SYSTEM GOALS 2018-2021 - BOARDDOCS

System Goals 2018-2021
                               Charles County Public Schools

Strategic goals were established by the
Board of Education to provide staff with
direction and focus.

Charles County Public Schools will use
these goals to guide decision making as
we develop new programs and allocate
scarce resources.

Core values
                                                                                      What do we believe?
• The Board believes parents/legal guardians, students, teachers, staff and administrators, Board members, state and local
  elected officials, and the community share in the success of each individual student and the school system as a whole and,
  therefore, strives to create and nurture a collaborative relationship among all stakeholders.
• All students deserve an equal opportunity for a quality education.
• Intellectual growth occurs best:
    Through a comprehensive and challenging curriculum that incorporates scientifically proved pedagogical techniques.
    When parents/legal guardians, teachers and students work collaboratively as equal partners in education.
• A wide range of co-curricular and extra-curricular activities affords students, families and employees additional
  opportunities for intellectual, social, physical and emotional growth.
• There is value in diversity and every student is endowed with unique talents and entitled to mutual respect.
• The ability of Charles County Public Schools to fulfill its mission is dependent upon comprehensive long and short term
  planning and appropriate and efficient managerial organization.
• A fiduciary responsibility to taxpayers exists and requires services rendered be appropriately tempered by fiscal
  responsibility.

Our mission

              The mission of Charles County
              Public Schools is to provide an opportunity
              for all school-aged children to receive an
              academically challenging, quality
              education that builds character, equips for
              leadership and prepares for life in an
              environment that is safe and conducive to
              learning.

                                                     3

Our vision

 The vision of Charles County
 Public Schools is to create the best
 environment where all students
 experience academic success,
 develop personal responsibility
 and achieve career readiness for
 the 21st century.

                                        4

Strategic Plan
In September 2017, Charles County Public Schools
embarked upon a strategic planning process to develop a
new set of goals for the school system.

The process included:
• a review of existing goals by a committee of Board
  members and staff
• an environmental scan of community needs which
  consisted of a community survey that had almost
  3,000 respondents.
• survey responses as well as performance data from the
  existing goals, were utilized by the Board to create new
  strategic goals based on the existing mission and vision
  of Charles County Public Schools.

This strategic plan will provide direction for our work as
we prepare students for success for life after high school.

Seven goals
Each goal has several indicators
that measure progress toward
the goal. The goals will remain
the same for the three-year
period, but indicators may
change annually. The indicators
will serve as a way to measure
progress toward achievement of
each goal.

Goal 1: Increase student achievement by utilizing the
integration of best practices in technology and
instruction.
  • Exceed the 2017-2018 baseline data by 6 scale score points in reading and math at each level as measured
    by the state assessment program by 2021.
  • The percentage of females in computer science and PLTW courses will correlate with the percentage of
    females enrolled in CCPS. Data will be reported annually.
  • Reduce the number of African-American students with duplicated suspensions by 5% annually.
  • Increase the number of students scoring 3 or above on AP exams by 2% annually. Report demographic
    data on students who enroll in Advanced Placement (AP) courses with a focus on ensuring that this data
    correlates with the overall demographics of CCPS students.
  • Utilizing the new assessment for English Learners, increase the number who exit the program by 1%
    annually. Disaggregate data by level.
  • 80% of students will be reading on grade level by the end of 3rd grade as measured by the Fountas and
    Pinnell Rigby assessment by 2021.
  • The graduation rate for all students will meet or exceed 96% for the Class of 2021. The graduation rate for
    special education students will meet or exceed 85% for the Class of 2021.
  • The graduation rate for FARMS students will meet or exceed 92% for the Class of 2021.
  • The graduation rate for African-American students will meet or exceed 95% for the Class of 2021.
  • The number of non-graduates for the Class of 2021 will be less than 5% of the total enrollment of the Class
    of 2021.

Goal 2: Provide a safe, orderly and caring
environment for students and staff.
• Implement a new screening process for all parent volunteers, instructional assistants and substitutes by August of 2018.
• Document training required for coaches and club sponsors who are not CCPS employees.
• By August of 2018, expand current background checks for all employees to include an outside vendor assessment as well as an
  expanded DSS check.
• By August of 2019, implement random background checks on current employees completed by an outside vendor.
• Retrain staff in active shooter response and emergency first aid by September 4, 2018.
• Train a team from every school on restorative practices by the end of the 2018-2019 school year.
• Add the ASPIRE program for behavioral supports to 3 additional elementary schools by school year 2020- 2021.
• Add 3 full time school psychologists at the elementary school level by school year 2020-2021.
• Partner with the Center for Children to pilot therapeutic services in four secondary schools by September, 2018. Report number of
  therapy sessions held per school.
  The indicators below will provide baseline data for future indicators with measurable metrics.
• Report the number of violent incident (as described by MSDE) suspensions.
• Report the number of office referrals at each level.
• Report the number of suspensions and total number of assaults on staff.
• Report the number of physical or paper arrests for fighting, assault, or weapons on school grounds
• Report the number of student bullying reports.
• Track and report the number of times alternatives to suspension such as parent shadowing, therapeutic in school interventions and the
  Farming4Hunger experience are utilized for middle and high school students.
• Track and report the number of students enrolled in Virtual Academy or taking advantage of the opt-in alternative programs at the
  Robert D. Stethem Educational Center.

