Transcription
Coahoma Community CollegeSchool DistrictStrategic PlanFY 2018 – 2022“Teamwork, Initiatives & Goals Ensures Radical Success”
TABLE OF CONTENTSVision/Mission/Core Beliefs . . 2Board of Trustees Message . . .3Superintendent’s Message . 4Strategic Planning Team . 5The Blueprint .6The District’s Current Accountability Status .7Strategies for Achieving Desired Results .8Strategic Plan Goals . .9Strategic Plan .10-17Measuring the Results .18Glossary of Terms . 19-201 Coahoma Community College School District
Vision/Mission/Core BeliefsOur VisionCoahoma Early College High School will maximize individual potential to ensure thatall students will be equipped to meet challenges of education, work and life.Our MissionThe mission of Coahoma Early College High School is to provide students with the skillsnecessary to gain knowledge, make wise decisions, and become productiveindividuals in today’s rapidly changing world.Core Beliefs A safe and orderly climate is important to the teaching and learning process. (Safety) Building positive relationships is critical to student success. (Relationship Building) All children can and will learn academic and social skills necessary to advance in society.(All children will learn) High expectations will be held for students, parents, and community members who are partners in theeducational process for our children. (Partners in Education) Administrators, staff, and faculty are committed to life-long learning. (Life Long Learning)2 Coahoma Community College School DistrictBoard of Trustees
As Chairman of the Board of Trustees for Coahoma Community College and Coahoma Early College High School, Iextend a hearty welcome to each of you. The Board of Trustees provides policy-making leadership to the college and highschool. We are grateful for the opportunity to work for our schools and with our president. We encourage everyone tobecome involved and familiar with our institutions.In particular, I urge all parents of students attending Coahoma Early College High School to closely read the strategicplan that has been developed by our high school staff and approved by the Board of Trustees. The high school has a newname and emphasis. However, our mission of providing quality educational services to our students’ remains the same.We are confident that we have developed a strategic plan that will help us to create and sustain a high school of qualityand excellence.SincerelyDonald ClarkDonald ClarkPresidentRev. Dennis HawkinsVice ChairmanXandra Brooks-KeysSecretaryRena ButlerAssistant SecretaryDr. Wayne BlansettChris FurdgeDevona JonesRev. Alvin Pryor, Jr.3 Coahoma Community CollegeSchool DistrictDr. Evelyn JossellDavidWilliamsAttorneyCynthia WilliamsJohnny McGlownAttorney David L. TisdellChristopher FurdgeWill Blocker
Superintendent’s MessageSince its beginning in 1924, our high school which is formerly called Coahoma Agricultural High School (akaAggie) has engaged in providing educational opportunities to students in Coahoma County. Over ninety yearsago our high school not only afforded an education to students in Coahoma County, but we enrolled studentsfrom neighboring counties as well. Students from counties outside of Coahoma County were actually housed oncampus during the school week. In keeping with its name (Coahoma Agricultural High School), studentsreceived educational preparation in basic academic content areas as well as training in agricultural practices.Aggie has been resilient and open to innovativeness and change, as the world has dictated how educationalorganizations evolve over time. We have shifted from serving students in a kindergarten to twelfth grade rangeto only educating students in a ninth to twelfth grade span.Most recently, our high school has made two notable changes. We have officially revised the name of ourschool to Coahoma Early College High School (CECHS). Similarly, as evidenced in our new school name,we have modified our educational emphasis to one of college preparation and job readiness. We are excitedabout the school’s Early College focus in that it permits all of our students to enter the mental mode ofpreparing for college early as well as equipping students to think about his/her job related interest whileenrolled in high school. If given an opportunity to fully implement this new school model, our five countyservice area will have