View
0
Download
0
Category
Preview:
Citation preview
V2017
VISIONEN
One Vision • One Team • ONE GREECE
GreeceGreeceG R E E C E C E N T R A L S C H O O L D I S T R I C T
A Five-Year Strategic Direction to Transform Greece Central Schools
1 > Envision Greece 2017
Table of ContentsTHE STRATEGIC FRAMEWORK TEAM
• AshleyArena Parent-Teacher Association
• LisaChristoffel Parent-Teacher Association
• JasonCooney Greece Teachers Association
• BarbaraDeane‐Williams Superintendent (Chair)
• CarolDiCesare Greece United Support Staff
• BillDomm Former Acting Assistant Superintendent
• BrianEbertz Greece Teachers Association
• JeffHenley Executive Director (Facilitator)
• DebHoeft Assistant Superintendent
• ScottHoot Assistant Superintendent
• MikeMaynard Teamsters
• ShaunNelms Deputy Superintendent
• DougPacelli Greece Administrators and Supervisors Association
• CarolPallas Former Chief Academic Officer
• JodiePerry Greece Chamber of Commerce
• JoeQuirk Board Member
• DanielE.Richardson Community Member
• ThereshaSchmeer Association of Greece Central Educational Personnel
• BarbaraTomasso Assistant Superintendent
• JuliaVanOrman Board President
• JamieWarren Assistant Superintendent
A Message from the Superintendent of Schools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Our Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
MovingForward. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
TransformingGreeceSchools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
High Performing Districts/High Performing Schools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
HighPerformingDistricts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
LeveragingforResults. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
ThePELPCoherenceFramework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
ProfessionalLearning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
LeadershipMatters. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Whatarethecharacteristicsofhighperformingschools?. . . . . . . . . . . . . . . . . 12
The School Improvement Planning Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
SchoolImprovementProcess. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
HighPerformingSchoolsHaveAFrameworkforAction . . . . . . . . . . . . . . . . . 14
Access to Success — College and Career-Ready Standards for All . . . . . . . . . . . . . . . 15
College-ReadyStandardsandPractices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
ReadyforCollegeandReadyforWork. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
PathwaytoCollegeandCareerReadiness. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Our Current State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
AcademicPerformanceIndicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
OurDesiredState. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Strategic Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
StrategicGoals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
Goal1. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Goal2. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Goal3. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Goal4. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
Goal5. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
StrategicGoalsandStrategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
PerformanceTargetsinProgress. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
GCSD2012-13StrategyMap. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Strategic Plan Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
OneVision•OneTeam • One Greece > 2
A Message from THE SUPERINTENDENT AND THE BOARD OF EDUCATION PRESIDENT
Envision Greece 2017isastrategicplanofactionfortheGreeceCentralSchoolDistrict.Thefive-yearStrategicdirectionlaysoutthekeygoals,targets,strategiesandinitiativesthatwillmobilizeGreeceCentralSchoolstoachieveacollege-readymissiontoensurethatourstudentsgraduatefrom
highschoolandarereadyforsuccessincollegeandpostsecondarytraining.Thefivegoalareasinthisplan,rangingfromacceleratingacademicachieve-menttoimprovedpublicconfidenceandstrongparent/communityengage-ment,aremotivatedbyasenseofurgency—everychild,everydayhasonlyoneopportunitytoreceiveahighqualityeducation.
Envision Greece 2017cameoutofaninitialbaselineauditofexisting initiativesandprograms,conductedduringentryplanactivitiesoftheSuperintendentandtheAssistantSuperintendentsin2011-12.Inaddition, aJointInterventionTeamAudit,HumanResourcesStudy,Transportation/
ConsolidationStudyandfullreviewofdistrictresultswerecarefullyanalyzed.Envision Greece 2017 wasalsoinformedbycommunityfocusgroups,student,teacher,parentandresidentsurveyresultsandinputofstakeholdergroups.
Currently,Greeceservesmorethan11,000studentsin17schools.Ourstudentsbringaricharrayofinterests,traditions,backgrounds,experiencesandtalents.Diversityisourstrengthandwearecommittedtoequityandexcellence;andtherefore,thisplanoutlinesstrategiestoensureeachchild’ssuccess.Therealizationofthisplanwilltaketimeandeffortfromallofus—families,students,employeesandGreececommunityresidents.Together,wecanmakeadifference.
IlookforwardtobeingapartofacommunityefforttowardGreeceCentral’spathwaytoensuringthateachchildgraduatesfromhighschoolandiscollegeandcareerready.OneVision,OneTeam,OneGreeceisourwayofextendingourhandinpartnership.
Sincerely,
BarbaraDeane-Williams Superintendent
TheBoardofEducationprovidedleadershipandhastakenthestepsnecessarytoestab-lishlong-termgoalsandastrongfocusonstudentachievement.OurStrategicPlantakesthatonestepfurtherbymeasuringtheeffective-nessofouracademicprogramsandopera-tionalsystemsanddefiningopportunitiesforimprovementonanannualbasis.Weencourageyoutoreadour Envision Greece 2017StrategicPlan.Wewanteverychildtosuccessfulandinviteyoutojoinusinmakingourcommunityschoolsthebesttheycanbe.
Sincerely,
JuliaVanOrman Board of Education President
1 > Envision Greece 2017 OneVision•OneTeam • One Greece > 2
Moving Forward…NY State Reform AgendaTheNewYorkStateEducationDepartmenthasoutlinedanaggressivenewreformagendaestablishinghighexpectationsforNewYorkStateschools.Itscomponentssupportcohesivetransformationtoensureallstudentsgraduatefromhighschoolcollegeandcareerready.
1. AdoptCommonCorestandardsanddevelopingcurriculumandassessmentsalignedtothesestandardstopreparestudentsforsuccessincollegeandtheworkplace.
2. Buildinstructionaldatasystemsthatmeasurestudentsuccessandinformteachersandprincipalshowtheycanimprovetheirpracticeinrealtime.
3. Recruit,develop,retainandrewardeffectiveteachersandprincipals.
4. Turnaroundthelowest-achievingschools.
Our VisionTHE GREECE CENTRAL SCHOOL DISTRICT GRADUATE
Graduates of the Greece Central School District will be prepared for thechallenges of college and careers in the 21st century.
College-ready means much more than just pursuing a four-year degree at a university. Being“college-ready”meansbeingpreparedforanypostsecondaryexperience,includingskilled employment,studyattwo-andfour-yearinstitutionsleadingtoapostsecondarycredential (i.e.acertificate,license,associate’sorbachelor’sdegree).Beingreadyforcollegemeansthata highschoolgraduatehastheEnglishlanguageartsandmathematicsknowledgeandskillsnecessary toqualifyforandsucceedinentry-level,credit-bearingcollegecourseworkwithouttheneedfor remedialcoursework.
3 > Envision Greece 2017
CreateaCollege-Ready Mission
From Strategic Framework to Strategic Action for Results
BeginninginJuly2011,theGreeceBoardofEducationsetouttoestablishandsupportastronggovernanceteamwithSuperintendentDeane-Williamsandacontinuousimprove-mentprocesstoensureannualimprovementofK-12studentachievement.ThefollowingBoardofEducationandcommu-nityreportsprovidedthefoundationfortherevisedStrategicPlanandSchoolImprovementProcesses.
Transforming Greece Schools
Creating Our Agenda: One Vision, One Team, One GreeceJuly 2011 Superintendent Entry Plan outlined a process to identify common goals and strategic framework
July 2011 Board and District Goals adopted and aligned to improve graduation outcomes
August 2011 District School Improvement Model refined to support college-readiness
September 2011 Results Data Book published and analyzed to identify focus schools
October 2011 School Improvement Plans refined and Focus Schools Initiative created
October 2011 Plan for implementation of PBIS and Dignity for All Students Act in all schools
November 2011 School Consolidation closes $7 million budget gap and three schools
November 2011 Transportation Study reveals opportunity to reduce costs, improve service
December 2011 Initial Entry Plan findings – Strategic Framework created to support New York State Reform Agenda
February 2012 Mid-year data analysis summarizes opportunities for improvement
June 2012 Human resources analysis and cabinet reorganization (phase 1) providing more direct support for schools
July 2012 Senior Administrators, NYS Reform Agenda and Pathways to Graduation
July 2012 Strategic Framework Data Summit sets five-year goals and college-readiness goals
July-December 2012 School Improvement Process – Bringing the NYS Reform Initiative into Strategic Focus/Baldridge Training/Six Sigma
November 2012 Quality Program Budget alignment to Strategic Plan
January 2013 Strategic Plan Envision Greece 2017 finalized/Board adopted 2-12-2013
engagegreece
one vision • one team • one greece
OneVision•OneTeam • One Greece > 4
“We must set high expectations and support all of our students to acquire the skills, knowledge and preparation they deserve and need to succeed
beyond high school.”— BARBARA DEANE-WILLIAMS, GREECE CENTRAL SCHOOL DISTRICT SUPERINTENDENT
High Performing Districts/ High Performing Schools
5 > Envision Greece 2017
OneVision•OneTeam • One Greece > 6
The PELP Coherence Framework*ThePublicEducationLeadershipProject(PELP)CoherenceFrameworkisdesignedtohelpleadersidentifythekeyele-mentsthatsupportadistrictwideimprovementstrategyandtobringtheseelementsintoacoherentandintegratedrelation-ship.Districtleadersleveragethisframeworktodevelopstrategiesthatworktowardsimprovingstudentperformancethroughoutthedistrict.
Theframeworkassistswithachievingandsustainingcoherenceby:
• Connectingtheinstructionalcorewithadistrictwidestrategyforimprovement.
• Highlightingdistrictelementsthatcansupportorhindereffectiveimplementation.
