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Strategic Plan

Strategic Plan

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Strategic Plan

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  1. Learning… Leading… Succeeding Strategic Plan Navasota Independent School District Navasota Independent School District

  2. Mission Statement 3 • Superintendent Statement 4 • Board of Trustees 5 • Strategic Committee Members 7 • Needs Assessment Summary 9 • Strategic Plan - Goals and Objectives 11 • Strategic Plan - Actions 13 • Appendix I - NCLB Goals 35 • Appendix II - Flow Chart 36 • Appendix III - Needs Assessment 37 Table of Contents Strategic Plan - Table of Contents

  3. Navasota Independent School District, in partnership with students, parents, and community members, dedicates its efforts to creating a passion for excellence.  As a multi-cultural, professional community, the district provides equitable experiences for students to participate in a rigorous curriculum using the latest technology in premier facilities. With stability from the past and a vision for the future, students are prepared to excel in a progressive and changing world.  Navasota ISD Council of Presidents Learning…Leading…Succeeding Mission Statement Strategic Plan - Mission Statement

  4. Education is part of the foundation that each person needs to be successful in all aspects of life. It is a multilayered process that requires focusing a variety of resources toward the singular goal of helping students to reach their maximum potential. Through the strategic planning process, Navasota Independent School District, in partnership with the community it serves, is seeking to establish clear goals and objectives to guide its mission to provide students a high quality education through strong instruction, a rigorous curriculum, and opportunities outside the classroom to realize academic, social, and personal growth. This plan represents months of collaborative work among school district faculty, staff, and the greater Navasota ISD community. It provides the direction for the district’s instruction, curriculum, training, budgeting, staffing, and community partnerships for the next five years and establishes the priorities by which all decisions regarding the operations of this school district can be measured. It is the ultimate goal of Navasota ISD, as a multicultural, professional learning community, that all students become “prepared to excel in a progressive and changing world” (NISD Council of Presidents, 2007). Superintendent of Schools Rory S. Gesch Superintendent of Schools Strategic Plan - Superintendent Statement

  5. Board of Trustees Navasota ISD Board OF Trustees (seated from left) Phillip Cox, John Price, and Marilyn Bettes; (standing from left) Danny Kniffin, Hollis Hood, Don Lemon, and Kevin Clark Strategic Plan - Board of Trustees

  6. What is a Strategic Plan? A long-range planning process that allows organizations to take an objective look at their present status, utilize data to make decisions about future needs and solutions, prioritize those needs, and evaluate future actions based on identified criteria.  Why is a Strategic Plan Needed? • Provides and maintains a long-term focus on organizational priorities. • Encourages input from stakeholders within the organization. • Requires the organization to evaluate its work based on specific outcomes. • Identifies priorities that are aligned with the organizational vision. • Provides information that is vital in determining short and long-term use of organizational resources. • Serves as a communication tool for staff members, parents, and the community at large. Strategic Planning Strategic Plan - Explanation

  7. Core Group Rory S. Gesch - Superintendent of Schools Dr. Denise Morgan - Director of Human Resources Ronnie Gonzalez - Director of Technology Scott Singletary - Director of Finance Amy Jarvis - Navasota High School Principal Jim Russell - Navasota Junior High School Principal Cindy DeMott - Navasota Intermediate School Principal Leah Russell - High Point Elementary School Principal Bill Murray - John C. Webb Elementary School Principal Susan Boudreaux - Director of Special Education • Auxiliary Group • Libby Bailey - Student Assessment Coordinator • Dr. Dawn Marie Baletka - Director of Grant Services • Sharon Finke - Vocational Teacher • Modesta Flores - Instructional Assistant • Linda Heathcott - Junior High Science Teacher • Melody Hudspeth - Navasota Junior High School Assistant Principal • Bill Irvine - Navasota High School Counselor • Detra Johnson - District Math Coordinator • Donell Litzenberg - Elementary Teacher • Cindy Martin - Campus Technology Specialist • Melissa Murray-Paez - Director of Child Nutrition • Natalie Nobles - Fine Arts Teacher • Scott Powers - Technology/Communications Coordinator • Geraldine Williams - Intermediate Teacher Strategic Committee Members Strategic Plan - Committees