several students and families impacted in a positive way.As with any plan of significance, having a successful Early College High School can only happen with theunity and support of school staff, students, parents and community stakeholders. Hence, I urge each reader tocarefully browse through our strategic plan and familiarize yourselves with our goals and proposed methods weintend to use. We can have an effective and safe high school if we work together, have high standards and holdone another accountable.Should you need my staff or me at any time, feel free to contact us.At Your Service,Valmadge Towner4 Coahoma Community College School District
Strategic Planning TeamMODERATORBarbara S. LucasDISTRICT-WIDE STEERING COMMITTEEDr. Valmadge Towner, SuperintendentMs. Barbara S. Lucas, Assistant to the SuperintendentMr. Milton Hardrict, PrincipalMrs. Cloretha Jamison, Early College Director/Asst. PrincipalMiss Donna McDougal, CounselorMrs. Rose Lockett, LibrarianMs. Toni McWilliams, TeacherMr. Trent Chess, TeacherMrs. Sandra Robinson, SPED Inclusion TeacherCENTRAL OFFICE TEAMMs. Barbara S. Lucas, Assistant to the SuperintendentMrs. Ormie Terry, Administrative AssistantMrs. Cheryl Strong, Cafeteria ManagerMrs. Maxine Pointer, Parent CoordinatorP-16 COMMUNITY ENGAGEMENT COUNCILJohn Brown, Retired High School PrincipalPatricia Brown, Retired Science TeacherPatricia Furdge, Mayor of LulaProphet Giles, Lab Assistant/CustodianDonald Green, Director of Mississippi Farm Workers Opportunities, Inc.Rita Hanfor, Coahoma Community College Community LiaisonMilton Hardrict, High School PrincipalCloretha Jamison, Early College Director/Assistant PrincipalMary Jenkins, Retired TeacherRose Lockett, LibrarianEmmanuel Lackey, Director of Alumni Services Coahoma Community CollegeBarbara S. Lucas, Assistant to the SuperintendentMaxine Pointer, Parent CoordinatorRobert Rockett, Coahoma Community College Math InstructorCheryl Strong, Cafeteria Manager5 Coahoma Community College School District
The BlueprintThe Promise of Coahoma Community College School DistrictThis strategic plan will be used as a roadmap for the future. It will serve as thecompass and the “measuring stick” for assessing the progress and theaccomplishment of the district’s goals.The work leading to the development of this plan has required us to think of thedistrict as a whole and not as individual parts by grade levels. This effort hasemphasized the importance of a candid assessment of where we are and where wewant to be.The efforts in this strategic planning process are aimed at making Coahoma EarlyCollege High School not only better, but also the best it can be in the county. Thisplan will help determine the progress toward the district’s destination. CECHS hasgreat promise. This strategic plan defines the pathway to achieving the goals andreaching unlimited potential.6 Coahoma Community College School DistrictTHE DISTRICT’S
CURRENT ACCOUNTABILITY STATUSACCREDITATION STATUSAccredited by the Mississippi Department of EducationAccredited by the Southern Association ofColleges and SchoolsSTATE ASSESSMENT RESULTS(School Year 2016-2017)Accountability Rating – C – SchoolGraduation Rate – 79.1%STATE ASSESSMENT RESULTS(School Year 2015-2016)Accountability Rating –D-SchoolGraduation Rate – 67.3%DISTRICT ACCOUNTABILITY RATINGC (Without Waiver Ratings)CURRENT AND FUTURE INITIATIVES Differentiated Professional Development Up-to-date, reliable transportation fleet Safe and Secure Facilities Innovative programs to prepare students for college and careersFACILITIES One (1) High School, Grades 9-12 One (1) Central Office One (1) Bus Shop One (1) Maintenance ShopSTRENGTHS Fiscally sound Strong Superintendent-Board relationship Transparent practices Strong public relations Teamwork Strong district leadershipGROWTH AREAS Student discipline Securing and retaining highly qualified staff Principal leadership Academic achievement7 Coahoma Community College School DistrictSTRATEGIES FOR ACHIEVING DESIRED RESULTS