• Identifyinginterdependenciesamongdistrictelements.
• Recognizingforcesintheenvironmentthathaveanimpactontheimplementationofstrategy.
Key framework elements include:(Adapted from Tushman and O’Reilly’s Congruence Model, 2002)
Instructional core: Thecoreincludesthreeinterdependentcomponents:teachers’knowledgeandskill,students’engagementintheirownlearningandacademicallychal-lengingcontent.
Theory of Change: Theorganization’sbeliefabouttherelation-shipsbetweencertainactionsanddesiredoutcomes,oftenphrasedasan“if…then…”statement.Thistheorylinksthemissionofincreasedperformanceforallstudentstothestrategytheorganizationwillusetoachievethatgoal.
Strategy: Acoherentsetofactionsadistrictdeliberatelyundertakestostrengthentheinstructionalcorewiththeobjectiveofraisingstudentperformancedistrictwide.Gainingcoherenceamongactionsatthedistrict,schoolandclassroomlevelswillmakeadistrict’schosenstrategymorescalableandsustainable.
High Performing DistrictsDistrictsdemonstratingimprovedresultshaveclearlydefinedimprovementstrategies,ormoreaccurately,acollectionofimprovementstrategiesthatconstituteatheoryofaction.Inlargesystems,suchasGreece,theimprovementstrategiesthataremosteffectivecombinethebenefitsofanalignedandcoherentsystemthatsupportsimprovedstudentachievementtowardcollege-readygraduationstandards.
co•her•enceadjectiveisthedegreetowhichthecompo-nentsofasystemworktogethertoimpactresults.
Leveraging for ResultsEffectivedistrictsprovidehighsupportforcurriculumcoher-ence,instructionalframeworksandstudentandfamilyengage-ment.Highperformingdistrictshave:
• Highexpectations
• Acollegereadymission
• Effectivegovernance
• Strongpublicaccountability
• Strongnormsofcommunityengagement
“High-performing school systems treat student failure with the same urgency as the aviation industry, nuclear power plants and hospitals treat mistakes — by putting data systems and processes in place to ensure high-quality instruction for all students and,
if needed, respond to student failure quickly and efficiently.”— MID-CONTINENT RESEARCH FOR EDUCATION AND LEARNING (McREL) 2013
CreateaCollege-ready Mission
7 > Envision Greece 2017
compensation,studentassignment,resourceallocation,organizationallearning,andmeasurementandaccountabil-ity.Mostpractically,systemshelppeoplefeelliketheydonothaveto“reinventthewheel”whentheyneedtogetanimportant,andoftenmulti-step,taskdone.
Resources:Managingtheflowoffinancialresourcesthroughouttheorganizationisimportant,butresourcesalsoincludepeopleandphysicalassetssuchastechnologyanddata.Whenschooldistrictscarefullymanagetheirmostvaluableresource—people—andunderstandwhatinvestmentsintechnologyanddatasystemsarenecessarytobettersupportteachingandlearning,theentireorganizationisbroughtclosertocoherence.
Environment:Adistrict’senvironmentincludesalltheexternalfactorsthatcanhaveanimpactonstrategy,operationsandperformance(i.e.regulationsandstatutes,contracts,fundingandpolitics).
Stakeholders:Thepeopleandgroupsinsideandoutsideofthedistrict—districtandschoolstaff,governingbodies,unionsandassociations,parentsandparentorganizations,civicandcommunityleadersandorganizations.
Culture:Thepredominantnorms,valuesandattitudesthatdefineanddrivebehaviorinthedistrict.
Structure:Structureshelpdefinehowtheworkofthedistrictgetsdone.Itincludeshowpeopleareorganized,whohasresponsibilityandaccountabilityforresultsandwhomakesorinfluencesdecisions.Structurescanbebothformal(deliberatelyestablishedorganizationalforms)andinformal(thewaydecisionsgetmadeorthewaypeopleworkandinteractoutsideofformalchannels).
Systems:Schooldistrictsmanagethemselvesthroughavarietyofsystems,whicharetheprocessesandproceduresthroughwhichworkgetsdone.Systemsarebuiltaroundsuchimportantfunctionsascareerdevelopmentandpromotion,
* Source: This information was used with permission of the Public Education Leadership Project at Harvard University.
Professional LearningProfessionalLearningisessentialtoourschoolreformefforts.Researchclearlydemonstratestheimportanceofteachersinimprovingstudentlearning.InGreece,teachersandschoolleaderslearntogether,developschoolculturesthatsupportandsustaininstructionalimprovementandhelpstudentsdevelopthehabitsofmindtoachieveandsucceed.Increasingaccesstosuccessbysupportingeverystudent,everydayiswhatGreeceSchoolsareallabout.
Greece Central teachers and leaders work with Rick and Rebecca DuFour on Professional Learning Communities during a session in July 2012 .
>
OneVision•OneTeam • One Greece > 8
Empowering
Empowering
Empowering
Professional Learning to Develop Capacity In2012,GreeceCentralSchoolsreceiveda$1.47millionStrengtheningTeacherandLeaderEffectivenessGranttodevelopaninnovativeapproachtoleadershipdevelopment.InJuly/August2013,GreeceadministratorswillpartnerinlearningwithteacherleadersduringtheinauguralyearoftheGreeceLeadershipAcademy.TheLeadershipAcademywillsupportthecollaborativeinquirymodeloftheTeachingandLearningTeams,initiatedin2012bySuperintendentDeane-Williams,andhelpbuildaleadershipcontinuumfromtheclassroomtothesuperintendentasabridgeforlinkinginitia-tivestosupportstudentachievement.
TheGreeceLeadershipAcademywillfollowtheNYCLeader-shipAcademyguidingprinciples,whichareasfollows:
1.Schoolleadersareacrucialleverinschoolimprovementandteachereffectiveness.
2.Allschoolleadershipdevelopmentworkmustbestan-dards-basedandaimedatacceleratingstudentlearningandclosingtheachievementgap.
3.Programresults,themostimportantbeingstudentperformanceoutcomesinschoolsledbyprogramparticipants,mustbeevaluatedregularlytoinformcontinuousprogramimprovement.
TEACHERS
LEADERS
STUDENTS
9 > Envision Greece 2017
4.Theworkofschoolimprovementrequiressystematicandstrategicdevelopmentandsupportoftheschoolleader,outsideofthesupervisorystructure.
5.Leadershippreparationandschoolleadershipcoaching/mentoringmustbestandards-basedandcoaches/mentorsrequireongoingtrainingandtoolstobe effective.
6.Thetraining,coachingandsupportofschoolleadersmustberesponsivetostateandlocalimprovementefforts.
“The mission of the NYC Leadership Academy is to prepare and support visionary,
passionate educators who lead schools that orient all their activities around
accelerating student learning and academic growth.”
— IRMA ZARDOYA, CHIEF EXECUTIVE OFFICER OF THE
NYC LEADERSHIP ACADEMY
Greece Central teachers, principals, counselors and interventionists learn to implement a strong intervention model to support all students in achieving expectations for learning from renowned educational expert Mike Mattos in December 2012 .
>
Greece Central Professional Development Model (Learning Forward, 2011)
Learning Communities: Professionallearningthatincreaseseducatoreffectivenessandresultsforallstudentsoccurswithinlearningcommunitiescommittedtocontinu-ousimprovement,collectiveresponsibilityandgoalalignment.
Leadership: Professionallearningthatincreaseseducatoreffectivenessandresultsforallstudentsrequiresskillfulleaderswhodevelopcapacity,advocateandcreatesupportsystemsforprofessionallearning.
Resources: Professionallearningthatincreaseseducatoreffectivenessandresultsforallstudentsrequiresprioritiz-ing,monitoringandcoordinatingresourcesforeducatorlearning.
Data: Professionallearningthatincreaseseducatoreffectivenessandresultsforallstudentsusesavarietyofsourcesandtypesofstudent,educator,andsystemdatatoplan,assessandevaluateprofessionallearning.
Learning Designs: Professionallearningthatincreaseseducatoreffectivenessandresultsforallstudentsintegratestheories,researchandmodelsofhumanlearningtoachieveitsintendedoutcomes.
Implementation: Professionallearningthatincreaseseducatoreffectivenessandresultsforallstudentsappliesresearchonchangeandsustainssupportforimplementa-tionofprofessionallearningforlong-termchange.
Outcomes: Professionallearningthatincreaseseducatoreffectivenessandresultsforallstudentsalignsitsoutcomeswitheducatorperformanceandstudentcurriculumstandards.
Principal LeadershipTheMcRELresearchteamfoundapositivecorrelationbetweendistrictleadershipdefinednon-negotiablegoalsforlearningandinstruction,buildinglevelleadershipteamresponsibilityandauthorityformeetinggoalswithhigherlevelsofstudentlearning.Overthepastdecade,numerousstudieshavedemon-stratedanempiricallinkbetweeneffectiveprincipalleadershipandstudentachievement.TheWallaceFoundationworkhasidentifiedfivekeyresponsibilitiesforprincipals,including:
1. Shapingavisionofacademicsuccessforallstudents,onebasedonhighstandards.
2. Creatingaclimatewheresafety,cooperationandcollabo-rationprevail.
3. Cultivatingsharedleadershipsoteachersassumekeyrolesinrealizingthevision.
4. Improvingclassroominstructiontoenableteacherstoteachattheirbest.
5. Managingpeople,dataandprocessestocreateacultureofschoolimprovement.
Leadership Matters
Board of Education LeadershipTheMcRELresearchfoundthatdistrictswithhighlevelsofstudentachievementhavealocalboardofeducationthatensuresnon-negotiablegoalsforachievementandinstructionremainatoppriority.Publicallyadoptingbroadfive-yeargoalsforachievementandinstructionandconsistentlysupportingthesegoalsarepositivelycorrelatedtostudentachievement.