  8. Student Learning • Detra Johnson Leah Russell • Susan Boudreaux Rory Gesch • Melody Hudspeth • Natalie Nobles Scott Powers • Community & Parent Involvement • Bill Irvine Bill Murray • Modesta Flores Ronnie Gonzalez Geraldine Williams • Quality Staffing • Amy Jarvis Dr. Denise Morgan Libby Bailey Sharon Finke Linda Heathcott Melissa Murray • Resources & Facilities • Jake George Jim Russell Dr. Dawn Marie Baletka Donell Litzenberg Cindy Martin Scott Singletary Strategic Committee Members Strategic Plan - Committees

  9. Findings By Themes (Focus Groups and Surveys) - October, 2009 Communication The need for open and consistent communication between school/home, school/community, community/school board and across campus and district sites was expressed by all stakeholder groups. Community Interdependence Since Navasota ISD includes multiple communities within Grimes County, community interdependence is a complex concept with many opportunities for collaborative efforts between schools and the communities the district serves. Consistency The problems that result from inconsistency and instability of staff and programs were highlighted along with the needed benefits that would result from more consistency in identified areas. Diversity Although some participants view diversity as an asset, many others view diversity as the source of continuing educational challenges and issues. Facilities Both short-term and long-term facilities issues were described based on instructional needs of students and potential population growth patterns. CONTINUE… Needs Assessment Summary Strategic Plan - Needs Assessment

  10. Parent Involvement All groups mentioned the need for improved communication at all levels with parents and greater involvement of parents in their child’s education. Resources There is a need to expand the financial and educational resources that support learning and student success. Retention of Students and Staff There were consistent concerns regarding the retention of staff and administrators as well as the loss of students to other districts. Student Engagement Success for all students is a unifying theme highlighting the degree of student engagement that will produce a high quality graduate. Needs Assessment Summary Strategic Plan - Needs Assessment

  11. Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s imagination, curiosity, and talents in order to produce a high quality graduate. Student Learning Actions Objective 1.1: Create and implement a district-wide curriculum and instructional model which incorporates research-based, practices and programs that meet the needs of all learners. Objective 1.2: Increase the effectiveness and consistency of the ancillary/support programs and interventions to improve student learning. Objective 1.3: Eliminate the disproportionate representation of identified student groups in instructional settings and programs. Objective 1.4: Provide opportunities for all students so that attendance rates increase, the number of discipline referrals are reduced, and the number of student drop-outs decreases. Community & Parent Involvement Actions Goals & Objectives Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.1: The district will gather baseline data to determine the level of inclusion and participation of all groups within the community. Objective 2.2: The school district will create a positive perception of Navasota ISD by engaging parents in their children’s education. Objective 2.3: The school district will provide methods for parents to actively support learning in the school environment. Objective 2.4: The school district will develop outreach activities to serve the families, businesses, and community of Navasota Independent School District. Strategic Plan - Goals & Objectives

  12. Quality Staffing Actions Goal 3: Employ and retain highly qualified staff. Objective 3.1: Employ 100 percent highly qualified staff that meet district, state, and federal guidelines. Objective 3.2: Retain staff within the district at a retention rate above 90 percent. Objective 3.3: Develop and implement a professional development plan to meet the needs of staff to positively impact student learning. Resources & Facilities Actions Goal 4: Ensure appropriate distribution, application, and evaluation of available resources. Objective 4.1: Evaluate district and campus expenditures in order to ensure efficient and effective use of funds. Objective 4.2: Increase physical technology and capability on each campus. Goals & Objectives Strategic Plan - Goals and Objectives

  13. Actions

  14. Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.1: Create and implement a district-wide curriculum and instructional model which incorporates research-based practices and programs that meet the needs of all learners. NCLB Goal(s): 1 Justification: Curriculum Audit 2006 - Recommendation 3, Board Policy EG (Local) Strategic Plan Actions - Working Document

  15. Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.1: Create and implement a district-wide curriculum and instructional model which incorporates research-based practices and programs that meet the needs of all learners. NCLB Goal(s): 1 Justification: Curriculum Audit 2006 - Recommendation 3, Board Policy EG (Local) Strategic Plan Actions - Working Document

  16. Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.1: Create and implement a district-wide curriculum and instructional model which incorporates research-based practices and programs that meet the needs of all learners. NCLB Goal(s): 1 Justification: Curriculum Audit 2006 - Recommendation 3, Board Policy EG (Local) Strategic Plan Actions - Working Document

  17. Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.1: Create and implement a district-wide curriculum and instructional model which incorporates research-based practices and programs that meet the needs of all learners. NCLB Goal(s): 1 Justification: Curriculum Audit 2006 - Recommendation 3, Board Policy EG (Local) Strategic Plan Actions - Working Document

