1 FY2014 -2019 Strategic Plan Executive Summary Updated: March 2015 SystemIC Navigation To 201 9 Together - we prepare our students for their future. 2 TABLE OF CONTENTS Foreword – Division Superintendent . 3 School Board Members . 4 I. Executive Summary . 5 II. Overview of the Strategic Plan . 6 o Strategic Management / Planning Model . 7 o SCPS Demographic Profile . 7 o Top 10 Critical Isssues . 8 o Mission, Vision and Core Values . 10 o Strategic Goals, Objectives and Strategies . 11 o Implementation and Monitoring . 18 III. Appendices . 19 A) Roster of FY2014 – 2019 Steering Committee Members . 20 B) Glossary of SCPS Common Strategic Planning Definitions . 23 C) Graphic illustration of Strategic Management Model . 25 3 SUPERINTENDENT’S FOREWORD “Vision without action is merely a dream. Action without vision just passes the time. Vision with action can change the world.” Joel A. Barker The FY2014-2019 strategic plan serves as our school division’s road map to the future. Intentionality in design, implementation and evaluation ensures that we increase our system capacity to achieve, on purpose and at a high level, the goals outlined in the plan. Moreover, it supports the greater probability that “together”, we will indeed create and shape the future of education for our students. Focused and initiated through considerable leadership transition at the division and school board level, the revision and development phase as well as the on-going implementation and evaluation of results has been the business of not only central leadership, but the broader stakeholder community. Spotsylvania County Public Schools takes pride in the comprehensive process and specific contents of the plan, including the targeted balanced scorecard. Yet while the contents are noteworthy, they serve primarily as a compass and guide for current and future action. The more critical endeavor and ultimate challenge remains in the authentic implementation and systematic assessment of the plan. It should be evident internally and externally that the strategic plan compels the system toward effective action. As a school division, we subscribe to one plan that includes clear, measurable priorities as the primary tool in support of highly effective leadership and governance; Keeping the “main thing, the main thing”, the continuous improvement process in the area of teaching and learning is aligned and supported in other areas such as budget development, employee evaluation, professional learning, recruitment and retention, community engagement and safety and security. We face significant challenges as public education leaders and stakeholders, but we are also blessed with extraordinary opportunity and daily inspiration<making a profound difference in the life of each child we are fortunate enough to serve. To that end, plan and process represent our sincere commitment toward reaching the high expectations in support of our students. The Spotsylvania County School Board and I thank the many staff and community volunteers who have actively participated throughout this process. These individuals, as well as many others, will continue to be actively involved as daily we bring the plan to life! Sincerely, S. Scott Baker, Ed.D. Superintendent of Schools 4 Spotsylvania County School Board Fredericksburg, Virginia Left to right: William Blaine (Salem District); Amanda Blalock (Lee Hill District); Erin Grampp (Berkeley District); Ray Lora (Livingston District); Baron Braswell (Vice-chairman, Battlefield District); James Meyer (Courtland District); Dawn Shelley (Chairman, Chancellor District) 5 EXECUTIVE SUMMARY Public education is a complex and forever changing field. The enormity of the contemporary challenges and often daunting nature of the required interventions are incredibly formidable for educators. To effectively remain focused and poised to meet the total needs of all students, it is critical that school divisions routinely reflect, look into the future and analyze the horizons to make sure they are providing the best education possible. In Spotsylvania County, the interest is not just in student achievement, but in establishing a competive advantage that exceeds all others. In February 2012, the superintendent deployed the strategic planning steering committee and charged it with reviewing the existing FY2008-2014 strategic plan and building upon the division’s noteworthy accomplishments. The steering committee was comprised of 44 cross sectional educators and community stakeholders and worked diligently for about fourteen months on the development of the new FY2014 – 2019 strategic plan. The collaborative work of the steering committee, staff and the community yielded the following strategic direction: Mission Statement: