FOCUS ON RESULTS: continuous improvement plan Updated December 2013 Approved by the Board of Education, December 9, 2013
Even Continuous Improvement Plans can be improved! During the 2004-2005 school-year, we developed a Continuous Improvement Plan for Oakland Schools for 2005-2008. That plan was adopted by the Oakland Schools Board of Education in June 2005 and we set to work to implement it. We updated the plan in 2006 and when the time came to renew the plan for 2008, a thorough revision process was used to look at every aspect of the plan from the mission and purpose to our goals and objectives and how we should measure progress. The plan that emerged outlined our intended work and focus for 2008-2012. Subsequently, this plan was updated in 2009, 2010, and 2011. In 2012, following a successful site visit, Oakland Schools became one of only a handful of ISDs in the state to receive ESA accreditation from AdvancED. Along with the award notice of accreditation, we also received the AdvancED Report of the Quality Assurance Review Team for Oakland Schools Intermediate School District which outlined specific commendations and required actions that Oakland Schools is expected to address before the next accreditation visit. We decided to use the information from this report to update our Continuous Improvement Plan. I invite you to read this living document, which reflects the priorities of our board of education, employees, and members of our school, business and parent communities. I believe that the Updated Continuous Improvement Plan for Oakland Schools embodies our best thinking and provides a clear, measurable, and accountable blueprint for our regional service agency so that we can continue to provide high quality services, products and resources to Oakland County schools and districts. Comments or questions are welcome. Please contact Dr. Vickie L. Markavitch, Superintendent, at vickie.markavitch@oakland.k12.mi.us or call 248.209.2123. Sincerely, Dr. Vickie L. Markavitch, Superintendent 2 Oakland Schools Continuous Improvement Plan 2013 Update
Our Board of Education Oakland Schools is overseen by the Oakland Schools Board of Education. Our Board is elected to six-year staggered terms every other year by the boards of Oakland County s 28 school districts. Candidates are often local board members but need only be registered electors. The Board meets at 7 PM on the second and fourth Monday of the month at Oakland Schools. These meetings are posted on the Oakland Schools website and at the Oakland Schools Educational Service & Professional Development Center, as are property transfer hearings. Meeting schedules, agendas, minutes, and handouts are posted on the Oakland Schools website under Board of Education, located in the upper left portion of the home page. What is the Oakland Schools Continuous Improvement Plan? Oakland Schools created this Continuous Improvement Plan (CIP) in three phases. Phase I focused on delivering Oakland School services to increase student achievement in the county. Phase II was completed during the 2004-05 school year and expanded the scope of the CIP to address all Oakland Schools programs and services, including internal operations, and expanded the involvement of ISD constituents in the planning process. In 2008, Phase III involved internal and external stakeholders in the review and revision of the existing plan including Oakland Schools mission, purpose, beliefs, and goals. Phase III began by gathering information about stakeholder perceptions about the strengths, challenges, and opportunities of Oakland Schools through focus groups and an online survey. Oakland Schools Board Members Ms. Barbara DeMarco President Dr. Theresa Rich, Vice President Mr. Connie Williams, Treasurer Mr. Marc Katz, Secretary Mr. George Ehlert, Trustee Pictured from left to right: Barbara DeMarco, Connie Williams, Marc Katz, Dr. Theresa Rich, and George Ehlert We defined organizational goals, objectives and metrics to measure and report our progress on achieving these goals. The CIP now provides us with a flexible framework for our work as well as a measurement and accountability tool that helps us align our budgeting process, departmental objectives, and district requests for services with our organizational plan. After our 2012 AdvancED Accreditation we recognized in order to better serve our stakeholders in an ever-changing environment, we needed to review our plan each year. In 2013 the Oakland Schools Leadership Team performed the first annual review. In addition to this written document, we post the CIP on our website and update it regularly with progress reports to the public. Oakland Schools Continuous Improvement Plan 2013 Update 3
Oakland Schools Continuous Improvement Plan Mission statement Oakland Schools: Learning Today. Transforming Tomorrow. Beliefs We believe: It s about service. Students form the lens through which our best educational decisions are made. All students can and will learn. Collaboration builds understanding. Education is a shared responsibility. Our success depends upon our employees. Change is opportunity. Lifelong learning is a key to lifelong success. Effective relationships are powerful. Differences expand our thinking. Visionary leadership creates a dynamic environment. We must develop leaders for tomorrow. Ethical behavior is everyone s responsibility. 4 Oakland Schools Continuous Improvement Plan 2013 Update
