Plan life cycle | Jefferson 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 in Restorative Practice which is a framework for healthy relationships built on a culture of:

Compassion
Empathy
Equity
Trust
Personal Accountability

Address misbehavior and wrongdoing with our hearts, not a hammer...

StakeHolder Input

SWOT

Qualified staff
Strong leadership (top/down)
Professional learning
Cutting edge/proactive in instruction
Assessment
Technology and Facilities
Graduation rate
Common practice at all schools
Extracurricular activities
Knowledge of products and families ?
Strong BOE
Data-driven
Parents trust the school system
Committed teachers (K-5 Math, STEAM)
Small size makes it easier to communicate
OFTC- on campus
Low dropout rate
High expectations
Cohesiveness ?
Strong teachers
Oconee Fall Technical College - on campus

Retention of teachers
Recruitment of teachers
Decline in enrollment
Funding
Parent trust?
Transportation
Communication with stakeholders
Lunches

Cyber explosion
Partnering with Augusta University, OFTC, daycares, YMCA, businesses
RESA
We must be the CHOICE
STEAM- exposure, partners, choice, opportunities
Jefferson County Middle School
Dual Enrollment
Social Media
Education services

Strategic Goals, Strategic Priority

Strategic Goal Area I-Continuous Improvement In Student Achievement
Strategic Goal Area II-Climate Culture and Stakeholder Engagement
Strategic Goal Area III-High Performing Workforce
Strategic Goal Area IV-Strategic Planning and District Assessment
Strategic Goal Area V-Board Governance and Policy
Strategic Goal Area VI-Efficient/Effective Program Management

Performance Objectives, Measure and Targets

- Performance Objective A-Increase scores on end of the year achievement tests in K-12 (math, reading, ELA, science, and social studies)
- Performance Objective B- Continue to improve the graduation rate for all students.
- Performance Objective C-Collaboratively provide early learning opportunities to prepare students for success in Pre-K/Kindergarten
- Performance Objective A-Increase opportunities for meaningful interaction between the system and all stakeholders.
- Performance Objective B-Improve school climate wellness for staff and students
- Performance Objective C-Create and maintain a positive, safe learning and working environment
- Performance Objective A-Continue the aggressive recruitment of employees
- Performance Objective B-Improve teacher effectiveness by providing appropriate resources
- Performance Objective C-Improve retention of employees
- Performance Objective A-Routinely monitor the system's progress on Strategic Plan goals
- Performance Objective A-Maintain exemplary board status
- Performance Objective A-Maximize resource stewardship and fiscal responsibility

