strategic plan navasota independent school district learning… leading… succeeding navasota...

Strategic PlanNavasota Independent School District

Learning… Leading… Succeeding

Navasota IndependentSchool District

http://www.navasotaisd.org/home.aspx




Table of Contents

2Strategic Plan - Table of Contents

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

Mission StatementNavasota 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

3Strategic Plan - Mission Statement

Superintendent of Schools

Rory S. GeschSuperintendent of Schools

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).

4Strategic Plan - Superintendent Statement

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

5Strategic Plan - Board of Trustees

http://www.navasotaisd.org/site_res_view_folder.aspx?id=8da54d54-1bba-4944-9ab4-09d8887f0f76

Strategic Planning

6Strategic Plan - Explanation

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.

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.

What is a Strategic Plan?

Why is a Strategic Plan Needed?

Strategic Committee Members

Core GroupRory S. Gesch - Superintendent of SchoolsDr. Denise Morgan - Director of Human ResourcesRonnie Gonzalez - Director of TechnologyScott Singletary - Director of FinanceAmy Jarvis - Navasota High School PrincipalJim Russell - Navasota Junior High School PrincipalCindy DeMott - Navasota Intermediate School PrincipalLeah Russell - High Point Elementary School PrincipalBill Murray - John C. Webb Elementary School PrincipalSusan Boudreaux - Director of Special Education

Auxiliary GroupLibby Bailey - Student Assessment CoordinatorDr. Dawn Marie Baletka - Director of Grant ServicesSharon Finke - Vocational TeacherModesta Flores - Instructional AssistantLinda Heathcott - Junior High Science TeacherMelody Hudspeth - Navasota Junior High School Assistant PrincipalBill Irvine - Navasota High School CounselorDetra Johnson - District Math CoordinatorDonell Litzenberg - Elementary TeacherCindy Martin - Campus Technology SpecialistMelissa Murray-Paez - Director of Child NutritionNatalie Nobles - Fine Arts TeacherScott Powers - Technology/Communications CoordinatorGeraldine Williams - Intermediate Teacher

7Strategic Plan - Committees

Strategic Committee Members

Student LearningDetra JohnsonLeah RussellSusan BoudreauxRory GeschMelody HudspethNatalie NoblesScott Powers

Community & Parent InvolvementBill IrvineBill MurrayModesta FloresRonnie GonzalezGeraldine Williams

Quality Staffing Amy JarvisDr. Denise MorganLibby BaileySharon FinkeLinda HeathcottMelissa Murray

Resources & FacilitiesJake GeorgeJim RussellDr. Dawn Marie BaletkaDonell LitzenbergCindy MartinScott Singletary

8Strategic Plan - Committees

Needs Assessment Summary

Findings By Themes (Focus Groups and Surveys) - October, 2009Communication 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 InterdependenceSince 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.

ConsistencyThe 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.

DiversityAlthough some participants view diversity as an asset, many others view diversity as the source of continuing educational challenges and issues.

FacilitiesBoth short-term and long-term facilities issues were described based on instructional needs of students and potential population growth patterns.

CONTINUE…

9Strategic Plan - Needs Assessment

Needs Assessment Summary

Parent InvolvementAll groups mentioned the need for improved communication at all levels with parents and greater involvement of parents in their child’s education.

ResourcesThere is a need to expand the financial and educational resources that support learning and student success.

Retention of Students and StaffThere were consistent concerns regarding the retention of staff and administrators as well as the loss of students to other districts.

Student EngagementSuccess for all students is a unifying theme highlighting the degree of student engagement that will produce a high quality graduate.

10Strategic Plan - Needs Assessment

Goals & Objectives

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.

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.

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.

Student Learning Actions

Community & Parent Involvement Actions

11Strategic Plan - Goals & Objectives

Goals & Objectives

Quality Staffing Actions

Resources & Facilities 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.

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.

Goal 4: Ensure appropriate distribution, application, and evaluation of available resources.

12Strategic Plan - Goals and Objectives

Actions


Navasota ISD Strategic Plan Student Learning

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.

ACTIONS RESOURCESRESPONSIBLE

PARTYTIMELINE EVALUATION

1.1a - Create a framework and process that facilitates vertical and horizontal alignment and closes instructional gaps.

Professional learning committees, CSCOPE curriculum, staff development, funding through budget and grants

District curriculum department, academic coordinators, grant coordinator, campus department heads, business office personnel

May, 2010 Timeline for development of content specific framework; increase in student scores on district and state assessments

1.1b - Identify/develop training to facilitate comprehension and implementation of vertical and horizontal alignment processes.

