Collier County Public Schools STRATEGIC PLAN PLAN 2014-2016 Collier County Public Schools STUDENT ACHIEVEMENT is our primary focus. STEM EDUCATION TALENT MANAGEMENT COLLEGE AND CAREER

STRATEGICPLAN2014-2016

Collier County Public Schools

STUDENT ACHIEVEMENTis our primary focus.

STEMEDUCATION

TALENTMANAGEMENT

COLLEGEAND CAREERREADINESS

NARROWACHIEVEMENT

GAP

FISCALRESPONSIBILITY

EARLYCHILDHOODEDUCATION

Strategic Plan 2014-2016 - Collier County Public Schools page 2

SCHOOL BOARDmembers

Pat Carroll (Vice-Chair)District 1

Current Term11/2010 - 11/2014

Julie SpragueDistrict 4

Current Term11/2012 - 11/2016

Kathleen CuratoloDistrict 2

Current Term11/2012 - 11/2016

Roy TerryDistrict 5

Current Term11/2010 - 11/2014

Barbara Berry (Chair)District 3

Current Term11/2010 - 11/2014


SUPERINTENDENT’Smessage

Dr. Kamela PattonSuperintendent Collier County Public Schools

Strategic Plan 2014-2016 is centered on the District’s primary focus: Student Achievement. This focus will guide the direction of Collier County Public Schools for the next three years. This strategic plan is modeled after best practices occurring in the field which emphasize strong leadership; internal and external assessments; and recom-mendations regarding student achievement. The creation of the Collier County Public Schools’ Strategic Plan 2014-2016 was a collaborative process. A debt of gratitude is owed to all those who contributed to the development of the plan. We ap-preciate their constructive, thoughtful, and valuable input and look to continue to build on the strong foundation that exists within Col-lier County Public Schools as we remain on the path of excellence in education.

Thank you,

Kamela Patton, Ph.D.Superintendent


VISIONAll students will complete school prepared for ongoing learning as well as community andglobal responsibilities MISSION

BELIEFS

By providing exceptional educationalopportunities that motivate andengage each student

All students can meet and exceed high performance standards and must be continuously challenged to do so

Each person in the school system must be focused on student success

We must understand and embrace our students’ diverse cultures and learning styles

The district and the community, together, are responsible for giving students academicand other essential support so they can focus on learning

The school board and superintendent must create and maintain a relationship that iscollaborative and trusting, in which all parties have a clear understanding and respectof roles and are working toward shared goals

Effective, collaborative work with the community will produce success for students

We must base all of our decisions on evidence and the best interest of students

We have the ability to meet all state and federal government requirements


EXECUTIVEsummary

During the course of the 2013-2014 school year, Collier County Public Schools will launch this Strategic Plan to address needs facing our schools. The plan is grounded on research and best practices, including:

1. Recommendations made by the Southern Association of Colleges and Schools’ (SACS) Council on Accreditation on School Improvement (CASI) (Appendix A);

2. Recommendations from community members received via town hall meetings, community forums, and round-table discussions with local CEOs (Appendix B);

3. An extensive review process of 26 strategic plans from other school districts (Appendix C).

STRATEGIC PLAN 2014-2016 District Goals

Communication is crucial…it is embedded throughout the strategic plan.

To accomplish each goal, the district will use a series of SMART (specific, measurable, attainable, realistic, timely) Key Performance Indicators (KPI’s) grounded in research and best practices. The KPI’s will serve to mea-sure the work of the district on an annual basis for the next three years.