  18. Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.2: Increase the effectiveness and consistency of the ancillary/support programs and interventions to improve student learning. NCLB Goal(s): 3, 4 Justification: Strategic Planning Focus Group Data - Consistency Strategic Plan Actions - Working Document

  19. Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.2: Increase the effectiveness and consistency of the ancillary/support programs and interventions to improve student learning. NCLB Goal(s): 3, 4 Justification: Strategic Planning Focus Group Data - Consistency Strategic Plan Actions - Working Document

  20. Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.3: Eliminate the disproportionate representation of identified student groups in instructional settings and programs. NCLB Goal(s): 2, 5 Justification: Strategic Planning Focus Group Data - Diversity Strategic Plan Actions - Working Document

  21. Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.4: Provide opportunities for all students so that attendance rates increase, the number of discipline referrals are reduced, and the number of student drop-outs decreases. NCLB Goal(s): 4, 6 Justification: Strategic Planning Focus Group Data - Student Engagement Strategic Plan Actions - Working Document

  22. Navasota ISD Strategic Plan Community & Parent Involvement Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.1: The district will gather baseline data to determine the level of inclusion and participation of all groups within the community. NCLB Goal(s): N/A Justification: Focus Group Data - Community Interdependence and Diversity Strategic Plan Actions - Working Document

  23. Navasota ISD Strategic Plan Community & Parent Involvement Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.2: The school district will create a positive perception of Navasota ISD by engaging parents in their children’s education. NCLB Goal(s): N/A Justification: Focus Group Data - Communication Strategic Plan Actions - Working Document

  24. Navasota ISD Strategic Plan Community & Parent Involvement Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.3: The school district will provide methods for parents to actively support learning in the school environment. NCLB Goal(s): N/A Justification: Focus Group Data - Parent Involvement Strategic Plan Actions - Working Document

  25. Navasota ISD Strategic Plan Community & Parent Involvement Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.4: The school district will develop outreach activities to serve the families, business, and the community in the Navasota ISD community. NCLB Goal(s): N/A Justification: Focus Group Data - Community Interdependence Strategic Plan Actions - Working Document

  26. Navasota ISD Strategic Plan Community & Parent Involvement Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.4: The school district will develop outreach activities to serve the families, business, and the community in the Navasota ISD community. NCLB Goal(s): N/A Justification: Focus Group Data - Community Interdependence Strategic Plan Actions - Working Document

  27. Navasota ISD Strategic Plan Quality Staffing Goal 3: Employ and retain highly qualified staff. Objective 3.1: Employ 100 percent highly qualified staff that meet district, state, and federal guidelines. NCLB Goal(s): 3 Justification: Elementary and Secondary Education Act Strategic Plan Actions - Working Document

  28. Navasota ISD Strategic Plan Quality Staffing Goal 3: Employ and retain highly qualified staff. Objective 3.1: Employ 100 percent highly qualified staff that meet district, state, and federal guidelines. NCLB Goal(s): 3 Justification: Elementary and Secondary Education Act, Focus Group Data - Diversity Strategic Plan Actions - Working Document

  29. Navasota ISD Strategic Plan Quality Staffing Goal 3: Employ and retain highly qualified staff. Objective 3.2: Retain staff within the district at a retention rate above 90 percent. NCLB Goal(s): 3 Justification: Academic Excellence Indicator System, Focus Group Data - Retention Strategic Plan Actions - Working Document

  30. Navasota ISD Strategic Plan Quality Staffing Goal 3: Employ and retain highly qualified staff. Objective 3.3: Develop and implement a professional development plan to meet the needs of staff to positively impact student learning. NCLB Goal(s): 3 Justification: NISD Board Policy EG (Local) Strategic Plan Actions - Working Document

  31. Navasota ISD Strategic Plan Resources & Facilities Goal 4: Ensure appropriate distribution, application, and evaluation of available resources. Objective 4.1: Evaluate district and campus expenditures in order to ensure efficient and effective use of funds. Justification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities NCLB Goal(s): N/A Strategic Plan Actions - Working Document

  32. Navasota ISD Strategic Plan Resources & Facilities Goal 4: Ensure appropriate distribution, application, and evaluation of available resources. Objective 4.1: Evaluate district and campus expenditures in order to ensure efficient and effective use of funds. Justification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities NCLB Goal(s): N/A Strategic Plan Actions - Working Document