Oakland Schools Credo Service, expertise, and excellence form the foundation of Oakland Schools. We prepare students to be meaningful contributors in a diverse society. Continuous learning drives our efforts to support local districts and the community while fostering a global perspective. Organizational strength and effectiveness come from inclusion, advocacy, innovation, and leadership. We share responsibility for leading the Oakland County educational community. We believe our first responsibility is to the educators of Oakland County, their students and families. We believe that all students can learn, and will, given the right resources and time. Our services, products, tools, and knowledge are focused to support high levels of student achievement, maximize resources and meet compliance obligations. Through visionary leadership and inclusive relationships, we develop regional capacity for the continuous improvement of student learning. We believe every employee can be highly productive. We support ongoing learning by providing necessary tools and resources. We hold one another to a high standard of professionalism, respect, integrity, and fairness. Together, we embrace a culture that promotes ideas and innovation as it encourages creativity and fun. We deliver high quality service as we advocate for every child. We collaborate with the Oakland County community and develop strong partnerships with all levels of government, business, social agencies, and education to enhance the quality of life in this region. These collaborations strengthen teaching and learning and increase opportunities for Oakland County students as they graduate to a global economy. For all those with whom we work and whom we serve, we pledge to partner in practices that honor collaboration, responsible stewardship of public resources, transparent business practices and ethical behavior. Oakland Schools Continuous Improvement Plan 2013 Update 5
Strategic Directions These broad organizational strategic directions guide the work of the intermediate school district and provide the framework for departmental planning and initiatives. 1. Maximize learning 2. Increase collaborative opportunities 3. Build the capacity for continuous improvement 4. Close gaps and reduce inequities 5. Advocate for public education 6. Foster communication and engagement 6 Oakland Schools Continuous Improvement Plan 2013 Update
Organizational Goals, Objectives and Measures Strategic Direction 1: Maximize learning As partners, Oakland Schools and the school districts of Oakland County work together to maximize student achievement, instill lifelong learning, develop responsible citizens, and equip students to participate in the global workforce. To do so, Oakland Schools and its partners research best practices, build capacity through professional development, support leadership development, and provide services and resources to meet the needs of school districts and individual students. We hold ourselves accountable to high standards for student learning and, where needed, provide interventions to move that learning forward. Goal 1.1 Raise Oakland County students participation and achievement in pre-k -12 and postsecondary education by meeting the needs of students with diverse backgrounds and educational goals. The percent of students who meet standards on Pre-Kindergarten through- 12th grade standardized tests that are used countywide (for example, MEAP, MME, ACT, CFE Certification exams, etc.) will improve. Four, five and six year high school graduation rates will improve. The percent of exiting students planning to enter postsecondary education or training will increase. The percent of students who have enrolled in postsecondary education or training within one year after high school graduation will increase. The percent of students who earn 24 credits or more within 24 months after high school graduation will increase. Goal 1.2 Improve the positive, constructive conditions for learning that support diverse students with varying learning styles and cultural backgrounds in all buildings and classrooms in Oakland County. The percent of schools that report they have implemented the Michigan School Accreditation and Accountability System (MI-SAAS) performance indicators for positive school culture and climate for learning will increase. The percent of students who report that positive, constructive conditions for learning exist in their classrooms will improve. 1 Objective 1.1.1: Students will improve their ability to analyze information, engage in critical thinking and demonstrate transference of learning. Objective 1.1.2: Students will be prepared with the knowledge, skills and dispositions necessary to successfully complete postsecondary education or training programs. Objective 1.2.1: Increase participation in Oakland Schools programs to improve conditions of learning for all students in local districts and the Oakland Schools Technical Campuses. Oakland Schools Continuous Improvement Plan 2013 Update 7
