BUSINESS | CULTURE | TRAVEL
Hickory Public Schools Strategic Plan 2019-2022
Extending Excellence
www.hickoryschools.net
Goal 5
Goal 6
District goals
Goal 1
MISSION The mission of the Hickory Public Schools is to develop within each learner the skills to be a responsible citizen and have a lifelong love of learning. This commitment requires the active involvement of learners, parents, staff and community.
Goal 4
Goal 3
VISION By connecting with and engaging each member of the learning community, Hickory Public Schools will ensure a high quality education for all students preparing them to become responsible, productive citizens of the 21st century.
Goal 2
Every student in Hickory Public Schools will graduate high school with the knowledge and skills necessary to be responsible and productive citizens. Every student in Hickory Public Schools will have a personalized education tailored to their individual needs and interests. Hickory Public Schools will recruit, support and provide professional development for all teachers, administrators and support staff to ensure every student has an excellent educator every day. Financial, business, technology and facility systems will continue to be updated and provide quality, effective service to students, parents and educators. Every stakeholder in HPS is responsible and nurturing to ensure a healthy and safe school community Ensure equity of educational opportunity for all students through demonstrating cultural competence and expanding academic opportunities for all.
NCSBE Goal
Increase proficiency of all students and subgroups by 3 percentage points per year on all state assessments.
RATIONALE The success of all students in HPS is a priority beginning with early childhood and continuing through high school graduation. In order for HPS graduates to realize continued success in college and career readiness, we must increase proficiency and graduation rates, close achievement gaps, and have a personalized plan for their future. KEY ACTIONS Develop and utilize district instructional frameworks. Provide standards-based professional learning. Analyze programming and monitor student performance . Implement Multi-Tiered Systems of Support (MTSS). Identify core instruction and early interventions. Provide culturally responsive teaching. Expand academic options and increase career pathways. Provide student platforms for college and career readiness. Increase resources for post-graduation opportunities. Increase communication to all stakeholders on available assessments, credentials and pathways. The roles of each position goes with this information....
Increase the percentage of students who demonstrate college and career readiness, on the state selected assessment, by 3 percentage points.
College & Career Ready
Increase proficiency of under performing subgroups by 5 percentage points per year on all state tests.
Every student in the NC Public school system graduates from high school prepared for work, further education and citizenship.
HPS Goal
100% of high school students will have a career development plan that is reviewed annually.
1.1 Increase proficiency
1.4 Demonstrate readiness
1.5 Plan For Future
1.3 Increase graduation rate
1.2 Close Achievement Gap
Every student in Hickory Public Schools will graduate high school with the knowledge and skills necessary to be responsible and productive citizens.
Increase graduation rate by at least 1 percentage point per year with a target graduation rate of 95%.
Personalized Learning
RATIONALE Personalized learning provides a student centered environment tailored to each student's specific needs and interests. Through the effective use of digital resources, teachers create pathways based on student data and design instruction aligned to their learning styles. In order for teachers to effectively implement personalized learning, HPS will need to significantly invest in professional development and increase access to digital resources and applications. KEY ACTIONS Utilize the MTAC to guide media and technology policy, processes and purchases towards the DLMI to determine necessary increase based on the national and/or state digital plan. Create and maintain an accurate, up-to-date, online inventory of digital devices. Each school will align digital sustainability with the SIP and the district's technology plan. Provide professional development including: Four pillars of personalized learning Open Educational Resources (OER) NC DLCs Mastery learning Standards-based assessment
Every student has a personalized education.
Ensure each educator establishes a Digital Learning Competency goal in his/her annual Professional Development Plan.
Define and support district expectations for personalized learning specific to each stakeholder's role.
Every HPS student will have a personalized education tailored to their individual needs and interests.
Increase the number of 1:1 learning environments each year.
2.3 Increase Access
2.1 Establish District Expectations
2.4 Establish DLC goals
Utilize student learner profiles to increase opportunities for students to demonstrate standards-based mastery.
Identify clear expectations of effective personalized teaching and learning environments.
2.2 Identify Personalized environments
2.5 Utilize Student learner Profiles
3.2 refine Screening Process
3.3 Recruit excellent Educators
Create and implement an effective marketing plan to attract quality educators to HPS.
Utilize community resources to promote and recruit excellent teachers who reflect the demographics of the student population.
Develop a consistent interview screening process that reflects HPS philosophy.
Excellent Educators
RATIONALE Excellent educators know the content they teach, use research-based strategies, depend upon data to drive instruction, and reflect on their practice. These educators build relationships with coworkers, students and families which foster their ability to individualize learning, meet the needs of individual subgroups, and provide a safe and engaging learning environment. KEY ACTIONS Create collaborative cultures within schools and the community so teachers feel part of an innovative environment focused on continuous improvement. Provide opportunities for school-based, job-embedded professional development. Revise interviewing and hiring procedures to establish a comprehensive district process. Streamline on-boarding and professional development for new teachers to strengthen orientation and mentoring programs. Develop innovative marketing strategies to attract excellent educators that reflect our student demographics.
3.4 Strengthen support
3.5 develop creative marketing
HPS will recruit and support all teachers, administrators and support staff to ensure every student has an excellent educator every day.
Every student, every day has excellent educators.
Revise orientation and mentoring programs to strengthen support for new teachers.
Increase teacher retention by 5% annually as measured by the state Teacher Turnover Report.
