SCRANTONONESTRATEGIC PLAN Working Together for a Brighter Future

SCRANTONONESTRATEGIC PLAN 2020 Working Together for a Brighter Future

Contents 4 Acknowledgement Scranton City School Board of Directors 5 Superintendent s Message 6 Introducing Scranton One: Strategic Plan 2020 - Working Together for a Brighter Future Where We Are Where We Want to Be Developing Scranton One: Strategic Plan 2020 How Will We Get There Strategic Focus Areas How We Will Know How We Are Doing What Tools Will We Use 7 Understanding the Need for Scranton One: Strategic Plan 2020 SSD Academic Performance 9 Characteristics of High-Performing Schools Skills Employers Desire in Candidates 10 The Strategic Process at a Glance Our Strategic Process in Depth 11 Our Stakeholders Input 12 Defining Scranton One: Strategic Plan 2020 Our Key Goals Our Mission Our Vision Our Core Beliefs and Commitments 13 Our Four Strategic Focus Areas 14 Strategic Focus Area I 16 Strategic Focus Area II 18 Strategic Focus Area III 20 Strategic Focus Area IV 22 Holding Ourselves Accountable Under Scranton One: Strategic Plan 2020 Measuring Success 23 SSD Division Roles 24 Everyone Has a Role 26 Five Leverage Points: Implementation and Sustainability 27 Call to Action: District Strategic Plan 2020 28 Putting It All Together - Scranton One: Strategic Plan 2020 29 Our School District Structure Chart 30 Strategic Plan-at-a-Glance

4 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future Our Board of Directors Mr. Robert Sheridan, President Mr. Said Cy Douaihy, Vice-President Mr. Robert Casey Mr. Paul Duffy Mr. Robert Lesh Mr. Mark McAndrew Mrs. Carol Oleski Mr. Thomas Schuster Mr. James Timlin *Also pictured in first row: Virginia Orr, Board Secretary; Alexis T. Kirijan, Ed.D., Superintendent; and Atty. John Minora, Board Solicitor. Acknowledgement This strategic plan was inspired by and prepared for the students of the Scranton City School District. The plan includes generous input from teachers, parents, principals, assistant principals, school support staff, central office staff, the board of education, city, community members and business partners. The plan was developed under the auspices of the Office of the Superintendent with support and approval from the Scranton City School District Board of Directors.

SCRANTON CITY SCHOOL DISTRICT 5 Superintendent s Message Dear Students, Parents, Employees and Friends of the Scranton School District: In the next five years on behalf of the children we serve, we must accelerate change. That is the aim of Strategic Plan 2020: Scranton One -- Working Together for a Brighter Future. When we look at our city and surrounding areas, it is evident that global competiveness starts here. Opportunities for change are at our doorstep. Our district is at the threshold of local and national competitiveness. Our strategic plan will transform the district by creating a culture of effectiveness and by setting and meeting high standards for our employees and high expectations for our students. Under the plan, we propose to undertake a series of steps in order to achieve the following: Create a curriculum that is rigorous, relevant and meaningful. Transform our use of resources by aligning people, time and money with our priorities. Expand and integrate the effective use of technology into our classrooms as well as throughout our business operations. Support the district s number one priority, our students, by supporting those who serve them daily and directly, our teachers. If we have the will as a school district, community and city to effect the change contained in Strategic Plan 2020: Scranton One -- Working Together for a Brighter Future, we can ensure that all of our schools are places where learning has no limits. We can make good on the promise of public education for our children. We can dramatically improve their future. Thank you for your contributions to our shared journey. Sincerely, Alexis T. Kirijan, Ed.D. Superintendent Scranton City School District

6 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future Introducing Scranton One: Stategic Plan 2020 Today s seniors, the Scranton School District (SSD) class of 2016, were born probably in 1998 or 1999. In the time that marks the year of their birth to the year of their graduation, some remarkable inventions have overtaken the world. Social media is now the top source of news sharing and information exchange for most people. Text messages have transformed the way we talk with one another. Laparoscopic or minimally invasive surgery continues to develop as the better, faster, safer alternative to traditional forms of surgery. And listed among job vacancy announcements are titles such as green building architect, social media manager and drone operator, careers that did not exist when today s seniors began their education 12 short years ago. Our responsibility is to prepare our students for a brighter future. But how can we prepare them, when the future especially science, technology, engineering, arts, and mathematics (STEAM) remains largely unpredictable? One or two generations ago, we would have discarded as pure science fiction the possibility that we would be making video calls around the world from anywhere and without a cable wire almost for free. We would have dismissed as an imaginary tale the use of our phones to transfer money, check test scores, make purchases, and transmit all sorts of highly personal and sensitive information. Amid the unpredictability, however, lies familiarity. We know that technology drives growth and productivity. We know that the mobile revolution continues to reshape economies and social structures. We know, most of all, that education a good education is still the pathway for not only individual success, but also community and generational advancement. At the end of this school year, as one class of SSD students prepares to exit, another class will soon enter. Futurists are already drawing predictions about the world awaiting today s pre-school students. By the time they grow up, they may enjoy travel in self-driving cars to live-work-play hubs that are not expected to be traditional Monday-through-Friday and 9-to-5 operations. Moreover, possibly and hopefully, our children s children may experience life free of disease, including everything from cancer to poverty. To help our students enjoy the advancements to come, and confront the challenges to follow, we present Scranton One: Strategic Plan 2020 Working Together for a Brighter Future. Our strategic plan is the roadmap for moving our district forward by strengthening our approach to specific areas of teaching and learning. This plan takes into account where our district stands today academically, operationally and financially and where we want to be in 2020 on behalf of the students we are fortunate to serve. The plan reflects our belief that for student success to occur across the Scranton City School District we must work as one system-one community with common goals and students as our collective number one focuses. In other words, we must become Scranton One.