DISTRICT GOAL ONE

Expand Early Childhood

Education to Enhance School Readiness and Early Learning

DISTRICT GOAL TWO

Extend College and Career

Readiness to Advance Rigor and Relevance

DISTRICT GOAL THREE

Engage STEM Education toStrengthen

Global Awareness and

21st Century Learning Skills

DISTRICT GOAL FOUR

Elevate Talent Management to

Augment a Highly Qualified

Workforce

DISTRICT GOAL FIVE

DISTRICT GOAL SIX

Narrow theAchievement

Gap on Statewide

Accountability Assessments

MaintainFiscal

Responsibility


Expand Early Childhood Education to Enhance School Readiness and Early Learning

EARLY CHILDHOOD EDUCATION

GOALoneKey Performance Indicator 1.1Increase percentage of kindergarten students scoring at “low risk” for reading difficulties by ten percent between Assessment Period 1 and Assessment Period 3 as measured by the Florida Assessments for Instruction in Reading (FAIR)

Strategies for FY14Analyze state and internal child assessment data to identify areas in need of improvement

Provide professional learning opportunities focused on Classroom Assessment Scoring System (CLASS), Creative Curriculum, and Child Assessment Strategies

Promote communication by sharing professional development expansion and outcomes at Head Start Policy Council/ School Readiness Leadership Team meetings

Key Performance Indicator 1.2Implement Family Literacy programs at one hundred percent of elementary schools

Strategies for FY14Collect and analyze information from all elementary schools regarding Family Literacy programs currently in place

Research best practices in family literacy education internally and externally

Identify successful programs to consider for replication

Promote communication by requesting and sharing information at elementary principals’ meetings bi-annually regarding progress toward goal of receiving baseline information from all schools


Expand Early Childhood Education to Enhance School Readiness and Early Learning

EARLY CHILDHOOD EDUCATION

GOALoneKey Performance Indicator 1.3Increase professional learning opportunities by ten percent annually with community pre-k providers

Strategies for FY14Continue collaboration with Early Learning Coalition to provide professional learning opportunities for child care providers in the community

During the 2013-14 school year professional learning opportunities will be expanded to include additional school readiness training focused on VPK Standards; session attendance and evaluations will be compiled for each offering

Conduct needs assessment of private provider directors to identify areas of need

Promote communication by sharing professional learning opportunities through Early Learning Coalition meetings and communication tools

Key Performance Indicator 1.4Develop and implement a comprehensive Common Core State Standards District plan by June 2014, as evidenced by curriculum, instructional, and assessment tools

Strategies for FY14Work with Common Core Institute and a targeted group of school-based administrators, teachers, and District staff to complete the Black Belt Academy

Implement professional learning plan to to extend Black Belt Academy to all principals, academic coaches, and teachers

Support reading and math coaches in developing a training plan by working with content area coordinators in grades 3-5

Promote communication with stakeholders, District and school curriculum leaders, and District staff via monthly administrators’ meetings, cabinet meetings, and iForum


Extend College and Career Readiness to Advance Rigor and Relevance

COLLEGE & CAREER READINESS

GOALtwoKey Performance Indicator 2.1Increase the number of state approved academies and career themed programs across all secondary schools from eighty-one to ninety

Strategies for FY14Expand one Science, Technology, Engineering and Mathematics (STEM) Academy program at Golden Gate High School

Provide student recruitment fairs for middle school students desiring to enroll in academies and career themed courses prior to student courses in high school

Provide required training for non-Career and Technical Education (CTE) teachers of career themed courses in middle and high schools

Identify and prepare a non-CTE career themed course for each high school

Implement an entrepreneurial course in each high school and implement a countywide Business Plan Fair

Promote communication by creating a semiannual newsletter focusing on academies and career themed courses for internal stakeholders; create and implement a marketing plan targeted to middle school students for career academy

Key Performance Indicator 2.2Increase by ten percent the number of industry certifications and technical skill attainments earned yearly districtwide

Strategies for FY14Provide on-going training for teachers in industry certifications as appropriate for Career and Technical Education (CTE) and career themed courses

Expand industry certification offerings in schools by introducing certifications in non-CTE courses

Provide industry certification/technical skill attainment testing in all CTE and career themed courses

Promote communication by disseminating information on industry certifications and technical skill attainments earned by students to business stakeholders; Chamber of Commerce and Southwest Florida Workforce Development Board




GOALtwoKey Performance Indicator 2.3Increase the number of students from fifty-two percent to fifty-five percent districtwide who complete rigorous academic coursework in middle and high schools [Advanced Placement (AP), Advanced International Certificate of Education (AICE) / Pre-Advanced International Certificate of Education (Pre-AICE), Honors, and Dual Enrollment (DE)]

