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Pike County District Strategic Plan 2018-22

7/1/2020 - 6/30/2022

Who are we?

Where are we now?

Where do we want to go?

How will we know when we have arrived?

How do we plan to get there?

Beliefs & Values

 
  • We believe that:

    A
    ll students can learn and grow academically, socially, and emotionally. 
     

  • All students benefit from rigorous learning environment characterized by the transfer of knowledge and skills to novel experiences over standardized test preparation and rote skill acquisition. 
     

  • Engaging and meaningful learning promotes student agency, voice, and choice. 
     

  • Learning must be made visible. 

    Core Values:


    Be Relational

    Take Ownership

    Seek Innovation

Mission

 
To Develop Creative Problem-solvers ready for college, career, and citizenship.

Our Why

 

Why do we do what we do?  


Because... 
 

Freedom lives in Choice and Opportunities
 

We want all students to be free to live the life they choose, free from limitations and influence. Freedom begins in the mind with independent and well-reasoned thought. 

Performance Data

The District continues to demonstrate strong performance as evidenced by the exceptional growth in the graduation rate, dual enrollment, and Advanced Placement. Grade level literacy remains a focus, especially at the Middle and High School levels. The District is partnering the EL Education to provide professional development (close reading strategies, vocabulary, text selection, and writing). Across all grade centers and across, academic growth is improving significantly. School year 2019 began the full implementation on the Pike County Curriculum Blueprint. The model focuses on conceptual teaching and learning, Portrait of a Graduate competencies (critical thinking, creativity, collaboration communication), and performance-based assessments. The result of the model and unit design process was enhanced quality, fidelity, intensity, and consistency of the written, taught, and assessed curriculums.  No achievement data is available for SY 20

Elementary School:

https://simbli.eboardsolutions.com/Services/GetFile?endid=lREWQjaLOxlHjo4KweyEoQ==&fid=EA5C18FF-FB98-E911-80D8-1418775F08AB


Middle School:

https://simbli.eboardsolutions.com/Services/GetFile?endid=lREWQjaLOxlHjo4KweyEoQ==&fid=57A8F5D9-FB98-E911-80D8-1418775F08AB


High School:

https://simbli.eboardsolutions.com/Services/GetFile?endid=lREWQjaLOxlHjo4KweyEoQ==&fid=A0380021-FC98-E911-80D8-1418775F08AB

Financial Data

Having endured one of the steepest economic nosedives in recent memory, the financial status of Pike County Schools is on the rebound. We’ve experienced three fiscal years of refreshed State revenues, salary furloughs are in our rear view mirror and many of the underfunded areas of our budget are receiving a much needed infusion of funding attention. For the past three budget cycles, our community embraced the necessity of increased local funding via  property tax; thus recognizing, at least in part, the “new normal” in the state / local educational funding partnership. Unfortunately, after beginning to get back on solid footing, the pandemic, much like the Great Recession, has cut state funding for education. The final state allocation for SY21 represents an 8% or $1,705,320 cut for the Pike County School District. Despite this downturn in state funding, Pike enjoyed a robust, and long overdue, property re-evalation resulting in an 25% increase in the local tax digest. Although, the Board of education rolled back the millage rate by 1.925, we increased the millage .75 over the rollback rate. The small millage increase coupled with a significant portion of fund reserve (24% or $545, 000) balanced the budget.

 The District’s fund reserves, the “rainy day” fund used to weather the Great Recession, remains well below the goal level of 10% .   Much has been accomplished with local ESPLOST funds: New HVAC systems were installed at every location with the exception of the Middle School, which still has 5 years before the system is eligible for state capital outlay funding.  The High School and Primary school received new roofs, and in SY22 the Elementary is scheduled for a new roof. Various aspects of the District’s buildings (restrooms and kitchens) along with roads and technology infrastructure remain in need of refresh and repair.  Instructional supports such as textbooks and instructional technology continue to be a critical need, especially at the Primary School where a core reading adoption remains priority number 1.