Professional learning committees, district curriculum framework, staff development, funding through budget and grants


August, 2010 Timeline for development of content specific framework; increase in student scores on district and state assessments

1.1c - Implement district curriculum framework on all campuses.

Professional learning committees, district curriculum framework, staff development, funding through budget and grants


Implementation to begin during the 2010-2011 school year

Timeline for development of content specific framework; increase in student scores on district and state assessments

NCLB Goal(s): 1 Justification: Curriculum Audit 2006 - Recommendation 3, Board Policy EG (Local)

14Strategic Plan Actions - Working Document





1.1d - Plan/implement staff development sessions for use of instructional technology in curriculum.

Technology components; funding

Classroom teachers, Director of Technology, Technology Coordinator, Technology Instructional Specialist, campus technology specialists, campus administrators

Refer to Quality Staffing action 3.3a (August 2010 - December 2010); annually

Refer to Quality Staffing action 3.3a (Ninety percent of staff development will relate to district plan)

1.1e - Develop plan for creating 1:1 Web access learning environments for students.



Align with Resources and Facilities action 4.2c (Completed by August 2014)

Align with Resources and Facilities action 4.2c (Completion of identified implementation process)

1.1f - Utilize Web-based information resources for students, teachers, and parents that support the district curriculum framework.

Communications Plan



Reviewed annually Web-based products; evaluate each year








1.1g - Institute differentiated instruction into the district’s delivery system to provide individualized, small group instruction based on student needs.

Diversity Plan

Staff development; funding for staff development through budget and grants

District curriculum staff; campus principals; designated teachers



1.1h - Identify/develop teacher training processes for differentiating instruction.

Diversity Plan

Staff development; funding for staff development through budget and grants

District curriculum staff; campus principals; designated teachers



1.1i - Identify outside programs and opportunities for use in student career planning and preparation.

Funding for programs through budget, grants; high school counselors, higher education counselors, community organizations and businesses

Career and technology education coordinator, high school counselors, teachers, campus administrators

Refer to Community and Parent Involvement action 2.3c (July 2010 - June 2011); annually

Refer to Community and Parent Involvement action 2.3c (Records of event attendance, session reviews, activity materials








1.1j - Develop district and campus career programs for student career planning and preparation.

Funding for programs through budget, grants; high school counselors, higher education counselors, community organizations and businesses

Career and technology education coordinator, high school counselors, teachers, campus administrators

Refer to Community and Parent Involvement action 2.3c (July 2010 - June 2011); Annually


1.1k - Training in response-to-intervention.

Staff development, funding through budget and grants

Combined group from all campuses including district curriculum team, campus representation (principals, academic coordinators)



1.1l - Develop parent, student, and community information meetings regarding opportunities and educational programs offered by the district.

Communications Plan

Facilities for meetings, multimedia communications

Counselors, teachers, campus administrators, communications department

Annually Attendance records of meetings addressing the goals and specific programs; increase in parent attendance








1.2a - Establish district standards for evaluating programs to ensure all programs support/align with the district instructional framework.

Personnel, time Combined group from all campuses including district curriculum team, campus representation (principals, academic coordinators)

June 2010 - December 2010

Standards instrument

1.2b - Inventory existing instructional programs.


May 2010 - December 2010

Documentation of inventory

1.2c - Select instructional programs based on identified standards.


January 2011 - Ongoing

Demonstrated use of standards to select programs

NCLB Goal(s): 3, 4 Justification: Strategic Planning Focus Group Data - Consistency







1.2d - Implement instructional programs according to standards.


January 2011 – Ongoing Demonstrated use of standards to select programs

1.2e - Evaluate the standards process biennially after conducting first year evaluation.


June 2011; biennially after the first year.

Standards committee meets to conduct evaluation of process

1.2f - Develop public/parent information resource about district programs.

Communications Plan

Information technologies Technology and communications department, district curriculum department, campus representation

Annually Web sites, resources

NCLB Goal(s): 3, 4 Justification: Strategic Planning Focus Group Data - Consistency




Objective 1.3: Eliminate the disproportionate representation of identified student groups in instructional settings and programs.



1.3a - Ensure effective methods for identifying students for Pre-AP, AP, Gifted and Talented, and Dual Credit programs that are inclusive of all sub-populations.