Strategies for FY14Strengthen Pre-AICE and AICE offerings in the Cambridge AICE High Schools

Utilize the College Board AP Potential Report to align course offerings to identified students

Expand DE through districtwide articulation and planning to ensure consistency and economy of scale

Develop an evaluation instrument to ensure the fidelity of the program

Promote communication by disseminating information of Advanced Studies courses (AP, AICE/Pre-AICE, Honors, and DE) to encourage enrollment, via counseling by AICE Advisors, conducting parent nights, and expanding the website

Key Performance Indicator 2.4Develop, implement, and expand community support for student internships and on-the-job training experiences as measured by a ten percent increase in the number of student participants

Strategies for FY14Build a database to capture mentors and analyze information

Provide training for assigned teachers of internship and on-the-job training experience programs

Develop a plan to analyze baseline data on internship and on-the-job training programs in high schools

Establish a procedures manual to implement and monitor students’ experiences

Assign District staff to monitor and implement internships and on-the-job training experiences and to contact businesses to assist in identification process of available opportunities for students

Promote communication by facilitating the creation of an electronic bulletin board for businesses to share availability of internship and on-the-job training opportunities




GOALtwoKey Performance Indicator 2.5Increase the District’s annual percentage of students who meet national college readiness standards [ACT/SAT/Postsecondary Education Readiness Test (PERT)] by ten percent

Strategies for FY14Facilitate higher numbers of students taking ACT/SAT

Provide ACT/SAT/PERT test preparation at all high schools

Incorporate test taking strategies and test preparation into intensive courses

Increase rigor across all academic core courses with a focus on college readiness

Promote communication by disseminating information on college readiness standards to teachers and administrators


Engage Science, Technology, Engineering and Math Education (STEM) to Strengthen Global Awareness and 21st Century Learning Skills

STEM EDUCATION

GOALthreeKey Performance Indicator 3.1Conduct annual STEM Conference

Strategies for FY14Collaborate with the community and post-secondary schools to expand STEM-focused breakout sessions to include student sessions on STEM careers especially in the area of engineering

Conduct follow-up professional learning opportunities throughout the year, based upon topics introduced at the STEM conference

Continue to select nationally recognized keynote speakers in the area of STEM

Identify topics of need for STEM conference and recruit presenters for the conference including aspiring leaders

Promote communication of events through partnerships with local businesses, universities, and colleges, which include email blasts, iCasts, and iBriefings to teachers

Key Performance Indicator 3.2Ensure digital readiness by providing equitable opportunities for student access to technology as measured by one hundred percent of schools participating in Bring Your Own Device (BYOD) implementation

Strategies for FY14Phase in two BYOD programs at each school level (elementary, middle, and high school) to include developing BYOD guidelines, policy, and professional learning

Continue to investigate mobile learning tools through the Technology Platform Test (TPT)

Collaborate with other school districts implementing BYOD

Evaluate current standards of classroom technology equipment and provide recommendations for future needs

Promote communication through iCasts, District Digest segments, online collaborative sites, and communication to parents of students utilizing BYOD



STEM EDUCATION

GOALthreeKey Performance Indicator 3.3Increase student participation in STEM competitions by twenty percent

Strategies for FY14Identify and collect data on the number of students participating in STEM competitions

Create a districtwide competition theme for secondary school-based academies

Create an opportunity for a problem-solving competition at the elementary level

Collaborate with local partnerships to assist advanced learners in the creation of supplemental resources

Promote communication by broadcasting competition highlights on The Education Channel and feature in iNews

Key Performance Indicator 3.4Implement effective digital curriculum as measured by annual program reviews

Strategies for FY14Conduct a formative program review on the “Teach Me in My World” project for Science

Continue to research optimal learning environments for online courses through identification of successful programs/courses, student schedules, and computer lab configurations

Investigate procedures for phasing in iSTEM

Increase the number of courses offered from one to three for initial course credit while expanding professional learning opportunities for educators and paraprofessionals who teach/monitor online learning environments