There is progress being made despite the constraints posed by being a small town school district heavily reliant on property taxes.  Exciting, challenging instructional initiatives are underway; many bearing the fresh fruit of student achievement. Innovative instructional training continues to prepare our professional staff for new levels of rigor and relevance across the entire PK-12 spectrum. All buildings have undergone renovation to lighting and HVAC. Our collective desire to foster creative problem solvers challenged by a world class educational and extracurricular environment remains unabated.

Financially, many challenges remain for Pike County Schools. We are embracing the difficulties and celebrating the successes with equal vigor. We are confident the Pike community will continue to support us as we demonstrate resolve, innovation, and ingenuity in the face of an inequitable State funding system. 

Links:

Georgia Department of Education

Department of Audits and Accounts

GaDoE Financial Review??

StakeHolder Input

Stakeholder input is gathered throughout the year in a variety of ways:  surveys, focus groups, and ad-hoc committees. The District's cornerstone is it's Portrait of a Graduate. It identifies identifies the 21st Century Skills deemed most important to our community: Critical Thinking, Creativity, Collaboration, Communication, and Personal Responsibility.  This year the  District is partnering with the Georgia Leadership for School Improvement to facilitate community training on helping parents and stakeholders learn how to be guides, mentors, and experts in learning defenses, expos, and showcases.

The Pike County Curriculum Blueprint aims to provide high quality content and 21st century skills to all students, culminating in performance-based assessments that elicit transfer and application of disciplinary concepts. The goals and strategies outline in this plan provide a coherent formula to enact the Districts theory of action. 

Education focused primarily on content acquisition and standardized performance measures do not adequately prepare students to successfully engage an increasingly complex world.  High Quality Content, coupled with the competencies contained within the Portrait of a Graduate, will yield Creative Problem-Solvers prepared to tackle the challenges of College, Career, and Citizenship.



This District invites you to follow us and participate via:

Twitter https://twitter.com/PikeGASD
Facebook https://www.facebook.com/PikeGASD
Blogger http://pikecountypublicschools.blogspot.com/
Webpage http://www.pike.k12.ga.us/
 

SWOT

Internal:

Stability of instructional staff
Stability of Leadership
Professional Learning
Pike County Alternative Education Program
Career/Tech Education 
STEM
English Language Arts


External:

Reputation
Community Trust
Post Secondary partnerships
21st Century Skill Community Engagement

Internal:

Technology
Fund Reserve
Staff Attendance
Mathematics
Reading (Lexile Growth)


External:

Tax Base (Business and Industry)
Community Education Levels
Broadband Access

Internal:

Curriculum Design and Alignment
Learning defenses, expos, and showcases



External:

Parent Engagement with the PoG
Internal:

Local Funding:
    support materials
    infrastructure
    
Grading Practices
Instructional Space


External:

State Funding
Community Complacency
Student Population Growth
State Accountability System



    

Strategic Goals, Strategic Priority


Performance Objectives, Measure and Targets




Initiatives, Action Steps


Plan Overview
 
To Develop Creative Problem-solvers ready for college, career, and citizenship.
&PM_Vision=
 

Why do we do what we do?  


Because... 
 

Freedom lives in Choice and Opportunities
 

We want all students to be free to live the life they choose, free from limitations and influence. Freedom begins in the mind with independent and well-reasoned thought. 

&PM_Beliefs=
 
  • We believe that:

    A
    ll students can learn and grow academically, socially, and emotionally. 
     

  • All students benefit from rigorous learning environment characterized by the transfer of knowledge and skills to novel experiences over standardized test preparation and rote skill acquisition. 
     

  • Engaging and meaningful learning promotes student agency, voice, and choice. 
     

  • Learning must be made visible. 