Diversity Plan

Testing materials, funding for testing materials, testing criteria for program placement, PEIMS data, AEIS reports

Superintendent, curriculum department, counselors

June 2010 - Annually Increase in the number and percentage of students participating from under-identified student populations

1.3b - Develop parent/student information meetings regarding placement of students (especially from elementary to junior high school).

Communications Plan

Facilities for meetings, multimedia communications, information technologies

Campus administrators, counselors, teachers, technology and communications department

Refer to Community and Parent Involvement action 2.3c (July 2010 - June 2011); Annually


NCLB Goal(s): 2, 5 Justification: Strategic Planning Focus Group Data - Diversity




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.



1.4a - Provide incentives to increase student motivation to attend school.

Local business, community organizations, funding

Campus administrators and counselors


Incentive programs in place at campus level; increase in student attendance, reduction in the number of discipline referrals and drop-outs

1.4b - Provide mentoring programs to increase student motivation to attend school.

Local businesses, colleges, community organizations, faculty, students




1.4c - Provide research-based practices to increase student motivation to attend school.

Regional service center, professional learning committees, consultants




NCLB Goal(s): 4, 6 Justification: Strategic Planning Focus Group Data - Student Engagement





Objective 2.1: The district will gather baseline data to determine the level of inclusion and participation of all groups within the community.



2.1a - Ensure that each campus provides a minimum of two events per year to promote the understanding and acceptance of all cultures.

Diversity Plan

District, campus budgets; district, campus personnel

Superintendent or designee, campus administrators

August 2010 - May 2011 Analysis of sign-in sheets to establish baseline data (district-wide sign-in sheet)

2.1b - Provide staff development to give employees insight into the cultural differences of all students.

Diversity Plan

District, campus, federal funds; district, campus personnel

Human Resource Director, designee

July 2010 - June 2011 Records of attendance, follow-up evaluations by attendees

NCLB Goal(s): N/A Justification: Focus Group Data - Community Interdependence and Diversity

Navasota ISD Strategic Plan Community & Parent Involvement


Objective 2.2: The school district will create a positive perception of Navasota ISD by engaging parents in their children’s education.



2.2a - Implement, improve or extend use of, but not limited to, the following communication methods: •Automated phone calling system•District and campus Web sites•Facebook and Twitter•Email•Newspaper articles•Letters and notes home•Information booths at athletic events, community events, and businesses•Online grade-book portal

Communications Plan

District and campus technology and communications staff; district and campus administrators; local media; media technology students

District administrators; campus administrators; district technology and communications department

July 2010 - June 2011 Analysis of parent climate survey; parent participation in activities and events, sign in sheets; numbers of Web site hits, followers, friends, and accesses from parents and community members

NCLB Goal(s): N/A Justification: Focus Group Data - Communication




Objective 2.3: The school district will provide methods for parents to actively support learning in the school environment.



2.3a - Review the present process of acquiring volunteers/mentors for programs, and evaluate other means to increase volunteerism throughout the district.

District/campus personnel, local funds,volunteerspot.com

Campus administrators; human resources department

July 2010 - December2010

Records of parentparticipation(baseline datagathered 2010-2011)

2.3b - Involve staff in parental involvement conferences and staff development sessions to gather ideas regarding parental involvement in schools.

District/campus personnel, local/federal funds

Superintendent, human resources department, campus administrators

July 2010 - June 2011 Records of district and campus staff event attendance, session reviews

2.3c - Ensure that each campus will conduct a minimum of two activities per year to engage parents in skills that allow them to support student learning (parenting classes, adult education seminars, family involvement events, parent dinners).

Communications Plan

District/campus personnel

Superintendent, human resources department, campus administrators

July 2010 - June 2011 Records of event attendance, session reviews, activity materials; increase in parent attendance from baseline year

NCLB Goal(s): N/A Justification: Focus Group Data - Parent Involvement




Objective 2.4: The school district will develop outreach activities to serve the families, business, and the community in the Navasota ISD community.



2.4a - Ensure that each campus will provide a minimum of two outreach activities during the school year (books and information given to new parents, classes or information sessions held in community centers, distribution of information at local businesses and participation in local events and festivals).

Communications Plan

Varied according to activity, campus personnel

Superintendent, campus administration

July 2010 - June 2011 Records of activities planned, sign-in sheets, copies of handouts; increased parent participation from baseline year

2.4b - Hire a parental liaison to coordinate services to parents, volunteer/mentor programs and parental involvement activities.