SCRANTON CITY SCHOOL DISTRICT 7 Where We Are Understanding the Need for Scranton One: Strategic Plan 2020 Scranton is a district of talented students; dedicated, hard-working staff; committed parents; and interested community members. In spite of the district s many strengths, we know that not all of our schools are high performing, and not every student is well prepared for life after high school. An initial review of student and school performance indicates a need for improvement across the board. ACADEMIC PERFORMANCE Our 11 elementary and three intermediate schools demonstrated declining academic performance on the 2014-2015 Pennsylvania State System of Assessment (PSSA) in English/language arts (ELA), mathematics and science. This year s tests reflected the transition from the Pennsylvania State Standards to the PA Core Standards, aligning the test for the first time with the commonwealth s Common Core initiative. The test scores reflect summative assessments in grades 3-8 in ELA and mathematics, and grades 4-8 in science. This academic school year, a School Performance Profile (SPP) was not assigned to any building assessing PSSA, as the validity and reliability of the scores was in question due to the extensive changes in the testing format. Our two comprehensive high schools, assessed by the Keystone Exams, also demonstrated declining academic performance in literature, Algebra I and biology. The Keystone Exams have been aligned to the PA Core Standards since their implementation. No new forms of questions or responses were present on the 2014-2015 tests; therefore, the high schools were assigned an SPP based upon the growth and performance of the Grade 11 cohort. ENGLISH/LANGUAGE ARTS Overall, our school district is failing at achieving proficiency in ELA. None of our schools demonstrated proficiency on the PSSA ELA exam, with scores ranging from 21 percent to 62 percent passing. This year s test highlighted higher text complexity and the analysis of literature, instead of comprehension. In addition, for the first time, open-ended response questions required strong textual support, instead of general student responses. All of our schools performed below the state average and below our peer schools within the Northeast Intermediate Unit 19 (NEIU 19) cohort. However, when compared to the Wilkes-Barre Area School District and Hazleton Area School District of Luzerne County, schools with similar size and demographic populations, we experienced similar or higher academic performance. Our high schools also showed declining academic performance, with neither high school receiving higher than a 53 percent passing rate. Additionally, both high schools had negative or failing scores for the state-mandated categories of Closing the Achievement Gap and Closing the Achievement Gap for Historically Underperforming Students. West Scranton High School experienced negative growth for this cohort while Scranton High School experienced positive growth for this cohort. MATH Overall, our school district is failing at achieving proficiency in mathematics. None of our schools demonstrated proficiency on the PSSA math exam, with scores ranging from 9 percent to 49 percent passing. Seven of 11 elementary schools and all three intermediate schools failed to have more than 30 percent of students pass the test. The math test reflected the PA Core Standards and a significant change to both the question and answer format; therefore, across the state a dramatic decrease in scores was evident. All of our schools performed significantly below the state average and below our peer schools within the Northeast Intermediate Unit 19 (NEIU 19) cohort. However, when compared to Wilkes-Barre Area School District and Hazleton Area School District of Luzerne County, schools with similar size and demographic populations, we had similar or higher academic performance. Both of our high schools averaged approximately 33 percent proficiency on the Algebra I Keystone

