-2019) 3. 100% of staff participate in Safety Training by August each year 4. All school safety drills are reported by June each year 5. 100% of schools participate in National Safety Week in October of each year 6. Family and Community Survey indicates they feel informed of opportunities for engagement and report communication preferences (Baseline 2018-2019) Racial Equity Impact Strategic Plan Goal Area REIA Questions 7. Advancing Equitable Impacts 9. Ensuring Viability and Sustainability Employee Experience S. Clarifying the Purpose 8. Examining Alternatives or Improvements Family and Community Engagement 2. Engaging Stakeholders 4. Examining the Causes Organizational Effectiveness 5. Clarifying the Purpose 9. Ensuring Viability and Sustainability Eq pdate Equitable Restorative Learning Practices Practices Supports Walkthrough Equity Equity Training Staff of Color Coaches Audit Equity DLT Advisory Community Council Engagement Racial Equity • Impact Assessment ✓ Finalize Impact Measurements for each area —mid- September • Finalize yearly goals for each Impact Measurement- January/February • Create Strategic Plan Dashboard — Target January/February • Communicate with stakeholders — Ongoing — Met with Family Commission November 8, 2018 Questions ?