Coahoma Community College School District has developed an action plan that details thestrategies to be used by staff throughout the next five (5) years to meet the goal established bythe District Planning Team.The action plan includes measureable outcome indicators of success that will guide the work ofeach strategy. The CCCSD School Board will assess the progress of the superintendent and hisstaff on an annual basis.GOALS1Increasing the level of studentachievement in proficiency andgrowth areas.3Ensuring the district plans well,spends wisely, and abides by itsestablished budget.2Ensuring effective teachersand leaders.4Assessing student access to andintegration of technology andinnovative teaching.5Assessing the levels of safetyand security of the facilitiesand transportation fleet.8 Coahoma Community College School District
Strategic Plan GoalsGoal 1:Ensure all students are proficient and show growth in all assessed areas.Goal 2:Provide the high school with effective teachers and leaders.Goal 3:Operate a financially stable school district.Goal 4:Increase technology integration and access to support innovative teaching and learning.Goal 5:Provide clean, safe facilities and a safe transportation system9 Coahoma Community College School DistrictCOAHOMA COMMUNITY COLLEGESCHOOL DISTRICT
Strategic Plan2018-2022GOAL 1 STRATEGIES: The District will ensure all students are proficient and showing growth in all assessed areas.INDICATORS OF SUCCESS1. 1 The percentage of students ingrades 9-11 reading on grade level willincrease by 30% from the first to thelast administration of the NWEA MAPUniversal Screener.1.2. The percentage of students meetinggrowth proficiency on state and federaltests will increase by 10% or higher baseon the baseline data set by MDE.RESPONSIBLE PARTIESMONITORING INTERVALS1.1.1 Teachers and principal will analyzetest data to determine strengths andweaknesses and developimprovements/actions plans to addressany area identified as a weakness.ACTION STEPSLEAPrincipalEarly College DirectorAssistant PrincipalCounselorThree times per year1.1.2 Teachers will submit dataanalysis summary sheets tothe principal identifying the percentageof students who have mastered theproficiency goals each 9-weekinterval as measured by NWEA MAP. Thesummary of these reports will besubmitted to the LEA.LEAPrincipalEarly College DirectorAssistant PrincipalCounselorEach 9-weeks1.1.3 Teachers will use The WhatWorks Clearinghouse for researchbased strategies on actively engaging allstudents for increased studentachievement.PrincipalEarly College DirectorAssistant PrincipalTeachersDaily1.1.4 The Multi-Tiered Systems ofSupport (MTSS) will be used toidentify and diagnose students inneed of remediation.1.2.1. Teachers will submit data analysissummary sheets to the principal identifyingthe percentage of students who have masteredthe objectives taught each 9-weeks (whenapplicable) as measured by Districtadministered tests. The principal will submitsummaries of these reports to the Assistant tothe Superintendent.PrincipalMTSS CommitteeTeachersEvery six to nine weeksLEAPrincipalEarly College DirectorAssistant PrincipalCounselorEach 9-weeks
1.2.2 Formative assessments will be done on aweekly basis.1.3. The percent of students scoringproficient and advanced on state testswill increase by 5% annually.1.4. The percent of students passingsubject area test will increase by 5%annually (based on new baselineestablished by first year data).1.5. Teacher and student attendancerate will increase by 5% over the prioryear.PrincipalEarly College DirectorAssistant PrincipalTeachersWeekly1.3.1 Teachers will submit summary sheets tothe principal identifying the percentage ofstudents who are at benchmark in 9-weekintervals as measured by District 9-weeksbenchmark assessment (CASE 21-TE21).The principal will submit summaries of thesereports to the Assistant to the Superintendent.The baseline is set the Mississippi Collegeand Career Readiness Standards (MCCRS).1.4.1 Teachers will submit summary sheets tothe principal identifying the percentage ofstudents who have mastered the college andcareer readiness goal (ACT) as measured byCASE 21 (TE21) at each 9-week interval.The Principal will submit summaries of thesereports to the Assistant to the Superintendent.LEAPrincipalEarly College DirectorAssistant PrincipalEvery 9-weeksLEAPrincipalEarly College DirectorAssistant PrincipalEvery 9-weeks1.5 The student attendance rate will bemonitored through SAM and MSIS.PrincipalEarly College DirectorAssistant PrincipalMonthly1.5.1 The teacher attendance rate will bemonitored through MSIS and the teacher lorMonthly1.5.2 Data from the Early Warning Systemwill be used to identify potential dropouts fortargeted interventions.
