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Transcript of I2 strategic plan 2015 2020
AISD Strategic Plan 2015-2020 Reinventing the Urban School Experience Together
AUSTIN Independent School District
August 2015 [Tentative Date]
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015
Dr. Paul Cruz
A Message from the Superintendent … The AISD Strategic Plan 2015‐2020 is the result of months of work by our community and educators, district administration, and the Board of Trustees. As you read through this document, you will find that the strategic plan is all about mutual commitments and expectations for all stakeholders. Strategic planning is a recognized best practice in accelerating an organization and keeping it on an upward trajectory. This strategic plan will provide us with focus and direction for the next five years, and position us to make continued progress into the future. This will be critical given our decreasing resources in the face of increasing academic standards. If we all work together to implement the components of this strategic plan – many of which are innovative, aggressive, and even bold – we can close achievement gaps and graduate all of our students on‐time and prepare them for college, career, and life in an highly changing and competitive world. I look forward to sharing my commitment to the expectations established in this strategic plan with all stakeholders of AISD.
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 2
AISD Board of Trustees (From Left to Right) Ann Teich, District 3; Amber Elenz, VICE-PRESIDENT, District 5; Julie Cowan, District 4; Edmund T. Gordon, District 1; Kendall Pace, At Large 9; Robert Schneider, District 7; Gina Hinojosa, PRESIDENT, At Large 8; Paul Saldaña, District 6; Jayme Mathias, SECRETARY, District 2
INSIDE Page AISD Basic Data 4 Introduction: Strategic Plan Development 5 Strategic Plan Implementation 6 Strategic Plan Framework 8 Strategic Plan Scorecard 9 District Improvement Plan 10
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 3
AISD Basic Data (for the 2014-2015 School Year)
Campuses
High Schools 16 Middle Schools 18 Elementary Schools 84 Other Campuses 11
TOTAL 129 Student Enrollment Hispanic 50,353 (59.5%) African American 6,762 (8.0%) White 21,892 (25.9%) Other 5,584 (6.6%)
TOTAL 84,591
Limited English Proficiency 23,337 (27.6%) Economically Disadvantaged 50,487 (59.7%) Special Education 8,549 (10.1%) Employees Teachers 6,369 (52,9%) Other Professionals 3,162 (26.2) Auxiliary 2,522 (20.9%)
TOTAL 12,053 Budget Operations $909,666,345 (86.1%) Food Service $40,891,553 (3.9%) Debt Service $105,615,701 (10.0%)
TOTAL $1,053,173,599
State Recapture $175,539,902 Net Operations $877,633,697 Total Tax Rate $1.242/$100 valuation Bond Ratings Aaa(Moody’s), AA+(S&P), AAA/AA+(Fitch)
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 4
AISD Strategic Plan 2015-2020
Introduction
Strategic Plan Development
Preliminary work on a new AISD strategic plan for 2015-2020 involved the review of several other strategic plans from large school districts across the country. In addition, input on strategic plan priorities was obtained through three community meetings and an online community survey. Development of the strategic plan began in earnest in late 2014 with the retention of a nationally recognized expert in educational strategic planning, the Cambrian Group. The Cambrian Group assisted the district in facilitating a Strategic Planning Team consisting of 30 stakeholders, including parents, students, community and business members, teachers, principals, counselors, librarians, and central administrators. Over the course of three full days in early January 2015, the Strategic Planning Team developed a preliminary draft strategic plan.
As a next step in the planning process, seven Action Teams totaling over 150 diverse stakeholders developed detailed action plans related to strategies in the preliminary draft plan. The Cambrian Group provided training for the co-leaders of each of the Action Teams. The Strategic Planning Team reconvened to review all of the action plans and made final recommendations to the Superintendent in late April 2015.
