2028 Strategic Plan_12.23

2028

TRANSFORMATION INNOVATION & THE ROAD TO EXCELLENCE

2028: THE ROAD TO TRANSFORMATION, INNOVATION, AND EXCELLENCE

GROWTH

Thank you to the students, families, employees, community members, and School Board members who provided support and insight to shape this strategic plan.

INVEST

ENLIST

2

SUPPORT

ALIGN

BUILD

A strategic plan outlines our hopes and dreams for students, guides our vision of success, creates a shared common language, and aligns resources to the actions that will transform outcomes for our kids. When 2024: The Future Our Kids Deserve launched in February 2019, the strategic plan laid the foundation for the work happening now in Jefferson Parish Schools. Over the last four years, we have successfully implemented actions from the plan through the hard work and commitment of our students, families, teachers, support staff, administrators, School Board, and community. Our students’ growth shows us that the moves we’re making are working. This updated 2028 strategic plan builds on the foundation our 2024 strategic plan created.

Our schools and our district are part of a larger ecosystem. We depend on each other to progress our community as a whole. A strong school system lays the groundwork for future economic growth in Jefferson Parish. If we continue to focus on doing what’s best for students, we can accomplish anything. Together, we can be the proof point for what’s possible.

ENGAGE

3

2028: THE ROAD TO TRANSFORMATION, INNOVATION, AND EXCELLENCE

OUR

WHY

CORE TENETS

We provide the education our students deserve to succeed in life and make our world a better place.

Build a culture of learning where students come first and are placed at the center of all decisions

OUR

Engage students in rigorous standardsbased instruction while supporting their academic, social, and emotional needs

HOPES AND DREAMS FOR STUDENTS

When students leave our schools, they are able to succeed in life and make our world a better place. They are able to: • think critically • solve real-world problems • be flexible with ideas • have a growth mindset • love learning • build and apply content knowledge • connect ideas across disciplines • speak or write about the ideas they learned • have strong literacy skills • be college or career ready • care for themselves and their community

4

OUR

Invest in our teachers, support staff, and leaders by providing professional learning, supportive conditions, and ample resources Engage our stakeholders through regular two-way communications to ensure our people’s voices are heard and utilized Enlist our partners to support our students, employees, and schools

Align school and central office supports and resources to our priorities

Ensure that our organizational culture and structure support students

OUR

STUDENTS AND OUR DISTRICT

48,000 STUDENTS

37

%

Hispanic

35

%

Black

Economically disadvantaged

76%

23

%

White

Asian Other

With limited English proficiency

20%

89% Spanish 4% Arabic 2% Vietnamese 5% Other

With exceptionalities

19%

Less than

5 1% %

49

different languages spoken

Approximately

6,400 Employees

$672 million

Largest school system in Louisiana

74 SCHOOLS

36 Elementary 6 Middle 5 High 1 Virtual High 4 Middle/High Combo 6 Charter 2 STEM Magnet 2 Arts Magnet International 2 Baccalaureate

Magnet

2 Spanish Immersion Advanced Study 8 Academy

98th

largest school district in US

Total Budget

5

2028: THE ROAD TO TRANSFORMATION, INNOVATION, AND EXCELLENCE

OUR

2023 PROGRESS 2023 Growth 2022 Growth State report card letter grade remained a ‘C’

2021 Growth

Saw largest state report card growth in the last 10 years and outpaced the state’s growth

One of only 20 districts in Louisiana to show growth on their district performance score

Assessment Index Which measures how students

Progress Index Which measures how students are

grew last school year, increased 0.7 points and equates to a letter grade of a ‘B’

our pre-pandemic number.

of schools % increased their LEAP Connect scores from 2022 to 2023

60

progressing toward Mastery on LEAP 2025, grew 3.5 points and exceeds

schools surpassed pre-pandemic achievement numbers

2019

87.3

2020

Not applicable

2021

84.3

2022

86

40

9

% increased

their SPS from 2022 to 2023

12

schools improved their SPS by five points or higher

41%

schools are Opportunity Honorees, performing in the 90th percentile or above for students with disabilities, economically disadvantaged, and/or English learners

increased their ELPT scores from 2022 to 2023, and 25 Jefferson Parish schools increased their ELPT scores by five points or higher

