Management Plan2014-2020

achieving results. advancing dreams.

It’s BIG. It’s BOLD. It’s About Autonomy, Equity and the Future.

ABOUT THE PLANOn September 9, 2014, the Board of Education passed a new strategic plan for the Minneapolis Public Schools, Acceleration 2020. This plan includes a mission, vision, values, and six goal areas with associated performance measures and targets. Acceleration 2020 established WHAT the district will achieve.

The details about HOW the district will achieve Acceleration 2020 goals are codified in the ‘Management Plan 2014-2020.’ The Management Plan was created by district staff, in consultation with parents, students and community partners. It is grounded in the latest research as well as lessons learned from the previous district strategic plan and draws from K-12 and industry best practices from around the country.

The Management Plan includes key strategies for each goal as well as focus areas under each strategy to provide a robust sense of the direction the district will take through the life of the plan. Specific activities and resource priorities to ensure these strategies are fully implemented will be identified by district leadership on an annual basis in alignment with this plan. Each goal has an assigned ‘goal owner’ who is responsible for coordinating the work and tracking progress of their goal area. For details on the plan, visit http://www.mpls.k12.mn.us/strategic_plan.

IMPROVED STUDENT

OUTCOMESEQUITY

STUDENT, FAMILY &

COMMUNITYENGAGEMENT

EFFECTIVETEACHERS,

SCHOOL LEADERS AND

STAFF

STEWARDSHIPRESOURCES

FOR STUDENTS AND SCHOOLS

We exist to ensure that all students learn. We support their growth into knowledgeable, skilled and confident citizens capable of succeeding in their work, personal, family, and community lives into the 21st century.

OUR MISSION

OUR VISIONEvery Child College and Career Ready

THEORY OF ACTIONSchools as the Unit of Change

Read more about the plan at: www.mpls.k12.mn.us/strategic_plan

SPECIFIC PERFORMANCE MEASURES TRACK OUR PROGRESS

goal 1: improved student outcomes and goal 2: equity

Goal owners: Chief of Academics, Leadership, and Learning

• Develop the frameworks, practices and materials to deliver culturally relevant,standards-based instruction in reading, and to support language development inpre-k through 5th grade students.

• Ensure instructional staff develop the language use, vocabulary, readingcomprehension and content knowledge of students in grades 6-12 and in adulteducation, in all content areas, using literacy strategies, critical reading strategiesand writing across the curriculum.

• Employ a multi-tiered system of supports (MTSS) that provides differentiated,universal core instruction (e.g., academic, social, emotional and behavioral), astructured problem solving process, and progressively more intense andindividualized, evidence-based interventions and/or supports that address barriersand increase the rate of learning for all students.

• Work collaboratively, to analyze sets of data (e.g., data team structure, PLC)using an equity-based protocol, to inform actions that accelerate studentoutcomes.

• Develop the data literacy skills, as well as the subject area content and childdevelopment knowledge, to effectively analyze and act on student data.

• Ensure students have access to, and are supported in pursuing, options for work-based learning, including workforce training, certificate programs and entry-level,credit-bearing college courses.

• Ensure students have options for multiple pathways to graduation that meet theirindividual needs such as dual enrollment, PSEO, credit recovery, communitybased GED and literacy programs, and online learning.

KEY STRATEGY: Provide quality core instructionFocus areas:

KEY STRATEGY: Ensure use of inclusive practicesFocus areas:

• Ensure all students, including students with special needs; English Learnersand Advanced Learners receive full and meaningful access to coreinstruction within the general education classroom.

• Ensure instructional and support staff put systems in place to ensureeffective use of language and learning scaffolds, flexible grouping,differentiation, and personalized learning to meet students’ individualneeds.

• Ensure students have the knowledge, skills, and support they need tosuccessfully transition, academically and socially/emotionally, to newschools and grade levels, such as the transition from early childhood tokindergarten, from elementary to the middle grades, and from the middlegrades to high school.