8 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future Exam. This level of proficiency is a significant drop for both schools, as Scranton High School decreased roughly 10 percentage points and West Scranton High School decreased 20 percentage points in their overall performance. Moreover, both schools failed to demonstrate positive growth for this cohort. SCIENCE Our students performed better in science than they did in ELA and math. However, science is still an area of concern across our district, as most schools are not demonstrating proficiency. Eight of 11 elementary schools, and all three intermediate schools failed to demonstrate proficiency on the PSSA science exams. Their scores ranged from 30 percent to 68 percent passing. Three elementary schools demonstrated proficiency, with scores of 74 percent, 81 percent and 84 percent passing. Five schools met or exceeded the state average. Our high schools also showed declining academic performance, with neither high school receiving higher than a 27 percent passing rate. Additionally, both high schools had negative or failing scores for the statemandated categories of Closing the Achievement Gap and Closing the Achievement Gap for Historically Underperforming Students. Scranton High School had negative growth for this cohort while West Scranton High School had positive growth for this cohort. STUDENT GROWTH AND THE PENNSYLVANIA VALUE ADDED ASSESSMENT SYSTEM (PVAAS) The SSD is committed to ensuring that all students reach their ultimate potential. As such, the SSD focuses not only on student achievement data, as recorded through the PSSAs and Keystone Exams, but the growth each individual student and grade level cohort also accomplishes. Simply stated, a growth model measures the amount of students academic progress between two points in time. We recognize that not all students will demonstrate proficiency, but in the measurement of one year to the next, we want to ensure that the students made significant progress toward the ultimate goal of proficiency in all content. In Pennsylvania, student growth is measured through PVAAS. The SSD is committed to ensure that all students make at least one year s growth annually. By measuring students academic achievement and growth, schools and districts have a more complete representation of their own effectiveness in raising student achievement.

SCRANTON CITY SCHOOL DISTRICT 9 Where We Want to Be Under Scranton One: Strategic Plan 2020, we take responsibility for ensuring that all means all and every means every. All schools in the Scranton City School District must exhibit the characteristics of high-performing schools. And every graduate of the Scranton School District must demonstrate the knowledge and skills that employers desire in job candidates. CHARACTERISTICS OF HIGH-PERFORMING SCHOOLS Clear and shared focus by stakeholders across the school district High standards and expectations for all students Effective school leadership Highly skilled and engaged teachers High levels of collaboration and communication Curriculum, instruction and assessment aligned with standards Frequent monitoring of learning and teaching Focused professional development Supportive learning environment High levels of family and community involvement Source: Association for Supervision and Curriculum Development KNOWLEDGE AND SKILLS EMPLOYEES DESIRE IN CANDIDATES Communicate effectively Work in a team structure Apply math in real-world situations Read and analyze information Construct viable arguments Critique the reasoning of others Make decisions and solve problems Source: Pennsylvania Department of Education Core Standards

10 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future Developing Scranton One:Strategic Plan 2020 The Strategic Proccess at a Glance We began the process of developing our strategic plan in April 2015. In the months since then, through employee, board and community forums, we have taken a comprehensive look at ourselves as a school district. To identify the current state of the district and the vision for our future, we explored the following: Where we are Where we want to be How we will do it How we will know how we are doing Source: Modified from the Project Management Institute for Strategic Planning OUR STRATEGIC PROCESS IN DEPTH Knowing that the actions we take today affect the future of our district and our valued students, we approached our strategic process in a disciplined and determined way. We embarked upon a series of steps, the first eight of which were completed by December 2015 while the final three steps remain under way. 1. Conducted an environmental scan to determine external opportunities for and challenges to the success of our school district. 2. Identified gaps to determine the strategies necessary to improve student performance. 3. Secured senior staff s agreement on our vision, mission, and core beliefs and commitments. 4. Convened a Strategic Planning Steering Committee to review and refine the specific language of components of the plan. 5. Obtained board approval of our vision, mission, and core beliefs and commitments. 6. Assembled senior staff to develop a series of goals (macro goals) that describe the school district in a specified number of years. 7. Gained senior staff s agreement upon key strategies needed to reach the goals and address key issues identified through the environmental scan. Strategies should include such criteria as the following: a. Value Will the strategy contribute to meeting agreed-upon goals? b. Appropriateness Is the strategy consistent with the organization s mission, values,

SCRANTON CITY SCHOOL DISTRICT 11 and operating principles? c. Feasibility Is the strategy practical, given personnel and financial resources, and capacity? d. Acceptability Is the strategy acceptable to the board, key staff and other stakeholders? e. Cost-benefit Is the strategy likely to lead to sufficient benefits to justify the costs in time and other resources? f. Timing Can and should the organization implement this strategy at this time, given external factors and competing demands? g. Priority Based on these or other agreedupon criteria, which strategies will be prioritized? h. Shared accountability Does the plan identify the division responsible for implementation? 8. Formed committees to develop the state required comprehensive plan that addresses goals and specifies objectives and work plan. 9. Finalize a written strategic plan that summarizes the results and decisions of the strategic planning process. 10. Build a scorecard with a built-in continuous improvement model to monitor the plan. 11. Present final plan to the board for approval. The strategic plan that meets the following conditions and aligns with the Pennsylvania Comprehensive Plan: Inclusive represents the voices of all stakeholders in service to students Transparent reflects open, honest, publicly shared viewpoints and ideas Student focused tailored to the needs of all students Evidence based informed by data and research Results oriented and dynamic serves as a living document that guides our ongoing progress and improvement OUR STAKEHOLDERS INPUT staff; committed parents who want the best for their children; and interested community members who are eager to help. However, every stakeholder group also overwhelmingly agreed that we must improve. If our students are to enjoy the brighter future that they deserve, then our school district must exemplify the highest standards of achievement and accountability. Following is a snapshot of the kind of feedback we received: The district s student performance must be improved, along with district operational and financial systems and processes. The key to closing achievement gaps and building a way forward is to see each student as an individual learner and to provide the tools, resources and instructional technologies needed to engage, motivate and inspire that student. Education must be customized and personalized through a variety of different internal and external learning opportunities that include enrichment activities and interventions. The use of technology and blended learning environments will help to meet the needs of the district s diverse student population. The district has done a great job of finding great teachers and leaders, but as a district we need to do a better job of training and building capacity to attract, train and retain top-quality talent in every area that can meet student needs. The district s culture must reflect an environment where teachers want to work because they know they will be supported and encouraged to learn and grow professionally. Partnerships need to be enhanced, and families engaged, so that our district can operate stronger and more efficiently on behalf of students. Based on stakeholders comprehensive feedback and lessons learned, outlined on the pages that follow is our roadmap for improvement. Scranton One: Strategic Plan 2020 captures our collective and exciting work for the next five years on behalf of our students. Everyone who cares about the children of Scranton and their precious future provided invaluable input into Scranton One: Strategic Plan 2020. Included in the strategic process were teachers, parents, assistant principals, principals, school support staff, central office staff, community members and business partners. Stakeholders expressed their pride in Scranton s tradition of talented students; dedicated, hard-working