PROGRESS INDEX

2023 89.5

23

50% of schools

YEAR

of schools are Top Gains Honorees, meaning they showed exceptional student growth

1.6 point

district-wide increase in student achievement on the English Language Proficiency Test (ELPT), the state’s annual assessment for English Learners

Three of Louisiana’s Top 10 High schools are from Jefferson Parish

13 point

district-wide increase in student achievement on LEAP Connect, the state’s annual assessment for students with significant cognitive disabilities

Three of Louisiana’s Top 10 Elementary schools are from Jefferson Parish T N A No .

AC

#1

Haynes Academy 6

#3

Patrick Taylor Academy

#7

Thomas Jefferson Academy

#2

Metairie Academy

ADE

DIE

S

2

GR E

M Y F O R D VA N C E D A

#5

STU

Gretna #2 Academy

#8

Airline Park Academy

OUR

CAPSTONES

4 3 2 1

All students graduate high school and are prepared socially, emotionally, academically, and financially for a career or college.

All students are on grade level in math and ELA when they complete 8th grade and all students complete 9th grade sufficiently credited.

All students are on grade level in math and reading when they complete 3rd grade.

All students are ready for kindergarten.

OUR

VISION IN ACTION

All stakeholders must share, support, and collaborate around the vision of growing our kids, growing our employees, and growing our organization. As a community, we must ensure supportive conditions that allow for improved student achievement.

GROWING OUR

GROWING OUR

GROWING OUR

Every student who enrolls in our schools will graduate ready for college, career, and life, and students are prepared to take care of themselves and our community.

We have a strong workforce that has student-centered resources and the support they need to be successful and move student achievement.

We have systems and structures in place to support our kids and our people, and we align our resources to the highest-impact moves that will grow our kids.

KIDS

EMPLOYEES

ORGANIZATION

7

2028: THE ROAD TO TRANSFORMATION, INNOVATION, AND EXCELLENCE

OUR

GOALS

In order to ensure that our strategic plan is impacting student achievement, we will set Specific, Measurable, Achievable, Relevant, and Time-Bound (SMART) goals to guide our implementation. Each year, the district will set specific yearly goals that align to our shared five year goals. In turn, schools and teachers will set goals that are aligned to our district goals. When setting district and school goals, utilizing our baseline and historical data will be critical in order to ensure that our goals are rigorous but attainable. This process further establishes our shared interdependent efforts to establish a culture of learning that improves student achievement.

Please note goals may be subject to change based on changes to the Louisiana Department of Education’s accountability system.