On a parallel course, the Board of Trustees worked through the spring of 2015 to develop a Strategic Plan Framework, including statements of the district’s Vision, Core Beliefs and Commitments, and Values. The Board approved the Strategic Plan Framework in June 2015. The Board also worked to develop a Strategic Plan Scorecard, with performance indicators and targets related to each of the 11 Commitments in the Strategic Plan Framework. The Board approved the Strategic Plan Scorecard in August 2015. [Tentative date]
The Superintendent led the process to combine the work of the Board and the input of district stakeholders to form a cohesive strategic plan. Under each of the Commitments in the Board’s Strategic Plan Framework, the District Improvement Plan (DIP) provides Strategies and Key Action Steps that will serve as the detailed work of the Superintendent and administration over the next five years. As part of mutual commitments and expectations (which will be explained more in the next section on Strategic Plan Implementation), the 5-year DIP identifies offices of the district responsible for accomplishing each Key Action Step and providing annual status reports.
The Strategic Plan Consists of Three Parts:
Strategic Plan Framework (Board of Trustees) Strategic Plan Scorecard (Board of Trustees) 5-Year District Improvement Plan (Superintendent)
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 5
Strategic Plan Implementation
Implementation of the strategic plan begins with its communication to all stakeholders. This is also a first step in mutual commitments and expectations, which are necessary to ensure successful implementation of the strategic plan. The strategic plan and related information, in English and Spanish, will be housed on a dedicated page of the AISD website: http://www.austinisd.org/powerofus.
All employees of the district will be emailed a link to the strategic plan with a message from the Superintendent asking them to become familiar with the plan and to identify how it will affect their work. In addition, information on the strategic plan will be included in new employee orientation and in the Employee Handbook, and be incorporated in the Superintendent’s annual convocation of all district staff at the beginning of the school year.
The strategic plan will also be presented in meetings with the community and business partners. In addition, agendas of the Board and district advisory committees will show alignments with the strategic plan, and during reports to the Board on the district’s work the Superintendent will make connections to the strategic plan.
Annual Campus Improvement Plans (CIPs) are developed by each campus using a standard template, which will include alignments to the strategic plan. The CIPs provide campus-level commitments to implementing the strategic plan. The content and role of the strategic plan will be included in training provided to campus administrators and Campus Advisory Council (CAC) members. As previously mentioned, the 5-year DIP provides administrative commitments to implementing the strategic plan at the district level. After the conclusion of each year school year, offices assigned responsibility for each Key Action step in the plan will provide status reports which will be compiled into one annual DIP status report.
In the autumn of each year, the Superintendent will lead a review of the strategic plan, to ensure that it remains current and strongly focused on the needs of the district. The Board will either reaffirm the Strategic Plan Framework and Scorecard or make revisions as needed, and the Superintendent and Senior Cabinet will do likewise with the DIP. Also in the autumn of each year, the Superintendent will present a Strategic Plan Scorecard results report. This report will inform the annual State of the District address and the recommendations of the District Advisory Council (DAC) on strategic plan review and budget priorities.
Another very important strategic plan alignment is with the annual district budget. Itemized expenditures in the Preliminary Budget and Proposed Budget will show alignments with the strategic plan.
On the next page is an at-a-glance “rhythm” showing annually recurring steps for implementing the strategic plan.
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 6
AISD Strategic Plan 2015-2020
Annual Implementation “Rhythm”
Timeframe
Recurring Implementation Steps
February Preliminary Budget developed with strategic plan alignments
July-August CIP template developed with strategic plan alignments and CIP training
August Beginning of school year convocation of all district staff August Board approves District Budget with strategic plan
alignments August Annual status report on 5-year DIP October CIPs submitted and reviewed October Annual Strategic Plan Scorecard results report October State of the District Address October-November DAC recommendations on strategic plan review and
budget November-December Annual strategic plan review:
Board reaffirms or revises Strategic Plan Framework and Strategic Plan Scorecard
Superintendent and Senior Cabinet reaffirm or revise the DIP
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 7
VALUES:
Physical, social, and emotional health, and safety
Ensure all students perform at or above grade level in math and reading
Prepare all students to graduate on time
Develop civically‐engaged students
Develop effective organizational structures
Achieve excellence by delivering a high‐quality education to every student
Reinventing the urban school experience together.