12 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future How We Will Get There DEFINING SCRANTON ONE: STRATEGIC PLAN 2020 OUR KEY GOALS: Improve Teaching and Learning-----------Manage Performance OUR PURPOSE: The purpose of the Scranton City School District is to improve student achievement working together with common goals and students as our number one priority. OUR MISSION: The mission of the Scranton School District is to educate, inspire and empower students. OUR VISION: The vision of the Scranton School District is to educate students to their full potential and to prepare them to be successful in all aspects of their lives. OUR CORE BELIEFS AND COMMITMENTS We believe that the best gift children can receive is a quality education. We believe that all children can learn to their full potential, and we respect their aspirations and goals. We believe in preparing our students to compete in a global society. We embrace the cultural diversity of our students and promote cultural awareness in education. We believe in a student-focused culture of continuous improvement and accountability. We believe in surrounding students with adults who are caring and nurturing, build selfesteem, foster ethics and responsibility, and teach ways to set and achieve goals. We believe in engaging, empowering and encouraging teachers and school leaders to employ instructional strategies that promote exploration and discovery, and to utilize differentiated learning strategies based on individual student needs. We believe that the involvement of all stakeholders is vital to enriching the educational experience and is critical to student success. We believe in providing a safe and secure learning environment where all students can achieve their goals.

SCRANTON CITY SCHOOL DISTRICT 13 Our Four Strategic Focus Areas Under Scranton One: Strategic Plan 2020, we intend to target our resources to four focus areas. Our first and foremost priorities are programs and initiatives that support our students directly as well as the teachers who serve them directly. Our subsequent priorities are the district s operational and administrative infrastructure that surrounds our schools. Teaching and learning Improve student achievement by ensuring a high-quality instructional program that addresses the needs of our diverse student population and prepares every student for college and careers. Leadership development and talent management Recruit, develop, retain and reward highperforming employees. Systems, processes and resources Improve system operations, policies and processes, and allocate resources to best serve students. Culture Foster a school and district environment of trust, communication, collaboration, cooperation, accountability, ethics and partnership. OUR STRATEGIES AND INITIATIVES Armed with our mission, vision, core beliefs and commitments, four strategic focus areas, and macro goals, we are able to map the whole scope of our work from now until 2020. On the pages that follow are carefully planned strategies that will drive success in each of our four strategic focus areas. Our strategic initiatives, which are necessary to ensuring that we meet our goals, require significant investment of time, finances and commitment. We selected them as the drivers of success for a combination of reasons: Some are state mandated. They are innovative. They honor the history and contributions of initiatives that to date have benefited the students, faculty, staff and community of Scranton. They are responsive to individual student and school needs. They can be replicated to maximize instructional and operational effectiveness across the district. They empower and support autonomy at the local schools. They facilitate comparable and equally beneficial experiences and opportunities across all schools for all students.

14 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future I Strategic Focus Area I: Teaching and Learning Goal - Improve student achievement by ensuring a highquality instructional program that addresses the needs of our diverse student population and prepares every student for college and careers. MEASURES One hundred percent of students will achieve a year s worth of growth in a year s time. Teachers and leaders will narrow the achievement gap between the lowest-performing and highest-performing students. One hundred percent of students will be proficient in reading by the end of third grade. One hundred percent of students will be proficient in algebra by the end of eighth grade. One hundred percent of students will graduate on time and be college or career ready. KEY STRATEGIES AND OBJECTIVES Strategy 1: Provide a rigorous, relevant, hands on curriculum. Develop more rigorous graduation requirements. Develop a K-12 curriculum that is aligned to, or exceeds the PA Core Standards. Develop a cultural literacy teaching and learning program. Develop students technical skills and expose them to career pathways, including but not limited to STEAM (science, technology, engineering, arts, and mathematics). Launch the STEAM mobile classroom in elementary school in grades 3, 4 and 5. Pilot STEAM education in middle school, starting with Grade 7 and growing a grade level every year. Offer an accelerated STEAM Academy in high school, starting with Grade 9 and growing a grade level every year. Develop multiple age-level and learning opportunities for students. Implement a relevant assessment program and utilize data to differentiate and to improve instruction. Develop and utilize best teaching strategies district-wide.