8

2 43 Cohort Graduation Rate Now 2028

71.6%

80%

Industry Based Credentials Now

7,701

2028

10,000

Hours of Eligible College Credits Earned Now

12,127

2028

15,000

Workforce Ready Students Now

1,156

2028

2,312

Average Act Composite Score Now

18

2028

20

LEAP 2025 Basic Plus Now

56% 31%

Now

2028

76

95

%

%

8 Grade Math Basic Plus th

Now

30

%

66%

2028

38%

2028

74%

8th Grade Math Mastery Plus Now

11

%

2028

45%

2028

53%

39%

4-7th Grade Math & ELA Basic Plus

58

%

2028

66

%

4-7th Grade Math & ELA Mastery Plus Now

33

%

2028

41

%

5,432

3rd Grade ELA Basic Plus

2028

4,781

2028

53

61%

3rd Grade Math Mastery Plus Now

2028

31

39%

%

3rd Grade ELA Mastery Plus Now

2028

35

43%

%

1

Meeting PreK TS Gold Expectations Now

91

%

2028

95%

NOW

2028

Daily Student Attendance Rate

LEAP Connect

Now

93

%

2028

95

%

Students Identified As Gifted And Talented Now

2,912

2028

3,543

Teachers Retained

Out-of-School Suspensions Now

67%

District Performance Score 71.1

Now

59

64%

2028

2028

%

19%

8th Grade ELA Mastery Plus Now

Now

%

8th Grade ELA Basic Plus Now

3rd Grade Math Basic Plus

Now

2028

LEAP 2025 Mastery Plus Now

Completing 9th Grade Sufficiently Credited

Now

88

%

80

Now

92.8

%

2028

100%

English Language Proficiency Test Now

32

%

2028

40%

K-4th Grade On Level Based On Literacy Screener

2028

92

%

Now

41

%

2028

50%

9

2028: THE ROAD TO TRANSFORMATION, INNOVATION, AND EXCELLENCE

OUR

PRIORITIES AND ACTIONS FOR EXCELLENCE

Using our five priorities, we will utilize high yield practices. These practices will support our vision, positively impact instruction from one day to the next, and create a culture of learning that will transform student outcomes. As we implement these strategies, we will progress monitor and assess our movement to our ultimate goal of achievement for all students.

10

Priority 1: Provide safe, healthy, and modern schools Have safe and positive school environments

• Utilize a restorative practices approach throughout the district • Utilize a trauma-informed approach throughout the district • Provide culturally relevant and responsive instruction to address the needs of our diverse student population • Implement systems and practices to achieve equitable student outcomes • Implement a common discipline matrix across schools • Use In-School Suspension (ISS) to mediate, reteach, and build students’ character • Utilize off-site suspension program to reduce at-home suspensions and build students’ character • Utilize the Leader In Me program to promote student leadership and character building • Utilize the Culture and Climate Club and Teen Wellness Council to engage students in a variety of conversations and activities related to wellbeing • Maximize our School-Based Health Centers to support family and community health • Expand School Resource Officer program • Collect, review, and share student discipline data • Continue to utilize deans and behavior interventionists to promote positive school culture • Enforce single point of entry model on each campus • Conduct annual tabletop drills at schools and the district to support staff when responding to a crisis or threat on our campuses • Conduct crisis intervention training with students and staff • Create a sense of importance among students and employees around student achievement • Ensure cohesive, collaborative, and productive school climates where administrators, teachers, and support staff value, trust, respect, and support one another • Ensure our employees are supported socially, emotionally, and mentally • Utilize a digital timekeeping system to provide real-time information about who is in the building and increase safety and efficiency • Update the district crisis plan yearly

Have healthy and comfortable school environments

• Ensure schools are clean and well-maintained • Ensure schools have safe drinking water and utilize touchless drinking fountains • Ensure schools have quality air systems • Continue to provide nutritious eating programs • Transport students safely, assess data regularly to ensure efficiency with routes, and modernize our buses • Utilize outdoor coverings at schools to provide students with additional areas to convene • Build and update playgrounds at elementary schools as needed

Have modern schools

• Create and implement a long-range Master Facilities Plan • Earn public support to fund the Master Facilities Plan • Ensure safety is a priority when constructing new school buildings • Implement energy conservation and recycling measures

Priority 2: Hire, grow, and keep the best employees Identify vacancies early

• Conduct Intent to Return process • Gather feedback from exiting teachers

Hire early

• Expand our marketing efforts to recruit the best employees • Partner with local universities to recruit new teachers and allied health professionals • Utilize a standardized principal, assistant principal, dean, and master teacher hiring process to create a pool of high-quality candidates • In partnership with the Jefferson Federation of Teachers (JFT), continue Quality from the Start initiative and target recruitment areas by teacher demographics, schools, and content areas • Conduct strategic staffing trainings with principals and hiring teams

Onboard employees well

• Conduct school and district-based orientation for employees • Utilize a bank of online training resources and tools to support mid-year hires • Conduct district quarterly New Teacher Inductions to onboard newly hired teachers • Utilize school and district-based new teacher induction models to establish learning communities and strengthen teacher retention • Utilize trained mentor teachers to support newly hired teachers • Strengthen New Principal Professional Learning Community to onboard new leaders throughout their first year 11