  33. Navasota ISD Strategic Plan Resources & Facilities Goal 4: Ensure appropriate distribution, application, and evaluation of available resources. Objective 4.2: Increase physical technology and capability on each campus. Justification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities NCLB Goal(s): N/A Strategic Plan Actions - Working Document

  34. Appendices

  35. All students will achieve high academic standards by attaining proficiency or better in reading and mathematics by the 2013-2014 school year. Highly qualified teachers will teach all students. All students will be educated in schools and classrooms that are safe, drug free, and conducive to learning. All limited English proficient students will become proficient in English. All students will graduate from high school. Appendix I - No Child Left Behind Goals Strategic Plan - Appendices

  36. Date: August 10, 2009 Group: Core Team & Auxiliary Team Task: Initial administrator team meeting (charter, beliefs, mission statement) Designation, role and responsibilities of DIP designee Date: September 2, 2009 Group: Core Team Task: Revision of charter, vision statement, begin communication plan, design survey monkey Dates: October 1-2, 2009 Group: Focus Groups (Principals, teachers, community, Board) Date: December 8, 2009 Group: Core & Auxiliary Teams Task: Approval of long-range goals, sub-committee assignments, charters, timelines, structure Date: November 10, 2009 Group: Core Team Task: Review data, identify beliefs, and prepare long-range goals Consultant Data Analysis (1 day) Appendix II - Flow Chart Date: January 20 & February 24, 2010 Group: Core Task: Review sub-committee meetings Date: March 31, 2010 Group: Core & Auxiliary Teams Task: Review and revision of district plan and communication plan Date: April 1, 2010 Group: Core & Auxiliary Teams Task: Board Report Strategic Plan Core Team: Principals and designated central office staff will be the primary participants in the development of the two identified plans. Strategic Plan Auxiliary Team: This diverse cross section of selected central office and campus staff members will be responsible for drafting a vision statement for Navasota ISD. They will be kept informed of progress on the district strategic plan and communication plan as the year progresses. Strategic Plan - Appendices

  37. Strategic Planning • The NISD Strategic Plan will be developed for 2010 through 2014 and will include processes for monitoring and evaluating the plan. The NISD Needs Assessment was conducted during October 2009 and will be used by the Strategic Plan committees to develop goals and action plans. • Goals for Strategic Plan • Develop a multi-year Strategic Plan that identifies the vision and long and short-term goals for Navasota I.S.D. • Develop a Communication Plan that will be a component of the Strategic Plan. • Develop and utilize a process for the development of the Strategic Plan. • Gather information from all stakeholders through the use of focus groups and community/staff surveys. • Create and monitor sub-committees to focus on specific goals and action plans. Appendix III – Needs Assessment CONTINUE… Strategic Plan - Appendices

  38. Needs Assessment Process Part 1: Focus Groups Purpose: Small groups were invited to share their thinking about what NISD should plan for the future. Process: Each small group engaged in a focused discussion with one consultant facilitating the process and two consultants scribing the statements. The names of individuals were not recorded or reported with comments. All seven one-hour focus groups responded to the same questions: “During the past year, what are examples of successes that make NISD shine? Why do you believe this is so?” “What single change would make NISD more successful for all—students, staff, parents, and the community?” “What are the most critical priorities the district should address short-term? Long term?” Outline: The focus groups were held between October 1 and October 10: Individuals received invitations to join one of the following groups. The actual number who participated is shown in parenthesis after each one. Group 1 - High School Students (10) Group 2 - AP’s, Academic coordinators, Counselors (21) Group 3 - Teachers (23) Group 4 - Parents (6) Group 5 - Community (2) Group 6 - Non Instructional Staff (13) Group 7 - Board of Trustees (6) CONTINUE… Strategic Plan - Appendices

  39. Part 2: Survey • Purpose: Provide self-initiated and extended opportunities for additional staff, parents and community members to be involved in the needs assessment process. • Process: • On-line survey and paper copies were available to all NISD stakeholders from Oct. 2 to October 30. • On-line survey provided on Navasota ISD website in both English and Spanish. • Paper copies were available at all school sites and the administration building • Survey was developed by the Core Team and consultants. • Outline: • 129 participants took the survey. The survey data from both English and Spanish were combined and the analysis reflects both surveys • 117 took the survey on-line in English • 12 returned paper surveys • 5 of the 129 took the survey in Spanish • The participants represented the following: • Educators/Employees - 49 • Parents/Caretakers - 60 • Community - 36 • Former Students - 2 • Board Member - 1 • Part 3: Analysis of the Focus Groups and Survey • The consultants analyzed the Focus Group statements and Survey comments by identifying, labeling and sorting the comments into major themes. The consultants analyzed the survey multiple choice questions using the Survey Monkey analysis component and generated a graph for each survey question. The key ideas were summarized for this report. CONTINUE… Strategic Plan - Appendices

