Strategic Plan A broadly-defined plan aimed at creating a desired future.

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1 Strategic Plan A broadly-defined plan aimed at creating a desired future. The Parkland School District s Strategic Plan is a living document that is used as a basis for the district s annual goals process. In addition to creating the district s Mission Statement and finding the appropriate Vision Statement for the district, the Parkland School District Strategic Planning Committee embarked upon the challenge of establishing appropriate broad goals for the district s Strategic Plan. The committee developed overarching goals in the following seven areas as a means to measure the success of the district: Curriculum and Instruction, Assessment and Data Analysis, Professional Development, Information Systems, Student Services, School Services, Financial Management and Human Resources. 1

2 Strategic Plan Goal: Continue to develop, implement and monitor a quality educational program including curriculum, instruction and assessment which considers the specific needs of each Parkland student and the community, supports high academic standards and addresses Pennsylvania State Board of Education requirements. Update elementary math common assessments to align and transition from PSSA Standards to Pennsylvania Core Standards. Using Curriculum Connector, curriculum maps will be developed K-12 aligned to the Pa. Common Core in math, ELA and science. Continue to develop STEMM integration to K-12 curriculum. Develop a standards based K-5 report card. Implement the new universal screener, STAR, and utilize reports to monitor and guide student progress. Recruit students from competing cyber programs to join the Parkland Cyber Learning Program. Continue to blend instructional practices by creating online educational units of study as a transitional piece into a blended school approach of learning. Continue to work with the blended learning committee to transition goals set in the blended learning action plan. Continue to evaluate and monitor best teaching practices with our LEAD 21 Language Arts Curriculum s full implementation K-5. Use LEAD 21 formative assessments as entered in Performance Tracker as the data source to identify measurable student learning as well as academic deficits. Assist all schools in the curriculum transition from PSSA Standards to Pennsylvania Core Standards. Continue to incorporate free online resources to complement existing curriculum. Continue to add honors courses into the Parkland Cyber Learning Program (PCLP). 2

3 Strategic Plan Goal: Continue a process for ongoing school improvement to support high levels of student achievement by analyzing data from various sources, enhancing curriculum and instruction, implementing school improvement action plans, and providing professional development opportunities for administrators and teachers. Educate District Administrators on the new School Performance Profile. Educate District Administrators on the new Roster Verification Process linked to PVAAS. Maintain and update PSSA/Keystone Proctor Certifications. Meet and exceed new targets established under the proposed waiver which will replace AYP goals established under No Child Left Behind. (NCLB). Update and maintain the district-wide assessment calendar to guide the administration of local and state testing including the newly established Keystone Exams. Assist the secondary schools with monitoring student progress on the Keystone exams for purposes of test administration remediation and retesting. Extend and enhance our collaborative approach to data analysis and improvement of instruction and individual student achievement. Continue to implement methods to provide longitudinal profiles for individual students, grades, teams, departments, and schools through Performance Tracker, to further enhance the quality of instruction and improve student achievement. Enhance the district s school improvement process to ensure success for a diverse population of learners at all levels. Evaluate the present state of district testing programs to find the most effective and efficient means to assess overall student success. 3

4 Strategic Plan Goal: Continue to provide high quality professional development experiences for all staff. Provide professional development to utilize data as an intervention tool. Provide a quality professional development program to meet the needs of all staff through a flipped professional development approach using online resources provided by Professional Development tools. Professional Development will be focused on College and Career Readiness via Teacher Effectiveness, Common Standards, Differentiating Instruction, RTII and analyzing student data to improve instruction. Expand professional development opportunities in the areas of collaborative practices utilizing common formative assessments. Work with principals to establish instructional leadership practices. Continue to enhance our efforts to address the needs that arise from the growing diversity found in PSD and our global community. Provide ongoing support for our existing Teacher Induction Program. Provide ongoing support to all principals in the collection, analyzing, and application of student assessment data to measure effective learning and to intervene when measurable learning is not taking place. Provide ongoing support to teachers and staff in understanding English Language Proficiency standards and instructing and working with English Language Learners. 4

