Plan life cycle | Greene County Schools

Who are we?

Where are we now?

Performance Data
Financial Data
StakeHolder Input

Where do we want to go?

How will we know when we have arrived?

How do we plan to get there?

Beliefs

We believe that:

Every child can learn and deserves an advocate.
Everyone is worthy of being treated with dignity and respect.
In establishing high expectations that are measurable and in establishing accountability for achieving them.
Education is the primary responsibility of all staff, the student, with the family, and the community playing an essential role.
Every person is is accountable and responsible for reaching his or her highest potential.
Hiring, evaluating, developing, and retaining highly qualified staff in all positions is essential for student success.
Resources applied in an effective manner are essential for success in schools.
In effective collaboration to ensure, best practices are identified and adopted throughout the whole school system.
A safe and orderly learning environment is essential to teaching and learning.
Student and staff achievement should be celebrated while embracing continuous improvement.

StakeHolder Input

SWOT

Teachers committed/Dedicated staff
Community involvement in Strategic Plan
Effort to reach all student levels of learning
Financial resources: $13.5/student
Low mill rate
Current Greene “grown” leadership
Addition of social worker/new position this year
Open door policy
LOA
HOPE
Room to grow
Current BOE
Student Leadership
Leadership Greene
Money/Plenty of money
Shared desire to improve
Concerned dedicated staff
Availability of volunteers
Family like atmosphere
Facilities (well kept)
Teachers who care
Everyone knows everyone-support in times of crisis
Community resources
Investment in Professional Learning
Data use in decision making
Honesty-acknowledge where we are (needs improvement)
Fountas & Pinnell (K-5; foundational literacy)
Good leadership at school level
Progress towards college and career academy
Dual Enrollment
High school credit courses offered at middle school level
Student growth
Increase in # of students enrolled in the gifted program
30% of staff has 10-20 years of experience
Community partnerships

Student engagement
New/young teachers-experience level
Lack of mentoring for teachers (new and young)
Lack of parental involvement
Need more high school career counseling
Education on using technology
Reputation
Open door policy
Revolving door for teachers
Leadership changing in the past
Lack of rigor
Lack of teacher incentives
No current tech plans
No truancy officer
Business Expense
Us vs. Them
Collaboration
Parent Involvement/Lack of parent engagement
Use of funds
Resources stretched-duplication of services
Staff turnover/losing investments made in staff
Student absenteeism/Student attendance
Scores below state average
Money being spent correctly to increase student scores
Lack of cohesiveness
Everyone knows everyone-politics, accountability
Misuse of resources
Perception vs. reality
Monitoring and accountability-clean house
Recruit and retain teachers
Decrease in federal funds

Long term families

Grants/competitive funding sources

Charter system

Voter engagement

Appropriately voice and consider all points of view

Community is passionate and involved

Communicate effectively in community (more than one side; negative public image)

Increase work-based learning opportunities

Better communication with businesses and schools (WBL)

Greater utilization of Athens Tech

Partnership with GCSU, UGA, AU

Community volunteers

Bring more business (Economic Development)

Great geographic location (centralized/Savannah port)

More unity within county

Increase collaboration between and among all schools

Strengthen partnerships with schools and organizations (Boys & Girls Club/First Call/Atlas)

Volunteers available/Volunteers

Community meetings

No schools on any state list (priority, focus or opportunity)

Interaction on state and national level (DECA, BETA, FFA, UGA Leadership)

College and Career Academy

Diversity

Pete Nance and Atlas to collaborate and help take up slack of parents not involved

Supportive businesses via Career Academy

Board of Education & Commissioners Board working in tandem for a positive direction

Stable community -kids stay here who are born here

Lack of access to mental health and other social services

State/federal mandates

Testing/instructional time

Divisive community dynamics/Separation of societies

Possibility of another economic downturn

Housing for staff/Affordable housing/Lack of afford. housing

Lack of jobs (families)

Lack of cultural/social activities (nothing to do)/Lack of recreational facilities/More entertainment for younger teachers

Language barrier for EL students

Lack of public transportation

Rural setting

Don’t act on changes needed to improve the educational system

Don’t listen to our students

Reputation may keep some teachers away

Keep putting politics above students (don’t put students first)

Proposed changes are not communicated properly to gain support

Impact of social media (responsible use)

Lack of parent and community involvement

Lingering negative perception (rumors)

Distractions from what is truly important (opinionated without accuracy and follow-through)

National politics/Diversity

Diversify your business base

Adults intimidated by change (adult problem, not kid problem)

Kids leaving the area after graduation

Strategic Goals, Strategic Priority

Strategic Goal Area I-Teaching and Learning
Strategic Goal Area II-Organizational and Operational Effectiveness
Strategic Goal Area III-Culture and Climate

Performance Objectives, Measure and Targets

- Performance Objective 1-Increase Student Mastery of the Curriculum
- Performance Objective 2-Improve Rigor for All Students
- Performance Objective 3-Foster the Social and Emotional Growth of All Students
- Performance Objective 1-Identify, Develop and Retain High-Performing Faculty and Staff
- Performance Objective 2-Implement Vertical Alignment to Maximize a Long-Term Facilities Plan
- Performance Objective 3-Improve Operational and Financial Efficiency
- Performance Objective 1-Develop and Build Mutual Trust, Confidence, Partnership Between Community and School
- Performance Objective 2-Establish Student Self-Advocacy
- Performance Objective 3-Strengthen Parental Involvement and Communication

Initiatives, Action Steps

- - Initiative a-Student Engagement
  - Initiative d-Technology Integration Initiative
- - Initiative a-Comprehensive Literacy Plan
  - Initiative b-Improving Mathematics Instruction
  - Initiative c-Critical Thinking
- - Initiative a-Implement Social and Emotional Learning Curriculum
- - Initiative a-Limit Turnover of Faculty and Staff
  - Initiative b-Develop a Succession Plan
- - Initiative a-Combination of Services
  - Initiative b-Revision/Creation a Five-Year Facility Plan
- - Initiative a-Retain a Higher Fund Balance at the End of Each Fiscal Year
  - Initiative b-Improve Fiscal Ratings
- - Initiative a-Strengthen relationships between families, communities and schools
- - Initiative a-Foster a culture in which students take ownership of their personal learning
- - Initiative a-Increase parent access to and use of tools, programs, and services that support academic success

Greene County Strategic Plan (2018-2023)

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