1.6. Increase the ACT average from14.6% to 17.0%.1.6 ACT preparatory classes will be taught.PrincipalEarly College DirectorAssistant PrincipalTeachersDaily1.6.1 Test taking skills will be done by theteachers.PrincipalEarly College DirectorAssistant PrincipalTeachersCounselorWeekly1.6.2 Students will attend CCC collegesponsored ACT workshopsPrincipalEarly College DirectorAssistant PrincipalEvery SemesterGOAL 2 STRATEGIES: The district will provide the high school with effective teachers and leaders.INDICATORS OF SUCCESSACTION STEPSRESPONSIBLE PARTIESMONITORING INTERVALS
2.1 Develop and implement a systemwide recruitment plan for securing andmaintaining highly effective staff.2.1 Formal CECHS Plan for a structuredTeacher/Administrator induction andMentoring Program will be formulated.LEAPrincipalEarly College Director/Assistant PrincipalWeekly ObservationsLEAPrincipalEarly College Director/Assistant PrincipalYearly2.2 Professional development will be doneLEAeach year for staff regarding MDEPrincipalProfessional Growth Plan and expectations for Early College Director/attaining the highest ratings on evaluations.Assistant PrincipalYearly2.1.2 A Teacher Recruitment and RetentionPolicy will be implemented with incentivesfor recruitment and sustainability.2.2 Utilize MDE Professional GrowthDevelopment System with fidelity.2.2.3 A minimum of 10 Walkthroughobservations will be done weekly on certifiedstaff for continuity.2.3 Create and implement functionalprofessional learning communitiesschool-wide.2.4 Develop and implement acomprehensive yearly professionaldevelopment plan.2.3 Professional Learning Communities willbe developed for collaboration on studentdata, i.e., attendance, discipline andacademics.2.4 A board approved Annual ComprehensiveProfessional Development Plan will bedesigned to provide support for the teachingteam.LEAPrincipalEarly College Director/Assistant PrincipalWeeklyLEAPrincipalEarly College DirectorAssistant PrincipalLEAPrincipalEarly College Director/Assistant PrincipalWeeklyYearly13 Coahoma Community College School DistrictGOAL 3 STRATEGIES: The district will be financially stable using sound fiscal management practices.INDICATORS OF SUCCESSACTION STEPSRESPONSIBLE PARTIES3.1 Research availability and seek3.1 Areas for prioritized externalLEAMONITORING INTERVALSQuarterly
partnerships for funding as a methodto increase revenue in prioritizedareas of need.3.2 Effective management ofexpenditures.3.3 Provide monthly expenditurereports to departments with fundbalances.grant-seeking will be identified.PrincipalEarly College DirectorAssistant Principal3.1.2 Current staff will be used toseek and write grants to benefitteacher professional development andstudent remediation in the testedareas by external providers.3.2 Leverage funds through all areas.LEAPrincipalEarly College DirectorAssistant PrincipalYearlyLEABusiness ManagerAdministrative AssistantMonthly3.2.1 Refrain from over spending inbudgeted areas.LEABusiness ManagerAdministrative AssistantMonthly3.2.2 Monitor expenditures regularlyto ensure alignment to district goalsand site needs.LEABusiness ManagerAdministrative AssistantPrincipalEarly College Director/Assistant PrincipalMonthly3.2.3 Hold regular annual budgetplanning sessions with the Board.LEABusiness ManagerYearly3.2.4 Conduct quarterly review ofbudget status.LEABusiness ManagerQuarterly3.3 Departments with fund balanceswill view their expenditure reportsmonthly.LEAPrincipalBusiness ManagerMonthlyGOAL 4 STRATEGIES: Increase technology integration and access to support innovative teaching and learning.INDICATORS OF SUCCESSACTION STEPSRESPONSIBLE PARTIESMONITORING INTERVALS4.1 Provide technology professionaldevelopment for all staff members toincrease effectiveness of instruction4.1 The yearly district professionaldevelopment plan will be utilized.Focused professional developmentLEAPrincipalEarly College Director/Weekly Classroom Walkthroughs