Promote communication by working with industry partnerships to improve digital curriculum and mobile learning



STEM EDUCATION

GOALthreeKey Performance Indicator 3.5Increase by twenty percent the number of STEM-related professional learning sessions initiated by District staff

Strategies for FY14Collect baseline data on the number of students enrolled in non-core STEM subjects (AP, AICE) with a focus on STEM academies

Increase annually the number of students passing Advanced Placement (AP) and collect baseline data on the number of students passing Advanced International Certificate in Education (AICE) exams in STEM subjects

Increase the number of students earning industry certifications in Career and Technical Education (CTE) STEM programs at targeted schools

Provide one Engineering is Elementary (EiE) professional learning module to Instructional Resource (IR) teachers and other identified elementary educators

Provide a summer institute with a STEM focus for educators and students that emphasize project- based learning

Promote communication through iBriefings and other community partnerships to participate in STEM summer sessions

Key Performance Indicator 3.6Implement iPortfolio platform at one hundred percent of schools (grades preK-12) to showcase student virtual artifacts/learning outcomes

Strategies for FY14Implement iPortfolio platform to grades 6 through 12 and pilot elementary schools to showcase student virtual artifacts/ learning outcomes

Provide professional learning to staff and students (grades 6-12) on the proper use and capability of the iPortfolio platform

Identify required iPortfolio artifacts through collaboration with curriculum coordinators

Enhance iPortfolio platform based upon school and District needs

Promote communication through Town Hall meetings and other community forums focusing on the District’s vision of personalized learning/iPortfolio


Elevate Talent Management to Augment a Highly Qualified Workforce

TALENT MANAGEMENT

GOALfourKey Performance Indicator 4.1Develop and implement a Succession Management Plan as evidenced by enhanced professional development, needs assessment tools, and gap analysis of skills and qualifications

Strategies for FY14Implement Succession Management Plan with pilot group to include cabinet members and their direct reports

Identify a software solution to manage and monitor the succession management planning and implementation process

Build database to capture requisite skills, behaviors, experiences, and anticipated vacancies for critical positions; develop and conduct interviews to acquire professional goals/skills data for pilot group

Develop targeted leadership development activities/training to meet identified needs and promote strategic internal/external hiring through the development of a hiring protocol that focuses on succession management

Promote communication by holding monthly meetings with the Succession Management steering committee and obtaining feedback from the FY14 pilot group during cabinet meetings

Key Performance Indicator 4.2Enhance rigor and relevance of the District’s leadership programs to provide a fifteen percent increase in the number of qualified internal candidates accepted into talent pools

Strategies for FY14Expand leadership program to include all areas of the newly released ten Florida Principal Leadership Standards

Enhance and revise the District leadership program based on data from FY13

Determine the changes to the Clinical Education Program and rewrite the training program to be delivered during FY14 including support for previously trained mentors with a newly revised online refresher version

Promote professional learning through the use of data analysis to develop individual leadership development plans

Promote communication by disseminating pertinent information throughout the District via administrative meetings


Elevate Talent Management to Augment a Highly Qualified Workforce

TALENT MANAGEMENT

GOALfourKey Performance Indicator 4.3Develop, implement, and expand a professional externship program as evidenced by a ten percent increase in the number of participants

Strategies for FY14Develop plans for a summer externship program for teachers

Encourage Principal for the Day reciprocal with partner Chief Executive Officers (CEO) for Principals

Develop a one day job shadowing program for teachers to be implemented during teacher planning days

Promote communication by creating an application process for the summer externship and one day teacher planning days to be reviewed by community members and companies providing externships

Key Performance Indicator 4.4Strengthen student teaching program as evidenced by a fifteen percent increase in participation rates of interns

Strategies for FY14Expand and strengthen partnerships with universities/colleges by creating a brochure to promote Collier County Public Schools (CCPS) as a premier district for training new teachers

Encourage principals of Title 1 schools to host student teachers so they are afforded a well-rounded experience

Provide information to student teachers regarding employment opportunities and the hiring process at CCPS