VISION: Austin ISD will reinvent the urban school experience.
CORE BELIEF ONE: All students will graduate college‐, career‐, and life‐ready.
Implement the transformative use of technology
Whole Child Every Child
Create a positive organizational culture that values customer service and every employee
Generate, leverage, and utilize strategically all resources
Build ownership in AISD among internal and external stakeholders
Develop and maintain community partnerships
As part of this, we commit ourselves to:
As part of this, we commit ourselves to:
Austin ISD 2015‐2020 Strategic Plan
Strategic Plan Framework
As part of this, we commit ourselves to:
CORE BELIEF THREE: We will create vibrant relationships critical for successful students and schools.
Engage authentically with students, parents/guardians, teachers, and community
Life‐long learning
Equity, diversity, and inclusion
Approved by the Board of Trustees on June 22, 2015
High expectations for all students, employees, parents/guardians, and community members
Creativity, collaboration, and innovation
Community schools
CORE BELIEF TWO: We will create an effective, agile, and responsive organization.
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 8
2014 2015 Target
Met
Target Trend Source
1 Reduce equity gaps in graduation rates TBD TBD ≥ prior year TEA
2 # students completing CTE industry licensures or certifications in high school TBD TBD ACC and other
3 % middle school students who complete a science fair project TBD TBD Campus Report
4 % of high school seniors who complete a capstone project TBD TBD Campus Report
5 % of graduates who earn credit on Advanced/Dual Credit courses 63% 63% TEA
1 Adequate opportunity to use technology at school 60% 61% Parent Survey
2 Computer proficiency (grades 5 and 8) TBD TBD AISD DRE/CTE
1 STAAR Reading/ELA 80 78 TEA
2 STAAR Mathematics 81 79 TEA
3 STAAR Writing 93% 94% TEA
4 % of K‐2 students reading on or above grade level 93% 94% DRA/EDL
1 4‐Year State Graduation Rate 84.9% 86.4% ≥ prior year TEA
2 Applications submitted to 4‐year colleges 90.0% 91.2% ≥ prior year HS Exit Survey
3 Direct to college enrollment of graduates 63% 63% 70% AISD DRE
4 Attendance Rate 95.2% 95.3% ≥ prior year TEA
5 % Distinguished level graduates TBD TBD ≥ prior year AISD DRE
6 % of students with a 4‐year graduation plan/promotion plan 35% 34% ≥ prior year Naviance
1 Discretionary disciplinary actions TBD TBDReduction from
prior year AISD SS
2 Participation in community service TBD TBD ≥ prior year HS Exit Survey
2014 2015 Target
Met
Target Trend Source
1 Parents are treated with courtesy 3.4 3.5 ≥ prior year Parent Survey
2 Atmosphere of trust and mutual respect 70% 70% ≥ prior year TELL Survey
1 TELL Survey Question: Overall, my school is a good place to work and learn 90.0% 91.2% ≥ prior year TELL Survey
2 Administrative Cost Ratio TBD TBDExceed State
Standard SchoolFirst
3 % Highly Qualified Teachers TBD TBD ≥ prior year PEIMS
4 Student Climate Survey Question: I like to come to school. 70% 75% ≥ prior year Student Climate Survey
1 Unqualified Audit Opinion TBD TBD 2 Establish a balanced budget and maintain bond ratings TBD TBD 3 Value of revenue from new partnerships TBD TBD ≥ prior year 4 Number of schools over and under capacity (FMP criteria) TBD TBD ≥ prior year Facilities
2014 2015 Target
Met
Target Trend Source
1 Parent participation is welcomed 3.4 3.5 ≥ prior year Parent Survey
2 Number of activities to gain stakeholder input TBD TBD ≥ prior year Community Engagement
3Percentage of high school students who participate in at least one community service
project or extracurricular activityTBD TBD ≥ prior year Community Engagement
1 Develop a marketing plan for increasing market share TBD TBD TBD 2 Number of tutors and mentors TBD TBD ≥ prior year APIE
1 Number of joint‐use agreements/partnerships TBD TBD ≥ prior year Facillities
Commitment 10: Build ownership in AISD among internal and external stakeholders
Commitment 9: Engage authentically with students, parents/guadrtians, teachers, and community