and increased student engagement.will be done for teachers andstudents.4.1.2 The school will develop aschool level technology plan forprofessional development.4.2 Ensure that the high school hasfunctional smart board technology,laptops and other multi-media forstaff and student daily usage.4.3 Develop and implement aneffective maintenance process toensure teachers and students haveworking technology.Assistant PrincipalLEAPrincipalEarly College Director/Assistant PrincipalLEAYearly4.2.1 All smart boards, laptops andother media will be inspected byEllucian Technology prior to eachschool for impropriators.LEAPrincipalEllucian TechnologyYearly4.2.2 During the school year, theteachers will email the Ellucianhelpdesk when malfunctions occurand services are required.4.3 A Trouble shooting Guide sheetwill be developed and disseminatedto all staff members. Directions onhow to seek assistance will beincluded in the guide.PrincipalEarly College Director/Assistant PrincipalTeachersLEAPrincipalEarly College Director/Assistant PrincipalEllucian Technology4.2 CECHS will partner with EllucianTechnology Group for technicalassistance.DailyDailyYearly15 Coahoma Community College School DistrictGOAL 5 STRATEGIES: The district will provide clean, safe facilities and a safe transportation system to enhance student social andemotional growth, health and welfare and demonstration of civic responsibility.INDICATORS OF SUCCESSACTION STEPSRESPONSIBLE PARTIESMONITORING INTERVALS5.1 The number of major disciplinaryinfractions will decrease by 10%every school term.5.1 Through the implementation of asystematic PBIS incentive basedreward system; students will beLEAPrincipalEarly College Director/Monthly
taught how to take ownershipbehaviorally and academically inpositive ways.5.1.2 Provide classroom managementtraining at the district and schoollevel.5.2 70% of parents on the pre surveystated that they feel positive that theirchild (ren) are being taught in a safeenvironment.5.3 Develop a tiered approach tosupport the social/emotional wellbeing of all students.5.4 Provide increased options forhealth and wellness for all students.5.5 Provide programming thatinspires global awareness/culturalopportunities.5.6 Provide safe and reliabletransportation to all students.5.1.3 Collaborate regularly withRegion I Mental Health.5.2 Parents will be given an annualsafety survey regarding theirchild (ren)’s school.5.3 Parent education forums on suchtopics as depression, drug use, socialand media safety will be developed toeducate the stakeholders on selfawareness mechanisms for studentprevention of illegal usage on theschool campus and at home.5.4 A comprehensive review of theDistrict’s approach to health andwellness (health and physicaleducation, health services, nutritionservices, counseling and socialservices, healthy school environment,health promotion and familyinvolvement) will be conducted.5.5 Professional training will beprovided to develop specific familyengagement strategies and to identifytools and resources that effectivelypromote children’s social andemotional skill development.5.6 Efforts will be made to secureexternal funding for the acquisition ofadditional buses based on the currentinventory listing of the transportationAssistant PrincipalTeachersCounselorRegion I Mental HealthSROLEAPrincipalEarly College Director/Assistant PrincipalParent CoordinatorLEAPrincipalEarly College Director/Assistant PrincipalParent CoordinatorYearlyLEAPrincipalEarly College Director/Assistant PrincipalCounselorParent CoordinatorTwice Per YearLEAPrincipalEarly College DirectorAssistant PrincipalCounselorParent LiaisonLEADirector of TransportationMonthlyQuarterlyYearly
5.7 Maintain existing district facilitiesin order to promoteenvironmentally/educationallyfriendly facilities.fleet.5.7 The entry and exit doors andwindows will be reviewed annuallyfor repair or replacement.5.7.1 Facility AuditsLEAPrincipalEarly College DirectorAssistant PrincipalMaintenance SupervisorMonthlyLEAMaintenance SupervisorYearly17 Coahoma Community College School DistrictMeasuring the ResultsThe Strategic Plan will be a major component used by The Coahoma Community College School District Board of Trusteesuse as the instrument for the annual evaluation of the job performance of the school superintendent.The superintendent and/or his designee will use the Strategic Plan, along with the state’s evaluation system, to assess the jobperformance of the district administrators.
