Strategic Plan

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1 Maricopa County Regional School District The District of Miracles Strategic Plan Vision: Empowering students to take control of their future by providing an education that inspires and enables them to develop an unshakable belief in their own potential. Mission: Preparing our students for their successful transition into the global community within an alternative educational setting.

2 Why a Strategic Plan? The Maricopa County Regional School District is at an important point in its history. In July of 2008 the district embarked upon a re-invention of its educational programs. For the first time in MCRSD s history, we have developed a plan with specific results to determine if our students are making adequate progress along the way. This strategic plan was developed as a roadmap for continuous improvement enabling us to monitor and adjust services and programs so that ALL students receive a rigorous and individualized education. This strategic plan drives the direction for our instruction, curriculum, transition services, budgeting, staffing and partnerships for the next five years. This longterm Strategic Plan establishes the goals and strategies that will best prepare all our students for transitions into college, career, and life in a globally competitive environment and help the district prioritize the use of all resources. This plan supports transparency in decision-making to guide the district, set priorities and concentrate our resources on the programs, practices and staffing that will best serve our students in achieving academic success. The goals set by the leadership team and Advisory Council are ambitiously high because we are preparing students for success in a world in which many of the jobs they will be holding haven t even been created yet. It is our responsibility to have highly effective teachers in every classroom. MCRSD s success also requires a commitment from the greater Maricopa County community. It is imperative that our community collaborate with us to provide the services and supports many of our students need so they are able to overcome the challenges in their lives that may affect their readiness to learn. By working together, we can reduce achievement gaps, prevent students from dropping out, and increase the level of expectations for youth traditionally lost or forgotten. It is our mission that every student graduates ready for college, career and life in a continually changing, highly competitive, and very exciting world, and this plan helps us chart the path to success. We look forward to a great journey together. Ernest C. Rose Superintendent Page 2

3 MCRSD Strategic Plan Table of Contents District Framework Page 4 Tenet 1 Page 5 Tenet 2 Page 8 Tenet 3...Page 12 Tenet Page 15 Data.....Page 19 Catching the Dream Page 3

4 What We Do Mission Preparing our students for their successful transition into the global community within an alternative educational setting. Where We Want to Be Vision Empowering students to take control of their future by providing an education that inspires and enables them to develop an unshakeable belief in their own potential. What We Believe In Values Students First Excellence Integrity Equity Respect Health and Safety What We Want to Accomplish 1. All students of all abilities will be challenged academically in all program areas. 2. Upon graduation, all students will have acquired career and college readiness skills to prepare them for life in a globally competitive economy. 3. All schools will meet or exceed federal and state accountability standards. 4. All students will be positively affiliated in Home and Family, Career and Education, Hobbies and Recreation, and Community and Service. Place Photo Here, Otherwise Delete Box How We Will Achieve Our 1. Provide all students with a high-quality, well-rounded educational experience. 2. Build strong relationships with students, families, and the community. 3. Ensure that every classroom has a high-quality, effective educator, supported by high-quality, effective administrators and support staff. 4. Align resources to accomplish priorities within a balanced budget. Place Photo Here, Otherwise Delete Box Maricopa County Regional School District #509 It Takes A Village Page 4

5 Tenet One Provide all students with an engaging high-quality, rigorous educational experience. 1.1 GED - All eligible students will receive high quality academic support to successfully earn a GED. All eligible students will pass the GED on the first attempt Utilize data to create high expectations, appropriate timelines and an effective system for monitoring individual student progress Review curriculum and assessment tool for potential revision and improvement Implement and communicate criteria for student readiness for GED test eligibility Deliver community based adult education GED program. Page 5

6 Tenet One Provide all students with an engaging high-quality, rigorous educational experience. 1.2 High School Credits - All students will be in an academically rigorous instructional program and earn high school credits. As measured by an increase in the percentage of core high school credits earned by eligible students and increased high school graduation. All students will earn credits at a rate appropriate for each program during each reporting period Review course of study, to ensure high expectations, appropriate timelines and effective systems for monitoring student progress toward mastery Develop guidelines to ensure an efficient process to issue credits for all programs Maintain and revise as needed, a comprehensive screening process for students being placed at all community schools Develop a system for ensuring an efficient and effective path towards high school graduation Develop a comprehensive academic program that aligns to Big Picture Learning framework. 1.3 Reading Proficiency - All students will participate in an academically rigorous literacy program and demonstrate improvement in their reading proficiency. As measured by pre-post assessment for all eligible students Implement and maintain a comprehensive and rigorous literacy curriculum that is aligned with Arizona State Standards Implement and maintain a pre/post literacy assessment directly aligned to district adopted curriculum Utilize leveled reading passages to enhance the District adopted literacy curriculum that is aligned with Arizona State Standards. Page 6