2028: THE ROAD TO TRANSFORMATION, INNOVATION, AND EXCELLENCE Invest in growing our student- • Utilize our Teachers for the Future initiative to build a workforce through a variety of programs, including centered workforce through the Call Me Mister program with Grambling State University and partnerships with local universities to JP Home-grown offer dual enrollment opportunities • Utilize our Growing Teachers initiative, including Embark (our in-house teacher certification program) and Ignite (our teacher leader program aimed at empowering Teacher Leader Fellow and Content Leader Fellow teachers to support other teachers across the district) • Continue to support non-certified teachers to obtain teacher certification through our tuition reimbursement program • Continue to grow teacher leader competencies through a variety of teacher leader roles, such as mentor teachers, master teachers, and English as a Second Language (ESL) coaches • Utilize our Growing Leaders initiative - Operation Lead - including our Aspiring Leaders Program, our Assistant Principal Pool, our Principal Pool, and the Louisiana Department of Education Aspiring Principal Fellowship to build future leaders • Ensure Instructional Leadership Teams (ILTs) promote teacher leadership • Standardize instructional leadership positions and job descriptions across all schools and central office • Strengthen support staff-to-teacher pipeline • Select and utilize high-quality mentor teachers • Encourage our educators to participate in the development of statewide instructional practices to help support the growth of districts across Louisiana Provide employees with timely, actionable feedback and meaningful, job‑embedded professional development

• Continue to leverage the Three Big Rocks to establish a culture of learning by implementing Tier 1 curriculum with integrity, conducting ongoing and meaningful job-embedded professional development through Instructional Leadership Teams and cluster meetings, and using walkthrough/ observation evidence to provide timely, actionable student-centered feedback • Utilize National Institute for Excellence in Teaching (NIET) model • Ensure Instructional Leadership Teams and cluster meetings follow NIET protocol • Use walkthrough observation data, multiple sources of evidence, and student work to provide differentiated professional development through cluster meetings and allow for reflective dialogue • Continue to implement the NIET teaching standards rubric district-wide to drive student-centered instructional decisions • Utilize the NIET leadership standards rubric district-wide to drive student-centered school-wide leadership decisions • Continuously communicate Teaching and Learning framework and align instructional methodologies, programs, curriculum, instruction, professional development, and assessments to the framework • Use quarterly data reviews to ensure schools are tracking towards goals • Collaborate with the Jefferson Association of Public School Administrators (JAPSA) to provide ongoing and relevant professional development

Have a meaningful goal setting process for employees

• Collaborate with teachers and ensure a focus on individual students when setting Student Learning Targets (SLTs) • Set individual employee goals to promote professional growth • Ensure leaders focus on individual teachers when goal setting • Have a meaningful goal setting process for employees that is tied to increased student outcomes when applicable • Implement common assessments and analyze data to drive learning

Celebrate employees

• Partner with the community to host an annual celebration that recognizes and honors our top teachers • Host an annual Teacher of the Year Luncheon • Honor and recognize our Students, Teachers, Principals, New Teachers and Support Staff Employees of the Year • Celebrate retired employees

Pay employees well

• Have a competitive compensation system that values effectiveness • Regularly analyze salaries, stipends, substitute pay, and other specialized tasks in order to ensure we can recruit and retain employees • Compensate teachers who take on additional leadership responsibilities • Ensure employees have the supplies needed to be successful

12

Priority 3: Use high-quality instructional materials and effective instruction Have high-quality materials

• Provide high-quality curriculum and instructional materials that support mastery-based learning and make learning rigorous and relevant for all students • Keep the same top quality curriculum and instructional materials for five years - pending any required shifts based on Louisiana Department of Education guidance - to ensure effective implementation that drives student outcomes • Follow state guidelines for use of high quality materials • Purchase ample Tier 1 materials for all content areas

Support educators to use high-quality materials

• Be experts at implementing high-quality curriculum and materials • Support teachers to scaffold up or extend above the curriculum based on students’ needs • Strengthen and expand Ignite, our teacher leader fellowship program • Conduct professional development for leaders and teachers • Build capacity with district-level trainers • Have the resources and technology needed to deliver the curriculum and materials • Provide our Teacher Support Menu to meet teachers’ requested needs • Utilize the 3-Dimensional Coaching framework to develop our physical education and athletic staff

