Jackson HighSchool (Left) andDouglassHighSchool (Right) Class of 2019

WEBUILDING ARE ON OUR APSLEGACY

Strategic Plan 2020-2025 Foreward

On behalf of the Board of Education and , we are excited to share our collective vision for the next five years. THE ENGAGEMENT Our plan, titled “We are APS, Building on Our Legacy,” is about how we come together as a community to achieve our vision of a “high- performing school district where students love to learn, educators PROCESS inspire, families engage, and the community trusts the system.” The plan provides an intentional focus and direction for all of us as we move We want to thank our school district community for your through the next five years. engagement and feedback throughout the development of this strategic plan. This plan represents countless The 2020-2025 strategic plan creates a bold direction for our students hours of feedback from stakeholders around our and families centered on great public schools regardless of the community. Over the past six months, students, families, neighborhood, zip code, or area of the city. This plan is ambitious teachers, staff, leaders, and community members shared because it places equity at the forefront of our work. We want this plan their vision, their hopes, their concerns, and their ideas to serve as an important anchor of our work, focused on improving for the next five years. educational equity for all of our students. This strategic plan outlines the goals we will accomplish Outlined in this plan are a set of equity commitments that provide together, how we will measure progress toward those a framework for staff to address educational equity in specific and goals, and the theory of action to get there. Your 2 impactful ways. This work will drive how we as a district define and feedback, in all the ways the APS community came measure student success, support and elevate teachers, provide schools together to provide it, was invaluable in informing where the resources they need to support every child, and create conditions we are, where we need to go, and what we need to that help students thrive regardless of which school they attend in the consider to get there. district. We are grateful that the APS community shared its Engaged Committees + Internal Employee Groups The strategic plan includes a revised mission, new goals, and priorities experiences to ensure the strategic plan would reflect a focused on improving educational outcomes and opportunities for all diversity of perspectives. This strategic plan for 2020-2025 students. reflects your collective input and recognizes important n priorities needed to achieve our mission and vision. The success of this strategic plan rests on everyone. When all of us work st together to carry out our mission and strategic plan as a community, Hosted 1 our students and graduates will have the tools and resources needed APS Table Talks to have choice-filled lives. Through a caring culture of equity, trust, and 1,200 surveys for parent feedback collaboration, every student will graduate ready for college, career, and life – this strategic plan outlines the vision for this work in 2020-2025. n

Atlanta Board of Education 1,000 engaged stakeholders Atlanta Public Schools attended community conversations Atlanta Public Schools | 2020-2025 Strategic Plan A strategic plan is a roadmap for Now that we have strengthened the an organization. It shows where foundation, our community has made everyone is starting, where they it clear: It is time to close gaps in are headed, and all the possible opportunities between student groups EXECUTIVE pathways to get there. A good and make a common expectation strategic plan keeps us aligned and of excellence accessible to all. APS focused, even if different schools students, teachers, staff, neighbors, SUMMARY take different paths. volunteers, and advocates came together from across the city to The 2015-2020 strategic plan made the provide their perspectives through strengthening of our students, schools, online surveys, principals’ meetings, staff, and system the focus. In that neighborhood gatherings, and a variety plan, we: of other activities to talk about what is 2015-2020 in Review „„Realigned our neighborhoods into working, what needs more work, and collaborative clusters of schools with where we should be focused for the next common signature programs, five years. „„Reorganized our district into a charter FROM FROM FROM system that gives schools greater With a greater focus on understanding flexibility to serve their families and and addressing school needs, we students, and 3 are ready for the next critical step „„Refined our practices, as a district to in preparing every APS student for Neighborhood District Strategic ensure schools can identify and Schools Reorganization Refinement access what they need. college, career, and life. Excellence, equity, ethics, and engagement will That strengthening enabled us to continue to guide our work moving increase our graduation rate to 77.9% forward, we will lead with an equity TO TO TO with a district high of 2,506 on-time lens. The strategic plan will prioritize student graduates in 2019. We are raising the achievement of all students also proud of our investments to begin while minimizing the gaps between Collaborative Charter Improved to address equity-related challenges. different student groups, ensuring School Clusters System School Support For example, APS has improved the access to opportunity across race, facilities infrastructure; implemented gender, household income, and special a more flexible and equitable funding education status. formula; executed a plan to improve chronically under-performing schools; We are committed to using this plan to expanded Pre-K seats; integrated Social guide our collective vision for APS over and Emotional Learning throughout the the next five years.n curriculum, and addressed support and WeAreCommitted practices for special populations. Atlanta Public Schools | 2020-2025 Strategic Plan TITLECLUSTER MAP

