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FY19 DeKalb County School District Strategic Plan

7/1/2014 - 6/28/2019

Map View

Who are we?

Where are we now?

StakeHolder Input

Where do we want to go?

How will we know when we have arrived?

How do we plan to get there?

SWOT

Balanced budget
Breadth ofcurriculum
Committed staff
Diversity (5)
Diversity(S&W)
Employee stability
Highly motivated leadership, stakeholders
Increasedenrollment
Instructionalresources
Lifting up allregions now - no "throw aways"
Listening tofeedback has increased
Literacy by 3rd grade
Location
Majority of teachers, staff, advisors are dedicated/working
Modernfacilities
Mr. Thurmond
Neighborhood schools (S&W)
New Leadership model in district - new BOE members/superintendent (3)
Parent councilcollaboration
Parentengagement (S&W)
Parentalengagement (3)
Partnership with Chamber of Commerce, County CEO, etc.
Past history
Previous reputation
Reading
Refreshed,committed and supportive leadership
Resources (fiscal community & Human Resources)
Rigorous curriculum
SACS probation(S&W)
SAT scores
School Choice (2)
Shifting to a positive and collaborative work environment
Size (S&W)
Stable leadership
Successful students
Superintendentis promoting engagement on all levels
Support services
Technology advances (4)

"Kid"culture - being smart is not cool
Assessment
Attitudes
ClassSize (state)
Communication(4)
Compensationsystem
Connection between the schoolhouse and central office
Data driven decision-making
Datais not always used nor is the correct data always collected (ex: intervention program success)
Diversity(S&W)
Electronic infrastructure
Employee turnover (4)
Fiscal health (3)
Graduation rate
Highstaff turnover (low salaries)
Inconsistent customer service at school level
Inconsistent school level policy
Lack of Collaboration between district and county - Economic driver - providesschoolhouse dollars
Lack of commitment from parents (3)
Lack of community
Lack of job stability (position shifting often)
Lack of openness, collaboration, and accountability
Lack of textbooks
Lack of training for all stakeholders
Lack of trust
Low teacher morale
No district-wide vision
Not enough resources
Outreach to diverse population (budgetary cuts)
Planning inconsistency
Probation(SACS)
Reputation
Safety
Staff development
Stakeholder belief - limited
Support for diverse population (language and special needs)
Teacher/leader
Technology
Test scores (SAT/ACT)
Too many initiatives (2)
Top-down leadership
Technology advances

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A superintendent with political and legislative insight
Board of education focused on policy and resources
Business partnerships
CCGPS,TKES, LKES, HOPE
Community engagement
Community Values
Corporate interest
Crisis(not daily)
DeKalb is a major business hub - business partners
Development of partnerships between businesses and students
Diversity(2)
Educational partnership (Dual enrollment, Early College, Academy College, Post-secondary in DeKalb
Effective interim superintendent
Experienced teachers who may not be innovative
Federal resources
Fieldtrips to provide broader connection and experiences
High parental involvement (4)
Increasediversity
Legislative decisions that positively impact
Location- access to community resources (2)
Media interested in sensationalizing our struggles
New school board
Political (gov't allocate more funds to education for teacher salaries)
Post-secondary education partnership
School Choice
School flexibility model
Social media
Shared resources with the local government (county and cities)
Socio-economical(exposure)
Talented staff
Teachers
Staff development
Stakeholder belief - limited
Support for diverse population (language and special needs)
Teacher/leader
Technology
Test scores (SAT/ACT)
Too many initiative (2)
Top-down leadership

Apathy
Charter
Choice of school programs
Community values
Corporation/Grant/Foundation
Counselors overburdened
County and school district communication
DeKalb CEO
Diversity
Economic instability (5)
Failure to engage in the political process
Federal/State restrictions that impact core practices
Graduation rate
Healthcare - impact on Substitutes
Housing market
Interim positions - affects stability
International Competition - U.S. Dept. of Commerce to 10 Service Exports: Dubai, China, Saudi Arabia, etc.
Lack of consistent superintendent
Lack of full leveraging of relationships
Lack of parental involvement (3)
Leadership change
Legislative decisions that negatively impact
New teachers go to low performing schools - they may lower expectation
North/South division
Nurses in all schools
Politics disrupts consistency and ability to say on course
Percent of population uneducated
Security concerns
Social media affecting student mindsets
Social unemployment (drugs)
Socio-economic opportunities
State/Federal funding
Teachers
Unable to retain talent (burnout)
Teacher/leader
Technology
Testscores (SAT/ACT)
Too many initiatives (2)
Top-down leadership

Strategic Goals, Strategic Priority

- Strategic Priority 1-Increase graduation rate
- Strategic Priority 2-Improve instructional delivery of CCGPS/GPS
- Strategic Priority 3-Increase individual student achievement growth
- Strategic Priority 1-Attract, retain, and develop highly effective staff
Strategic Goal Area 3-Staff Efficacy and Excellence
- Strategic Priority 1-Clear, Concise, and Timely Communication
- Strategic Priority 2-Stakeholder Perception of the School District
- Strategic Priority 1-Internal and external communication
- Strategic Priority 2-Decision Making
- Strategic Priority 3-Acountability

Performance Objectives, Measure and Targets

- Performance Objective 1-Improve student's mastery of learning standards
- Performance Objective 2-Provide equitable access to academically rigorous courses and programs
- Performance Objective 3-Increase graduation rate for all students
- Performance Objective 1-Provide a safe, orderly, and positive school environment
- Performance Objective 2-Increase stakeholder involvement and engagement
- Performance Objective 3-Increase use of technology and innovative strategies
- Performance Objective 1-Improve district processes to attract a highly qualified staff
- Performance Objective 2-Develop a highly effective and accountable workforce
- Performance Objective 3-Retain highly qualified staff
- Performance Objective 1-Improve and ensure district internal communication
- Performance Objective 2-Bridge and improve communication with external stakeholders
- Performance Objective 1-Develop an efficient organizational structure that supports a performance-based culture
- Performance Objective 2-Establish a decision-making model that sustains a high performance organization
- Performance Objective 3-Improve efficient use of resources, processes and management structures to support system innovation

Initiatives, Action Steps

- Performance Objective 1-Improve student's mastery of learning standards
- Performance Objective 2-Provide equitable access to academically rigorous courses and programs
- Performance Objective 3-Increase graduation rate for all students
- Performance Objective 1-Provide a safe, orderly, and positive school environment
- Performance Objective 2-Increase stakeholder involvement and engagement
- Performance Objective 3-Increase use of technology and innovative strategies
- Performance Objective 1-Improve district processes to attract a highly qualified staff
- Performance Objective 2-Develop a highly effective and accountable workforce
- Performance Objective 3-Retain highly qualified staff
- Performance Objective 1-Improve and ensure district internal communication
- Performance Objective 2-Bridge and improve communication with external stakeholders
- Performance Objective 1-Develop an efficient organizational structure that supports a performance-based culture
- Performance Objective 2-Establish a decision-making model that sustains a high performance organization
- Performance Objective 3-Improve efficient use of resources, processes and management structures to support system innovation

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FY19 DeKalb County School District Strategic 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

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