Ensure high-quality materials are used as intended to meet the needs of all students

• Use a district assessment framework to drive planning and instruction for educators • Use district common assessments that are standards-aligned and grade appropriate • Use a standardized walkthrough process and online evaluation tool • Provide actionable feedback and professional development based on data collected from benchmark assessments and classroom observations • Provide professional development to paraprofessionals

Allow students to own their learning

• Implement a goal-setting process for students and teachers to track progress together • Implement a standard protocol for student-led conferences

Address all students through top tier instruction and multiple acceleration opportunities

• Utilize Mission to Mastery - an extended learning program that provides students additional accelerated learning opportunities - including Summer Bridge, JumpStart, holiday intersessions, after-school tutoring sessions, and scheduled daily acceleration time • Continuously assess student learning and identify opportunities for interventions through an Early Warning System • Ensure inclusive learning for students with exceptionalities and English Language Learners • Utilize Star Academy to provide overaged middle school students with opportunities to accelerate their learning

13

2028: THE ROAD TO TRANSFORMATION, INNOVATION, AND EXCELLENCE Ensure that all students have the literacy skills that allow them to learn at high levels

• Implement the district’s Early Literacy Strategic Plan • Implement Early Literacy Collaborative and provide ongoing training and support • Utilize literacy content leaders and literacy coaches • Utilize Mission to Mastery to provide additional support to students who need it • Offer and regularly update diverse and high-quality classroom libraries to provide students with greater access to print reading materials • Utilize a community approach to incentivize reading through Rocky the Rooster and community partnerships • Implement a standard protocol for literacy intervention and extension • Utilize the Science of Reading to ensure all K-3 teachers have a deep understanding of how to teach students to read • Ensure quality core reading instruction

Ensure high expectations for students about attendance and learning

• Through family, agency, and community partnerships, implement initiatives to increase daily student attendance • Partner with the Children and Youth Planning Board and juvenile judges to ensure a holistic approach to student attendance • Create an Attendance Advisory Committee that consists of various stakeholders • Understand why students come and leave the district to support effective student recruitment and retention

Integrate technology into everyday learning

• Utilize the established one-to-one and long-term technology plan with rotation for students and employees • Ensure students, teachers, and leaders have enhanced wireless technology, secure high-speed internet, and a stable technical infrastructure that enhances teaching and learning • Utilize Promethean Panels for interactive learning • Reinforce cyber security protocols regularly with students and employee

Prioritize schedules and • Utilize standardized and efficient school schedules that optimize acceleration/intervention time, staffing models that enhance common job-embedded professional development planning, and timely graduation learning and opportunities for • Ensure staffing models maximize student learning and increase access to STEAM (Science, students Technology, Engineering, Art and Math), music, dual language, career and technical education, athletics, and extracurriculars • Ensure the academic calendar maximizes opportunities for student learning

14

Priority 4: Prioritize access, equity, and opportunity Ensure resources match priorities

• Implement an equity and priority-based budget and staffing process • Ensure federal fund expenditures align to district priorities and initiatives • Review vendor contracts annually to assess academic return on investment • Ensure efficient spending • Regularly share financial information to ensure transparency with the public • Regularly review latest legislation and accountability changes to ensure continuous student growth

Focus on early childhood education

• Provide quality early childhood education programs • Ensure alignment with Pre-K programming to K-2 initiatives and expectations • Partner with the Ready Start Network and Jefferson Parish Government to support publicly funded seats in Jefferson for low income infants, toddlers, and three year olds • Ensure social emotional learning supports are embedded within daily routines • Use CLASS to measure teacher and child interactions • Use high-quality materials in all Pre-K classes to engage students in rigorous materials • Implement a developmental screening tool • Provide Pre-K teachers with data-driven coaching in the areas of curriculum and instruction and behavior supports • Provide office hour sessions for teachers to support effective classroom practices