9 Clusters

4 52,416 Students 2020 school year projection 91 Schools + Programs

Data as of January 31, 2020

Atlanta Public Schools | 2020-2025 Strategic Plan ABOUT 2,506 APS Class of 2019 Atlanta Public Schools is one of Washington High School, Class of 2019 graduates the largest districts in , serving more than 52,000 students Population throughout Atlanta. APS is organized into nine high school feeder patterns. 72.9% African American The cluster model allows all students 15.9% Caucasian from the cluster elementary schools 7.6% Hispanic to matriculate to the same middle 2.4% Multi-racial and high school. The cluster model ensures continuity for students from 5 Student 1.3% Other kindergarten through grade 12 and South Atlanta High School enables all students to have access to music, arts, foreign language and core academic programs. The cluster 5,294 model also provides opportunities 16 21,215 Total teachers for curriculum alignment, college and GHSA Bus miles traveled 3,217 Traditional career programming (i.e. Science, Middle + per day 2,077 Non-traditional Technology, Engineering, and Mathematics (STEM), International High School 293 Total bus routes Baccalaureate (IB) and College & 32,069 Students transported Athletic Career Prep) as well as strategies Programs focused on student achievement. n 74.4% Students qualify for free or

Data as of reduced lunch WeAreAPS January 31, 2020 Atlanta Public Schools | 2020-2025 Strategic Plan FOUNDATION

Mission Through a caring culture of equity, trust, and collaboration, every student will graduate ready for college, career, and life.

Vision A high-performing school district where students love to learn, educators inspire, families engage, and the community trusts the system.

6 Guiding Principles „„Equity in our approach to decision- making „„Ethics to demonstrate our integrity „„Engagement with our school community „„Excellence in everything we do Burgess-Peterson Academy

Core Values 1. Put students and schools first 2. Commit to teamwork 3. Focus on communication 4. Demonstrate respect for each other 5. Be accountable Long Middle School 6. Act with integrity 7. Embrace and drive change

Atlanta Public Schools | 2020-2025 Strategic Plan WeAreStrong LOOKING AHEAD

APS has made improvements over the past five years that speak to the tremendous hard work, commitment, Primary Areas and growth across district schools. APS has achieved Requiring Our Focus: its highest gains to date in the percentage of students who scored proficient and above across all subjects 3 on the 2019 Georgia Milestones End-of-Grade and End-of-Course Assessments. On all 24 assessments 1 % 3 of the Milestones tests, about a third of our students 75.5 58.8 scored proficient or better. More students – 2,506 Graduation Rate Percentage Points Black Students (2019) English Language Arts of them – graduated on-time from APS in 2019 than 7 Proficient and Above any other year since 2012. All 17 APS schools that

ELA Achievement Gap % (White Students: 84.1% received targeted or partnership support as part of Proficiency and Above, the initial cohort of the APS Turnaround Strategy have 80 Black Students: 25.3% Graduation Rate improved their Milestones proficiency rates since Latino Students (2019) Proficiency and Above) 2016. These outcomes are the result of a focus on strengthening our students, schools, staff, and system Burgess-Peterson Academy Graduation % over the last five years. Graduation93.4 Rate We are proud of these achievements, and we White Students (2019) recognize that access to opportunity and excellence has not been equitably accessible in our district. As we made these gains, we also maintained persistent 2 % academic gaps. Our district cannot celebrate 76 excellence until it can be accessed equitably by all. 8th Grade APS We are committed, as a district family, to focus on Students Not Proficient or the gaps in college and career readiness between Above in Math students groups across our district. n Math

Carver High School, Class of 2019 Atlanta Public Schools | 2020-2025 Strategic Plan We understand that achieving in practices, operations, and educational equity will require actions. Outlined here are our changes to how the district equity commitments that speak EQUITY fundamentally operates so to several focus areas we believe that students have access to are instrumental to creating a more opportunities and resources to equitable school system. This Equity is at the center of achieve their full potential. Over the framework does not identify every the new APS strategic plan years, the district has worked on a opportunity to advance equity but and will guide our work as a number of efforts to address pockets highlights areas in which the board district. The Center for Public of inequities in the system. These and district leadership will focus their Education (CPE) defines equity Carver Early College initial efforts included developing efforts. These commitments identify High School as “when all students receive equitable funding distribution the most pressing concerns and the resources they need so strategies, strengthening the teacher greatest opportunities and create they graduate prepared for workforce, and fostering inclusive a framework for an equity plan that success after high school.” CPE policies and practices that validate allows efforts toward educational also provides the following students of diverse background and equity to be implemented, definition for equality to identities. monitored, modified, and measured contrast that of equity, over the course of the strategic plan. 8 “students are all treated the To support our ongoing efforts to same and have access to improve educational equity and It is not feasible or realistic for us to similar resources.” to improve equity at scale within implement all of these commitments APS Special Olympics the district, the Atlanta Board of at one time. In order to lead with Education working in collaboration equity, we must plan, develop, and with the community and the implement a multifaceted strategic administration has developed an approach that is phased over time. equity policy to serve as a guiding To that end, the district will phase document for improving educational this work over time throughout the equity at APS. course of the 2020-2025 strategic plan and develop a separate and District leaders and staff will use an detailed equity plan to support the equity lens to be more deliberate district’s new equity policy. n Jackson High School, Class of 2019 Class of Jackson High School,