Commitment 11: Develop and maintain community partnerships
Commitment 7: Develop effective organizational structures
III. We will create vibrant relationships critical for successful students and schools.
Commitment 8: Generate, leverage, and utilize strategically all resources
Commitment 6: Create a positive organizational culture that values customer service and every employee
Commitment 5: Develop civically‐engaged students
Increase over
prior year
and exceed
State rate
Increase over
prior year and
exceed State
rate
Increase over
prior year
II. We will create an effective, agile, and responsive organization.
Commitment 1: Achieve excellence by delivering a high‐quality education to every student
Commitment 2: Implement the transformative use of technology
Commitment 3: Ensure all students perform at or above grade level in math and reading
Commitment 4: Prepare all students to graduate on time
Austin ISD 2015‐2020 Strategic Plan
Strategic Plan ScorecardReinventing the urban school experience together.
I. All students will graduate college‐, career‐, and life‐ready.
Approved by the Board of Trustees on August 24, 2015 [Tentative Date]
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 9
Strategies Key Actions Responsible Office
a. Adopt a policy that articulates the district's theory of action for
teaching and learning.
Teaching and Learning
b. Ensure that AISD curriculum is aligned to the Texas Essential
Knowledge and Skills (TEKS) and is supported by a coherent
and aligned assessment system.
Teaching and Learning
c. Create an aligned curriculum for core courses, magnet
programs, and Advanced Placement (AP) courses.
Teaching and Learning
d. Include student and stakeholder voice through participatory
curriculum design processes.
Teaching and Learning
e. Develop a process for students to explore and study post‐
secondary career opportunities.
Teaching and Learning
f. Provide a safe, caring, and positive learning culture that
inspires innovation and excellence.
Teaching and Learning
g. Build partnerships with stakeholders that extend student
learning to meet individual student needs.
Finance
h. Provide professional development that promotes cultural
understanding and teacher efficacy.
Teaching and Learning
i. Make available mentoring and leadership opportunities for
every student.
Teaching and Learning
a. Students will have multiple opportunities for flexible,
personalized learning.
Teaching and Learning
b. Ensure that teachers have the tools and understanding needed
to effectively deliver instruction across all content.
Teaching and Learning
c. Provide an array of course offerings and programs to fit
individual student interests.
Teaching and Learning
a. Each student will have access to personalized learning and is
supported by qualified, caring adults.
Teaching and Learning
b. Each student will be actively engaged in learning and is
connected to the school and broader community.
Teaching and Learning
c. Each student will be academically challenged and prepared for
success in college or further study, employment, and
participation in a global environment.
Teaching and Learning
d. Each student will learn in a physically and emotionally safe
environment.
Teaching and Learning, Finance
e. Each student will learn about and practice a healthy lifestyle. Teaching and Learning
1.1 We will individualize
teaching and learning.
Core Belief One: All students will graduate college‐, career‐, and life‐ready.
1.2 We will provide our
students a variety of
unique opportunities for
unlimited learning.
Austin ISD 2015‐2020 Strategic Plan
Reinventing the urban school experience together.
Commitment 1: Achieve excellence by delivering a high‐quality education to every student
1.3 We will provide
services and supports for
every student on every
campus.
5‐Year District Improvement Plan
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 10
Strategies Key Actions Responsible Office
a. Provide immersive, student‐centered, inquiry and problem‐
based instruction to all AISD students.
Teaching and Learning
b. Increase online learning opportunities for students and staff. Teaching and Learning
c. Align professional development technology integration model
and technology deployment.
Teaching and Learning, Finance
d. Deploy new systems and processes for building capacity among
all stakeholders (e.g., Enterprise Resource Planning, curriculum
management, student information).