7 Tenet One Provide all students with an engaging high-quality, rigorous educational experience. 1.4 ELL Proficiency - All ELL students will be challenged academically and demonstrate improvement in their English Language Proficiency (ELP). As measured by the pre/post test, the percentage of ELL students in each program will demonstrate an increase in their ELL proficiency Implement, maintain and monitor a comprehensive and rigorous district adopted ELL curriculum Implement and maintain a pre/post ELL assessment that is directly aligned to district adopted ELL curriculum Adopt high quality, rigorous curricular resources to support district adopted ELL curriculum. 1.5 Curriculum and Assessment All instructional programs will implement high quality rigorous curriculum and assessments that prepare and assess youth readiness for college and career Monitor the implementation of area processes to adopt, evaluate, and enhance the district s curriculum cycle Develop student intervention plan with resources and training for all programs A Instructional Resources - Create Intervention team comprised of teachers to address needs at all sites (i.e. reading, writing, speaking, and listening) B Check in with special education students as required by their IEP Appropriate placement of all students with an individualized plan Develop and adopt high quality rigorous curriculum and assessment for all programs Develop comprehensive college and career readiness program to support ECAP Commit to research and evaluation of current curriculum on an on-going basis Utilize transition assessment data to revise and strengthen transition curriculum and assessment Develop & Implement programs to allow students to learn and use technology skills that will prepare them for the 21st century workplace. Page 7

8 Tenet Two Build strong relationships with students, families, and the community. 2.1 External Transition Decrease recidivism (youth who return to MCRSD) for all juvenile court involved youth by providing appropriate support. Evidence will be reduction in recidivism rates for youth exiting detention. 100% of youth participating in the community school sites will be positively affiliated in at least 3 of the 4 affiliation areas, with one of the areas being Career/Education Coordinate with community agencies and service providers to provide student support systems Consistently use effective systems to follow-up with students parents and family support systems days upon exit of district programs Collect, evaluate, and report monthly data to track the school site s progress Implement and maintain monthly community-wide initiatives in each of the four areas of affiliation Implement an interest and workforce training program at the appropriate schools Implement and maintain a process for referring students to other placements if they do not meet the requirements for community schools Open additional community school sites depending on need Enhance the External and Internal transition support by meeting with entities in the community to create awareness, provide information, create collaboration, and establish work experiences through agreements Ensure that moderate to high risk juveniles are receiving coordinated services through transition coach. Page 8

9 Tenet Two Build strong relationships with students, families, and the community. 2.2 ECAP (Education and Career Action Plan) All students will create an ECAP and demonstrate an understanding of ECAP that will be utilized as a goal setting tool upon exit from all sites. Evidence will be pre/post data to identify student growth and develop growth goals using the transition assessment Provide opportunities for students to participate in enrichment programs such as career interest, technology and academic support Implement & maintain adopted Transition curriculum Use online assessment interview rubric as an assessment to check for student understanding of transition on a monthly basis Review and develop Project Based Learning Activities to go with adopted Transition Curriculum Implement AZCIS and provide ongoing training to communicate student ECAP information with community and justice system partners. Page 9

10 Tenet Two Build strong relationships with students, families, and the community. 2.3 Stakeholder Communication MCRSD delivers effective communication and builds relationships. Evidence will be increased satisfaction as measured by annual stakeholder surveys. Increased public awareness of MCRSD through increased enrollment and public entities participation On an ongoing basis define and identify key MCRSD stakeholders Use multiple and appropriate methods of communication and engagement to gather stakeholders feedback to gain meaningful input, participation, partnerships, and shared responsibilities for student success Communicate with stakeholders about resources and services provided to support students, parents, and families Conduct annual surveys to determine the satisfaction of students, families/guardians, and partners Participate and communicate as member of JDAI committee Implement & Maintain a Stakeholder Communication Plan Support social media outreach (e.g. Website and Facebook). Page 10