OneVision•OneTeam • One Greece > 10
District LeadershipMcRELresearchersfoundasignificantpositivecorrelationbetweendistrictleadershipandstudentachievement.Theresearchstatesthateffectivesuperintendentsfocustheireffortsoncreatinggoal-orienteddistricts.Theyidentifiedfivedistrictlevelleadershipresponsibilitiesthatkeepdistrictsfocusedonteachingandlearninggoals.
1. Collaborativegoal-setting
2.Non-negotiablegoalsforachievementandinstruction
3. Broadalignmentandsupportfordistrictgoals
4. Monitoringgoalsforachievementandinstruction
5. Usingresourcestosupportachievementandinstructiongoals
Teacher LeadershipChanging Leadership for Changing Times…TheTeacherLeaderModelStandardspromoteandsupportteacherleadershipasameanstotransformschoolstomeettheneedsof21stCenturylearners.TeacherLeadershipisbeingexpandedinGreeceSchoolsandsupportedbytheStrengthen-ingTeacherandLeaderEffectivenessGrant,whichwillprovidetraininganddevelopmentofthisimportantinitiativeinGreeceSchools.Inaddition,teacherleadershipwillcontinuetobethefoundationofteacherteams,mentoring,PLCsandincludebothformalandinformalroles.
“Teacher leaders are critical in helping focus professional learning, coaching support and
innovative instructional strategies to lift student achievement. I am very proud that Greece Central will create a new model of shared leadership where
principals, teacher leaders, and PLCs promote a dynamic and collaborative focus on
student learning.”
— BARBARA DEANE WILLIAMS, GREECE CENTRAL SCHOOL DISTRICT SUPERINTENDENT
11 > Envision Greece 2017
“IF YOUR ACTIONS INSPIRE OTHERS TO DREAM MORE, LEARN MORE AND BECOME MORE, YOU ARE A LEADER.”
— John Qunicy Adams
INSTRUCTIONAL COACHING • MATH INTERVENTION TEACHERS • TEAM LEADERS
WRAP-AROUND TEAM LEADERS • TEACHING AND LEARNING LEADERS • COMMON CORE COACHES
RESPONSE TO INTERVENTION TEACHERS • PROFESSIONAL LEARNING COMMUNITIES
LITERACY LEADERS • MENTORS • INSTRUCTIONAL LEADERSHIP
“Nothing makes a bigger difference in a child’s education than having a great teacher. The recently released Teacher Leader Model Standards are a critical step toward
better preparing and supporting teachers in assuming leadership roles that promote student learning.”
— ARNE DUNCAN, US SECRETARY OF EDUCATION
“We have excellent teachers here in Greece and this is an opportunity for teachers to be career teachers
and take on different leadership roles.”
— JASON COONEY, GTA
OneVision•OneTeam • One Greece > 12
Greece School Improvement Teams are committed to the following: Studentachievementisthenumberonepriorityandsharedbyeveryoneintheschoolcommunity.Highexpectationsfor
studentachievementforALLstudentsarecommunicatedbyeveryoneintheschoolcommunityinvisibleconcreteways.(EdSource,2006)
Acoherentstandards-basedinstructionalprogramandaviableandguaranteedcurriculumisbeingimplementedineveryclassroomtocreateschool-wideinstructionalconsistencywithingradesandcurriculumalignmentgrade-to-grade.(EdSource,2006andMcCrel)
Aprogressmonitoringsystemisinplaceforallstudentsandcanbedoneonadaily,weekly,monthlyand/orbi-annualbasis.Theessenceofthissystemisthatteachersneeddifferentinformationindifferentforms,atdifferenttimes,todotheirjobseffectivelyandmeetstudentneeds.(Stiggins,2006)
Abalancedassessmentsystemisinplaceandthedataareusedtoimprovestudentachievementandinstruction,e.g.,commonassessments,benchmarktests,endofcourseexams,monthly/biannualformativeandsummativeassessments.Teachersandstaffhaveafullunderstandingofthecrucialdistinctionsbetweenassessmentoflearningandassessmentforlearning.(Stiggins,2006)
Asharedcommitmentandplanforimprovingtheeffectivenessoftheschooltooperateasasystemandtoensureim-provementofstudentachievementforeverystudent.TheSchoolImprovementPlanningProcessrequiressystematicworkandGreeceSchoolshaveteamsofschoolleadersandteachersmonitoringeverystudentbynameandfacetoachievegradelevelexpectationsandcollege-readystandards.
1
2
3
4
5
What are the characteristics of high performing schools?
The School Improvement ModelThe Strategic Plan and Annual District Goals establish expectations for districtwide performance.
Each school, department, grade level and course team collaborate to establish goals and monitor every student at three to five weeks intervals.
13 > Envision Greece 2017
School Improvement ProcessImprovingaschoolisaprocessrequiringcommitmentandhardworkfrommanypeople.InJanuary2012andJanuary2013,teamsofteachers,schoolimprovementrepresentatives,
GTArepresentativesanddistrictleaderscommittedtoacollaborativemodeltoimproveour
schoolsandparticipatedintheAFT/UFTSchoolImprovementProcessTraining
throughtheCenterforSchoolImprovementLeadershipInstitute.Theadjacentgraphicshowshowthestepsoftheschoolimprove-mentprocessfittogether.
Source: American Federation of Teachers
Analyze Data
Evaluate Progress
Create or Update a School
Improvement Plan
Create or Renew a Labor-
Management Partnership
Form an Effective
Team
Implement Plan
Improved Student
Achievement
Greece Central teacher leaders and administrators work with representatives of the United Federation of Teachers Teacher Center in January 2013 to build communication and collaboration with a focus on supporting student achievement .
>
Continuous improvement is expected.
OneVision•OneTeam • One Greece > 14
High Performing Schools Have a Framework for Action
What Leads to School Improvement?
Greece School leaders use data walls to track student progress .>
Source: Parrett & Budge, ASCD, 2012
• Focusonlearning(student,professional,system)
• Buildleadershipcapacity
• Fosterhealthy,safe,supportivelearningenvironments
ACTION
• Caringrelationships/advocacy
• Courageandwilltotakeaction
• Highexpectationsandsupport
• Professionalaccountabilityforlearning
• Committedtoequity
SCHOOL CULTURE
15 > Envision Greece 2017
College-Ready Standards and PracticesAllGreecestudentsdeserveaqualityeducationthatpreparesthemforpost-highschooleducationandemployment.GreeceCentraliscommittedandfocusedonbuildingandsupportingrigorous,college-readystandardsfullyalignedwithNewYork’spostsecondaryaccessandsuccessgoals.
Overthenextfiveyears,GreeceCentralwillreplicatedistrict-widekeyinstructionalstrategiesusedinhighlysuccessfulschoolswithagoaltodelivereachstudentwithaqualityeducationandadiplomathatensurescollegeandpostsecond-aryemploymentreadiness.
Ready for College and Ready for WorkResultsofanACTCollegeandWorkforceTrainingReadinessStudyprovidesevidencethat,whetherenteringcollegeoraworkforcetrainingprogramaftergraduation,highschoolstudentsneedtobeeducatedtoacomparablelevelofreadinessinreadingandmathematics.
Thefive-yearstrategicdirectionlaysoutthekeygoals,targets,strategiesandinitiativesthatwillmobilizetheGreeceCentralSchoolstoachieveacollege-readymissiontoensurethatourstudentsgraduatefromhighschoolandarereadyforsuccessincollegeandpostsecondarytraining.Thefivegoalareasinthisplan,rangingfrommaximumacademicachievementtoimprovedpublicconfidenceandstrongparent/communityengagement,aremotivatedbyasenseofurgency—everychild,everydayhasonlyoneopportunitytoreceiveahighqualityeducation.Envision Greece 2017cameoutofaninitialbaselineauditofexistinginitiativesandprograms,conductedduringentryplanactivitiesoftheSuperintendentandtheAssistantSuperintendentsin2011-12.Inaddition,aJointInterventionTeamAudit,HumanResourcesStudy,Transporta-tion/ConsolidationStudy,andfullreviewofdistrictresultswerecarefullyanalyzed.Envision Greece 2017wasalsoin-formedbycommunityfocusgroups,student,teacher,parentandresidentsurveyresultsandinputofstakeholdergroups.
Many voices helped create a strong vision of equity and excellence for all
students in Greece schools.
Access to Success — College and Career-Ready Standards for All
GreeceCentralSchoolsareworkingtoensuregraduatesareabletosucceedincollegelevelcourseswithoutremediationandtoenterworkforcetrainingreadytolearnjob-requiredskills.
Thisimportantworkispartofanationalcalltoactiontoprovideaneducationforeverychildtoliveuptohisorherpotential.
TheBillandMelindaGatesFoundationcollege-readymissionandstrategiescallsforadramaticchangeinthewaychildrenareeducatedinAmerica.TheNewYorkStateReformAgenda,andalignedGreeceCentralSchoolDistrictStrategicPlan,callforafocusonstudentachievementbyempoweringexcellentteachersandsupportinginnovativeschoolstoincreasestudent,parentandcommunityengagementincommittingtolearningforallstudentsandliftingachievementbyreducingobsiticalstoqualityeducation.
Equity and Excellence… mobilizing partnerships among families, schools and the Greece community to promote kindergarten readiness, improve school/community
service integration and improve student achievement.
OneVision•OneTeam • One Greece > 16
The Greece Board of Education Equity and Excellence Committee brings together school, community, public service and faith-based partners to identify opportunities for interagency collaboration to support Greece youth and families .