NOTE: The work of these two goals is so interconnected that a single, consolidated management plan has been built to articulate the strategic academic work of the district through 2020. This part of the plan is built on the philosophy that excellence in core teaching and learning is what will ensure achievement in every classroom and for every student.

KEY STRATEGY: Support student innovation and develop 21st century skills

Focus areas:

• Target and prioritize innovation efforts and practices that eliminate theopportunity gap and lead to academic growth for diverse and at-riskpopulations.

• Infuse technology in the classroom to support increased collaboration, creativityand personalization, and to provide students with 21st century skills andknowledge.

KEY STRATEGY: Promote culturally and linguistically responsive practices Focus areas:

• Ensure schools have systems in place to support student engagement, and tomonitor and positively respond to student engagement/behavior concernsincluding, but not limited to, providing direct SEL instruction andimplementing alternatives to suspension and restorative practices.

• Ensure all high schools will offer a series of ethnic studies courses to providemore relevant learning experiences for students of color and to increase allstudents global/cultural competence.

• Establish culturally responsive pedagogy core competencies for allinstructional staff and principals aligned with student achievement data.

• Increase experiences that promote and value bilingualism, biliteracy andglobal competence.

• Increase access to high quality early childhood programming forprekindergarten students who are at-risk for not being ready for kindergarten.

KEY STRATEGY: Ensure effective implementation and monitoring Focus areas:

• Create systems and structures to ensure schools effectively implement keyacademic strategies aligned with strategic plan.

• Support and monitor implementation of key academic strategies aligned withstrategic plan.

• Implemented additional district supports for High Priority and Focus Schools.

goal 3: STUDENT, FAMILY, AND COMMUNITY ENGAGEMENT Goal owner: Chief of Staff

• Provide welcoming and supportive environments for families to acquirenecessary information, knowledge, and skills to support the education oftheir students at home and at school.

• Provide parents with the opportunities to comply with State, Federal andDistrict regulations regarding family involvement (e.g., Title-1,Compensatory, WBWF, Site Council Policy).

• Provide opportunities for students to actively lend their voices to theirleadership, learning and college/career readiness.

• Improve the selection and accessibility of district wide and co-curricularstudent activities that foster proportional access as well as academic andsocio-emotional success.

• Establish effective school-to-home and home-to-school communication.

• Implement evaluation models and data collection strategies thatauthentically support family and community engagement with diversecommunities.

KEY STRATEGY: Focus on students and families as partners to strengthen academic, social and emotional success of students Focus areas:

KEY STRATEGY: Target partnerships with individuals and organizations that further the academic, social and emotional success of studentsFocus areas:

• Connect students and families to community resources that strengthen andsupport students’ learning and well being.

• Evaluate community partnerships to ensure that all partners have a positiveimpact on students’ academic and SEL.

• Increase diverse groups of parents and community members in schools’volunteer programs so they can participate in supporting school-wide,classroom, and other involvement activities.

KEY STRATEGY: Promote student retention and recruitment efforts, increasing enrollment and supporting students’ successFocus areas:

• Conduct a marketing campaign encouraging more families to choose MPS.

• Develop and implement a comprehensive communication engagementstrategy.

• Enact student placement procedures that support the academic and socialand emotional success of students.

goal 4: effective teachers, school leaders and staffGoal owner: Chief of Human Resources

• Create ‘pipeline’ programs that identify individuals who are interested inserving in targeted, high-need roles, and provide development opportunitiesfor them to be successful.

• Diversify the workforce to better reflect the Minneapolis community and theneeds of the students MPS serves.

• Improve hiring processes so that principals and other leaders have theinformation and support they need to hire the best candidate for the job.

• Strategically place principals, teachers, and staff at schools where theirstrengths can have equitable impact on student achievement

KEY STRATEGY: Attract the right people to the right roles Focus areas:

KEY STRATEGY: Increase capacity of staff Focus areas:

• Implement comprehensive performance management systems aligned toacceleration 2020 to set clear expectations for all staff, provide effectivefeedback, and support decision-making.