11 Tenet Two Build strong relationships with students, families, and the community. 2.4 Partnerships - MCRSD will develop, maintain, and increase partnerships that will help youth to succeed. Evidence will be the number of active participating partners Develop a partnership with Career and Technical Education (CTE) schools once students earn their GED or high school diploma Develop a partnership with probation officers and judges to include their ECAP in disposition of students Develop partnerships to expand resources with appropriate behavior and mental health providers Develop partnerships with community colleges, allowing dual enrollment or an opportunity for students to begin coursework after they earn their GED or high school diploma Encourage partners to use ECAP as part of their treatment plan Develop data sharing agreement as needed Seek innovative public-private partnerships to develop signature programs within our schools and communities Develop connections between schools, other school districts, and community through the use of technology to support increased academic achievement and technology literacy of students. Page 11

12 Tenet Three Ensure that every classroom has a high-quality, committed educator, supported by high-quality, effective administrators and support staff. 3.1 Accreditation: The District will obtain and maintain Advanc-ED accreditation. Obtain District-wide Accreditation for 2017 in the school year Conduct a District-wide self-assessment at all sites in order to determine accreditation readiness Align district accreditation and Continuous Improvement Plan Disseminate goals to stakeholders Implement goals and strategies Prepare for and host Advanc-ED visit Complete the required actions identified by the Quality Assurance Review Team visit Continually analyze of accreditation results. 3.2 Professional Development - Provide job-embedded, professional development for instructional leaders, teachers, and supportstaff, based upon teacher, leader, and supportstaff evaluations Provide teachers with relevant data, current technology, and ongoing training with scaffolded implementation and online access to an array of classroom resources to improve instruction and classroom management Enhance quality and access to professional development in using data and feedback to inform instruction and meet the needs of all students in the classroom Develop, implement, and monitor campus-based professional learning communities Develop a system for shared accountability for results in teaching and learning Provide additional professional development of GED teachers so they are able to effectively support all content areas of the GED Follow a compensation plan shared throughout the District with results shared immediately All staff will have and implement a professional goal plan (EGP) with accountability and tracking of goal success All employees will participate in differentiated professional development based on their performance evaluation. Page 12

13 Tenet Three Ensure that every classroom has a high-quality, effective educator, supported by high-quality, effective administrators and support staff. (continued) 3.2 Professional Development - Provide job-embedded, professional development for instructional leaders, teachers, and supportstaff, based upon teacher, leader, and supportstaff evaluations Develop, maintain, and expand strategic partnership with other entities for professional development and collaboration. By the end of each school year, Teachers, Instructional Leaders, and Coaches will exhibit an increase on the district adopted evaluation tools. Increase Retention Rate of effective teachers. 3.3 Technology - Expand the use, understanding and integration of technology in instruction, support, and administration throughout the district. All MCRSD employees will effectively utilize technology to engage students in learning as measured by authentic engagement and critical thinking elements on the Learning Observation Instrument (LOI) Develop & implement an on-going professional development program which engages staff in the effective use, understanding, and integration of technology to improve their own productivity and improve student achievement Provide consistent technology professional development for all technology used in the district. Utilize Technology surveys to measure knowledge, use, improvement and satisfaction. Page 13

14 Tenet Three Ensure that every classroom has a high-quality, effective educator, supported by high-quality, effective administrators and support staff. 3.4 Support and Resouces Page 14

15 Tenet Four Align resources to accomplish priorities within a balanced budget 4.1 Policies Ensure that all policies advance the district s Vision and Mission, reflecting high expectations for all community stakeholders. Board Policies revised and adopted as needed Explore policies that enable effective collaboration with other LEA and community-based organizations Implement policies that reflect a Human Capital Management System Explore restorative justice policies Implement policies that facilitate the effective growth of MCRSD. 4.2 Finance Maintain district financial solvency with budgets that support district priorities to align to established financial covenants. Audit Compliance for all programs to ensure there are zero audit findings. Funding for district priorities. Funding & allocation of resources for all district sites according to need Examine all programs and delivery to ensure adequate, effective, and efficient supports to teachers and students. Create clear parameters for allocation of staff and finances Examine options in funding methodology that allow federal title dollars to follow each student Evaluate and reallocate necessary funding based on assessments of schools and students identified needs Manage taxpayer resources wisely by developing a needs assessment plans and models to regularly monitor program effectiveness Maintain appropriate contingency funding Provide a financial class to inform staff about educational funding sources, which emphasizes financial statements, balance sheets, cash flow, and profit/loss. Page 15