Goal 3: Recruit and retain a qualified, highly
effective and diverse workforce.
  • Staff demographics for newly hired certificated staff will be above the state and national averages for
    diversity. Report diversity and retention data to the Board annually.
  • Rank in the top eight districts in the state for starting teacher salary.
  • Document connections with students in the TAM program, provide them with substitute training and
    keep in touch with them throughout their college experience.
  • Document the number of candidates who attended job fairs and signed contracts to teach with CCPS.
  • Reduce the number of conditional teachers needed to fill teacher openings as measured on the first
    day of school.
  • Report efforts to partner with CSM to expand opportunities for CCPS students to pursue teacher
    certification locally.
  • Expand employee health and wellness programs, document the number of employees who take part.
  • Investigate the feasibility of job sharing to retain certified teachers. Report the number of staff
    members utilizing these options.
  • Track use of tuition reimbursement and report total dollars spent annually.
  • Report expenditures related to paid professional development – include internal staff development
    opportunities as well as conferences.
  • Revise assignment sheets to include salary as well as the cost of benefits for each employee by June,
    2021.

Goal 4: Communicate, engage and partner with
our parents and community.
 • Using 2015 survey results as baseline data, increase by 5 percent parent satisfaction with the number of
   opportunities to express concerns and opinions about important issues impacting schools as measured in a 2019
   communications survey (In 2015, parent response rate was 54 percent).
 • Using 2015 survey results as baseline data, increase by 5 percent the percentage of parents who rate finding
   school or school district information easy to find as measured in a 2019 communications survey (54.2% of parents
   said in 2015 they could easily find information about schools that was important to them).
 • Using 2017-18 data as a baseline, increase the number of community engagement activities conducted by the
   Board and the Superintendent by 5% in the 2019-20 school year.
 • By June 2019, increase the number of people who attend events at the JER Science Center by 10 percent as
   compared with 2017-18 baseline data.
 • At the end of the 2018-19 school year, report data on number of social media followers by platform showing at
   least 5 percent growth on Facebook and 3 percent growth on Twitter compared with June 2018 data.
 • Report data annually on website “clicks” per page.
 • Using the 2018 strategic planning survey results, increase the number of respondents agreeing that CCPS provides
   many opportunities for parents and community members from 64 percent to 70 percent by 2021.
 • Increase availability of PTO meeting information by training school staff prior to December 2018 to conduct PTO
   meetings that are virtually accessible. Archive these videos on school websites. Encourage school PTO groups to
   provide summaries of each meeting on the school website.
 • Utilize video conferencing for parent training (math night, financial aid, etc.) and parent conferences offered at
   school to keep parents involved in their child’s school. Provide a count of the opportunities available virtually.
 • Investigate re-establishing a Board Foundation with Board members and provide report by May 2019.

Goal 5: Promote a variety of pathways to prepare
students for college and/or career success.
  • Increase the number of students enrolled in the visual, fine and performing
    arts by 3% annually.
  • Investigate the feasibility of a fine and performing arts center at McDonough
    High School. Initiate a dance program at McDonough by August, 2021.
  • 80% of students enrolled in a CTE program will complete their program. Data
    will be reported annually.
  • Revise the application process for CTE programs at all schools to ensure
    equity for all students by August of 2019.
  • Report the methods used to promote information to parents about CTE
    programs.

Goal 6: Support the use of environmentally sound
practices in the construction, renovation and
operation of our facilities.
  • By June, 2019, a solar site will be established on the Piccowaxen Middle School
    property.
  • By June, 2019, identify an alternative vendor for solar services to replace our
    current relationship with Tesla/Solar City.
  • Report energy usage and production at each CCPS solar site annually.
  • Expand the use of geothermal systems in future renovations and new
    construction.
  • Establish additional rainwater harvesting systems at two CCPS high schools by
    June, 2021.

Goal 7: Ensure responsible stewardship of taxpayer
dollars by implementing effective practices to best
utilize local, state and federal funding.
  • Report additional cell tower sites annually and provide a list of projects funded
    with cell tower revenues.
  • Report Clifton Larsen and Allen audit findings annually. Report findings from
    MSDE, MSRA, IAC and Legislative audits as they occur. Report SC&H internal audit
    findings as needed.
  • Report data for credit card point of sale usage annually.
  • Report income from competitive grants awarded annually.
  • Report income received from tuition reimbursement “paybacks” from employees
    who leave CCPS before the end of the established time commitment.
  • Report examples of discounts received when utilizing collaborative purchasing
    relationships.
  • Report the interest income from investments as compared to previous years.

Next steps
• Board review of current
  core values, mission and
  vision, possibly during a
  retreat
• Progress monitoring
• Annual review of
  indicators
• Continued community
  engagement