Provide academic and enrichment opportunities for PK-8th grade students

• Strengthen opportunities for the arts and Foreign Language to honor our region’s culture • Provide equitable access for high school Carnegie Units to be earned in middle school • Provide students with access to opportunities that interest them • Advance the PK-8 model to increase student retention, improve student outcomes, and limit student transitions • Ensure our students have high-quality athletic opportunities

Provide academic and enrichment opportunities for high school students

• Partner with businesses and higher education to implement Fast Forward and prepare our students to be workforce or college ready and allow for multiple entry and exit points • Ensure Career & Technical Education (CTE) programming reflects industry needs • Invest school leadership teams in workforce learning for emerging sectors and to better support more students to earn Industry Based Credentials (IBCs) • Leverage JumpStart After Hours and JumpStart Summers to help our students earn Industry Based Credentials • Partner with local community partners to increase apprenticeships and internships • Ensure high school students secure cohesive schedules that allow them to graduate on-time with credits • Schedule and track students by cohorting counselors at high schools • Offer opportunities to students through speciality programs • Utilize a Workforce Ready Committee to regularly engage with business and industry leaders • Utilize workforce data regularly on emerging sectors to align course progressions and create program expansions • Ensure access to meaningful Advanced Placement, International Baccalaureate, Dual Enrollment, Honors, and College Level Examination Program (CLEP) offerings for all students • Provide students support and opportunities to gain college-level scores on the ACT • Partner with local universities to create automatic acceptance programs • Ensure all students complete Free Application for Federal Student Aid (FAFSA) • Implement a personal financial literacy program for all high school students • Ensure our students have high-quality athletic opportunities

15

2028: THE ROAD TO TRANSFORMATION, INNOVATION, AND EXCELLENCE Support English Language Learners

• Utilize the English Language Learner (ELL) Strategic Plan to support diverse learners • Continue to expand dual language programming • Utilize our Newcomer Program to onboard students new to the country • Utilize ELL coaches across schools to provide feedback and support to all teachers on best practices and methodologies • Implement individualized learning plans for ELL students • Identify needed intervention quickly and provide the intervention through core content classes as much as possible • Embed professional development for educators to leverage shared ownership of student learning • Offer opportunities for employees to learn other languages and help create an inclusive culture

Support students with exceptionalities

• Regularly conduct student-centered walkthroughs to provide ongoing support and targeted feedback to instructional leadership teams • Continuously review data to track students’ progression of mastery with on-grade level standards and skills • Implement benchmarks and analyze data to accurately project students’ progress towards state assessments • Provide training for special education teachers and paraprofessionals on behavior and instructional strategies/practices • Conduct a New Teacher Cohort for special education teachers with ongoing support and coaching • Implement strategic coaching plans based on the comprehensive review of special education support and processes • Provide office hours for special education teachers, administrators, and related service providers • Continuously review special education processes and implement needed changes • Utilize external partnerships with mental health agency providers

Support struggling students

• Ensure our alternative education program serves our students in the most supportive and least restrictive environment • Provide therapeutic classes for students who need it • Offer target schools mini-grant opportunities for creative programming to enrich the student experience

Support struggling schools

• Utilize talents from all units to identify and align support for Transformation schools • Utilize an onboarding and transition process for Transformation schools • Use differentiated staffing and provide additional resources for Transformation schools • Ensure the Transformation Advisory Council solicits community resources and advises our work

16

Priority 5: Engage with students, employees, families, community members, School Board members, agencies, and other stakeholders Regularly engage with stakeholders in two-way communications

• Utilize six Superintendent’s Councils for students, parents, teachers, principals, English Language Learners, and Special Education and publicly share council summaries • Implement the Superintendent's Collaborative Council, made up of selected members from each Superintendent's Council • Conduct Discovery Days • Conduct Listen and Learn Town Halls • Conduct and utilize data from bi-annual student, family, and employee surveys • Ensure the district’s communication structure supports priorities • Tell stories about our students, employees, alumni, schools, and district in a meaningful, fun, and relevant way

Provide families with choices

• Utilize 9th Grade School Choice, Magnet School Programs, and Act 853 to maximize school choice for families • Offer high school students an opportunity for online instruction with increased flexibility and responsibility • Ensure inclusiveness and provide continuous Central Office support for charter school partners