ParentsM ATTERCommunitiesM ATTER
>
Pathway to College and Career Readiness
ACCELERATE ACADEMIC
ACHIEVEMENT
• Coherent curriculum
• Balanced Assessment
• Instructionalframeworks
• Collegeandcareerreadiness
DEVELOP HUMAN CAPITAL AND
PROFESSIONAL CAPACITY
• Qualityrecruitmentandretention
• Teacherandleadereffectiveness
• Qualityevaluation• Highquality
professional development
IMPROVE COMMUNICATION
AND DEEPEN COMMUNITY ENGAGEMENT
• Customerserviceandalignment
• Communication• Familyengagement• Community/higher
educationpartner-ships
ENSURE SAFETY AND
WELLNESS
• Safetyandsecurity• PBISandcitizenship• Preventionand
intervention• Communityschools
CREATE QUALITY
PERFORMANCE MANAGEMENT
SYSTEMS
• Accountability• Fiscalresponsibility
and21stCenturyInfrastructure
• Performanceplans/Scorecards
• Resourcesteward-ship
GRADUATION
Grade 11: ELA (75% or better), Algebra 2/Trig, AP/IB/ACT/SATParticipation and Performance: Career Technical Education Attainment
Grade 10: On track with credits and exams for graduation
Grade 9: Integrated Algebra (80% or better), Writing and Literacy Mastery; On track for graduation with 6 credits
NYS Grades 3–8: At or above grade level Reading, Writing and Numeracy
Beginning Grade 3: At or above grade level Reading, Writing and Numeracy
Grade 1: Reading, Writing and Numeracy
FIVE STRATEGIC GOAL AREAS RELATED TO HIGH-IMPACT LEVERS
17 > Envision Greece 2017
Our Current StateAcademic Performance IndicatorsGreeceSchoolshavemadesteadyprogressinmanyareas;however,therearemanyopportunitiesforimprovement.Onechallengeisensuringthatweassessstudentlearninginmeaningfulwayssothatstrategicinterventionscanbedesignedandimplemented.Wearetakingstepstoimplementprogramsandservicesinamannerthatenablesustomonitorandsupportstudentlearningatthreetofiveweekintervalstorespondrapidlyandpreventfailure.Access to Success: Every Student, Every Day
In 2012…• 59%ofgrades3-8studentswereproficientontheNYSELAassessments
• 74%ofgrades3-8studentswereproficientontheNYSMathassessments
• 93%ofstudentsearnedanIntegratedAlgebraRegentscreditbytheendofgrade9
• 85%ofstudentsearnedsixcreditsbytheendofgrade9
• 84%ofstudentsearned12creditsbyendofgrade10
• 61%ofstudentsearnedtwosciencecreditsbytheendofgrade10
• 62%ofstudentswereproficientinAlgebra/Trigbytheendofgrade11
• 85%ofstudentsgraduatedinfouryears
• 48%ofstudentsearnedaRegentsDiplomawithAdvancedDesignation
• AveragecombinedSATscorewas1507
• Annualnon-completersratewas3%
OneVision•OneTeam • One Greece > 18
Readingongradelevelendofgrade1
Readingongradelevelbeginningofgrade3
ELAgrades3-8
Mathgrades3-8
IntegratedAlgebrawithscoreof80%orbetterbytheendofgrade9
Sixcreditsbytheendofgrade9
Ontracktograduateattheendofgrade10
90%offirst-graderswillbereadingongradelevelbytheendofgrade1.
90%ofthird-graderswillbereadingongradelevelatthebeginningofgrade3.
100%ofthird-gradersscalescorewillreflectayear’sgrowth.
Achievementgapwillbelessthanfivepercentagepoints.
85%of3-8graderswillbeongradelevel.
Annualincreaseforstudentsscoringproficientat5%peryear.
100%ofstudentsingrades3-8scalescoreswillreflectayear’sgrowth.
Achievementgapwillbelessthanfivepercentagepoints.
95%ofstudentswillearnanIntegratedAlgebracreditbytheendofgrade9.
70%ofstudentswillachieveaminimumscoreof80%.
Achievementgapwillbelessthanfivepercentagepoints.
95%ofstudentswillearnsixcreditsbytheendofgrade9.
95%ofstudentswillearn12creditsbytheendofgrade10.
95%willhavepassedthreerequiredexamstowardgraduation.
AIMSwebgradelevelmeasure %ofstudentsmeetingorexceedingstandards
AIMSwebgradelevelmeasure %ofstudentsmeetingorexceedingstandards
%ofstudentsachievingayear’sgrowth
%reductioninachievementgap
NYSassessmentresults %ofstudentsmeetingorexceedingstandards
NYSassessmentresults %ofstudentsmeetingorexceedingstandards
%ofstudentsachievingayear’sgrowth
%reductioninachievementgap
%ofstudentsearningIntegratedAlgebracredit
%ofstudentsearningIntegratedAlgebracreditwith80%orbetter
%reductioninachievementgap
%ofstudentsearningsixcreditsbytheendofgrade9
%ofstudentsearning12creditsbytheendofgrade10
%ofstudentspassingthreeexams
Our Desired StateACADEMIC INDICATORS DISTRICT TARGET BY 2017 MEASURE
Sciencesbygrade10
Algebra2/Trigbygrade11
Highschoolgraduation
Collegereadinessandworkbound
95%of10th-graderswillhavetwosciencecreditsbytheendofgrade10.
80%of11th-graderswillbeproficientinAlgebra/Trigbytheendofgrade11.
Annualnon-completersrateof2%orless.
95%fouryeargraduationrate.
AveragecombinedSATscoreof1650orbetter.
100%ofstudentstookatleastonecollegelevelcourse.(enrollmentsinAP,IBandDualCreditcourses)
%ofstudentsearningtwosciencecreditsbytheendofgrade10
%ofstudentsproficientinAlgebra/Trigbytheendofgrade11
Annualnon-completerrate
%four-yeargraduationrate
#and%ofstudentswithcombinedSATscoreof1650orbetter
%ofstudentssuccessfullycompleting
19 > Envision Greece 2017
1 > Envision Greece 2017 OneVision•OneTeam • One Greece > 2
Teaching Conditions
TeacherAttitudesandBeliefs
FamilyEngagement
Customersatisfaction
CodeofConduct/PBIS
AlignedResources
Cultureofaccountability
90%participationrateonsurvey.
Improvementoverbaseline.
90%participationrateonsurvey.
Improvementoverbaseline.
100%ofschoolswillmeetbenchmarksforFamilyFriendlySchools.
Annualincreasein%positiveresponseonsurvey.
Annualincreaseincustomersatisfaction.
100%ofschoolswillimplementCodeofConductandusePBIStorespondtodisciplineinfractions.
Spendingdirectedatinstruction.
Utilizationrateofbalancedscorecardsbydepartment,seniorleaders.
Nationalsurveyofteachingconditions
NationalCenterforSchoolLeadershipSurveys
FamilyFriendlySchoolsbenchmarkanalysistool
HarvardUniversityParentSurvey
Departmentsurveytools
Schoolwideinformationdatatools StateEducationreports/trends
%ofspendingdirectedatinstruction
%ofdepartmentsandseniorleadersusingbalancedscorecards
Our Desired StatePERFORMANCE
INDICATORS DISTRICT TARGET BY 2017 MEASURE
StudentEngagementandSatisfaction
FavorableSchoolClimateratingof95% NationalCenterforSchoolLeadershipSurveys
OneVision•OneTeam • One Greece > 20
1 > Envision Greece 2017 OneVision•OneTeam • One Greece > 2
Strategic Goals GOAL 1 ACCELERATE ACADEMIC
ACHIEVEMENT
Provide for all students by ensuring equitable access to rigorous K-12 curriculum, aligned instructional
materials and assessments .
GOAL 2 DEVELOPING HUMAN CAPITAL AND
PROFESSIONAL CAPACITY
Recruit, support and retain high quality teachers and leaders .
GOAL 3 IMPROVE COMMUNICATION AND
DEEPEN COMMUNITY ENGAGEMENT
Build effective communications through meaningful family and community
engagement .
GOAL 4 ENSURE SAFETY AND WELLNESS
Strengthen the foundation of a District culture based on high expectations for
respect and good citizenship .
GOAL 5 CREATE QUALITY PERFORMANCE
MANAGEMENT SYSTEMS
Develop and align instructional support infrastructure, leveraging technology,
operations and business services to build a culture of alignment and continuous
improvement .
21 > Envision Greece 2017
GOAL 1
> STRATEGY 1.1 • Developoradoptalignedcurriculumandinstructionalmateri-
alsatallgradelevelsandallsubjects.
> STRATEGY 1.2• Developacomprehensiveandbalancedassessmentsystem
designedtodeliverhighquality,differentiatedinstruction.
> STRATEGY 1.3• RestructureDistrictOfficetobuilddistrictwidecapacityand
improveallschoolstoeffectivelysupportimplementationofnewcurriculumsandtheNewYorkStateCommonCoreLearningStandards.
> STRATEGY 1.4• Increaseidentification,participationandperformancein
rigoroussecondarycurriculumofferingsdevelopingmultiplepathwaysandenhancedScience/Technology/Engineering/Mathematics(STEM)andCareerTechnicalEducation(CTE)programs.
nounathingdonesuccessfully,typicallybyeffort,courage,orskill:toreachthisstageisagreatachievement
verbincreaseinamountorextent;undergoachange invelocity
a•chieve•ment
ac•cel•er•ate
Accelerate Academic Achievement for all students by providing equitable access to rigorous curriculum and aligned instructional materials
and assessments at all grade levels and all subjects .
OneVision•OneTeam • One Greece > 22
STRATEGY 1.3Restructure District Office to build districtwide capacity and instructional frameworks to effectively support implementation of new curriculums and the New York State Common Core Learning Standards.