Teaching and Learning, Finance
e. Adopt a robust technology integration model for
transformational use of technology for teaching and learning.
Teaching and Learning
f. Ensure technology access and equity. Teaching and Learning, Finance
a. Optimize online learning and online learning environments. Teaching and Learning, Finance
b. Update and enhance AISD infrastructure. Finance
c. Promote interoperability of all technology solutions. Finance
a. Optimize new roles to enhance district support for technology
integration and implementation.
Teaching and Learning
b. Promote the role of AISD principal as technology leader. Teaching and Learning
Strategies Key Actions Responsible Office
a. Develop and implement a literacy plan that includes the
science of reading instruction and includes practical
applications of concepts.
Teaching and Learning
b. Provide campus‐level support for implementation of the
balanced literacy model to support students at all ability levels.
Teaching and Learning
c. Provide ongoing, campus‐based professional development that
supports the core instruction, Response to Intervention (RtI),
and curriculum implementation.
Teaching and Learning,
Human Capital
d. Evaluate the dual language program to determine impact on
student achievement.
Human Capital
a. Implement a plan to increase number of students performing
at or above grade level in math.
Teaching and Learning
b. Refine and expand the computational fluency model to
increase student achievement in mathematics and provide
targeted intervention.
Teaching and Learning
c. Support explicit, direct instruction that is systematic,
sequential, and cumulative.
Teaching and Learning
d. Provide ongoing, campus‐based professional development that
supports numerical fluency, problem solving, and curriculum
implementation.
Teaching and Learning,
Human Capital
3.2 We will improve the
numerical fluency and
problem solving skills of
all students.
Commitment 3: Ensure all students perform at or above grade level in math and reading
2.2 We will provide flexible
learning environments.
2.3 We will promote
technology through our
organizational structure.
2.1 We will integrate
technology into curriculum
and instruction.
Commitment 2: Implement the transformative use of technology
3.1 We will improve the
reading and writing of all
students.
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 11
a. Provide varied and substantive support to enhance math and
reading skills in early childhood, pre‐K, and early grade levels
across campuses.
Teaching and Learning,
Human Capital
b. Expand early literacy, early childhood education, and pre‐k
programs and locations.
Teaching and Learning,
Human Capital, Finance
c. Work with campuses to build effective literacy and math
supports and interventions at early grade levels.
Teaching and Learning,
Human Capital
Strategies Key Actions Responsible Office
a. Improve supports to struggling learners by improving
interventions, resources, and training, and articulate these
interventions in curriculum and instructional tools.
Teaching and Learning
b. Ensure successful transitions between campus levels
(elementary to middle school, middle to high school, high
school to post‐secondary).
Teaching and Learning,
Human Capital
c. Identify students with special needs and life circumstances and
ensure that they receive consistent access to curriculum,
appropriate services, and supports.
Teaching and Learning
d. Enhance on‐time graduation supports and dropout prevention
efforts, and create multiple, proven pathways to graduation
and course credit recovery.
Teaching and Learning
e. Strengthen the middle school years experience. Teaching and Learning
Strategies Key Actions Responsible Office
a. Increase civic engagement across campuses. Teaching and Learning,
Human Capitalb. Promote student participation in and support teacher
implementation of community impact projects.
Teaching and Learning,
Human Capital
c. Engage students in authentic problem‐solving experiences to
address and improve issues relating to gang activity, drug
awareness, bullying, and cultural proficiency and inclusion.
Teaching and Learning,
Human Capital
Strategies Key Actions Responsible Office
a. Provide excellent customer service in interactions with schools
and district staff.
Superintendent's Office
b. Provide transparent, accurate, and accessible information. Superintendent's Office
Commitment 5: Develop civically‐engaged students
5.1 We will provide
opportunities for civic
engagement to all
students.
3.3 We will support early
childhood, pre‐K, and
early grade levels to
promote math and
reading for all students.
4.1 We will provide high
quality interventions and
resources to support all
students.
Commitment 4: Prepare all students to graduate on time
Core Belief Two: We will create an effective, agile, and responsive organization.