Initiatives, Action Steps

- - - Action Step a-Provide coaching along with timely feedback to support teachers' instructional practices
    - Action Step b-Ensure our curriculum is aligned to new standards.
    - Action Step c-Utilize formative assessments to strategically inform instruction and review data weekly (conduct an assessment audit)
  - - Action Step a-Clarity for Learning PD for all teachers
    - Action Step b-Conduct regular needs assessments to determine coaching and PD needs
    - Action Step c-Develop a means to determine the effectiveness of PD
- - - Action Step a-PBIS Incentives
    - Action Step b-Development exam exemption policy
    - Action Step c-Explore effective ways to address truancy
  - - Action Step a-Opportunities for vertical teaming within schools and across grade bands
    - Action Step b-Implement an effective advisor/advisee curriculum
- - - Action Step a-Vertical teaming between early grades and daycares
    - Action Step b-Provide relevant PD for daycares
  - - Action Step a-Develop a plan to better communicate available programs and supports for students to parents
    - Action Step b-Give more notice to parents about open house and parent nights
    - Action Step c-Build parental capacity to support students through parent night activities
    - Action Step d-Institute a parent/community liaison position
- - - Action Step a-Conduct community meetings at rotating locations
    - Action Step b-Communicate satisfaction survey results to schools in timely fashion
    - Action Step c-Consider using Facebook polls, or other social media polling software
  - - Action Step a-Submit articles to the newspaper highlighting school events
    - Action Step b-Increase use of PowerSchool to enhance communication
    - Action Step c-Develop a district wide communication plan
- - - Action Step a-Develop partnerships with external mental health groups (ie. APEX, Mercer Univ., etc)
    - Action Step b-Provide relevant PL for all staff and parents
    - Action Step c-Conduct a mental health fair to emphasize available resources in our area
    - Action Step d-Small group counseling sessions with school counselors and support counselors
  - - Action Step a-Conduct a wellness fair for staff, students, and community
    - Action Step b-Provide a wellness room/workout room where available at schools
    - Action Step c-Negotiate discount with local gym(s) and health spa
- - - Action Step a-Build to Warrior county-wide events
    - Action Step b-Reinstate county breakfast, or beginning of the year kick-off event
    - Action Step c-Elementary collaboration with some school events
    - Action Step d-Combine city recreation departments as much as possible
    - Action Step e-Work with county officials to develop county-wide events
  - - Action Step a-Stakeholder input on the safety plans
    - Action Step b-Evaluate and practice safety plans for practicality
    - Action Step c-Develop a district-wide crisis/safety plan
- - - Action Step a-Create a recruitment committee/ team that includes teachers from each school
    - Action Step b-Actively recruit from smaller schools and HBCUs
    - Action Step c-Continue to attend diverse job fairs
    - Action Step d-Actively recruit Warrior seniors who have an educational interest, and student teachers
  - - Action Step a-Provide funding to support competitive recruitment and hiring
    - Action Step b-Explore the possibility of recommendation and/or sign on bonuses for teachers
    - Action Step c-Explore the possibility of increasing local supplement
- - - Action Step a-Include support staff in PL
    - Action Step b-Develop teachers to lead district-wide PL
    - Action Step c-Develop an effective means to gather teacher input concerning PL topics
    - Action Step d-Provide structured support for new principals and assistant principals
  - - Action Step a-Develop a committee to determine induction needs assessment
    - Action Step b-Develop a tiered induction program
    - Action Step c-PL for induction mentors to provide effective support for new teachers
- - - Action Step a-Development of a teacher committee to provide input to district
    - Action Step b-Create opportunities for teachers and staff members voices to be heard
    - Action Step c-District planning meetings with teachers and school administrator input to continue to foster the idea of One Jefferson County
    - Action Step d-Regularly recognize teacher for performance , achievement, and longevity
  - - Action Step a-Create job embedded PL opportunities for teacher and staff growth
    - Action Step b-Provide opportunities at school and district level for teachers to serve on committees
    - Action Step c-Continue and develop more endorsement certification opportunities for teachers
- - - Action Step a-Ensure that School Improvement Plans are aligned to District Plan
    - Action Step b-Timeline and support from district level to support the School Improvement process
    - Action Step c-Provide the opportunity for schools to share School Improvement Plans prior to submission
  - - Action Step a-Create a scheduled review process to review/revise plan
    - Action Step b-Feedback from district to help monitor plans
  - - Action Step a-Share plans and plan progress on multiple media platforms
    - Action Step b-Share progress during regularly scheduled stakeholder meetings
- - - Action Step a-Partner with GSBA and GaDOE to receive updates about policies and procedures
    - Action Step b-Provide opportunities for the board to attend conferences and whole board trainings in order to remain current with policies and procedures
  - - Action Step a-Utilize self-assessment tool to determine PL needs for the board
    - Action Step b-Partner with GSBA to provide relevant PL to board members
    - Action Step c-Provide retreat and conference opportunities for board members
- - - Action Step a-Annually develop and adopt budgets that are focused on district strategies
    - Action Step b-Respond to all physical and program audits and provide reports to Board of Education
    - Action Step c-Monitor system programs to determine their cost effectiveness
  - - Action Step a-Annually review facilities plan and capital outlay projects
    - Action Step b-Partner with GEMA to annually review and update district and school safety plans
    - Action Step c-Partner with local law enforcement agencies to conduct safety walk throughs and implement recommendations
  - Initiative 3-Provide transportation, maintenance, technology, nutrition, and other services to support a positive learning environment

GSBA/GLISI Jefferson County Strategic School Improvement

Map View

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

Mission

Vision

Performance Data

Financial Data

StakeHolder Input

SWOT

Strategic Goals, Strategic Priority

Performance Objectives, Measure and Targets

Initiatives, Action Steps