DistrictOfficeleaderswillbeorganizedtoworkwithschoolstoprovideneededresourcesandsupportandtheywillreachouttocommunityorganizationstofindadditionalsupportforschools.Districtleaderswillsupportteachersandbuildingleaderswithongoingprofessionaldevelopmenttobuildthecapacityandskillsrequiredtoeffectivelyimplementnewcurriculums,instructionalresourcesandteachingstandardscontainedwithintheNYSUTInstruc-tionalFramework.Asnewcurriculaandinstructionalmaterialsareprovided,theywillhelparticulatethetimelinefortheselectiveabandonmentofoutdatedcurriculumsandprogramsthatdistractfromqualityimplementation.Districtleaderswillbeheldjointlyaccountableforschoolresultsandforidentificationofmodelpracticesforreplicationdistrict-wide.
GOAL 1 ACCELERATE ACADEMIC ACHIEVEMENT
FOR ALL STUDENTS BY PROVIDING EQUITABLE ACCESS TO RIGOROUS K-12 CURRICULUM,
ALIGNED INSTRUCTIONAL MATERIALS AND ASSESSMENTS.
STRATEGY 1.1 Develop or adopt aligned curriculum and instructional materials at all grade levels and all subjects.
DeveloporadoptnewdistrictwidePreK-12curriculumswithalignedinstructionalmaterialsforReading,Writing,ELA,Mathematics,Science,SocialStudies,CareerandTech-nicalEducation,FineArts,WorldLanguagesandPhysicalEducation,HealthandWellness.AlignallcurriculumandinstructionalmaterialswiththeNewYorkStateCommonCoreLearningStandardsand/orNewYorkStateNextGenerationStandards.EvaluateCommonCore-alignedcurriculumunits,lessonsandresourceswiththeTri-StateQualityReviewRubricandRatingProcess.
STRATEGY 1.2Develop a comprehensive and balanced assessment system designed to deliver high quality, differentiated instruction.
Supportcontinuedprofessionallearningforteachersandadministratorstointerpretdatatoguideinstruction.Ensuredistrict,schoolandteam/departmentcapacitytoroutinelyuseprogressmonitoringtoolsandapplyeffectiveinterven-tionstoacceleratestudentachievement.NewK-12curricu-lumsandstandardswillbeusedtobackwards-maptheproficienciesforsuccessfulcollegeandcareerreadiness,measuringkeyperformancetargetsatcriticaljunctures.
ExpandandmonitortheimplementationofanexplicitandcomprehensivePreK-12literacyandnumeracyframeworkandRtIsupportmodelandstrengthenDistrictprogressmonitoringtoimplementskillfulinterventionstocloseachievementgapsinreading,writing,andmathematicsperformance.TheDistrictwillbuildanetworkofliteracyteacherleaderstomodeleffectiveliteracyinstructionandstrategicallyutilizejob-embeddedinstructionalcoachingtosupportaScientifically-BasedReadingResearch(SBBR)approachtoliteracyinstruction.TheDistrictwilldevelopaskilledRTIteacherleadershipteamtohelpschoolsdevelopandutilizeRtIanduniversalcomputerbaseddiagnosticscreeningtools.AformalprogramevaluationmodelandcyclewillbeadoptedtoimproveK-12studentsupportsystemsandprograms,includingthoseforspecialeducationandEnglishLanguageLearnersinalignmentwithperfor-manceresultsandgraduationexpectations.
23 > Envision Greece 2017
expandedaccesstoadvancedcourseofferingsusingtheBroadEducationFoundationToolKitforExpandingAdvancedPlacementAccess(AP)andrecommendaplantocloseaccessandachievementsgaps.ImplementresearchprovenstrategiestoincreasethenumberofAP/IBexamsadministered,whileincreasingstudentexamperformanceandemploystrategytoincreaseparticipationofunder-rep-resentedstudents.DevelopandimplementaplantoincreaseparticipationandperformanceofstudentstakingtheSAT/ACT.TheAVIDprogramisbeingpilotedatOlympiawithfullimplementationbeinganticipatedin2014-15.
AppointaBlueRibbonCollegeandCareerReadinessPanelstakeholdergroupofDistrictleaders,teachers,students,communitybusinessleaders,highereducationpartnersandSTEMprofessionalstoworkinpartnershipwithDistrictleadershipanddesignamulti-yearplantolinkcurriculumtocareerpathsandgraduation/workreadiness.AsNYSEDcontinuestodevelopSTEMandCTEprogramsandexpec-tations,ensureDistrictreadinesstorespondwithinnovativeandeffectiveprogramsforstudents.
DistrictOffice-ledTeachingandLearningTeamswillcollaboratewithprincipalsandschoolsbyleveragingresources,professionaldevelopmentandflexibilitybaseduponschoolachievementandstudentlearningdata.TheDistrictwillsupporttheuseofaturnaroundstrategyforthelowestperformingschoolstopilotinnovativesystemsandstructuresandscalesuccessfulpracticesthroughouttheDistrict.ATurnaroundPrincipal/Coachwillassistprinci-palssupportingimprovementeffortsusingaformalre-search-basedmodelofturnaroundthatacceleratesschoolimprovement.TheDistrictwillexploreanEarlyCollegeHighSchoolInitiativeatOlympia.
STRATEGY 1.4Increase identification, participation and performance in rigorous secondary curriculum offerings developing multiple graduation pathways and enhanced Science/Technology/Engineering/Mathematics (STEM) and Career Technical Education (CTE) programs.
Conductadistrictwideauditofcollegecreditcourseofferings.Implementhigh-qualitypre-AP/IBstrategiesandcoursesinmiddleandhighschoolstoprovidestudentswith
OneVision•OneTeam • One Greece > 24
GOAL 2
Develop Human Capital and Professional Capacity by recruiting, supporting and retaining high quality teachers and leaders .
> STRATEGY 2.1 • Developandimplementarefined
recruitmentandselectionprocesstoensurehighqualityteachersandleaderstoimprovestudentperformance.
> STRATEGY 2.2• Developteacherandleadercareer
ladderopportunitiesforrecognitionandadvancementofprofessionallearning.
> STRATEGY 2.3• Implementanintegratedsystemfor
advancingteachergrowthandstudentlearning,incollaborationwiththeGTA,anchoredinameaningfulsystemofcoaching,supervisionandevalua-tion.
> STRATEGY 2.4• Refocusandprioritizeprofessionaldevelopmenttoensurealignmenttoskillfulteaching,contentknowledge
andresearchbasedapproachestosupportadiverselearningpopulationtoreachcollegeandcareerreadinessstandards.
nounwealthintheformofassets;wherewithal,means, resources
nounthemaximumamountthatsomethingcancontain;fullyoccupyingtheavailableareaorspace
cap• i •tal
ca•pac• i •ty
25 > Envision Greece 2017
1 > Envision Greece 2017 OneVision•OneTeam • One Greece > 2
ImplementqualitytoolsandprocessessuchastheTri-StateQualityReviewRubrictoidentifyexemplarylessons/unitsthatserveasmodelsofCommonCoreStandardsalignedinstruction.
STRATEGY 2.4Refocus and prioritize professional development to ensure alignment to skillful teaching, content knowledge and research based approaches to support a diverse learning population to reach college and career readiness stan-dards.
Alignprofessionaldevelopmentresourcestosupportingtheknowledge,skillsandoutcomesdescribedintheNYSUTTeachingandLearningRubricandMarzanoLeadershipRubric.Professionaldevelopmentwillincludetheeffectiveuseofnewcurriculumframeworks,instructionalmaterialsandassessments.Professionaldevelopmentsupportsystemswillincludeahighqualitymentoringprogramalignedwitheffectiveinstructionalpractice,datainformedinstruction,positivebehaviorinterventionandsupportsPBISandculturalcompetence.DistrictprofessionaldevelopmentwillbealignedtoaddresstheneedsofteachersandleadersasidentifiedthroughtheStrengtheningTeacherandLeaderEffectivenessContinuum.Thiswillincludejob-embeddedcoachingandaction-researchmodels.ProfessionalLearningCommunitypracticewillalsocontinuetobesupported.TheDistrictwillcontinuetoparticipateinLabor-ManagementCollaborationandinUSDepartmentofEducationPro-gramsrelatedtoCollaboratingtoTransformtheTeachingProfession.
GOAL 2 DEVELOP HUMAN CAPITAL AND PROFESSIONAL
CAPACITY BY RECRUITING, SUPPORTING AND RETAINING HIGH QUALITY TEACHERS
AND LEADERS.
STRATEGY 2.1Develop and implement a refined recruitment and selec-tion process to ensure high quality teachers and leaders.
Designandimplementasystemthatensurespartnershipswithcollegesanduniversitiestorecruitthehighestqualityanddiversecandidates.Utilizeeffectiveinterviewtoolstoscreenandplacenewpersonnelandensurehighlevelhiringstandards.Developanorientationmodelthatwillbefacilitatedbyacrossfunctionalteamofdistrictstaffmem-bers.Ensureawelcoming,informativeandrelevantexperi-enceconsistentlyprovidedtoallnewlyhiredGreeceCentralSchoolDistrictemployeesalignedwithOneVision,OneTeam,OneGreece.Provideforhighqualitymentoringfornewteachersandschoolleadersandaneffectiveresearch-basedinductionmodel.Createaprocesstoidentify,planforandimplementtheprofessionaldevelopmentneedsforallnon-instructionalpersonnelasdeterminedbyperformancedata.
STRATEGY 2.2Develop teacher and leader career ladder opportunities for recognition and advancement of professional learning.