SCRANTON CITY SCHOOL DISTRICT 15 Strategy 2: Inspire learning and nurture creativity, innovation and entrepreneurship through maximizing the use of 21st century technology and strategic school redesign. Enhance performance-based technology and assessment to engage students in real-world based problem solving. Increase students hands-on educational opportunities in the classroom and beyond. Strategy 3: Strengthen the skills of teachers, school leaders and support staff by equipping them with more effective tools to serve students from every socio-economic and culturally diverse background. Expand the district s partnership with the Scranton Federation of Teachers ER+D program. Expand coaching and mentoring opportunities for teachers and leaders. Focus professional learning on student programmatic needs and diversity. Support teacher supervision in a way that fosters collaboration and increases high-quality instruction. Strategy 4: Develop programs that address the full spectrum of students unique needs. Support special education programs with maximum efficiency and effectiveness. Expand pre-k and early childhood learning opportunities. Monitor and strengthen English language learners (ELL) program Enhance the gifted program and explore the adoption of the rigorous International Baccalaureate (IB) curriculum. Create alternate learning opportunities for students with behavior and/or life-altering needs. Provide extended day and summer learning opportunities for students. Strategy 5: Engage students and families in activities that enrich their overall education experience and help to develop life skills. Leverage schools athletic programs as an extension of students learning experience. Support a school climate that encourages positive student behavior and resolves discipline issues effectively. Leverage PTA to increase student and family responsibility and engagement for learning. Expand academic support programs and opportunities offered through local colleges, universities and business. Strategic Initiatives Comprehensive PA Core Curriculum Development, Alignment and Assessment Plan STEAM (Science, Technology, Engineering, Arts, Math) Education Ninth grade accelerated STEAM Academy Multi-tiered System of Supports for general, gifted, remedial and special education students (MTSS Tiered Intervention Model) Career Pathways

16 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future II Strategic Focus Area II: Leadership Development and Talent Management Goal - Recruit, develop, retain, and reward highperforming employees. MEASURES One hundred percent of schools will have highly effective teachers, leaders, and support staff. One hundred percent of employees will participate in professional learning. KEY STRATEGIES AND OBJECTIVES Strategy 1: Develop a performance management system that supports professional learning. Implement programs that enhance skills of non-instructional employees. Align ER+D professional learning program with teacher instructional and development needs. Strategy 2: Maximize organizational capacity and alignment. Improve recruitment and hiring practices to attract the highest quality candidates. Improve processes for updating job descriptions across the district. Develop a process for position management and control. Build career ladders for employees. Strategy 3: Improve employee engagement, collaboration, communication and recognition. Develop district-wide recognition programs, such as employee of the month, teacher of the year, administrator of the year and others. Institute ongoing forums that allow for open and transparent communication among employees. Develop human resources internal service and external informational web pages. Implement incentive program to reduce employee absences.

SCRANTON CITY SCHOOL DISTRICT 17 Strategy 4: Enhance recruitment efforts to ensure that a diverse talent pool of the best and brightest employees is hired to serve and to support the needs of all students. Explore alternate hiring options Provide opportunities for exploration of careers in teaching Strategic Initiatives Comprehensive Non-instructional Employee Development Program Human Resources Performance Management Program Human Resources Electronic Management System Position Control and Management Substitute Teacher Support System Aspiring Assistant Principals, Principals and Teacher Leader Program

18 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future III Strategic Focus Area III: Systems, Processes and Resources Goal - Improve system operations, policies, processes; and allocate resources to serve students best. MEASURES One hundred percent of facilities will be safe, secure, healthy and engaging. The budget will reflect less than half of the current deficit. One hundred percent improvement in district operational processes. KEY STRATEGIES AND OBJECTIVES Strategy 1: Align the budget to the strategy by analyzing positions, programs, services and structure. Positions Do more with less by maximizing the talents of current staff. Hire for critical positions only and place a freeze on hiring across the district. Explore the possibility of a reduction in force through attrition. Programs Eliminate programs that do not highly impact the greater majority of students and employees Consolidate duplicate programs and leverage efficiencies without sacrificing quality. Utilize external resources to supplement learning opportunities for students. Services Explore newer ways to get the most for the least amount of spending. Reduce spending dramatically by identifying efficiencies in both the services we provide and those that are provided on our behalf. School Structure Explore the need for consolidating schools. Determine true building age and maintenance cost. Determine the need for rezoning based on student enrollment growth. Accountability Capture cost savings and track progress against the Long Term Spend Wise Plan. Seek additional sources of funding. Effectively manage grant funds.