Communications Plan

Federal Title I funds Superintendent, human resources department

Fall 2010 Liaison employed, records of parental involvement activities

NCLB Goal(s): N/A Justification: Focus Group Data - Community Interdependence




Objective 2.4: The school district will develop outreach activities to serve the families, business, and the community in the Navasota ISD community.



2.4c - Support each campus as it creates a partnership with a local business in the community to provide additional resources to students and parents.

Communications Plan

Campus administration, local businesses, campus personnel

Campus administration August 2010 - June 2011 Records of school/business partnership accomplishments

2.4d - Ensure that each campus provides opportunities for students to participate in community service activities; a minimum of once per semester. (after- prom party, Shattered Dreams, food drives, fund raising).

Communications Plan

Campus administration, local businesses, local organizations, campus personnel

Campus administration August 2010 - June 2011 Records of student participation, records of community service hours, photos, sign-in sheets; increase in student participation from baseline year

NCLB Goal(s): N/A Justification: Focus Group Data - Community Interdependence







3.1a - Attend area job fairs. District funds Director of Human Resources, district and campus administrators, teachers

October 2010 - March 2011

Registration forms, résumés received

3.1b - Develop programs to promote interest in teaching for students in NISD.

Promotional brochure, FTA, Ready-Set-Teach

Director of Human Resources, counselors

August 2010 - May 2011 Post graduate survey to determine who are studying to become teachers

3.1c - Partner with realtors to assist in staff acquisition of housing.

Communications Plan

Pamphlets Director of Human Resources, district administration, technology and communications department

Annually Survey to determine numbers of teachers living within the district, percentage increase in staff residency in NISD

3.1d - Establish district formula(s) for assigning campus personnel.

Administration staff, budget, campus numbers

Director of Human Resources, Superintendent

March 2010 - April 2010 Student achievement

NCLB Goal(s): 3 Justification: Elementary and Secondary Education Act


Navasota ISD Strategic Plan Quality Staffing





3.1e - Emphasize diversity of staff in hiring highly qualified personnel.

Diversity Plan

Administration Director of Human Resources

Review annually Utilize AEIS staffing reports

3.1f - Partner with colleges and university for student teachers, teaching interns, volunteers to promote NISD.

Communications Plan

University partnership agreements

Director of Human Resources

August 2010 - July 2011 Satisfaction survey

NCLB Goal(s): 3 Justification: Elementary and Secondary Education Act, Focus Group Data - Diversity




Objective 3.2: Retain staff within the district at a retention rate above 90 percent.



3.2a - Keep current with payroll trends in the area.

Website, relationships with surrounding districts

Board of Trustees, Superintendent, Director of Human Resources

March 2010 - August 2010; annually

Recommendation to Board of Trustees on staff salaries based on gathered payroll trends

3.2b - Investigate other incentives that could assist in hiring and retaining staff.

Website, relationships with other districts

Superintendent, Director of Human Resources, administration

August 2010 - July 2011; annually

Recommendation to Board of Trustees and staff exit surveys

3.2c - Initiate, implement, and evaluate a district mentorship program for first, second, and third-year teachers new to NISD.

TxBESS – Texas Beginning Educator Support System

Teachers, administrators, lead mentors

Ongoing Maintain record on the number of participants and retained teachers

3.2d - Investigate grants for teacher retention.

Federal funding Director of Grant Services, administration, teachers

Ongoing Keep record of number of grant applications and received grants

3.2e - Investigate the feasibility of an interactive new teacher resource area on district Website.

Communications Plan

Local funding, federal funding, maintain Website

Teachers, technology department

January, 2011 - Ongoing Review Website usage and teachers’ satisfaction

NCLB Goal(s): 3 Justification: Academic Excellence Indicator System, Focus Group Data - Retention




Objective 3.3: Develop and implement a professional development plan to meet the needs of staff to positively impact student learning.



3.3a - Develop philosophy, beliefs for professional development.

Local, state, and federal funds

Superintendent, human resources department, administration staff

August 2010 - December 2010

Ninety percent of staff development will relate to district plan

3.3b - Review budget allocations to align those with identified district needs.

District budget Director of Human Resources, administration staff

Annually Balanced budget aligned to staff development needs (refer to Goal 4)

3.3c - Investigate incentives for attendance/completion of staff development.

Budget Administration, human resources, teachers

2011-2012 Recommendation for incentives given out for participation

3.3d - Investigate the possibility of college classes for students and staff on campus.

Partnership budget Administration, partnerships with colleges

Annually Documented list of course offerings

NCLB Goal(s): 3 Justification: NISD Board Policy EG (Local)







4.1a - Determine sound budgeting practices to align expenditures with needs based programs.