Developandimplementaresearched-basedcareerpathwayplanforteachersandleadersthatsupporttheirdevelopmentandhelpsgainexperienceandexpertisewhilecoachingandassistingotherteachersandschoolleaders.DevelopaGreeceLeadershipAcademymodeltodevelopandsupportTeacherLeaders/CoachesandPrincipalLeaders/Coachesalignedwithbestpractices.TheGreeceCentralSchoolDistricthasreceiveda$1.47milliongranttopartnerwiththeNewYorkCityLeadershipAcademythroughJune2014.TeacherCoachesfortheNYSUTrubric,CommonCoreCurriculumanddatainformedinstructionwillalsobedevelopedandsupportedthroughthisgrant.
STRATEGY 2.3Implement an integrated system for advancing teacher growth and student learning, in collaboration with the GTA, anchored in a meaningful system of coaching, supervision and evaluation.
Ensureasystemofinstructionalimprovementandanalignmentwithprofessionaldevelopmentcoveringcontentknowledge,useofassessmentforinstructionandresponsiveintervention,supervisionandevaluationactivities.TheNYSUTRubricandsystemofTeacherEvaluationandDevelopment(TEDSystem)willbepilotedin2012-13.
OneVision•OneTeam • One Greece > 26
GOAL 3
Impove Communication and Deepen Community Engagement through meaningful family and community engagement .
> STRATEGY 3.1 • Buildtrustthroughtransparentcommunicationand
wellarticulatedengagementamongparents,families,residentsandemployees.
> STRATEGY 3.2• Improveinternalcommunicationtostrengthen
alignmentandimpactofDistrictinitiativesonstudentlearning.
> STRATEGY 3.3• Improveexternalcommunications,redesignand
updatetheDistrict’swebsiteandothermediatoolstoprovidethecommunitywithregularprogressreportsonschoolanddistrictperformance.
> STRATEGY 3.4• Strengthen,expandandalignstrategiccommunitypartnershipstoimprovestudentperformance.
nounanarrangementtodosomething;theactionof engagingorbeingengaged
nountheimpartingorexchangingofinformationornews; thesuccessfulconveyingorsharingofideasand feelings
en•gage•ment
com•mu• ni •ca•tion
27 > Envision Greece 2017
STRATEGY 3.3Build trust through transparent communication and well articulated engagement among parents, families, residents and employees.
DesignaFamilyandStudentEngagementPlanembeddedintoSchoolandDepartmentPlansbasedonstudentdataandinputfromstaffandfamilies.ContinuethestrongpartnershipwiththeExecutiveCommitteeofthePTACouncilrepresentingallschoolstoensurecustomerandend-userinput.Establishmultiplechannelsforconversationandengagementbetweenteachers,schoolleaders,schoolstaffandfamilies.Utilizeavarietyofmediatoinformthecommunityonatimelybasisofinformationessentialtomeaningfulfamilyengagement.
RestructuretheOfficeofStudentServicestoprovidemoreformalsupportforFamilyEngagement,coordinationofFamilyServicesIntegrationandtheincreaseduseofformalvolunteerprogramsandcommunitypartnerships.DevelopaformalParentUniversityProgramtohelpGreeceparentssupporttheirchildren’spersonalandacademicgoals,andaformalFamilyFriendlySchoolsInitiative,byschool,toincreasefamilyinvolvementinsubstantiveactivitiestohelpchildrentoachieveathighlevels.AcommunityOASISTutoringModelwillbecreatedtoconnectelementarystudentstoanadultreadingpartner,andtheDistrictwillopenadedicatedphonelineforparentassistancetoensurehighqualityparentsupportandimprovedresponsivenesstoindividualparents/studentsrequiringsupport.Thedistrictwillincreasetheuseoffeedbacktools,perceptionstudiesandscorecardstomeasureimpactofinitiativesonperformance.
STRATEGY 3.4Strengthen, expand and align strategic community partnerships to improve student performance.
CreateformalpartnershipswithGreececommunityorgani-zationstostrengthencitizenshipandcareerreadinessthroughinternships,servicelearningandcommunityservice.ContinuepartnershipsbetweentheDistrictandcommunityagenciesthroughtheBoardofEducationEquityandExcellenceCommittee.Continuetodevelopaformalstrength-basedcommunitywraparoundservicemodeltosupportaCommunitySchoolsapproach.TheDistricthasappliedfor21stCenturyCommunityLearningCentersgranttoextendtheschooldayforstudentsinelementaryFocusSchools.Seekopportunitiestoexpandartsandculturalprograms,athletics,physicalwellness,andenrich-mentandcommunitypartnershipsandworkcloselywiththeGreeceEducationFoundationtosecuresupportforprogramenrichment.Expandpartnershipswithhighereducationprogramstostrengthencollegeandcareerreadiness.
GOAL 3 IMPROVE COMMUNICATION AND DEEPEN
COMMUNITY PARTNERSHIP THROUGH MEANINGFUL FAMILY AND COMMUNITY
ENGAGEMENT.
STRATEGY 3.1Improve internal communication to strengthen alignment and impact of District initiatives on student learning.
Developacustomerserviceplanwithexplicitstandardsandcommitmentsandimproveinternalcommunicationprotocols.AcomprehensiveInternalDistrictCustomerServiceandCommunicationsPlanwilloutlinemeasurablestrategiestoenhanceinternalcommunication.Districtdepartmentsandofficeswillestablishinternalcustomerserviceandcommunicationplans,alignedwiththeDistrict’scomprehensiveplan,andwillincludeanevaluationoftimelinessandqualityofservicethroughend-userfeedback.ADistrictintranetwillbecreatedtoincreaseemployee/department/schoolcommunicationandcollaboration.
STRATEGY 3.2Improve customer service and external communications, redesign and update the District’s website and other media tools to provide the community with regular progress reports on school and district performance and solicit feedback on a regular basis.
ImplementcustomerservicestandardsanduseavarietyofWeb2.0toolstocreateauser-friendly,current,interactiveexperiencethatisintegratedwithsocialmediatoolstoincreasetransparency,positivepublicperceptionandtherapidavailabilityofinformation.TheDistrictwillleveragethiswebpresencetoprovideup-to-dateinformationaboutinitiatives,events,studentactivitiesandaccomplishments.
AnEnvisionGreece2017DataDashboardwillbealignedwiththeStrategicPlan.TheDistrictwillcreateanannualResultsBookthatreleasesacomprehensivepublicreportofDistrictprogresstowardtheStrategicPlanmeasures,inamannerthatwillenablethecommunitytotrackprogresstowardgoals.Inaddition,SchoolScorecardswillreporttrendsandbenchmarkinformationonstudentachievementonstateandlocalperformancemeasures,aswellasout-comesonkeyimprovementstrategies.TheEnvisionGreece2017DataDashboardwilllinkinterimmeasurestoyear-endScorecardsdesignedtopredictwhetheraschoolorthedistrictisontracktomeetitsyear-endexpectations.
OneVision•OneTeam • One Greece > 28
GOAL 4
Ensure Safety and Wellness by strengthening the foundation of a District culture based on high expectations for
respect and good citizenship .
> STRATEGY 4.1 • Improvesecurityandpreventioneffortstoensure
students,staffandvisitorsaresecurewhileonDistrictcampuses.
> STRATEGY 4.2• ImplementPositiveBehavioralInterventionsand
SupportsandtheOlweusBullyingPreventionProgram.
> STRATEGY 4.3• Supportstudentsidentifiedasatriskandestablish
effectivedropoutpreventionprogramstoincreasehighschoolgraduationrates.
> STRATEGY 4.4• Promotestandards-basedschoolcounselingandmentalhealthprogramstoimproveachievementandto
integratesocial,healthandotherservicesthroughinteragencycollaboration.
nountheconditionofbeingprotectedfromorunlikelytocausedanger,risk,orinjury
nounmembershipinacommunity;thequalityofan individual’sresponsetomembershipinacommunity
safe•ty
cit• i •zen•ship
29 > Envision Greece 2017
OneVision•OneTeam • One Greece > 30
othermodelsalignedwithincreasedsecondaryschoolgraduationratesforallstudents.FurtherdevelopBridgesandtheRe-EngagementCentertoalignwithlocalandnationalmodelsofexcellence.Leveragesmalleralternativesettings,competencybasedcourses,learningrecovery,creditrecovery,on-linecoursework,careeracademiesandflexibleschedulestoprovidecosteffectivemultiplepathwaystograduation.
STRATEGY 4.4Promote standards-based school counseling and mental health programs to improve achievement and to integrate social, health and other services through interagency collaboration.
Conductacounselingprogramevaluationandalignpracticewithnationalstandards.DevelopaSchool/CommunityHealthTaskForcetocreateastrongCommunitySchoolsmodelasidentifiedbytheCoalitionforCommunitySchools.Prepareforpilotprogramsinfocusschoolstoaddressbarrierstolearning.TheDistricthasappliedfora21stCenturyCommunityLearningCentersgranttopilotrestructuringtheschooldayscheduletoextendlearningtimeandintegratestudentandfamilyservices.PrioritizehealthobjectivesandcreateaHealthAgendaforallschoolstoimprovestudentreadinesstolearn.TheGreeceHealthAgenda2017willaddresseightcomponentsofcoordinatedschoolhealth:nutrition,mentalhealthservices,physicalactivity,directhealthservices,family/community/staffinvolvementinhealthyactivities,safeandhealthylearningenvironments,mentalhealthwraparoundteamsandsupport.
GOAL 4 ENSURE SAFETY AND WELLNESS
BY STRENGTHENING THE FOUNDATION OF A DISTRICT CULTURE BASED ON HIGH EXPECTATIONS FOR RESPECT AND
GOOD CITIZENSHIP.
STRATEGY 4.1Improve security and prevention efforts to ensure stu-dents, staff and visitors are secure while on District campuses.