6.1 Create a positive
organizational culture
that values customer
service and every
employee.
Commitment 6: Create a positive organizational culture that values customer service and every employee
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 12
Strategies Key Actions Responsible Office
a. Improve internal communications. Superintendent's Office
b. Organize central administration to support schools, and enable
campus leadership to focus on the classroom.
Superintendent's Office
c. Continue to develop innovative Professional Pathways for
Teachers.
Human Capital
d. Create a rigorous and scalable pipeline for principals and
assistant principals.
Human Capital
e. Provide and maintain safe schools, facilities, transportation,
and food services.
Finance
Strategies Key Actions Responsible Office
a. Build sustained community partnerships that provide the
resources necessary to support campuses.
Superintendent's Office, Finance
b. Maximize availability of revenue streams/sources for AISD
programs and services through marketing and branding.
Finance
c. Optimize resources (buildings, programs, personnel, etc.) to
ensure they are utilized efficiently and effectively.
Finance
d. Establish new revenue streams at both the district and campus
levels.
Finance
e. Broaden opportunities for local businesses and Historically
Underutilized Businesses to work with the district.
Finance
f. Implement Breakfast in the Classroom initiative effectively in
schools requesting this delivery model.
Finance
g. Create a district property asset portfolio and plan for
acquisition and utilization.
Finance
Strategies Key Actions Responsible Office
a. Support family involvement in the academic success of their
child from early childhood through high school graduation.
Superintendent's Office,
Teaching and Learning
b. Support family inclusion in district decision‐making processes
through a variety of outreach venues.
Superintendent's Office,
Teaching and Learning
c. Increase capacity to provide consistent, quality translation and
interpretation services.
Superintendent's Office,
Teaching and Learning
Commitment 7: Develop effective organizational structures
7.1 We will ensure
organizational capacity.
Commitment 8: Generate, leverage, and utilize strategically all resources
8.1 We will acquire
necessary resources.
Core Belief Three: We will create vibrant relationships critical for successful students and
schools.
Commitment 9: Engage authentically with students, parents/guardians, teachers, and community
9.1 We will actively
involve and value all
families.
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 13
Strategies Key Actions Responsible Office
a. Provide tools for schools to better communicate with families. Superintendent's Office
b. Promote and market the unique culture of each campus that
reflects its safe, caring, and positive learning environment.
Superintendent's Office
c. Stabilize and work toward expanding enrollment throughout
the district.
Superintendent's Office
d. Make available quality, full‐day pre‐K programming and
coordinate pre‐K marketing efforts.
Superintendent's Office
e. Produce a plan for a state‐of‐the‐art website for the district and
campuses.
Superintendent's Office
f. Modify Board transfer policies and practices to address current
student and family needs.
Superintendent's Office
g. Provide opportunities for middle schools and high schools to
showcase their offerings and successes.
Superintendent's Office
Strategies Key Actions Responsible Office
a. Create opportunities for the City and County to share costs
with AISD for shared services.
Superintendent's Office
b. Work with community partners to define, promote, expand,
and market vertical team signature programs.
Superintendent's Office, Finance
c. Promote wrap‐around services to AISD families through the
operation of family resource centers, enhanced campus
staffing, or via community partnership agreements.
Superintendent's Office, Finance
d. Provide access to school‐based and community‐based co‐
curricular and extracurricular education opportunities.
Superintendent's Office,
Teaching and Learning
e. Provide avenues for enhancing the coordination and use of
available community infrastructure.
Superintendent's Office, Finance
f. Develop innovative funding mechanisms and/or operational
strategies to support district functions.
Superintendent's Office, Finance
Commitment 11: Develop and maintain community partnerships
11.1 We will build
relationships with the City
of Austin and other public,
private, and non‐profit
entities.
Commitment 10: Build ownership in AISD among internal and external stakeholders
10.1 AISD schools will be
the premier choice for
families.
WORKING DRAFT, SUBJECT TO REVISION 07/23/2015 Page 14