Atlanta Public Schools | 2020-2025 Strategic Plan School Dobbs Elementary WeAreInclusive EQUITY Burgess-Peterson Academy Inman Middle School COMMITMENTS

Leveraging School Improvement Increasing Access to Advanced Expanding Access to Co-Curricular to Advance Equity Coursework and Extra-Curricular Activities We commit to integrating school improvement We commit to increasing access to advanced We commit to expanding access to co- efforts with effective strategies and coursework for historically disadvantaged curricular and extra-curricular activities to interventions to help ensure that all students student groups. historically disadvantaged student groups. can reach their full potential. Addressing Disproportionate Ensuring Equitable Learning Ensuring Equitable Funding Discipline Practices Environments We commit to ensuring available funds are We commit to promote equity in disciplinary We commit to providing safe, welcoming, 9 distributed equitably and appropriately to practices to avoid disproportionate and engaging learning environments for all provide high-quality programming for all enforcement or punishment targeting any students. students and close resource gaps. specific student group. Partnering with Families and Increasing Access to Effective Integrating Social, Emotional, Communities Leaders and Teachers and Academic Practices We commit to partnering with families and We commit to ensuring all students have We commit to a comprehensive approach to communities to address the needs of all access to high-quality leaders and teachers, addressing students’ social, emotional, and students. with a focus on the students with the greatest academic development in order to meet the need. various needs of all students.

Supporting Special Populations Improving Access to High-Quality We commit to implementing targeted Instructional Programming Promoting a culture of strategies to support special populations such and Materials equity: We commit to as English learners, students with disabilities, We commit to using effective instructional and socioeconomically disadvantaged materials in all classrooms so that all students creating a culture of students. have access to high-quality curricula and equity-minded individuals robust signature programming.

Adapted from Aspen Institute and Hanover Research Equity Framework Atlanta Public Schools | 2020-2025 Strategic Plan A theory of action is a statement that outlines an organization’s belief THEORY OF and assumptions in what will lead to long term success and change. The statement articulates how an organization will move from its current state ACTION to its desired future state.

If We … Then … So That … Provide clear Empower and Engage We will assess Every student will information equip schools stakeholders, progress and be attain the skills, and data on to set goals identify success, positioned to act knowledge, and student, school, and priorities and commit to with urgency to tools to succeed and district + to continually + timelines and adjust strategies in college, career, 10 performance improve effective support when schools are and life to support performance strategies chronically under- transparent performing and equitable decision-making

“I have a clear “My school is “My school has “If my school does “My school is preparing understanding of able to address a clear plan and not improve over time, every student for success.” what defines a the unique needs the support it district leadership will high-quality school of students and needs from the engage communities to and how my school the community.” district and the make decisions in the is performing.” community.” best interest of students.”

Atlanta Public Schools | 2020-2025 Strategic Plan WeAreUnderstanding The strategic goals provide guidance for APS leadership in the development of policies and regulations, objectives, strategies STRATEGIC and initiatives to achieve the vision. The following pages communicate APS’ five year strategy. These pages highlight the strategic goals, objectives, and initiatives we will pursue to GOALS close the gap between current and desired performance. All components work together to achieve our strategic vision.

11

Smith Elementary School YWLA Carver Early College High School , Class of 2019

Increase the Percentage Increase the Percentage Increase the Percentage Increase the Percentage & Close the Gaps & Close the Gaps & Close the Gaps & Close the Gaps of students of 8th grade of students of students proficient students achieving on graduating or above proficient or the SAT/ACT in English above in math Language Arts Atlanta Public Schools | 2020-2025 Strategic Plan STRATEGIC PRIORITIES

The district will also align its focus behind four key priorities across Atlanta Public Schools that will close gaps, guide resources and support for schools, and ultimately achieve the strategic goals.