AcentralfocusofGreeceCentralSchoolsistopromoteasecure,safe,healthyandculturallyresponsiveenvironmentforstudentsandemployees.TheDistrictisconductingasecurity,preventionandresponseanalysisin2012-13toupdateexistingDistrictandschoolsiteemergencyplans.TheDistrictwillenhancesecurityprotocolsatGreecefacilitiesandupdateandimplementtrainingprogramsincludingonlineprogramsforcampusemergencyresponse.Partnershipswithlawenforcementandemergencymanage-mentwillbecontinuedtoprovidewell-coordinatedpreven-tionandresponsesystems.
STRATEGY 4.2Implement Positive Behavioral Interventions and Sup-ports and the Olweus Bullying Prevention Program.
EachschoolwillfullyimplementPositiveBehavioralInterventionsandSupports(PBIS)inalignmentwithnationalmodelsofprevention,interventionandschool-basedwraparound.PBISrequirestheuseofdisciplinedataandevidence-basedbehavioralpracticetoimprovestudentconduct.EachschoolwillfullyimplementOlweusBullyingPreventionPrograminalignmentwithnationalstandardsofpracticeandreportonstagesofimplementationandresultsannuallyforeachschoolandDistricttransportation,foodserviceandsecuritydepartments.Districtschoolswillexpandtheuseofanearlywarningtrackingsystemtoprovideappropriateinterventionsforstudentswithbehav-ioral/motivational/andattendanceissues.
STRATEGY 4.3 Support students identified as at risk and establish effective drop out prevention programs to increase high school graduation outcomes.
Expandthefeedbackloopwithstudentstobuildresponsiveprogramsandservices.ImplementQualityAcademicCenters,PyramidResponsetoIntervention,RightReasonTechnology,TwilightAcademies,NewcomersAcademy,AdventureBasedCounseling,IndividualLearningPlansand
GOAL 5
Create Quality Performance Management Systems by developing and aligning instructional support infrastructure, technology, operations and
business services with national industry standards .
> STRATEGY 5.1 • StrengthentheDistrictaccountabilitymodelfor
improvedachievement,attendanceandcitizen-ship/conduct.
> STRATEGY 5.2• Adoptamulti-yearbudgetingmodeland
enhanceprocessesandpracticesinallbusinessenvironmentstoincreaseefficiency,transpar-encyandperformance.
> STRATEGY 5.3• CreateDepartmentPerformancePlansaligned
withStrategicPlanGoals.
> STRATEGY 5.4• Continuetoenhanceprocessesandpractices
inallFacilitiesandOperationsDepartments.
nounasetofconnectedthingsorpartsformingacomplexwhole,inparticular
nountheactionorprocessofcarryingoutoraccomplishinganaction,task,orfunction
sys•tems
per•for•mance
31 > Envision Greece 2017
OneVision•OneTeam • One Greece > 32
STRATEGY 5.2Adopt a multi-year budgeting model and enhance processes and practices in all business environments to increase efficiency, transparency and performance.
TheDistrictwillimplementmulti-yearbudgetingfocusingonlong-termfinancialstability.Identifycostdriversandrevenuetrendstoprojectlong-termexpensesandrevenueswhilemonitoringpublicpolicy,economicandpoliticaltrends.TheoperatingbudgetwillbealignedtotheStrategicPlanthroughaQualityBasedBudgetingProcessdesignedforSpring2013introduction.Internalbusinesscommunica-tionpracticeswillbestreamlinedviaelectronicmedium(mastercalendars,podcasts,MicrosoftSharePoint,etc.)Inaddition,theDistrictwillcontinuetoseekopportunitiesforefficiencyandalignfundingwithstudentlearningresults.
STRATEGY 5.3Create Department Performance Plans aligned with Strategic Plan Goals to support engagement and ownership.
AllDistrictofficeswillidentifythevariouscustomerstheysupportanddesignanddisplayabalancedscorecardwithkeyindicators,benchmarksandtargets.EachdepartmentwillalsoestablishaQualityServicePlanofActionforcontinuousimprovement.TheDepartmentofHumanResourceswillsupporttrainingintheBaldridgeCriteriaforPerformanceExcellence,CQASLeanSixSigmaandprojectmanagementstandardsandpracticestoassistalldepart-mentstomapoutkeyperformanceindicatorstoincreaseefficiencyandservicequality.Ongoingtrainingforim-provedcommunicationsandexcellenceincustomerservicewillbeavailableforallstafftoimproveboththeprocessandthequalityofservice.
STRATEGY 5.4Ensure resource stewardship through maximum organization performance.
OperationalDepartments(e.g.Transportation,FacilitiesandOperations,FoodServiceandTechnology)serveandsupportallstaffandstudentsacrosstheDistrict.Greecewillcontinuetoincreasegreeneffortstobecomemoreenergyefficientasmeasuredbycostsavingsandenergyusage.TheDistrictwillalsoimplementnewrequirementsinChildNutritionServicestosupportstudenthealthandwellnessasmeasuredbynationalstandards.TheDistrictwillcontinuetoplancarefullyforbuildingmodernization,energyconservationandtransportationoptimizationascomparedtobaselinemeasurestoensurequality,serviceandefficiency.
GOAL 5 CREATE QUALITY PERFORMANCE MANAGEMENT
SYSTEMS BY DEVELOPING AND ALIGNING INSTRUCTIONAL SUPPORT INFRASTRUCTURE, LEVERAGING TECHNOLOGY, OPERATIONS AND
BUSINESS SERVICES BUILDING A CULTURE OF ALIGNMENT AND CONTINUOUS IMPROVEMENT.
STRATEGY 5.1 Strengthen the District performance model to increase staff capacity and leadership.
TheEnvisionGreece2017DataDashboardwillprovideup-to-dateinformationandkeepthecommunityinformedofourprogressandchallenges.Across-functionalDataDashboardTeamwillcontinuetoimproveuserfriendlyreportsanddevelopregularperformanceevaluations.AnannualResultsBook,SchoolScorecards,DataDashboards,StudentInformationDataWarehouseandinternalcommu-nicationtoolswillensurethatdepartmentsandschoolsaresupportedtoaligntheirworktoimprovestudentachieve-ment.Throughapplicationofasystematiccycleofcontinu-ousimprovement,organizationalstructuresandoperationalsystemswillberegularlymonitoredtoimproveservicedeliverytoschools.TheGreeceFocusSchoolModelwillimprovelowperformingschoolsaswellasrecognizeschoolswhoseacademicachievementwarrantsincreasinglevelsofautonomy.Aformalresearchbasedprogramevaluationmodelthatincludesanassessmentofplanning,implementa-tionandsustainabilityofprogramsandtheeffectonstudentachievementwillbedevelopedin2013.
Goals & Strategies
Strategy1.1—Developoradoptalignedcurriculumandinstructionalmaterialsatallgradelevelsandallsubjects.
Strategy1.2—Developacomprehensiveandbalancedassessmentsystemdesignedtodeliverhighquality,differentiatedinstruction.
Strategy1.3—RestructureDistrictOfficetobuilddistrictwidecapacityandinstructionalframeworkstoeffectivelysupportimplementationofnewcurriculumsandtheNewYorkStateCommonCoreLearningStandards.
Strategy1.4—Increaseidentification,participationandperformanceinrigoroussecondarycurriculumofferingsdevelopingmultiplegraduationpathwaysandenhancedScience/Technology/Engineering/Mathematics(STEM)andCareerTechnicalEducation(CTE)programs.
Strategy2.1—Developandimplementarefinedrecruitmentandselectionprocesstoensurehighqualityteachersandleaders.
Strategy2.2—Developteacherandleadercareerladderopportunitiesforrecognitionandadvancementofprofessionallearning.
Strategy2.3—Implementanintegratedsystemforadvancingteachergrowthandstudentlearning,incollaborationwiththeGTA,anchoredinameaningfulsystemofcoaching,supervisionandevaluation.
Strategy2.4—Refocusandprioritizeprofessionaldevelopmenttoensurealignmenttoskillfulteaching,contentknowledgeandresearchbasedapproachestosupportadiverselearningpopulationtoreachcollegeandcareerreadinessstandards.
Strategy3.1—ImproveinternalcommunicationtostrengthenalignmentandimpactofDistrictinitiativesonstudentlearning.
Strategy3.2—Improvecustomerserviceandexternalcommunications,redesignandupdatetheDistrict’swebsiteandothermediatoolstoprovidethecommunitywithregularprogressreportsonschoolanddistrictperformanceandsolicitfeedbackonaregularbasis.
Strategy3.3—Buildtrustthroughtransparentcommunicationandwellarticulatedengagementamongparents,families,residentsandemployees.
Strategy3.4—Strengthen,expandandalignstrategiccommunitypartnershipstoimprovestudentperformance.
Strategy4.1—Improvesecurityandpreventioneffortstoensurestudents,staffandvisitorsaresecurewhileonDistrictcampuses.
Strategy4.2—ImplementPositiveBehavioralInterventionsandSupportsandtheOlweusBullyingPreventionProgram.
Strategy4.3—Supportstudentsidentifiedasatriskandestablisheffectivedropoutpreventionprogramstoincreasehighschoolgraduationoutcomes.
Strategy4.4—Promotestandards-basedschoolcounselingandmentalhealthprogramstoimproveachievementandtointegratesocial,healthandotherservicesthroughinteragencycollaboration.
Strategy5.1—StrengthentheDistrictperformancemodeltoincreasestaffcapacityandleadership.
Strategy5.2—Adoptamulti-yearbudgetingmodelandenhanceprocessesandpracticesinallbusinessenvironmentstoincreaseefficiency,transparencyandperformance.
Strategy5.3—CreateDepartmentPerformancePlansalignedwithStrategicPlanGoalstosupportengagementandownership.
Strategy5.4—Ensureresourcestewardshipthroughmaximumorganizationperformance.