    Core Values:


    Be Relational

    Take Ownership

    Seek Innovation

&PM_S=

Internal:

Stability of instructional staff
Stability of Leadership
Professional Learning
Pike County Alternative Education Program
Career/Tech Education 
STEM
English Language Arts


External:

Reputation
Community Trust
Post Secondary partnerships
21st Century Skill Community Engagement

&PM_W=

Internal:

Technology
Fund Reserve
Staff Attendance
Mathematics
Reading (Lexile Growth)


External:

Tax Base (Business and Industry)
Community Education Levels
Broadband Access

&PM_O= Internal:

Curriculum Design and Alignment
Learning defenses, expos, and showcases



External:

Parent Engagement with the PoG&PM_T= Internal:

Local Funding:
    support materials
    infrastructure
    
Grading Practices
Instructional Space


External:

State Funding
Community Complacency
Student Population Growth
State Accountability System



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p%3b%3cb%3e(Ultimate+Target%3a%3c%2fb%3e95)%3cbr%2f%3e%e2%80%a2%26nbsp%3bTeacher+Retention%3a+Effective+Personnel+Processes%26nbsp%3b%3cb%3e(Ultimate+Target%3a%3c%2fb%3e95)%3cbr%2f%3e%e2%80%a2%26nbsp%3bCertified+Minority+Teachers%3a+Effective+Personnel+Processes%26nbsp%3b%3cb%3e(Ultimate+Target%3a%3c%2fb%3e20)%3cbr%2f%3e%e2%80%a2%26nbsp%3bCertified+Minority+Teachers%3a+Effective+Personnel+Processes%26nbsp%3b%3cb%3e(Ultimate+Target%3a%3c%2fb%3e20)%3cbr%2f%3e%c2%a4Standard+1+-+Human+Resources%3a+Minority+Teacher+Recruitment%c3%84%e2%80%a2%26nbsp%3bCertified+Minority+Teachers%3a+Effective+Personnel+Processes%26nbsp%3b%3cb%3e(Ultimate+Target%3a%3c%2fb%3e20)%3cbr%2f%3e%e2%80%a2%26nbsp%3bCertified+Minority+Teachers%3a+Effective+Personnel+Processes%26nbsp%3b%3cb%3e(Ultimate+Target%3a%3c%2fb%3e20)%3cbr%2f%3e%c2%a4Standard+2+-+New+Teacher+Mentoring%c3%84%c2%a7Objective+4+-+Governance%c3%84&PM_StartegiesPri=Strategic Goal Area 1 - Increase Student Achievement.ħStrategic Priority 1 - 1.1 Improve Curriculum Mastery1.2 Increase Student Success1.3 Improve Professional Learning¿Strategic Goal Area 2 - Stakeholder SatisfactionħStrategic Priority 1 - 2.1 Stakeholder Perceptions of Quality of Instruction2.2 Increase Student Engagement2.3 Maintain a Positive and Safe School Climate¿Strategic Goal Area 3 - Operational Effectiveness and Efficiency:Ä• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
§Strategic Priority 1 - 3.2 Effective Operational Processes3.3 Effective Personnel ProcessesÄ• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
Ä• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
Ä• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
Ä• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
Ä• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
Ä• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
Ä• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
Ä• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
Ä• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
Ä• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Network Up-Time (Ultimate Target:100)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Students Per Modern, Instructional Computer: Effective Operational Processes (Ultimate Target:<4.92)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
• Certified Minority Teachers: Effective Personnel Processes (Ultimate Target:20)
&PM_Environment=

Stakeholder input is gathered throughout the year in a variety of ways:  surveys, focus groups, and ad-hoc committees. The District's cornerstone is it's Portrait of a Graduate. It identifies identifies the 21st Century Skills deemed most important to our community: Critical Thinking, Creativity, Collaboration, Communication, and Personal Responsibility.  This year the  District is partnering with the Georgia Leadership for School Improvement to facilitate community training on helping parents and stakeholders learn how to be guides, mentors, and experts in learning defenses, expos, and showcases.

The Pike County Curriculum Blueprint aims to provide high quality content and 21st century skills to all students, culminating in performance-based assessments that elicit transfer and application of disciplinary concepts. The goals and strategies outline in this plan provide a coherent formula to enact the Districts theory of action. 

Education focused primarily on content acquisition and standardized performance measures do not adequately prepare students to successfully engage an increasingly complex world.  High Quality Content, coupled with the competencies contained within the Portrait of a Graduate, will yield Creative Problem-Solvers prepared to tackle the challenges of College, Career, and Citizenship.