Include student teachers in professional development opportunities within the District to ensure exposure to the Marzano model of instruction

Promote communication by sharing feedback obtained from universities, FY14 student teachers, cooperating teachers, and principals with all stakeholders on a semester basis


Narrow the Achievement Gap on Statewide Accountability Assessments

NARROW ACHIEVEMENT GAP

GOALfiveKey Performance Indicator 5.1Exceed the State FCAT Reading 2.0 performance by two points

Strategies for FY14Develop and administer benchmark assessments aligned to FCAT 2.0

Analyze data and adjust instruction based on results discussed at Data Dialogues

Plan and conduct professional learning to enhance teacher knowledge of best practice instructional strategies

Promote communication through student data chats and student-led conferences

Key Performance Indicator 5.2Narrow the achievement gap in Reading by two points between the District average for both Black and Hispanic students

Strategies for FY14Analyze formative and ongoing progress monitoring data by subgroup and adjust instruction based on results discussed at Data Dialogues

Implement fully the Multi-tiered System of Supports (MTSS) process, as delineated in the MTSS Manual, across all schools by providing additional training as needed

Provide schools with resources and professional learning to support acceleration of targeted subgroups

Plan and conduct professional learning to enhance teacher knowledge of the English Language Learner (ELL)* Strategies

Provide Parent Academies focused on improving student achievement with a targeted audience


* Changes were made to wording of this strategy in September 2013 to update SIOP to ELL as the correct name of the program.


Narrow the Achievement Gap on Statewide Accountability Assessments

NARROW ACHIEVEMENT GAP

GOALfiveKey Performance Indicator 5.3Narrow the achievement gap in Mathematics by two points between the District and State average

Strategies for FY14Develop and administer benchmark assessments aligned to FCAT 2.0


Plan and conduct professional learning to enhance teacher knowledge of best practice instructional strategies


Key Performance Indicator 5.4Narrow the achievement gap in Mathematics by two points between the District average for both Black and Hispanic students

Strategies for FY14Analyze formative and ongoing progress monitoring data by subgroup and adjust instruction based on results discussed at Data Dialogues

Implement fully the MTSS process across all schools

Provide schools with resources and professional learning to support acceleration of targeted subgroups

Plan and conduct professional learning to enhance teacher knowledge of ELL* Strategies

Provide Parent Academies focused on improving student achievement with a targeted audience


Key Performance Indicator 5.5 Exceed the State FCAT Science 2.0 performance by one point

Strategies for FY14Develop and administer benchmark assessments aligned to State accountability assessments


Plan and conduct professional learning to enhance and support teacher implementation of the 5E (Engage, Explore, Explain, Elaborate, and Evaluate) Instructional Delivery Model


* Changes were made to wording of this strategy in September 2013 to update SIOP to ELL as the correct name of the program.


Maintain Fiscal Responsibility

FISCAL RESPONSIBILITY

GOALsixKey Performance Indicator 6.1The District will comply with a three percent State mandated fund balance by striving to maintain five percent of its general fund revenues in the strategic and contingency reserve, in accordance with School Board Policy

Strategies for FY14Include opportunities for suggestions of spending reductions at Town Hall Meetings and CEO Briefings

Conduct collaborative planning meetings with administrative staff, school based staff, and aspiring leaders to review allocations, continue budget reductions, and identify potential resources and new revenue sources

Review teacher allocations for class size compliance and make adjustments to reduce the overall cost of compliance

Develop information budget forums for the Superintendent’s Advisory Council (SDAC) and the community at large

Promote communication internally, by including school based staff in District efforts to manage budgets; externally, by adding budget discussion topics to Town Hall Meetings


AdvancED ACCREDITATION PROCESS AdvancED, the world’s largest education community with 30,000+ schools in more than 70 countries serving 16 million students, is the umbrella organization for regional accrediting agencies such as the Southern Association of Colleges and Schools (SACS) and the Commission on Accreditation and School Improvement (CASI), North Central Association (NCA CASI) Northwest Accreditation Commission (NWAC) and NAAS.