GRE
ECE
CEN
TR
AL
SCH
OO
L D
IST
RIC
T
Goal 1 Accelerate Academic
Achievement
Goal 2 Develop Human
Capital and Professional
Capacity
Goal 3 Improve
Communication and Deepen Community Engagement
Goal 4 Ensure Safety and Wellness
Goal 5 Create Quality Performance Management
Systems
33 > Envision Greece 2017
Envision Greece 2017 Strategic Plan
1 > Envision Greece 2017 OneVision•OneTeam • One Greece > 2
66%/7%
74%/25%
64%/9%
78%/41%
73%/9%
80%/37%
68%/9%
79%/35%
73%/10%
80%/39%
71%/13%
77%/18%
72%/10%
78%/27%
71%/12%
80%/42%
77%/12%
82%/38%
73%/12%
81%/36%
77%/13%
82%/40%
76%/16%
79%/20%
78%/13%
83%/29%
78%/15%
82%/43%
82%/15%
84%/39%
78%/15%
83%/37%
81%/16%
84%/41%
81%/19%
82%2/2%
85%/16%
85%/31%
85%/18%
85%/44%
85%/18%
85%/40%
85%/18%
85%/38%
85%/19%
85%/42%
85%/21%
85%/24%
59%/4%
70%/23%
58%/6%
76%/40%
68%/6%
78%/36%
63%/6%
77%/34%
69%/7%
78%/38%
66%/10%
75%/16%
53%/1%
67%/21%
52%/3%
74%/39%
62%/3%
76%/35%
58%/3%
75%/33%
65%/4%
76%/37%
61%/7%
73%/14%
48%/1%
69%/20%
46%/2%
68%/29%
56%/3%
71%/33%
52%/3%
68%/22%
56%/2%
73%/32%
60%/4%
67%/14%
86%
83%
804
50%
90
80%
589
1,473
221
22.8
84%
85%
273
99%
85%
81%
819
47%
99
74%
589
1,472
258
22.0
85%
85%
278
100%
88%
85%
912
135
90%
87%
319
90%
87%
92%
89%
92%
90%
93%
91%
94%
92%
94%
93%
95%
95%
1,650
95%
95%
2011
At or Above Proficiency/Exceeds
2012 2013+ 2014+ 2015+ 2016+ 2017+
Performance Targets in Progress
+neededtomeetgoal * scores3+ ** scores4+
ELA 8
Math 8
ELA 7
Math 7
ELA 6
Math 6
ELA 5
Math 5
ELA 4
Math 4
ELA 3
Math 3
TO BE ESTABLISHED
Graduation Rate: Total Cohort
College & Career Ready
AP Participation
AP Performance*
IB Participation
IB Performance**
SAT Participation
SAT Performance
ACT Participation
ACT Performance
10th Grade Credit Accrual (12)
9th Grade Credit Accrual (6)
8th Grade Algebra Participation
8th Grade Algebra Performance
OneVision•OneTeam • One Greece > 34
VISION: Graduates of the Greece Central School District will be prepared for the
challenges of college and careers in the
21st Century.
STUDENTS AND DISTRICT STAKEHOLDERS
RESOURCE STEWARDSHIP
INTERNAL PROCESSES
Align Curriculum and Instruction with College Readiness
Align resources with strategic priorities
Improve Quality, Efficiency and
Effectiveness of District Processes
Strategically Leverage Technology
Organizational Development
Organizational Learning
Improve Teacher and Leader Effectiveness
Ensure Fiscal Stability
Ensure High Quality Safe and Secure Facilities
Maximize Organization Performance
Improve Internal and External Customer
Service
IMPROVED STUDENT
ACHIEVEMENT
Greece Central Schools 2012-13 Strategy Map
OUR STRATEGIC GOALS
Accelerate Academic Achievement
Develop Human Capital and
Professional Capacity
Improve Communication and Deepen Community
Engagement
Ensure Safety and Wellness
Create Quality Performance
Management Systems
35 > Envision Greece 2017
Balanced Scorecards
Balanced Scorecards
NationalCenterforSchoolLeadership.(2012).Teacher & Student Engagement & Satisfaction Survey Fall 2012. Orlando,FL.
NYEducationReformCommision.(2012).Putting Students First.Retrievedfromhttp://www.governor.ny.gov/assets/documents/education-reform-commission-report.pdf.
NYCLeadershipAcademy.(2012).Retrievedfromhttp://www.nycleadershipacademy.org
Porter,Bernajean.(1999).Grappling With Accountability: Resource Tools for Organizing and Assessing Technology for Student Results. Sedalia,CO:EducationalTechnol-ogyPlanners,Inc.
Reeves,Douglas.(2010).Transforming Professional Develop-ment into Student Results.ASCD:Alexandria,VA.
RochesterInstituteofTechnology.(n.d.).CQAS.Retrievedfromhttp://www.rit.edu/kgcoe/cqas/index.htm
Rothman,Robert(Ed.).(2009).Redesigning the “Central Office.” Voices in Urban Education. Providence,RI:AnnenbergInstituteforSchoolReform.Retrievedfromhttp://annenberginstitute.org/VUE/wp-content/pdf/VUE22.pdf
SchoolImprovementNetwork.(2012).Retrievedfromhttp://www.schoolimprovement.com
Sprague,Jeffrey.(2012). Institute on Violence and Destructive Behavior. Retrievedfromhttp://pages.uoregon.edu/ivdb
Weber,Chris,Buffum,Austin,&Mattos,Mike.(2009).Pyra-mid Response to Intervention: RTI, Professional Learning Communities, and How to Respond When Kids Don’t Learn. SolutionTreePress:Bloomington,IN.
NationalAssociationofSecondarySchoolPrincipals(2004)ExecutiveSummaryofBreaking Ranks II: Strategies for Leading High School ReformRetrievedfromhttp://www.nassp.org/portals/0/content/47560.pdf
NYCLeadershipAcademyOur Guiding PrinciplesRetrievedfromhttp://www.nycleadershipacademy.org/knowl-edge/our-principles
SmallerLearningCommunitiesProgramResourceToolkitFromAspirations to Action: Increasing Postsecondary Readiness for Underrepresented StudentsRetrievedfromhttp://www2.ed.gov/programs/slcp/postsecond-arytool7-3.pdf
Bambrick-Santoyo,Paul.(2010).Driven by Data: A Practical Guide to Improve Instruction. Jossey-Bass:Hoboken,NY.
Blankstein,AlanM.(2004).Failure is Not an Option. CorwinPress:ThousandOaks,CA.
BroadFoundation.(2009).Metrics Bank: Example Metrics for School-Level Dashboards and Scorecards. Retrievedfromhttp://www.broadeducation.org/ asset/1344-introtometricbank.pdf
Childress,Stacey,Elmore,RichardF.,Grossman,AllenS.&Johnson,SusanMoore.ed.(2007). Managing School Districts for High Performance. HarvardEducationPress Cambridge,Massachusetts.Retrievedfromhttp://www.hepg.org/document/30/
Darling-Hammond,Linda.(2010).21st Century Skills: Rethink-ing How Students Learn. Solution Tree Press:Bloomington.IN.
FamilyFriendlySchools.(2010).Engage! All Families Two-Day Workshop Workbook. Chico,CA.
GreeceCentralSchoolDistrict.(2012). Community Strategic Planning Survey. Greece,NY.
Greene,RossW.(2008).Lost at School: Why Our Kids with Behavioral Challenges Are Falling Through the Cracks and How We Can Help.Scribner:NewYork,NY.
InsightCoreFramework.(2012).Effective Teaching for the Common Core. Retrievedfromhttp://www.insightcor-eframework.com
Kay,Ken,&Greenhill,Valerie.(2012). The Education Leader’s Guide: 7 Steps toward 21st Century Schools and Districts.PearsonPublishing:UpperSaddleRiver,NJ.
Kotter,JohnP.(1996).Leading Change.HarvardBusinessSchoolPress:Watertown,MA.
MassInsightEducation&ResearchInstitute.(2007).The Turnaround Challenge. Retrievedfromhttp://www.massinsight.org/publications/turnaround/51/file/1/pubs/2010/04/15/TheTurnaroundChallenge_Main-Report.pdf
Mid-continentResearchforEducationandLearning(2013).District Systems.Retrievedfromhttp://www.mcrel.org/solutions/district-systems
NationalInstituteofStandardsandTechnology.(n.d.).Baldrige Performance Excellence Program. Retrievedfromhttp://www.nist.gov/baldrige/publications/up-load/2011_2012_Education_Criteria.pdf
Strategic Plan Resources
OneVision•OneTeam • One Greece > 36
37 > Envision Greece 2017
2012-13 Board of Education
Mrs.JuliaVanOrmanPresident
Mr.DavidFeringtonVice President
Mr.AdamCrandallMr.JoeGrinnanMr.SeanMcCabe
Mr.BrianO’ConnorMrs.GaleO’Toole
Mr.JoeQuirkMrs.BethRace
Superintendent of Schools
Ms.BarbaraDeane-Williams
Superintendent’s Cabinet
Mr.ShaunNelmsDeputy Superintendent
Mr.ScottHootAssistant Superintendent for Finance and Administrative Services
Ms.BarbaraTomassoAssistant Superintendent for Curriculum, Instruction & Assessment
Dr.DeborahHoeftAssistant Superintendent for Special Education and Student Services
Ms.JamieWarrenAssistant Superintendent for Human Resources
Prepared by
Mr.JeffreyK.HenleyExecutive Director of Instructional Technology and Strategic Initiatives
One Vision One Team
One Greece
OneVision•OneTeam • One Greece > 38
GREECECENTRAL SCHOOL DISTRICT
VISIONEN Greece
Greece Central School District • P.O. Box 300 • North Greece, NY 14515-0300
Recommended