16 Tenet Four Align resources to accomplish priorities within a balanced budget 4.3 Finance Secure resources, including alternative revenue sources, to accomplish district initiatives. Increased revenues through ADM and alternative sources Explore and support legislation and initiatives to enhance accommodation district funding Maintain, develop, and implement long-range plans for facilities and technology that align infrastructure with the district s educational plan Provide sufficient resources to support effective technology, library, and media services at all campuses, by including in proposed budget at the end of each school year Apply for competitive grant opportunities to support district initiatives Develop and implement programs in community that increase ADM (average daily membership) Expedite care and maintenance of technology in the classroom and administration Allocate resources necessary to expand the use, understanding, and integration of technology throughout the district Use Technology Plan as a blueprint to keep current with the changing world of technology. Page 16

17 Tenet Four Align resources to accomplish priorities within a balanced budget 4.4 Human Capital Management System (HCMS) - Attract, place, retain, and sustain the most effective employees who are committed to the district's overarching goal of increasing academic achievement for all students. All MCRSD employees will be highly qualified and effective as measured by evaluation results. All teacher absences will be filled by a highly qualified substitute teacher Hire highly qualified and diverse teachers and principals Reduce employee turnover through mentoring, compensation, leadership development, and other incentives Ensure central administration supports schools and enables campus leadership to focus on the classroom Implement a performance-based compensation system for all district employees Maintain an adequate pool of effective substitute teachers according to district programs Recruit highly effective employees by using PR outreach campaign Maintain and implement a documented new hiring process Develop and implement new employee and substitute on-boarding program Conduct yearly analysis and placement of all staff to ensure all campuses have effective and highly effective staff Add opportunities and programs that provide energy, passion and motivation that promotes appreciation and recognition of all staff Continual evaluation of marketplace to position organization to be relevant. Page 17

18 Tenet Four Align resources to accomplish priorities within a balanced budget Page 18

19 GED (Tenet One 1.1) The percentage of students receiving their GED will be increased. Durango TLC Mesa TLC SY % 30.72% SY % 32.92% SY % 45.79% SY Develop Baseline Develop Baseline Baseline Data SY Develop Baseline Develop Baseline SY Baseline + 3% Baseline + 3% SY Baseline + 6% Baseline + 6% SY Baseline + 9% Baseline + 9% Page 19

20 Credit (Tenet One 1.2) The percentage of high school credits earned by students will be increased. Durango TLC Mesa TLC Southwest Key TLC Tumbleweed TLC SY % 27.99% 5.98% 53.48% SY % 30.38% 42.23% 91.42% SY % 39.96% 40.46% 68.87% Target SY % 84% 84% 84% SY % 87% 87% 87% SY % 90% 90% 90% SY % 93% 93% 93% Page 20 Page 20

21 Reading Proficiency (Tenet One 1.3) The percentage of students in the skills enhancement course for 20 days or more will demonstrate an increase on their reading proficiency as measured by pre-post assessment. Durango TLC Mesa TLC SY % 73.78% SY % 88.42%% SY % 83.24% SY Develop Assessment Develop Assessment Baseline Data SY Baseline + Baseline + SY Baseline + 3% Baseline + 3% SY Baseline + 6% Baseline + 6% SY Baseline + 9% Baseline + 9% Page 21

22 ELL Proficiency (Tenet One 1.4) The percentage of ELL students in the program for 30 days or more will demonstrate an increase on their ELL proficiency as measured by pre-post ELL assessment. Southwest Key TLC Tumbleweed TLC SY % 100% SY % 100% SY Develop Assessment Develop Assessment Baseline Data SY Baseline + Baseline + SY Baseline + 3% Baseline + 3% SY Baseline + 6% Baseline + 6% SY Baseline + 9% Baseline + 9% Page 22 Page 22

23 External Transition (Tenet Two 2.1) Reduce recidivism rates of students released from detention facilities by an average of 2% each year. Durango TLC Mesa TLC SY % 26.00% SY % 27.13% SY % 28.59% Target SY % 26.59% SY % 24.59% SY % 22.59% SY Page 23

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