Prior year budget and expenditure data; current and projected available resources; comprehensive prioritized list of current and anticipated programs

Superintendent, district administration, campus principals

Summer, 2011 Alignment of budget practices with expectations

4.1b - Develop district expenditure standards in budgeted areas.

District expenditure data as well as data from similar school districts


June of each fiscal year Performance and financial standards document

4.1c - Complete a demographic study of the district.

Diversity Plan

District PEIMS data, census data

District PEIMS clerk April of each school year Completed document

4.1d - Conduct a resource and facility assessment.

Current facility usage data


Biennially Completed assessment

NCLB Goal(s): N/AJustification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities


Navasota ISD Strategic Plan Resources & Facilities





4.1e - Appropriately arrange grade configuration on campuses throughout the district according to student population, space available, and district needs.

Accurate demographic studies

District administration, campus principals

Annually - completed by April 1

Fair and equitable utilization of facilities and staff

4.1f - Define priorities for funding and facilities on a biennial basis.

District financial data, state funding formulas, facility needs assessment

Superintendent, business manager

Biennially Prioritized list of district needs by campus or department

4.1g - Determine effectiveness and efficiency of present non-instructional programs, facilities maintenance, and other budget items that share financial resources.

Program evaluations and cost analyses, vendor outsourcing

Superintendent, operations manager

Biennially Prioritized list of district needs by campus or department

NCLB Goal(s): N/A



Justification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities


Objective 4.2: Increase physical technology and capability on each campus.



4.2a - Develop comprehensive technology standards.

Budget funds, ISTE, Texas Long Range Technology Plan

District Technology Department

Completed by August 2014

Utilization of standards

4.2b - Assess present technology infrastructure.

Budget funds, eRate, grants



Status report by campus

4.2c - Develop a process for implementing the technology infrastructure to support campus needs.

Communications Plan

Budget funds, eRate, grants



Completion of identified implementation process

NCLB Goal(s): N/A



Justification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities

Appendices

Appendix I - No Child Left Behind Goals

1. All students will achieve high academic standards by attaining proficiency or better

in reading and mathematics by the 2013-2014 school year.

2. Highly qualified teachers will teach all students.

3. All students will be educated in schools and classrooms that are safe, drug free, and

conducive to learning.

4. All limited English proficient students will become proficient in English.

5. All students will graduate from high school.

35Strategic Plan - Appendices

Appendix II - Flow Chart

Date: August 10, 2009Group: Core Team & Auxiliary Team

Task: Initial administrator team meeting (charter, beliefs, mission statement) Designation, role and responsibilities of DIP designee

Date: September 2, 2009Group: Core Team

Task: Revision of charter, vision statement, begin communication plan, design survey monkey

Dates: October 1-2, 2009Group: Focus Groups

(Principals, teachers, community, Board)

Date: November 10, 2009Group: Core Team

Task: Review data, identify beliefs, and prepare long-range goals

Date: December 8, 2009Group: Core & Auxiliary Teams

Task: Approval of long-range goals, sub-committee assignments, charters, timelines, structure

Date: January 20 & February 24, 2010Group: Core

Task: Review sub-committee meetings

Date: March 31, 2010Group: Core & Auxiliary Teams

Task: Review and revision of district plan and communication plan

Date: April 1, 2010Group: 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.

Consultant Data Analysis(1 day)


Appendix III – Needs Assessment

Strategic PlanningThe 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 PlanDevelop 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.

CONTINUE…


Strategic Plan - Appendices 38

Needs Assessment ProcessPart 1: Focus GroupsPurpose: 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…


Part 2: SurveyPurpose: 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 - 49Parents/Caretakers - 60Community - 36Former Students - 2Board Member - 1

Part 3: Analysis of the Focus Groups and SurveyThe 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…


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. CommunicationThe 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 InterdependenceNISD staff, parents and community members worked together to successfully host the Special Olympics and to support the Back Pack Program for Needy Children. ConsistencyThe district has provided a more consistent instructional framework through the use of C-SCOPE and training on the 5-E delivery model. DiversityThe district is addressing the need for greater diversity through the hiring of more African-American administrators at both the campus and district levels.

ResourcesThe 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…


Retention of Students and StaffDistrict 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 EngagementThe 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.

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Results: Findings By Themes (Focus Groups and Surveys)CommunicationThe 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 InterdependenceSince 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)

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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.

DiversityAlthough 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.

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FacilitiesBoth 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 InvolvementAll 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.