Accreditation status through AdvancED requires in-depth self-examination relative to five rigorous standards for educational excellence. Renewing accreditation on a 5-year cycle requires the district to engage in external review. Educators from Florida and across the country conduct an intensive examination featuring interviews of stakeholders, examination of evidence, and observations of student engagement. Identifying district accreditation as a priority of the 2014–2016 Strategic Plan challenges Collier County Public Schools to meet international standards for excellence.

APPENDIX A

NAME TITLE ORGANIZATION Ms. Kathryn A. Sergeant Chair/Lead Evaluator Michigan NCA CASI AdvancED

Mr. Art Miller Team Member AdvancED

Mr. Kenneth L. Manuel Vice Chair FL SACS CASI

Mr. Donald A. Turner, Jr. Team Member Calhoun County Board of Education

Mr. Stephen C. Cantees Team Member School Board of Sarasota County, FL

Dr. James L. Doud Team Member University of Florida

Mr. Larry Heath Team Member

1. Implement systemic, research-based instructional activities and strategies focused on meeting the needs of ALL students.

2. Narrow the focus of the strategic plan to include a more manageable set of district goals.

3. Develop a system for ensuring program and process continuity by focusing on succession management.

Dr. Carmen B. Marinelli Team Member Miami-Diade County School District

Mrs. Brenda Y. Hawkes Team Member

Dr. Damara Richen Team Member

RECOMMENDATIONS

PARTICIPANTS


CEO BRIEFING ON STRATEGIC PLANNING The Superintendent’s CEO Briefings are a key component of the Collier County Public Schools community engagement effort. Experts in various fields from both the private and public sectors are invited to join Dr. Kamela Patton at the table to discuss topics that have ranged from marketing to customer service. Four CEO Briefings are conducted each school year. The input received from the community leaders who attend is valued. From big ideas like rebranding of the District, to smaller ones like the suggestion to have departments give thank you baskets to colleagues in other departments, a plethora of useful concepts have resulted from this series of meaningful meetings.

The CEO Briefing on Strategic Planning held during the 2011-2012 school year was a valuable opportunity to receive input from professionals in our community regarding the process of developing the 2014-2016 Strategic Plan for Collier County Public Schools.

APPENDIX B

NAME TITLE ORGANIZATION Mr. Todd Lupton CEO Physicians Regional Medical Center

Mr. Reinhold Schmieding President Arthrex, Inc.

Mr. Joe Buckheit CEO & Founder Mediabrains

Mr. John Barlow Former CEO Safelight Auto Glass

Sheriff Kevin Rambosk Collier County Sheriff Collier County Sheriff’s Office

Dr. Stephen Drew Professor, Business Strategy Florida Gulf Coast University

Mr. Gene Landrum Founder, Chuck E Cheese Hodges University (Retired)

Mr. Kevin Caughlin Dean, Instructional Research, Edison State College Effectiveness & Planning

1. Establish goals and objectives from within the organization

2. Target goals and objectives

3. Make the plan manageable

4. Communicate how the plan will be measured

5. Communicate what the points of evidence will be

6. Share the plan with all stakeholders once it is complete

RECOMMENDATIONS

PARTICIPANTS


REVIEW OF 26 STRATEGIC PLANS FROM OTHER COMPARABLE SCHOOL DISTRICTS

An extensive review of 26 Strategic Plans from comparable school districts was done to identify best practices and successful implementations.

APPENDIX C

Brevard Indian River St. Johns

Broward Lake Sumter Desoto Levy Suwannee Duval Manatee Volusia Flagler Miami-Dade Atlanta, Georgia Hendry Orange Gwinnett, Georgia

Hernando Osceola Austin, Texas

Highlands Pasco Northside Independent School District - San Antonio, TexasHillsborough Polk

SCHOOL DISTRICTS


STRATEGICPLAN2014-2016

Documents

Collier County Public Schools STRATEGIC PLAN PLAN 2014-2016 Collier County Public Schools STUDENT ACHIEVEMENT is our primary focus. STEM EDUCATION TALENT MANAGEMENT COLLEGE AND CAREER