5 Strategic Plan Goal: Continue the development and implementation of Information Systems initiatives. Reorganize and implement the Tech Mentors Program in all buildings. Tech Mentors will meet periodically to share successful instructional tools and strategies, discuss areas of instructional concern as identified by teachers, and to share and be trained on the use of emerging technology tools. The Tech Mentors group will also collaborate with the Trojan Tech Team in the building to expand instructional strategies for teachers in order to impact and improve student achievement. Support the Curriculum and Instruction Department in expanding the district s blended learning initiative by working with a pilot group of teachers on the elementary, middle school and high school level to implement a flipped or rotational blended learning classroom model. Support the Curriculum and Instruction and Student Services departments in the implementation of the Career Awareness initiative. By September 2013, have a tool in place as requested by guidance counselors to identify activities and Career Awareness standard areas. By January 2014 implement the Career Corner video program of brief career oriented snippets broadcast a minimum of once every 2 weeks as part of announcements at the elementary level. Support the implementation and continued use of technology tools as part of district initiatives including: istation, STAR and Teachscape. Begin to build a repository of video tutorials for staff including but not limited to: Data mining and data analysis protocols using district tools (Performance Tracker, Study Island, etc.) Use of emerging technology tools Best instructional practice exemplars Continue to expand the content of Parkland TV by adding original programming including a Reader s Corner program with videos of stories read aloud by district administrators, teachers, staff and/or students. 5

6 Work with the School Services department to complete the implementation of updated security systems, including swipe card building access systems and a unified district-wide camera system. As part of the Open Campus initiative, implement a revised Acceptable Use Policy (AUP) with language to provide the use of personal learning devices by students and staff for instructional use; expand our storage area network from 10 Tb to a 200 Tb system; and migrate to a virtual desktop infrastructure (VDI) so students and staff can tap into district resources such as ebooks, software, or online courses from home or school on any device, whether district provided or personally owned. Collaborate with the Director of Community and Public Relations and building principals to help the district move forward with paperless initiatives such as Enrollment Online, and provide the ability for parents to complete annual documentation and update information electronically. As part of this project, all elementary parents will be issued a Home Access Center (HAC) account similar to what secondary parents currently use. Implement several changes to the Pennsylvania Information Management System (PIMS) as mandated by the new teacher effectiveness data tracking system (PVAAS). These changes will require scheduling courses at the elementary level for the first time; a new roster verification system conducted at the building level; and the design of a new Cognos report for data verification. Fully implement the expansion of the Trojan Tech Teams to include all levels. Each school building will have a Trojan Tech Team in place throughout the school year. Teams will provide technology troubleshooting support for staff as well as providing both face-to-face and online resources including tutorials for both staff and students regarding the use of technology tools as part of the learning process. Expand the IT Academy Program for both students and staff. By January 2014, develop a path to Microsoft Office certification for both staff members and students. During the school year, investigate the feasibility of becoming a Microsoft testing center for Microsoft certification. Work with the Curriculum and Instruction Staff to expand the district s online course offerings. 6

7 Strategic Plan Goal: Provide all students with access to a comprehensive system of learning supports at every school which will promote a safe, healthy, nurturing culture characterized by respect for differences, trust, caring, support and high expectations. To increase the use of electronic signatures allowing the current Student Services files to be fully electronic and not require future filing. Refine the middle school bullying prevention program at the middle school level. Implement an out-patient counseling center through the Kids Peace organization at the high school. This service will be available to Parkland high school students and funded through the family s insurance. To support data analysis by using Cognos reports on a quarterly basis to analyze attendance and discipline data at all levels. Implement a tiered system of intervention at the elementary level, based on a universal screener and the decision of grade level planning teams. Interventions to be used will be implemented with fidelity and will require progress monitoring checks. To complete the 339 process for the school guidance program to include an implementation plan for college and career readiness standards. 7