SCRANTON CITY SCHOOL DISTRICT 19 Strategy 2: Increase fund balance and reduce budget deficit. Calculate academic return on investment. Build a process for accurate enrollment forecasting. Manage class size to contract standards with average class size targets; build incentive program for teachers who are willing to teach larger classes. Schedule more efficiently at all levels. Establish a weighted school funding plan, under which each school is allocated a sum of money based on the number of students and their needs; dollars follow student needs. Convene a cross-functional action team for staffing guidelines for all areas. Strategy 3: Strengthen support systems and processes to serve schools better. Improve the student registration and withdrawal process. Complete and maintain a records and asset management process. Implement a textbook management and digital content process. Develop a more robust facilities usage process. Develop and implement a safety and crisis communication plan that includes an emergency school closure plan. Strategy 4: Develop and implement a long-term capital plan. Maximize building utilization. Develop and implement an energy savings plan. Explore consolidation options. Strategy 5: Create safe, healthy and secure schools and workplaces. Implement a comprehensive safety program to include safety plans, terrorist threats, building safety, drills, trainings and continuous improvement efforts. Co-ordinate with city to enhance School Resource Officer program. Strategy 6: Enhance system technology. Build and maintain an informational system to support data-driven decision making. Develop SSD on-line school. Strategy 7: Perform a comprehensive policy review to ensure that the board s governance structure and policies target improved student achievement and support the strategic plan. Strengthen the board-superintendent leadership team. Streamline board processes, policies and protocols. Retool the district s policies and procedures database to maximize communication. Strategic Initiatives Long Term Spend Wise Plan Strategy Aligned Budget Energy Savings Plan Demographics Study Comprehensive Policy Review Governance/Board Training Position Control and Management Asset, Textbook, Records Management Long-Term Capital Building Plan Technology Refresh Plan

20 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future IV Strategic Focus Area IV: Culture Goal - Foster a school and district environment of trust, communication, collaboration, cooperation, accountability, ethics and partnerships. MEASURES SSD will be rated above average in each area on the state s report card. One hundred percent of parents will be engaged in a positive way in their student s education. One hundred percent of the city, business and community members will impact the district s strategic plan. KEY STRATEGIES AND OBJECTIVES Strategy 1: Engage parents and family members to increase their involvement and impact in their children s education process. Enhance collaboration with the Parent Teacher Association. Improve district communication with parents and community. Monitor and improve parent and family engagement levels in schools across the district. Sponsor and attend parent and family-friendly forums in schools and the community. Survey parents and family members to obtain their input into the strategic plan and ideas for meaningful family-school collaboration. Strategy 2: Become a more innovative and accountable organization to internal/external customers. Build ongoing partnerships with collective bargaining groups. Adhere to contract communication opportunities. Improve data accuracy, application and accessibility. Improve communications using multiple print, conventional media and social media sources. Promote cross-functional design thinking. Utilize strategy management processes for planning, program and process improvement. Institute a change management program. Improve customer service. Ensure testing security. Strategy 3: Engage community groups in partnerships that directly support student achievement. Revitalize the Scranton School District Foundation to increase the investment portfolio of potential partnerships.

SCRANTON CITY SCHOOL DISTRICT 21 Enhance students educational experience by securing research projects, internships and partnerships that provide real-world-based learning opportunities from area medical centers, higher education institutions and businesses. Strategic Initiatives Scranton School District Foundation Principal for a Day Partnership Change Management Grants Project Superintendent s Round-table

22 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future How We Will Know How We Are Doing HOLDING OURSELVES ACCOUNTABLE UNDER SCRANTON ONE: STRATEGIC PLAN 2020 As detailed as Scranton One: Strategic Plan 2020 is, it is merely thousands of words on paper. The true value of any plan, especially a strategic plan, lies in the passion and power of the people who implement it. We are a school community of 10,000 students; 900-plus employees; and a host of family members and friends of education. MEASURING SUCCESS One of the final steps in developing a strategic plan is creating a tool or vehicle to evaluate our district s performance and progress objectively and publicly. We will use a scorecard to report our performance to the school board and community twice a year. Additionally, we will conduct pulse checks several times throughout the year to track where our schools and divisions are, compared to where they need to be, in order to meet scorecard achievement indicators.

SCRANTON CITY SCHOOL DISTRICT 23 Everyone Has a Role To become Scranton One, it is essential for everyone to participate in the strategic plan. If we are going to achieve the ambitious goals, measures and targets we have outlined in our plan, then all of us must act. If we are going to help shape a brighter future for our students, then every one of us has an important role to play.

