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2018-2023 Clayton County Public Schools Strategic Improvement Plan

7/1/2018 - 6/30/2023

Map View

Who are we?

Where are we now?

Performance Data
Financial Data
StakeHolder Input
SWOT

Where do we want to go?

How will we know when we have arrived?

How do we plan to get there?

Performance Objectives, Measure and Targets

- Performance Objective A-By 2023, Clayton County Public Schools will demonstrate three percentage points growth each school year, for students scoring at the proficiency levels as evidenced by state, national, and international assessments.
- Performance Objective B-Over the next five years, Clayton County Public Schools will increase the graduation rate from 69.6% to 90% or higher.
- Performance Objective C-By 2023, Clayton County Public Schools will increase the number of students absent less than 10% of their enrolled academic year.
- Performance Objective D-By 2023, Clayton County Public Schools will decrease the number of discipline infractions while increasing employee morale and community support.

Initiatives, Action Steps

- - - Action Step a-Implement an academically challenging, rigorous, and relevant curriculum that is assessed and evaluated regularly to ensure alignment to state, national, and international standards, students' needs, and district's focus areas, and the demands of an ever-evolving global economy (NISL BB3)
    - Action Step b-Identify evidence-based practices that include academic supports, intervention practices, and protocols for collaborative planning, data analysis, and rigorous lesson design to address students' needs and district priorities that include Extending Learning Beyond the Classroom (1:1 student learning devices) initiatives
    - Action Step c-Employ and retain persons with the capacity to teach and lead; and provide all staff with continuous professional development (via virtual and face-to-face environments) in order to deepen knowledge and skill in the areas of content, management, pedagogy, and social-emotional learning (NISL BB5 and BB8)
    - Action Step d-Create and implement professional learning opportunities to enhance teachers’ capacity to teach virtually and to ensure teachers are extending learning beyond the classroom effectively (NISL BB6)
    - Action Step e-Create and strengthen teacher pipelines; providing focused support to novice and veteran teachers (NISL BB5)
    - Action Step f-Develop a teacher career ladder to build teacher capacity within schools and throughout the district; providing teacher leaders with the additional time to support colleagues. (NISL BB5 and BB6)
    - Action Step g-Implement quality assurance where the district will collect, analyze, and utilize various data sources to gauge and improve the implementation of the district’s curricula, instructional practices, and interventions for both core and non-core subjects (NISL BB3)
  - - Action Step a-Identify blended opportunities both virtual and traditional and invite stakeholder groups to engage in activities that promote active engagement, accountability, and collaboration
    - Action Step b-Host a variety of community and parent conferences, workshops, meetings or trainings both virtual and traditional that engage stakeholders
    - Action Step c-Develop the district budget to accommodate engagement activities while maintaining financial stability
- - - Action Step a-Expand high school and middle courses to increase pathways for students, i.e. accelerated courses, Fine Arts, CTAE, World Languages, IB, Cambridge, Advanced Academic Pathways, etc. (NISL BB3 and BB7)
    - Action Step b-Expand School Choice options, i.e. Magnet, STEM/STEAM, Theme, etc. that support equity and diversity (NISL BB3 and BB7)
    - Action Step c-Research and implement credit recovery options using early warning indicators for students at least one year behind normal matriculation (NISL BB2)
    - Action Step d-Increase the number of students participating in extra-curricular activities
    - Action Step e-Increase middle and high school vertical articulation in planning, course options, School Choice options, and transitional activities (e.g. summer bridge programs, open houses, etc.) (NISL BB3)
    - Action Step f-Research and implement best practices for master scheduling to increase student opportunities while maximizing FTE
    - Action Step g-Conduct professional learning activities that will build leadership capacity to assist school and district leaders in determining the best innovative programs for each individual school (NISL BB8)
    - Action Step h- Expand talent development and placement opportunities for students by increasing partnerships with business and industry
  - - Action Step a-Monitor the implementation of district’s framework for creating school-based instructional programs or schools such as magnet, theme, STEM/STEAM, International Baccalaureate, Cambridge, and Advanced Placement, Dual Immersion/Dual Language, etc. that support equity and diversity (NISL BB3 and BB7)
    - Action Step b-Develop, implement, monitor, and support the timeline for school choice programs to ensure ample time is given for effective planning with facilities, budget, and personnel
    - Action Step c-Develop, implement, monitor, and support a timeline and action plan for a CCPS College and Career Academy that supports students’ opportunities for internships, apprenticeships, college and careers (NISL BB7)
  - - Action Step a-Expand early learning opportunities and programs across the district to increase students’ readiness and community awareness (NISL BB1)
    - Action Step b-Structure the 5-year facilities plan to include sites for Pre-Kindergarten expansion
    - Action Step c-Engage the community in promoting and enhancing early literacy awareness by providing opportunities for families and community partners to engage in learning before students arrive at school and through the end of second grade (NISL BB1)
    - Action Step d-Develop the district budget with early learning readiness as a priority while maintaining financial sustainability
    - Action Step e-Train district and school leaders on early literacy to increase the number of leaders and teachers earning a reading endorsement (NISL BB8)
- - - Action Step a-Research, develop, monitor, and support virtual and traditional options for students with low attendance
    - Action Step b-Implement, monitor, and support the attendance protocol
    - Action Step c-Review and analyze attendance data monthly at the district and school levels
    - Action Step d-Train district and school leaders on actively engaging students, parents and communities (NISL BB8)
- - - Action Step a-Expand the use of and implement, monitor, and support the student discipline Multi-tiered System of Supports (MTSS) or the Positive Behavior Intervention and Support (PBIS) model at elementary, middle, and high schools
    - Action Step b-Train internal and external stakeholders on the district’s Circle of Support
    - Action Step c-Train internal and external stakeholders on restorative justice
    - Action Step d-Develop the district budget to accommodate training in support of a systematic discipline plan while maintaining financial stability

Plan Overview

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2018-2023 Clayton County Public Schools Strategic Improvement Plan

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/Aspiration

Performance Data

Financial Data

StakeHolder Input

SWOT

Strategic Goals, Strategic Priority

Performance Objectives, Measure and Targets

Initiatives, Action Steps

Stronger security is required

SCHEDULED DOWNTIME