12 We are fostering We are building a academic excellence culture of student 1 for all. 2 support. Elementary School We are closing the gaps Students are attending in access that have schools and learning in disparate outcomes. classrooms that bring We are equipping and empowering leaders and staff. We are identifying and a sense of belonging, We are rallying teachers, staff, volunteers, families, and addressing the needs of inclusiveness, care, joy, 3 community members to create a cohesive coalition of support each student, regardless safety, and collaboration. for each student, investing in their success. Every staff member of background, so The student-centered is given the training support, coaching, and advocacy needed they have the skills, culture fosters being a part to build their skills and raise the bar for excellence. knowledge, and tools to of something bigger than succeed in college and oneself, which leads to a career. sense of responsibility and We are creating a system of support for schools. encourages the well-being By creating effective and equitable processes and systems, and development of each 4 schools are better positioned to address the needs of their student. students and their community. n

Atlanta Public Schools | 2020-2025 Strategic Plan We are fostering academic excellence for all „1„Expand the impact of schools OBJECTIVES that are closing racial and socio-economic achievement gaps by sharing best practices and implementing the program We are building a culture elements that have led to their of student support success „2„Provide services to address the „„Focus on PK-12 literacy and social, emotional, mental, and mathematics behavioral well-being of all „„ Equip students for college and students (e.g. wraparound career readiness across the supports, SEL) PK-12 continuum (eg. signature „„Equitably increase opportunities John Lewis Invictus Academy Boyd Elementary School programming, advanced and participation in enrichment coursework, pathways) (core and extended core) and We are equipping and holistic development based on empowering leaders individual student interest 3 and staff We are creating a system 13 „„Invest in evidence-based 21st „„Attract, grow, support, and retain of support for schools Century school learning the highest quality leaders, „4„ environments, while monitoring Continuously improve service- teachers and staff implementation and focused and responsive support „„ effectiveness Promote adult mindsets that to schools, as well as district- positively impact the pursuit of „„Promote environments that wide operational processes equity and fairness value inclusiveness and „„Adopt an equity-minded timeline „„ Wesley International Charter School collaboration (e.g. students with Partner with families and the for effective support strategies in disabilities, English learners) community to include business each school based on school and non-profit organizations to needs support all schools „„Continuously explore and „„Provide services to improve the consider additional effective engagement and overall well- support and intervention being of all staff strategies „„Create opportunities for „„ actionsDeliberate Continue to enable school-level outstanding staff to stay in APS autonomy for all schools + and expand their reach through „„ Focused Set goals to equitably distribute determination additional leadership roles and maximize resources to =APS Equity schools n Atlanta Public Schools | 2020-2025 Strategic Plan STRATEGIC WORK STREAMS Strategic work streams are comprised of strategic initiatives, projects and programs designed to help the organization achieve its targeted performance through specific actions steps. The strategic work streams provide areas the organization will focus on throughout the duration of the plan to address priorities and goals.

We are fostering academic excellence for all „„Curricular and Instructional Programming With Aligned Professional Learning 1 „„ Non-Proficient Learner Targeted Support 14 „„College and Career Readiness Programming (e.g. Signature Programs, College and Career Academy) „„Early Learning

We are building a culture of student support „„Comprehensive Framework for Whole Child Support „„Enrichment and Holistic Development Expansion Plan 2 „„ English Language Learners (ELL) and Students with Disabilities (SWD) Professional Learning We are equipping & empowering leaders & staff „„District-wide Equity Plan 3 „„High-quality Staff Recruitment and Retention „„Families and Communities Support „„Non-instructional Staff Development We are creating a system of support for schools Whitefoord Early Learning Academy „„District-wide Processes and Systems Improvement 4 „„Roadmap and Framework for Autonomy and Flexibility Atlanta Public Schools | 2020-2025 Strategic Plan PROFILE OF A GRADUATE

Self-reflective & Globally connected Our vision for teaching and learning, exemplified by the Self-directed & characteristics of the APS Profile Goal-oriented of a Graduate, is an exciting step toward preparing each student for their journey into the future, Critical Thinker Fully Engaged and preparing our staff to help & Skilled Learners guide the way. As we prepare Problem-solver each student to graduate ready 15 for college, career, and life, APS will use this Portrait of a Graduate Resourceful & Academically to further define the knowledge, Driven prepared skills, and mindsets expected of our graduates. We believe the profile characteristics are critical skills for engaged citizenship, successful career paths beyond high school, and meaningful community involvement. We are excited to explore how each of the profile characteristics will be demonstrated at different ages. n

Mays High School, Class of 2019 Atlanta Public Schools | 2020-2025 Strategic Plan Atlanta Public Schools Meria J. Carstarphen Superintendent David Jernigan Deputy Superintendent Lisa Bracken Chief Financial Officer Nina Gupta General Counsel Bill Caritj Chief Accountability & Information Officer Skye Duckett Chief Human Resources Officer Larry Hoskins Chief Operating Officer Angela King Smith Chief Engagement Officer

Atlanta Board of Education Jason F. Esteves, Chair At-Large Seat 9 Eshé P. Collins, Vice Chair District 6 Leslie Grant | District 1 Arreta L. Baldon | District 2 Michelle D. Olympiadis | District 3 Nancy M. Meister | District 4 Erika Y. Mitchell | District 5 Kandis Wood Jackson At-Large Seat 7 Cynthia Briscoe Brown At-Large Seat 8

130 Trinity Ave., SW Atlanta, GA 30303 404.802.3500 Perkerson Elementary School