24 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future What is My Role THE BOARD OF EDUCATION S ROLE Promote public education as a keystone of democracy Engage the community by seeking input, building support networks, and generating action Champion public education by engaging members of local, state and federal legislative bodies Collaborate with the Superintendent as the Team of 10 Adhere to an established set of rules and procedures for board operations Develop, adopt, revise and review policy with a focus on students Allocate finances and resources to the strategic plan Set annual goals that are aligned with the strategic plan Encourage input and support for the district from the school community SCRANTON CITY SCHOOL DISTRICT DIVISION ROLES Superintendent-Lead and manage our district s internal and external systems to improve student performance. Curriculum & Instruction/School Improvement- Maximize students potential by delivering high-quality, differentiated instruction supported by a rigorous, relevant curriculum, and facilitated by a highly skilled professional and support staff. Budget and Finance- Maintain our students excellence through responsible management of financial resources and strive to enhance present and future financial stability of the district. Information Technology- Utilize current and emerging technology to create instructional environments that enhance student performance, provide effective tools of assessment and student progress for staff, and aid in the delivery of relevant research-based professional development. Maintenance and Operations- Provide safe, healthy and efficient facilities that ensure quality educational and workplace environments across our district. Human Resources- Provide highly qualified, highly capable and well-trained teachers, administrators and support staff to support the district s mission, and to provide a smooth transition for employees who enter and exit our district. Compliance and Accountability- Develop and employ policies, procedures, processes and standards of operation that provide compliance to federal and state regulatory requirements promoting the success of our offices and our schools. SCHOOL S ROLE - ADMINISTRATORS, TEACHERS AND SUPPORT STAFF Plan instruction appropriate for each student s academic needs. Make every effort to support excellent attendance. Encourage each student to achieve his or her academic goals. Provide resources to enhance the learning process. Provide an environment conducive to learning. Maintain regular contact with home about student progress. Help students identify and enhance career interest. STUDENT S ROLE Achieve curriculum objectives at each grade level. Register for and pass all courses required for the diploma. Demonstrate acceptable work habits and attitudes. Explore and develop career interest areas. Be actively involved in personal education and career development. Be persistent in getting the information and help needed. Utilize all available career resource materials including on-line sources. PARENT S ROLE Be an active participant in your student s education. Provide opportunities for the student to explore his/her career interest areas. Establish strong work habits and attitudes in your student. Read all materials that come home from the school and discuss with your student.

SCRANTON CITY SCHOOL DISTRICT 25 Be in touch with school personnel about your concerns and questions. Become informed about state and system standards for promotion, graduation, and postsecondary admissions. Be proactive in getting the information you need. CITY AND BUSINESS COMMUNITY S ROLE Support the efforts of the school system in the area of career development. Encourage business and industry to join the Together for Tomorrow business partnership. Provide opportunities for students to pursue career interests. Provide opportunities for educators to increase their knowledge of the work place. Inform the school system of current trends and needs in the job market. Participate in career-related activities. Provide business/service learning opportunities to students. VOLUNTEER S ROLE Contribute to the well-being of our students and initiatives that impact student achievement.

26 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future What Tools Will We Use FIVE LEVERAGE POINTS: IMPLEMENTATION AND SUSTAINABILITY We will need to maintain our focus on five leverage points to implement and sustain our efforts under Scranton One over the next five years: 1. Leadership and Governance - Continue to ensure that the governance structure and leadership decisions focus on students. Use our strategic plan as the improvement plan for the district. Continue to engage the community and cultivate a culture of trust, accountability and collaboration. 2. Resource Allocation - Use our strategic plan in budget planning. Prioritize support for students and teachers. Establish a timeline for resource acquisition, budgets and allocation to support ongoing implementation of the strategic plan. Provide staff and time to support the initiatives that align with strategic plan. Pursue partnership opportunities that may support initiatives. 3. Technology - Develop a long-term technology strategic plan. Support accessibility to and use of technology. Provide information on available technology based on school needs and student learning and teaching. Provide staff and time to support initiatives that align with the strategic plan. 4. Communications - Develop a communication strategy to share our strategic plan, impact and progress continually with all stakeholders, including teachers, parents and partners. Provide stakeholders with an annual report on the strategic plan s progress. Provide staff and time to support initiatives that align with strategic plan. 5. Accountability - Use macro goals and performance measures and targets in our strategic plan to shape our district s continuous improvement efforts. Use the balanced scorecard to report progress on a semi-annual basis. Ensure alignment of the district s strategic plan to each school s local school improvement plan as well as each teacher s student learning objectives. Leadership and Governance Resource Allocation Accountability Technology Communications

SCRANTON CITY SCHOOL DISTRICT 27 Call to Action District Strategic Plan 2020 DOMAIN FROM TO Standards and Instruction Inconsistent or inadequate standards with little support for teachers. Rigorous, information-age standards supported by effective curricula and assessments. Teaching Isolated teachers with limited support, flexibility, opportunities for growth. A new way we hire, assign, support, team, pay, and promote teachers. School Design A one-size-fits-all learning environment that holds everyone back. A re-imagined school day with new schedules, dynamic groupings and targeted instruction Leadership Limited autonomy, flexibility & support to develop and reward strong leaders. Clear standards, support, and accountability for principals and district leaders. School Support Central office staff responsibilities that focus on compliance and oversight. A central office that is a service and strategy partner that leverages data. Funding Wide funding variances across schools. Systems that allocate resources equitably and flexibly across schools. Partners Schools providing a wide range of services in addition to their core educational mission. Partnering to create innovative and cost-effective ways to serve students better.