3.1 Increase educator Retention
Create, implement and monitor a sustainability plan for maintenance and improvement of technology infrastructure and communication systems.
Implement a 4 year capital plan and maintain effective environments to support quality teaching and learning.
Every school district has up-to-date financial, business, and technology systems to serve its students, parents and educators.
Create and monitor support systems and increase resources for effective implementation of digital learning environments.
4.2 Create sustainability plan
Align budgets with curricular, student and technology needs.
Financial, business, technology and facility systems will continue to be updated and provide quality, effective service to students, parents and educators.
4.4 Support Digital Learning Environments
Implement updated financial software systems to provide efficiency in financial, inventory and purchasing procedures.
4.5 Improve learning Environments
4.3 Align budgets
RATIONALE In order for teachers to provide quality teaching and learning they must have appropriate resources and facilities. Effective and efficient operating systems must be in place so that administrators and teachers can focus on instructing students. As digital tools advance, it is imperative that systems are in place to ensure efficient purchasing, timely maintenance and quality training for effective use in the classroom. KEY ACTIONS Implement new financial software system(s) to streamline purchasing, finance, personnel and inventory systems. Revise, implement and monitor the digital learning plan. Review school and district budgets with directors and principals to ensure alignment with district and school goals. Provide professional development for district and school leaders on resource planning and allocation. Review and communicate a long-term plan for capital projects and facility needs.
Effective Systems
4.1 Update Financial systems
Create and support a culture of wellness for students, staff, and families through school policies and initiatives.
5.1 Create compassionate schools
Redesign programming to engage students and build leadership skills in middle and high schools.
Implement evidence-based best practices to support social-emotional learning by creating a whole child, whole school, and whole community environment.
5.5 build leadership skills
Decrease the number of chronically absent students by 5% annually to increase overall student success.
5.3 Decrease absenteeism
RATIONALE Research demonstrates that in order for students to learn at their greatest potential, they need a safe and nurturing learning environment. Creating a whole child, whole school, and whole community environment provides the framework for systemic support for the health and well being of the entire school community. KEY ACTIONS Ensure that all schools adopt a tiered framework centered on social-emotional health and creating trauma-informed school environments. Provide professional development on trauma-informed and restorative practices. Implement a social-emotional learning curriculum district-wide. Utilize local and state resources to promote healthy families and school wellness. Integrate youth empowerment models as a framework to engage students and build leadership skills in middle and high schools. Utilize the MTSS process to address absenteeism and student behaviors.
5.2 Culture of Wellness
5.4 promote healthy nutrition
Healthy, Safe & Responsible
Every stakeholder in Hickory Public Schools is accountable for nurturing a healthy, safe and responsible school community.
Every student is healthy, safe and responsible.
Build local infrastructure to promote healthy food choices.
6.1 Increase representation
Increase early educational opportunities for HPS children.
6.4 provide professional development
HPS Goal Ensure equity of educational opportunities for all students through demonstrating cultural competence and expanding academic pathways for all.
6.2 provide Early Childhood opportunities
6.3 implement culturally responsive INSTRUCTION
RATIONALE HPS is a dynamic learning community with rich cultural and linguistic diversity. While we celebrate all that makes us who we are, we recognize that discrepancies exist in educational outcomes in several areas. In order to address these challenges, we need to create opportunities for equity at every level. All students deserve to see their communities represented in the curriculum and their perspectives valued in the classroom. Additionally, our educational staff need to reflect the diversity of our classrooms and promote cultural competency. Collaboration with community stakeholders is essential to address opportunities starting at birth and continuing through graduation. KEY ACTIONS. Create pathways to identify under-represented students who could benefit from advanced classes. Provide professional development on cultural competence, diversifying perspectives in the curriculum and implicit bias. Support current programming for Early Childhood and examine opportunities to create additional offerings.
Increase under-represented subgroup participation in advanced/honors, AP, dual enrollment, CCP, and AIG programs.
NCSBE Goal Ensure equity of educational opportunity for all students.
Ensure Equity
Integrate culturally responsive teaching and learning strategies through professional development opportunities.
Provide instruction that is culturally responsive and reflects the diversity of our student demographics.
Hickory Public Schools Strategic Plan 2019-2022 School Board Approved: June 24, 2019
Beth Meadlock
Member
Ward 1
Sarah Temple
Ward 2
Ittiely Carson
Vice Chair
Ward 3
Margaret Pope
Ward 4
James Brinkley
Ward 5
Amy Monroe
Ward 6
Dr. Bryan Graham
Chair
At-large
Jason White
Board Attorney
School Board Members
Community Beth Ansley Alan Barnhardt Rick Bryant Sarah Greene Kim Holden Zack King
Strategic Planning Committee
District Dr. Robbie Adell Tammy Beach Dr. Shawn Clemons Amanda Gerken Terri Hall Adam Huckabee Tina Pottorff Tracy Sigmon Angela Simmons Dr. Timothy Sims Beverly Snowden Adam Steele Jeff Tice Dr. La'Ronda Whiteside
Schools Terry Ashley Tonya Byrd Dr. Calandra Davis Jennifer Greene Dr. Jennifer Griffin Chelsea Hartness Jeff Hodakowski April Icard Judy Jolly Samantha Laws Melissa McNeely Katherine Morningstar Dr. Tashna Morris Nala Sadler-Sherrill Rebecca Tuttle Erin Roberts