Ensure families are supported • Ensure the practices, expectations, and policies of reporting student progress give families timely, and understand students’ actionable information that’s clear and easy to understand progress • Communicate with families via school newsletters that highlight school safety and students’ social, emotional, behavior, and academic progress • Use school-based Parent and Family Engagement contacts to engage families and support schools’ goals • Ensure language access for non-English speaking families or families who have limited English proficiency through many different avenues, including the purchase of technology interpretation devices • Provide online instructional resources for families to support students at home • Strengthen Parent Teacher Organizations (PTOs) at schools • Identify and break down barriers that inhibit family and community engagement Give the community opportunities to support students and schools

• Utilize the Adopt-A-School program for the community to partner with and support individual schools • Recognize key community supporters through the “128 Partner of the Month” program • Utilize a star speaker repository that consists of alumni, community, and business members • Host an annual legislative breakfast • Regularly conduct meetings with business, civic, faith, legislative, and community leaders • When possible, coordinate with governmental agencies to maximize efficiency

Have a collaborative and supportive staff

• Implement the shared vision of the role and ongoing work of central office to support schools • Ensure the central office organization supports a culture of learning at schools • Have an annual shared internal calendar • Meet stakeholders' needs through positive customer service and conduct regular employee customer service trainings • Provide regular opportunities for central office employees to collaborate and celebrate

Have a knowledgeable and supportive School Board

• Send weekly board update • Regularly provide updates to the board about emerging issues • Conduct semi-annual board professional learning sessions

Make it easy for people to share information and collaborate

• Utilize internal district platforms to communicate with stakeholders, including websites, social media, district-run cable access channel, the Student Progress Center, and email • Ensure websites are modern, market our district, and strengthen our online presence • Provide support to school-based webmasters to maintain current, accurate, and user-friendly websites • Have clear and modern branding for district and schools • Implement a Communications Consult program to provide individualized guidance to schools about branding, website, social media, and communications • Promote and market schools and district initiatives • Share resources to support stakeholders and community • Conduct positive media relations • Utilize digital signature system to create more efficiencies and better workflow

Monitor and share progress towards district goals

• Utilize processes for monitoring success towards capstones and goals • Share progress to the district’s goals on a regular basis 17

2028: THE ROAD TO TRANSFORMATION, INNOVATION, AND EXCELLENCE

OUR

KEY INITIATIVES

Mission to Mastery Our goal is to ensure that all s tu d e nt s a ch i eve M a s te r y or above. In addition to high- quality material s and effective instruction, we are committed to offering our PK8 th grade students expanded opportunities to grow their literacy and math skills, both of which are fundamental to their success. Mission to Mastery is our ex tended learning program that provides students additional accelerated learning opportunities to grow and learn.

Fast Forward Ensuring our students graduate career or college ready is core to our strategic plan.

Through Fast Forward, high school students earn associate degrees and apprenticeships in target career fields, including health sciences, information technology, manufacturing and academics. Fast Forward helps us forge strategic partnerships with higher education, businesses, and community to develop pathways for students to succeed.

18

Home-Grown Success In order for us to grow our students, it’s important we continue to grow and learn as educators.

This is why we launched our Jefferson Home-Grown Success Plan, which has three initiatives: Teachers for the Future, Growing Teachers, and Growing Leaders. These programs allow us to continue cultivating our educators and building their leadership skills.

Actions Priorities Vision Goals Capstones Core Tenets Hopes & Dreams

Why

19

Dr. James Gray Superintendent

Jefferson Parish School Board Dr. Gerard LeBlanc...............................................................................District 1 Ricky Johnson, Sr................................................................................. District 2 Kriss Fairbairn Fortunato................................................................. District 3 Clay Moïse II.............................................................................................District 4 Derrick Shepherd.................................................................................District 5 Michael Pedalino..................................................................................District 6 Ralph Brandt............................................................................................ District 7 Chad Nugent...........................................................................................District 8 Steven Guitterrez..................................................................................District 9

jpschools.org Updated December 1, 2023