Together, we prepare our students for their future. Vision Statement: Spotsylvania County Schools is a leading school division that inspires and empowers all students to become creative thinkers, problem solvers and effective communicators by: Ensuring an engaging and supportive learning environment Providing a broad spectrum of innovative opportunities Building lasting partnerships with the community to educate our students Core Values: . STUDENT CENTERED . LEADERSHIP . ACCOUNTABILITY . CULTURAL PROFICIENCY . EXCELLENCE . EFFECTIVE COMMUNICATION . TEAMWORK . CITIZENSHIP 6 The strategic plan is comprised of three broad overarching goals to be achieved by the end of FY2019 (June 30, 2019): GOAL 1.0 TEACHING & LEARNING Prepare all students to be college and career ready. GOAL 2.0 COMMUNITY ENGAGEMENT & PARTNERSHIPS Family, students, staff and the entire community actively engage to seek resources and to develop opportunities that meet future educational challenges and workforce needs. GOAL 3.0 ORGANIZATIONAL CLIMATE & SCHOOL SAFETY The learning and working environment is safe, caring, healthy and values diversity. Implementation and Monitoring: A set of 15 objectives and several strategies were developed to provide a framework for operationalizing the three goals. The strategic plan was officially implemented in July 2013. Under the leadership of three strategic goal lead facilitators, department heads and directors, action planning teams were deployed and began implementing annual action plans that function to ensure the achievement of the vision by the end of FY2019. The action planning teams developed specific quantitative measures for the respective goals and objectives. The quantitative measures are captured in a division wide balanced scorecard. This scorecard is the division’s performance management system which is used as follows: . To align all activities to the vision and goals of the organization . To improve internal and external communications . To monitor organizational performance against the strategic goals; it is a measurement system; it provides “evidence/proof” of growth and achievement of goals and objectives Annual accountability reports and updates are completed by all schools, departments and offices. In accordance with the systems strategic management model, all activity is monitored on an ongoing basis. Process adjustments, as well as the planning content, are modifed as deemed necessary to optimize outcomes and performance excellence in all areas. OVERVIEW OF STRATEGIC PLAN Strategic Planning / Management Model: An adapted version of Stephen Haines’ Systems Strategic Management Model (Haines, 2005) was selected as the process for developing, implementing and monitoring the strategic plan. 7 The imbedded continuous organizational improvement framework focuses on planning, leadership, people and change. See Appendices (page 26) for an illustration of the model. The six year strategic plan and subsequent action plans are living and breathing documents that are subject to review and modification as deemed necessary to optimize organizational performance and attainment of the division’s vision by the end of FY2019. 2014-2015 Division Profile: (As of October 1, 2014) Budget & Operations: County Population (US Census Bureau 2012 Estimate) 125,684 FY 2013-2014 Operating Budget* $258M FY 2013-2014 Budgeted Per Pupil Expense $9,950 FY 2014-2015 Operating Budget $259M FY 2014-2015 Budgeted Per Pupil Expense $10,165 Number of School Meals Served Daily 17,400 Number of Miles Buses Travel Daily 26,735 *Operating Budget Defined by County includes Debt Service and excludes Food Services, CIP, and Fleet Enrollment & Class Size: Student Body Makeup: Student Enrollment (pre-K through 12): 52% male; 48% female 23,817 60.97% white; 17.49% black; 12.92% Hispanic; Grades K-2 Average Class Size: 21.5 2.49% Asian; 5.72% other Grades 3-5 Average Class Size: 23.1 Gifted education students: 12.56 % Grades 6-8 Average Class Size**: 25.7 Special education students: 11.5% Grades 9-12 Average Class Size**: 23.8 ESOL students: 3.69% Languages spoken: 240 ** Based on core classes and PE Students Receiving Free or Reduced Priced Meals: 35.11% School Facilities & Technology: 17 Elementary Schools (pre-K through 5) 7 Middle Schools (6-8) 5 High Schools (9-12) Academic Statistics: 1 Alternative Learning Center Based on 2014 Graduates 1 Career Technical Center Interactive White Board in All Classrooms AP & Dual Enrollment courses offered 27 All Buildings Wi-Fi Accessible Students earning a passing score on AP Exams 61.3% Staff: Advanced Studies Diploma 57.64% Teachers: 1,717 Graduates Pursuing Higher Education 85% 98.72% of teachers are "highly qualified" Average Reading SAT Score 507 according to No Child Left