*Information protected by employees’ rights to confidentially and privacy will not be available for public review.Evaluation of Student Performance*The individual and group performance of students on the Mississippi Academic Assessment Program (MAAP) state anddistrict assessment programs will be the method of assessing proficiency and growth.*Student performance results will be available on the Mississippi Department of Education’s website once the embargohas been lifted for public review.18 Coahoma Community College School DistrictGlossary of TermsDistrict Benchmark AssessmentAn excerpt taken from [http://www.ascd.org Chappuis, S. and Chappuis, J. “The Best Value in Formative Assessment.”Educational Leadership Volume 65. Issue 4 (Dec 2007/Jan 2008): Pages 14-19].“In general, benchmark assessment/summative assessment results are used to make some sort of judgment, such as todetermine what grade a student will receive on a classroom assignment, measure program effectiveness, or determinewhether a school has made adequate yearly progress. Summative assessment sometimes referred to as assessment of learning,
typically documents how much learning has occurred at a point in time; its purpose is to measure the level of student, schoolor program success.”Early Warning System (EWS)The Massachusetts Department of Elementary and Secondary Education collects a wealth of data from school districts andhas worked closely with the national research organization, American Institutes for Research (AIR), on the development ofrisk models to inform an Early Warning Indicator System (EWIS) for grades one through (1-12). The Mississippi Departmentof Education (MDE) has adopted this systematic approach. The purpose of the Massachusetts EWIS is to provideinformation to districts on the likelihood their students will reach key academic goals. EWIS reports are free and available toall public school districts through Edwin Analytics ).Formative AssessmentsAn excerpt taken from [http://www.ascd.org Chappuis, S. and Chappuis, J. “The Best Value in “Formative Assessment.”Educational Leadership Volume 65. Issue 4 (Dec 2007/Jan 2008): Pages 14-19].Formative delivers information during the instructional process. Both the teacher and the student use formative assessmentresults to make decisions about what actions to take to promote further learning. It is an ongoing, dynamic process thatinvolves far more than frequent testing. Measurement of student learning is just one of its components.”19 Coahoma Community College School DistrictThe What Works ClearinghouseThe What Works Clearinghouse publishes reports on topics such as the research-based evidence of effectiveness of educationprograms and practices in: Reading Math Early childhood education English language learners Character education Dropout prevention
The United States Department of Education (USDE) and the Mississippi Department of Education (MDE) supports The WhatWorks Clearinghouse.High school early warning intervention monitoring system implementation guide.http://www.betterhighschools.org/documents/ EWSHSImplementationguide.pdfHaving data is great, but it’s not the answer—it’s responding to the data that’s the answer!– Marc Johnson, 2011 AASA National Superintendent of the Year20 Coahoma Community College School DistrictCoahoma Early College High SchoolStrategic PlanApproved by:Donald ClarkSchool Board President
Valmadge TownerSchool Superintendent12/11/2017Date
As Chairman of the Board of Trustees for Coahoma Community College and Coahoma Early College High School, I extend a hearty welcome to each of you. The Board of Trustees provides policy-making leadership to the college and high school. We are grateful for the opportunity to work for our schools and with our president. We encourage everyone to