  40. Results: Celebrations 2008-2009 (Focus Groups and Surveys) • The participants generated multiple examples of celebrations involving students, staff, schools, and the district reflecting growing optimism about the district’s capacity to meet current challenges. • Communication • The district has focused on improved communication through the increased use of technology within and outside the district including the Superintendent’s blog, lesson plans on-line, the district bi-weekly letter and expanded campus use of web sites. • Community Interdependence • NISD staff, parents and community members worked together to successfully host the Special Olympics and to support the Back Pack Program for Needy Children. • Consistency • The district has provided a more consistent instructional framework through the use of C-SCOPE and training on the 5-E delivery model. • Diversity • The district is addressing the need for greater diversity through the hiring of more African-American administrators at both the campus and district levels. • Resources • The district has increased its acquisition of grants to support PK, libraries, technology and history programs. • Support of the district’s educational foundation continues to make a difference and support of businesses for student scholarships also has increased. •  All stakeholder groups described increased excitement about and success with the new technologies and training being offered within the district. CONTINUE… Strategic Plan - Appendices

  41. Retention of Students and Staff District morale has been improved through the increased campus visibility and support of the new interim superintendent and the hiring of the new high school principal. Student Engagement The district’s improved performance has been highlighted through rising test scores on campuses and two identified exemplary schools. NISD has experienced increased student participation and success in both academic and extra-curricular activities including state science fair, national history fair, athletics, band and other UIL activities. CONTINUE… Strategic Plan - Appendices

  42. Results: Findings By Themes (Focus Groups and Surveys) • Communication • The need for open and consistent communication between school/home, school/community, community/school board and across campus and district sites was expressed by all stakeholder groups. The following considerations were noted: • Develop a 3-5 year strategic plan driven by board goals and aligned with a shared vision, clearly defined objectives, monitoring processes and evaluation.  • Promote active participation of parents, staff, and other stakeholders in both the preparation and review process of aligned campus and district plans.   • Examine ways to better communicate through technology and media outlets including academic programs, monthly calendars, successes, and celebrations within the district to create a positive community perception of NISD. • Create an environment that encourages two-way consistent and responsive communication between home and school to diffuse problems and build trust. • *For additional stakeholder perspective see survey graphs 5-8. • Community Interdependence • Since NISD includes multiple communities within Grimes County, community interdependence is a complex concept with many opportunities for collaborative efforts between schools and the communities the district serves. The following considerations were noted: • Identify a set of common goals shared by the school district and the communities within Grimes County so that • The community derives economic and quality of life benefits from the district for all community members; and • Students benefit from community support. • Increase open access of schools for families and provide methods for them to actively support learning during the school day. • Continue to develop the accessibility of and opportunity for services and programs for students outside the school day/year. (Example: after school programs or child care at a variety of locations.) • Utilize the school as a setting to support parents and community members in areas needed for their own personal and professional growth. (Examples: ESL classes, computer training classes) CONTINUE… Strategic Plan - Appendices

  43. Consistency • The problems that result from inconsistency and instability of staff and programs were highlighted along with the needed benefits that would result from more consistency in identified areas. The following considerations were noted: • Continue district focus on instructional technology, leading to integrated teacher and student use in the classrooms.  • Continue district focus on curriculum and instructional delivery through use of research-based, successful practices and programs.  • Engage in follow-up and evaluation of processes and programs within the district to ensure effective and efficient use of funds, staff, facilities and materials. • Continue district focus on vertical and horizontal alignment of curriculum to ensure consistent instruction across grade levels and improve success for students as they move from one grade level to another. • Hire and retain qualified educational staff to ensure long-term consistency and understanding of the district as it relates to increased district success. • Diversity • Although some participants view diversity as an asset, many others view diversity as the source of continuing educational challenges and issues. The following considerations were noted: • Address the issue of unequal representation of identified student groups in instructional settings. (Examples: African American/Hispanic students in Gifted or AP classes; low socio-economic/ minority groups in Special Education) • Increase the diversity in staff members to reflect the district/campus student population. • Provide targeted professional development for staff members to increase understanding and acceptance of diverse student populations including economically disadvantaged and second language students. • Identify processes that enhance the inclusion of diverse communities within NISD. • *For additional stakeholder perspective see survey graphs 10-11. CONTINUE… Strategic Plan - Appendices