8 Strategic Plan Goal: Strive for excellence and optimal efficiency in terms of maintaining our facilities and operating our transportation fleet to insure the best possible environment for our students to grow, learn, explore and achieve; our staff to teach and inspire, while at the same time minimizing financial demands on our community. Complete the first phase of District Improvement Projects at Kratzer Elementary School and various other buildings in the district. Assure that preparations are in place to implement the second phase of District Improvement Projects, including architectural designs, engineering packages, and bidding and award of contracts. Continue to pursue energy efficiency initiatives to provide financial benefits to the district and foster environmental stewardship, including initiatives and projects identified in the Energy Audits. Implement appropriate security measures at all district buildings. Implement safety initiatives to raise employee awareness of personal safety, with the goal of improving employee and student safety. Explore green alternatives and opportunities when repairing and/or renovating existing facilities. Participate effectively and fulfill our requirements in the Demand Response program, to bring significant revenue back to Parkland School District. Explore/investigate initiatives to more effectively clean/maintain our facilities. Expand the use of new maintenance software in an effort to be more proactive and efficient in maintenance of facilities. Assure fuel purchasing results in the best available pricing to the district. Environmental Stewardship investigate and foster environmental stewardship through recycling, energy saving and other initiatives. Address the need associated with an increasing student enrollment by continuously analyzing transportation efficiency and utilizing existing space. Continue to provide the cleanest environments by working with staff and students to create ownership and pride in schools and campuses. Continue to investigate and pursue cost saving and revenue producing opportunities. Continue to provide safe passage for students, staff and community to and from district campuses. 8

9 Strategic Plan Goal: Utilize effective strategies, methods and programs to manage human and financial resources within the district to ensure the success of students and staff. Explore upgrading SunGard efinanceplus software from version 4.2 to 5.0 to take advantage of enhanced features that will increase efficiency, performance and productivity as well as improve employee customer service. Utilize SunGard Employee Access Center to initiate a paperless approach in distributing direct deposit paystubs thus increasing efficiency while decreasing costs. Create an online payment process for collection of the Local Services Tax (LST) enabling the electronic submission of payments and reports by employers within Parkland School District. This option improves Parkland's image with employers while providing us the opportunity to improve our security, internal controls, efficiency and effectiveness. Implement the Wells Fargo Positive Pay system for all Parkland School District checking accounts virtually eliminating the possibility of fraudulent checks being presented against any PSD checking accounts. Parkland will provide Wells Fargo with an electronic file to identify all valid checks written against our checking accounts that will be compared with checks presented for payment. The Positive Pay process also includes a functional account reconciliation detailing all outstanding checks that have been written on the account. Implement a 457(b) Deferred Compensation Plan which provides employees with an additional retirement planning option. The advantage for Parkland is a decrease in employer Federal tax liability when employees participate in this plan. Compile and implement a panel of physicians to better control Workers Compensation costs. Time Clock Software obtain software to integrate with efinanceplus to streamline time data collection and enhance efficiency of payroll data entry. Continue with Health Care Reform Compliance ( ). Maintain and project the five-year financial plan. Implement electronic document storage and retrieval system. 9

10 Strategic Plan Goal: Work with staff by implementing effective methods and programs to provide an environment where careers flourish and staff succeeds. Office move: Complete a successful transition of the Human Resources office, staff, files, etc., to the former Tax Office. PDE Initiatives: Assist with the New Teacher Effectiveness Tool and Child Abuse Tracking (CAR) and data collection as necessary. Comply with the new PIMS requirements for staff and assignment reporting. Public Relations: Create an employee brief facts brochure to highlight district hiring practices, etc. Technology: Begin to investigate an electronic filing system for personnel records. Pilot the use of Echo Sign for tracking personal days. Recruitment/staffing: Continue to evaluate and enhance practices and processes for recruiting, hiring, and retaining quality staff members in PSD. Seeks ways to increase diversity. Increase feedback processes to staff. Continue a successful transition of the Human Resource office, staff, files, etc., to the former Tax Office. Comply with the new Pennsylvania Department of Education Chapter 49 certification requirements effective the fall of Work closely with Information Technology (IT) and the Business Office to implement the Employee Access Center as well as investigate electronic storage and retrieval of documents as it relates to Human Resources. Hiring processes and technology investigate methods to enhance district hiring processes and also explore new technology and software to help assist with items such as on-line applicant tracking and leave tracking. Pending Management software continue to work toward continuous use of efinanceplus Management System to meet business demands. 10