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ResourcesThere 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 & StaffThere 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.

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Student EngagementSuccess 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.

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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

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22

4

9

28

24

1 2

0

5

10

15

20

25

30

John C. Webb

High Point Navasota Intermediate

Navasota Junior High

Navasota High

Private School

Outside NISD

2. What school does your child attend (if you checked parent/caretaker)?

Answered: 61

Skipped: 68

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).

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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.)

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Questions 5 & 6 required an answer on each row, but participants could check only once. (Ex: 36 participants rated NISD district communication effective with parents).

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Required one rating for each line. (Ex: 60 respondents not often heard success stories.)

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Participants could check more than one answer.(Ex: 77 participants preferred e-mail as a way to communicate.)

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Participants could rate only one response per line. Did not have to answer on each row. (Ex: 41 participants rated NISD effectively supporting campus administrators and counselors.)

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Participants could give only one answer to the question. (Ex: 44 participants rated NISD somewhat effectively meeting the needs of a diverse student population).

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Participants could rate only once on a line and did not have to answer for all schools. (Ex: 35 participants rated High Point effectively meeting the needs of diverse student population)

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Participants could rate only once on a line and did not have to answer for all schools. (Ex: 39 participants rated Navasota Intermediate effectively providing a safe and positive learning environment.)

Student Learning Implementation – Action 1.1a

• CSCOPE Purposeful Planning Administrator Training (1.1a, 1.1b, 1.1c) – June 2010• Level I Curriculum Management Audit Training Administrators (1.1a, 1.1b, 1.1c) – June 2010

Student Learning Implementation – Action 1.1b

• CSCOPE Purposeful Planning Administrator Training (1.1a, 1.1b, 1.1c) – June 2010• Level I Curriculum Management Audit Training Administrators (1.1a, 1.1b, 1.1c) – June 2010• District Data Disaggregation Meeting (teachers and administrators) – June 2010 • CSCOPE Training – District hosting Region VI teacher training in math, science, English language arts (September,

October, December, February, March) – September 2010

Student Learning Implementation – Action 1.1c

• CSCOPE Purposeful Planning Administrator Training (1.1a, 1.1b, 1.1c) – June 2010• Level I Curriculum Management Audit Training Administrators (1.1a, 1.1b, 1.1c) – June 2010• Classroom Visit/CSCOPE Implementation Form - revised August 2010

https://docs.google.com/fileview?id=0B3sU-drHdABYMWViZDNlYzUtZWRhZC00N2QyLTkwY2YtYzQ0NTAzOWU2ZDJh&hl=en

Student Learning Implementation – Action 1.1d

• Summer Instructional Technology Professional Development Training (1.1d) – Summer 2010• Instructional Technology Facilitation (1.1d)

- Group/department sessions- Individual teacher initiatives

• Instructional Technology Blog (1.1d, 1.1f)• SMART Board Training – Level 1 (August/September) – 10 new boards installed Fall, 2010• Desktop Computers – 60 units added to junior high school and high school campuses; social studies and sciences (Rural

Tech 3 Grant)• Dual-Credit Course Laptops (StateU) – 15 mini-laptops provided for dual-credit students at high school; lab and checkout

(Rural Tech 3 Grant) • Revision of Responsible-Use-of-Technology Agreements – department/group sessions

http://docs.google.com/View?id=dd9dm96n_157ghvqq9dh

Student Learning Implementation – Action 1.1e

Student Learning Implementation – Action 1.1f

Instructional Technology Blog (1.1d, 1.1f)

Student Learning Implementation – Action 1.1g

Student Learning Implementation – Action 1.1h

• Professional Learning Committees, Navasota Intermediate School - Fall, 2010 (differentiated instruction strategies/techniques, student learning profiles, parent communication

Student Learning Implementation – Action 1.1i

Student Learning Implementation – Action 1.1j

Student Learning Implementation – Action 1.1k

• Ascend Math (Navasota Intermediate School) – August 2010• Reading Plus (Navasota Intermediate School) – August 2010

Student Learning Implementation – Action 1.1l


Instructional Program Standards - Developing program standards instrument, (August 2010)

Student Learning Implementation – Action 1.2d

Student Learning Implementation – Action 1.2e

Student Learning Implementation – Action 1.2f

strategic plan navasota independent school district learning… leading… succeeding navasota...

Documents

strategic plan board

strategic plan table

strategic plan committees

strategic plan explanation

school district faculty

strategic planning process

greater navasota isd

community members