• Improve professional development opportunities for district, instructional andsupport staff aligned with the goals of acceleration 2020 and mirroring theexpectations and competencies of the district’s equity framework.

• Provide onboarding and orientation training and support to new staff alignedwith core job functions, the goals of acceleration 2020 and the expectationsand competencies of the district’s equity framework.

• Provide leadership development opportunities for district, school and teacherleaders aligned with the goals of acceleration 2020 and mirroring theexpectations and competencies of the district’s equity framework.

KEY STRATEGY: Retain our talented people Focus areas:

• Provide leadership training to help managers retain their top staff with emphasison retaining staff of color.

• Ensure staff are strategically matched in environments that can leverage theirskills and reflect their preferences in order to enhance their retention.

• Ensure that talented teachers, school leaders, and staff are strategically matchedwith environments that leverage their skills and reflect their preferences, in orderto enhance effectiveness, retention and job satisfaction.

goal 5: stewardshipGoal owner: Chief Financial Officer and

Chief of Accountability, Innovation, and Research

• Develop and implement plans for the district, schools, and central officedepartments that support Acceleration 2020.

• Put organizational accountability structures in place to monitor progress oncross-departmental plans and frameworks (e.g., OCR, Equity framework, IT,Capital improvement, SEL, Integration, WBWF, Professional Development).

• Adjust program locations and better align academic program needs withfacilities to respond to trends in enrollment, demographics and to achieveintegration goals.

• Develop system understanding that supports appropriate use of EDIA process.

• Develop and implement school accountability process supporting schools asneeded to disrupt predictability of low performance of underperformingschools.

• Provide more accurate enrollment projections to support planning andbudgeting.

KEY STRATEGY: Build foundational management systemsFocus areas:

KEY STRATEGY: Build continuous improvement capacityFocus areas:

• Train and coach staff on the use of continuous improvementpractices and data-based decision-making.

• Improve the quality, accessibility, and usability of data to supportinformed decision-making through systematic use of data cycle anddata visualization platforms.

• Develop and implement authentic feedback processes for district andschools that is inclusive of diverse student and staff voices.

KEY STRATEGY: Align to support school innovation and autonomy Focus areas:

• Make the necessary changes to Davis Center operations and servicesto support school and district innovation.

• Develop a district wide innovation strategy.

KEY STRATEGY: Transparent, equitable, student-focused funding model Focus areas:

• Revise the department funding model by implementing prioritybased budgeting.

goal 6: resources for students and schools Goal owner: Chief Operations Officer

• Upgrade facilities through planned capital improvement projectsaligned to strategic priorities.

• Include 21st century learning spaces considerations in Facilitiesplanning.

• Include LGBTQ+ considerations in Facilities planning.

KEY STRATEGY: Support learning and welcoming environments through capital improvements Focus areas:

KEY STRATEGY: Optimize central operational services Focus areas:

• Re-design transportation services to increase flexibility and bettermeet the scheduling needs of school communities.

• Optimize the IT service delivery model to provide appropriatelevels of IT services including support, infrastructure, andequitable and sufficient access to computers for all.

• Identify, prioritize and operationalize student computer provisionso it aligns with district priorities.

• Modernize an integrated district enterprise system and developdistrict wide data governance processes.

• Re-examine systems and supports to ensure safe learningenvironment

• Develop and implement strategic plan for athletics.

• Revise the facilities service model for greater efficiency andcustomer service.

• Provide improved finance support and guidance to departmentsand schools.

contact1250 West Broadway AvenueMinneapolis, MN 55411612.668.0000www.mpls.k12.mn.us

MPS LEADERSHIPEd Graff, Superintendent

BOARD OF EDUCATIONRebecca Gagnon, ChairKim Ellison, Vice ChairBob Walser, ClerkJenny Arneson, TreasurerKerryJo Felder, DirectorSiad Ali, DirectorNelson Inz, DirectorIra Jourdain, DirectorDon Samuels, Director