28 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future Putting It All Together- Scranton One: Strategic Plan 2020 STUDENT ACHIEVEMENT TEACHER STUDENT LEARNING OBJECTIVES SCHOOL SEGUE PLAN STATE COMPREHENSIVE PLAN DETAILS District Strategic Plan - The district strategic plan serves as a roadmap for the district and its schools, specifying vision, mission, performance goals, objectives and benchmarks and the policies and strategies to achieve each strategic objective. State Comprehensive Plan - Provides details of the strategic objectives in specific areas. School Seque Plan - Details individual school strategies that align with the district goals. Teacher - Student Learning -Focus the work in the classroom on improving student achievement to meet the goals in the School Seque Plan. Principal - Student Learning -Ensure that instructional strategies target improving student achievement. Student Achievement - The ultimate goal of the SSD instructional strategies, curriculum and initiative is to raise student achievement to boost individual students knowledge and increase preparedness for future assessments at the state, national and international levels are used frequently to evaluate student achievement in the core courses. The results of these assessments reveal where students are achieving proficiency and where much work remains to be done. Further, these results are used to compare student performance in different countries and among various states.

SCHOOL STRUCTURE SCRANTON SCHOOL DISTRICT Educating Students From All Over the World! Cluster 1: WEST WEST SCRANTON HIGH SCHOOL WEST SCRANTON INTERMEDIATE CHARLES SUMNER ELEMENTARY ISAAC TRIPP ELEMENTARY FRANCES WILLARD ELEMENTARY Cluster 2: SCRANTON SCRANTON HIGH SCHOOL NORTHEAST SCRANTON INTERMEDIATE SOUTH SCRANTON INTERMEDIATE JOHN ADAMS ELEMENTARY NEIL ARMSTRONG ELEMENTARY GEORGE BANCROFT ELEMENTARY JOHN F. KENNEDY ELEMENTARY MCNICHOLS PLAZA ELEMENTARY ROBERT MORRIS ELEMENTARY WILLIAM PRESCOTT ELEMENTARY JOHN G. WHITTIER ELEMENTARY Cluster 3: CENTER-BASED LINCOLN JACKSON ACADEMY (Grades 6-12) MONTICELLO SCHOOL (Grades K-12)

30 SCRANTON ONE: STRATEGIC PLAN 2020 Working Together for a Brighter Future SCRANTONONESTRATEGIC PLAN 2020 Working Together for a Brighter Future OUR KEY GOALS OUR MISSION Mission Educate, inspire and empower students. Key Goals Improve Teaching & Learning-----Manage Performance OUR PURPOSE Purpose To improve student achievement working together with common goals and students as our number one priority. OUR VISION Vision To educate students to their "full" potential and to prepare them to be successful in all aspects of their lives. OUR STATEGIC FOCUS AREAS r * w g TEACHING & LEARNING Improve student achievement by ensuring a high-quality instructional program that addresses the needs of our diverse student population and prepares every student for college and careers. LEADERSHIP DEVELOPEMENT & TALENT MANAGEMENT Recruit, develop, retain and reward highperforming employees. SYSTEMS, PROCESSES & RESOURCES Improve system operations, policies and processes, and allocate resources to best serve students. CULTURE Foster a school and district environment of trust, communication, collaboration, cooperation, accountability, ethics and partnership. OUR PERFORMANCE MEASURES TEACHING & LEARNING One hundred percent of students will achieve a year s worth of growth in a year s time. (Teachers and leaders will narrow the achievement gap rbetween the lowest-performing and highestperforming students.) One hundred percent of students will be proficient in reading by the end of third grade. One hundred percent of students will be proficient in algebra by the end of eighth grade. One hundred percent of students will graduate on time and be college or career ready. * w g LEADERSHIP DEVELOPEMENT & TALENT MANAGEMENT One hundred percent of schools will have highly effective teachers, leaders and support staff. One hundred percent of employees will participate in professional learning. SYSTEMS, PROCESSES & RESOURCES One hundred percent of facilities will be safe, secure, healthy and engaging. The budget will reflect less than half of the current deficit. One hundred percent improvement in district operational processes. CULTURE SSD will be rated above average in each area on the state s report card. One hundred percent of parents will be engaged in a positive way in their student s education. One hundred percent of the city, business and community members will impact the district s strategic plan. SUPERINTENDENT ALEXIS T. KIRIJAN, Ed. D. SCRANTON SCHOOL DISTRICT