This District invites you to follow us and participate via:

Twitter https://twitter.com/PikeGASD
Facebook https://www.facebook.com/PikeGASD
Blogger http://pikecountypublicschools.blogspot.com/
Webpage http://www.pike.k12.ga.us/
 

&PM_Finance=

Having endured one of the steepest economic nosedives in recent memory, the financial status of Pike County Schools is on the rebound. We’ve experienced three fiscal years of refreshed State revenues, salary furloughs are in our rear view mirror and many of the underfunded areas of our budget are receiving a much needed infusion of funding attention. For the past three budget cycles, our community embraced the necessity of increased local funding via  property tax; thus recognizing, at least in part, the “new normal” in the state / local educational funding partnership. Unfortunately, after beginning to get back on solid footing, the pandemic, much like the Great Recession, has cut state funding for education. The final state allocation for SY21 represents an 8% or $1,705,320 cut for the Pike County School District. Despite this downturn in state funding, Pike enjoyed a robust, and long overdue, property re-evalation resulting in an 25% increase in the local tax digest. Although, the Board of education rolled back the millage rate by 1.925, we increased the millage .75 over the rollback rate. The small millage increase coupled with a significant portion of fund reserve (24% or $545, 000) balanced the budget.

 The District’s fund reserves, the “rainy day” fund used to weather the Great Recession, remains well below the goal level of 10% .   Much has been accomplished with local ESPLOST funds: New HVAC systems were installed at every location with the exception of the Middle School, which still has 5 years before the system is eligible for state capital outlay funding.  The High School and Primary school received new roofs, and in SY22 the Elementary is scheduled for a new roof. Various aspects of the District’s buildings (restrooms and kitchens) along with roads and technology infrastructure remain in need of refresh and repair.  Instructional supports such as textbooks and instructional technology continue to be a critical need, especially at the Primary School where a core reading adoption remains priority number 1.

There is progress being made despite the constraints posed by being a small town school district heavily reliant on property taxes.  Exciting, challenging instructional initiatives are underway; many bearing the fresh fruit of student achievement. Innovative instructional training continues to prepare our professional staff for new levels of rigor and relevance across the entire PK-12 spectrum. All buildings have undergone renovation to lighting and HVAC. Our collective desire to foster creative problem solvers challenged by a world class educational and extracurricular environment remains unabated.

Financially, many challenges remain for Pike County Schools. We are embracing the difficulties and celebrating the successes with equal vigor. We are confident the Pike community will continue to support us as we demonstrate resolve, innovation, and ingenuity in the face of an inequitable State funding system. 

Links:

Georgia Department of Education

Department of Audits and Accounts

GaDoE Financial Review??

&PM_Performance=

The District continues to demonstrate strong performance as evidenced by the exceptional growth in the graduation rate, dual enrollment, and Advanced Placement. Grade level literacy remains a focus, especially at the Middle and High School levels. The District is partnering the EL Education to provide professional development (close reading strategies, vocabulary, text selection, and writing). Across all grade centers and across, academic growth is improving significantly. School year 2019 began the full implementation on the Pike County Curriculum Blueprint. The model focuses on conceptual teaching and learning, Portrait of a Graduate competencies (critical thinking, creativity, collaboration communication), and performance-based assessments. The result of the model and unit design process was enhanced quality, fidelity, intensity, and consistency of the written, taught, and assessed curriculums.  No achievement data is available for SY 20

Elementary School:

https://simbli.eboardsolutions.com/Services/GetFile?endid=lREWQjaLOxlHjo4KweyEoQ==&fid=EA5C18FF-FB98-E911-80D8-1418775F08AB


Middle School:

https://simbli.eboardsolutions.com/Services/GetFile?endid=lREWQjaLOxlHjo4KweyEoQ==&fid=57A8F5D9-FB98-E911-80D8-1418775F08AB


High School:

https://simbli.eboardsolutions.com/Services/GetFile?endid=lREWQjaLOxlHjo4KweyEoQ==&fid=A0380021-FC98-E911-80D8-1418775F08AB

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