  44. Facilities • Both short-term and long-term facilities issues were described based on instructional needs of students and potential population growth patterns. The following considerations were noted: • Conduct a demographic study and a facilities study to create a long range facilities plan that addresses: • Infrastructure for specialized courses such as CATE • Technology infrastructure • Appropriate school building locations for specific grades • Needs for future bond issues • Address current maintenance issues at individual schools or in individual programs. • *For additional stakeholder perspective see survey graphs 3-4. • Parent Involvement • All groups mentioned the needs for improved communication at all levels with parents and greater involvement of parents in their child’s education. The following considerations were noted: • Create an environment where parents and teachers work together as a team; parents hold their students accountable for school success and teachers work with parents to support students as they engage in the learning process. • Utilize varied communication tools to engage parents recognizing that some parents have limited access to technology and phones. • Develop age-appropriate parent training programs beginning in early childhood through the high school setting which allow parents to develop needed skills to support their children. • Acknowledge community demographics with parental support of transportation, childcare and direct one-on-one meetings as needed to facilitate Parent/Teacher meetings. • *For additional stakeholder perspective see survey graphs 3-8. CONTINUE… Strategic Plan - Appendices

  45. Resources • There is a need to expand the financial and educational resources that support learning and student success. The following considerations were noted: • Research and identify alternative funding sources and possibilities for future funding growth. • Examine current practices and prioritize the distribution of resources across programs, classrooms, schools, and student needs to provide appropriate materials, equipment and class size for greater equity.  • Provide training and staffing to promote the physical and emotional health, safety and responsible choices of students. (Examples: psychological support, nurse training in CPR, drug and alcohol prevention) • Continue to expand the access of students to tutoring and the number of tutoring programs to meet individual and school performance needs. • Improve the effectiveness of professional development especially for new teachers, initiative implementation, and individual student needs. • *For additional stakeholder perspective see survey graph 12. • Retention of Students & Staff • There were consistent concerns regarding the retention of staff and administrators as well as the loss of students to other districts. The following considerations were noted: • Hire and retain a superintendent, upper administration and campus administrators in order to create a sense of stability and consistency among the educational staff, students and the community. • Evaluate the existing structures and determine the need for a competitive pay scale for both certified and non-certified staff in order to maintain long-term highly qualified personnel. • Provide staff with alternative incentives/benefits to create an environment through which they feel appreciated and valued. (Examples: daycare center, retention bonus) • Increase community awareness of NISD successes in order to retain student population from elementary through secondary. • *For additional stakeholder perspective see survey graph 9. CONTINUE… Strategic Plan - Appendices

  46. Student Engagement • Success for all students is a unifying theme highlighting the degree of student engagement that will produce a high quality graduate. The following considerations were noted: • Institute differentiated instruction into the district’s delivery system to provide more individualized/small group instruction to meet the needs of students at all academic levels and increase student success. • Increase the level of preparation for college-bound students through AP and dual credit courses. • Improve career programming to ensure that students have multiple opportunities to adequately prepare for tomorrow’s work force. • Provide opportunities for all students to increase their motivation through incentives, mentoring programs and other research-based practices. • Focus on relevant content and delivery for all students to increase interest, challenge and success levels. • Recognize and address the need for a rigorous academic foundation for all students upon which they can build and celebrate success in extra and co-curricular activities. • Foster a positive, supportive relationship between and among students, faculty and administration. • *For additional stakeholder perspective see survey graphs 3-4 and 10-11. CONTINUE… Strategic Plan - Appendices

  47. Results of Survey Questions 1-12 • The numeric numbers for each graph reflect the raw data. • Noted below each graph is an example or clarification for interpretation of each graph. • Ex: 60 of the 128 respondents were parent/caretakers. Answered : 128 Skipped : 1 CONTINUE… Strategic Plan - Appendices

  48. Ex: Respondents who identified themselves as parent/caretaker in question 1 marked the school their child attended. They could identify more than one school. (Ex: 28 participants had a child that attended Navasota Junior High School). CONTINUE… Strategic Plan - Appendices

  49. For questions 3 & 4 participants could check more than one box. (Ex: 60 participants indicated that NISD is doing a good job in technology usage.) CONTINUE… Strategic Plan - Appendices

  50. CONTINUE… Strategic Plan - Appendices