2 Strategic Direction 2: Increase collaborative opportunities Oakland Schools works with all levels of government, business, community groups, and education agencies to form partnerships and collaborations that increase opportunities for Oakland County students. Oakland Schools, its constituent school districts, and its partner organizations are committed to finding ways to maximize existing school funding and operate at peak efficiency. Oakland Schools uses its own resources and infrastructure to regionally deliver instructional, technical, business, and student services and programs that allow the ISD to pass along significant savings to local districts that can then be used where most needed to improve district operations and student achievement. Objective 2.1.1: Oakland Schools will increase online professional development offerings, web conferencing utilization, and online access to operational and instructional services and materials resulting in increased efficiencies in resource time and costs. Objective 2.2.1: Oakland Schools will facilitate the increased collaboration by providing expertise and resources to assist districts with decisions that will result in service and instructional delivery efficiencies. Objective 2.2.2: Oakland Schools will create partnerships with government, business, community organizations, higher education and others to share resources, meet student needs and create efficiencies. Goal 2.1 Expand the technological, educational, and resource infrastructure available for anywhere, anytime teaching, learning, collaboration, and communication. The technical infrastructure availability will be maintained at 99.9% and available to all districts, teachers, students, and staff. District participation in the use of OS hosted resources will increase. County-wide participation in hosted services will increase cost savings for LEAs. Goal 2.2 Increase opportunities to standardize, centralize or regionalize district operations and instructional services that result in resource efficiencies and overall cost savings. How many districts, offices, or staff engaged in standardization, centralization, and/or regionalization? Dollars saved through standardization, centralization, and/or regionalization. There will be an increase in the number of education/business/agency/ community partnership projects (including grants) that produce improved outcomes for participants. 8 Oakland Schools Continuous Improvement Plan 2013 Update
Strategic Direction 3: Build the capacity for continuous improvement Oakland Schools is committed to raising the academic bar and closing the learning achievement gap across Oakland County s local school districts. Oakland Schools works with local school districts to build capacity for sustained success in moving student achievement forward. To fulfill that commitment, the intermediate school district customizes and provides tools, supports and services for each district that maximize district resources. By maximizing resources in both operational and instructional delivery, districts are able to optimize resources to increase achievement and learning opportunities for students. Goal 3.1 Institutionalize a comprehensive approach to gather, analyze, report and use data collected from stakeholders. Increase data-based decision-making regarding the identification of needed services for local districts. Increase data-based decision-making regarding identification of effective services. Goal 3.2 Increase the skills, knowledge and attitudes within districts and schools to improve their capacity to operate more effectively. Grow and maintain direct support to schools and districts for sustained success. Maintain a high rate of participation in Oakland Schools provided professional development. Increase the hours of participation in Oakland Schools provided consultations. Implement a framework to inventory and evaluate professional learning experiences. Maintain the quality, relevance, and satisfaction with services. 3 Objective 3.1.1: Inventory and compile available and relevant data sources. Objective 3.1.2: Create protocols to guide system-wide use of data. Identify roles and responsibilities Standardize representation of data and its uses Objective 3.1.3: Train staff to use protocol across the organization. Objective 3.1.4: Oakland Schools will develop a long-term evidencebased planning process to improve programs and services. Objective 3.2.1: Increase access to and use of data to develop, monitor and use improvement plans. Objective 3.2.2: Increase the use of digital media/technology for learning. Objective 3.2.3: Continue to support practices which promote innovation and effective results. Objective 3.2.4: Establish methods to capture and evaluate the implementation, impact and sustainability of the professional learning that is provided by Oakland Schools. Oakland Schools Continuous Improvement Plan 2013 Update 9
