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80 / 90 / 100% - Updated

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by

Jessica Lotz

on 6 February 2015

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Transcript of 80 / 90 / 100% - Updated

Shelby County Schools has made notable progress
over the past few years:
Student math proficiency has
doubled
since state standards changed in 2010
50%
of schools and teachers achieved Level 4/5 student growth in 2014
iZone schools have achieved
dramatic gains
and are on pace to reach the top 25% in achievement across the state
Our Teacher & Leader Effectiveness work has made SCS
a national leader
in education policy and practice
...But we have a long way to go if we will truly transform education for our students and community by 2025.
Shelby County Schools has made notable progress
over the past few years:
Student math proficiency has
doubled
since state standards changed in 2010
Over 50%
of schools and teachers achieved Level 4/5 student growth in 2014
iZone schools have received local, state and national recognition for
dramatic gains
in priority schools
Our Teacher & Leader Effectiveness work has made SCS
a national leader
in education policy and practice
...But we have a long way to go if we will truly transform education for our students and community by 2025.
The Shelby County Board of Education has endorsed ambitious goals for our students. By 2025:
80%
of seniors will graduate college- or career-ready

90%
of students will graduate on time

100%
of graduates who are college- or career-ready will enroll in a post-secondary opportunity

SCS Strategic Planning Framework
Priority 1: Strengthen
Early Literacy

How will we get there?
Priority 2: Improve Post-Secondary Readiness
Priority 3: Develop Teachers, Leaders and Central Office to Drive Student Success
Priority 4: Expand High-Quality School Options
Priority 1 Goal: 90% of third graders are reading on grade level by 2025
Priority 1: Proposed Strategies
Increase access to high-quality PreK classrooms and monitor quality
Attract and retain strong teachers in early grades
Execute a comprehensive District-wide literacy plan
Leverage family and community partners to increase early literacy efforts
Priority 2 Goals: 90% of high school students graduate on time and 100% of graduates who are college- or career-ready enroll in a post-secondary opportunity
Priority 2: Proposed Strategies
Improve student engagement through access to rigorous prep courses and personalized learning opportunities
Priority 5: Mobilize Family and Community Partners
Priority 3 Goal: 80% of seniors graduate college- or career-ready
Priority 3: Proposed Strategies
Develop leadership pathways for teachers, coaches and school administrators
Create competitive compensation systems to attract and retain classroom and school leaders
Ensure high-quality feedback and evaluation of all staff connected to career development opportunities
Use data deep dives in schools and District offices to drive continuous improvement
Priority 4 Goal: Student market share in SCS will increase 5% by 2025
Priority 4: Proposed Strategies
Implement a common School Performance Framework to communicate school quality
Transition to a student-based funding model
Establish new school models that focus on different career training and specialized learning
Commit to a compact with our charter schools
Priority 5: Proposed Strategies
Improve how we deliver information to parents through multiple communication avenues
Provide ongoing diversity and customer service training to all staff and hold them accountable for service quality
Establish a volunteer hub to connect partners to the District's student mission
How will we hold ourselves accountable for the success of this plan and our student outcomes?
Our 80 / 90 / 100% District Dashboard
Next Steps
1) Align our District budget to the 80/90/100% priorities and goals
2) Set department-level goals that correspond to this strategic plan
3) Finalize plans and timelines for implementation and monitor progress
Our Process
Since our Board approved the 80 / 90 / 100% goals in April, we have:
Hosted 7 community input meetings
Surveyed all SCS employees
Convened working groups of community leaders and employees
Conducted teacher and principal focus groups for educator feedback
Expand career pathways based on workforce demands and student interests
Improve the "early warning" system to intervene with students at risk of dropping out
Provide access to effective college and career counseling and supports such as Tennessee Promise
Build partnerships with business and higher ed communities to improve readiness
Priority 5 Goal: By 2025, we will increase community confidence in the District to 90%
Our Theory of Action: Shelby County's ABCs
We will reach our 80 / 90 / 100% goals by:
Focusing on a few high-leverage
Academic
priorities and empowering educators to deliver higher standards
Improving how we do
Business
with data-driven performance management in a continuous improvement framework
Building strong
Community and Family
partnerships aligned to our goals and strategies
We will build a District-wide performance management culture that:
Operates within a continuous improvement framework using goals-based management
Collects, reports and utilizes data regularly to drive action and decision-making
Aligns goals, people and efforts at the school and District levels to student outcomes
Use data to communicate student needs and recognize successes
Align community partners to common student goals
The Performance Management Cycle
Adapted with permission from the UPD performance management cycle
Full transcript