4 Strategic Direction 4: Close gaps and reduce inequities Each district can access Intermediate School District resources that meet its unique needs as it strives to provide every student with an equitable opportunity for quality instruction, closing gaps in student learning. Factors such as location, per-pupil funding, demographics, human, fiscal and academic resources and infrastructure should not be deterrents to effective district operations and student success. Objective 4.1.1: Provide support for closing the achievement gap in all constituent districts. Goal 4.1 Close the gaps between groups of students in achieving state learning standards. There will be a decrease in the difference between the percent of African American, Hispanic, students eligible for free or reduced price lunch, English Language Learners and special education students who meet state learning standards as measured by statewide assessments and the percent of all students who meet state standards. Objective 4.2.1: Reduce the extent to which location, economics, per-pupil funding, demographic, human, fiscal, and academic resources impact access to quality instruction. Objective 4.2.2: Increase access to and appropriate use of data that inform delivery of service. Goal 4.2 Improve allocation of human and financial resources in ways that meet the instructional needs of individual schools, districts and service areas. The distribution of instructional resources will be based on data reflecting the unique needs of schools and districts. 10 Oakland Schools Continuous Improvement Plan 2013 Update
Strategic Direction 5: Advocate for public education 5 To preserve and advance its quality of life, America needs all children educated to their fullest potential so that they can think critically and contribute purposefully to their local, national, and global communities. As an advocate for this moral purpose, Oakland Schools holds itself accountable to high standards for student learning and works to inform and influence public policy and public opinion about issues that impact our ability to educate all children. We carry out our advocacy role by working directly with local, county, state, and federal governments and by forming alliances with other education agencies and associations. Goal 5.1 Increase Oakland County citizens support of public education. Increase the number of positive responses to survey questions about the quality, relevance, and effectiveness of public education in Oakland County. Goal 5.2: Achieve public policy and legislation which improves the adequacy, equity, predictability, and stability of public education funding in Michigan at all levels. Objective 5.1.1: Inform and influence public opinion on school readiness and public education. Objective 5.1.2: Form alliances to build citizens support for public education. Objective 5.2.1: Establish statewide support to fund and conduct a school funding and reform study for Michigan. Metric Trend data on school funding will indicate progress toward adequate, equitable, and stable funding for public education. Goal 5.3 Expand alliances with federal representatives, the Michigan Legislature, Michigan Department of Education, and other organizations and state agencies that result in legislative and policy decisions that positively impact school districts and their students. Oakland Schools will be part of a number of national, state and local alliances aimed at improving public education policy. Objective 5.3.1: Provide guidance and subject matter expertise to policy makers at the state and federal level. Objective 5.3.2: Work in partnership with Oakland County Superintendents Association to develop a legislative agenda for education in Oakland County. Oakland Schools Continuous Improvement Plan 2013 Update 11
6 Strategic Direction 6: Foster communication and engagement As an intermediate school district, Oakland Schools plays an important role as a communication liaison between local school districts and state and federal agencies and organizations. As such, we are committed to meaningful, timely, two-way communication between these stakeholders around operational and achievement issues. To that end, we engage a wide variety of school, business and community constituents toward a mutual goal of increasing educational opportunities, maximizing student achievement and optimizing district operations. We will also use information gleaned through communication and engagement to better align our products, services and resources to the needs of those we serve. Objective 6.1.1: Create opportunities for engaging stakeholders around issues of student learning and school district operations. Objective 6.1.2: Oakland Schools will maintain high levels of customer satisfaction regarding its products, services and resources. Goal 6.1 Improve timely two-way communication and engagement among educators and other relevant stakeholders. Multiple venues, including technology and social media, are used to communicate and engage with stakeholders. Stakeholder satisfaction with the quality and types of products, services and resources offered by Oakland Schools will be maintained at high levels. Maintain highly engaged referent groups around Oakland Schools products, services and resources. 12 Oakland Schools Continuous Improvement Plan 2013 Update