Marietta Final CSI Document

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2019-2024

STRATEGIC PLAN 1

TABLE OF CONTENTS 4

A Message from the Superintendent

5

Board of Education

6

Strategic Planning Team Members

7

District Profile

8

Executive Summary

10 Timeline of Planning Process 12 Community Engagement Report 14 Strategic Goal Summary 17 Goal Area #1: Student Academic Achievement Initiative Profiles [18-24] Projected Benchmark Timeline [25-26]

27 Goal Area #2: Personnel Initiative Profiles [28-30] Projected Benchmark Timeline [31]

33 Goal Area #3: School Experience and Community Engagement Initiative Profiles [34-39] Projected Benchmark Timeline [40-41]

43 Goal Area #4: Programs and Resources Initiative Profiles [44-48] Projected Benchmark Timeline [49]

50 Acknowledgements

M

arietta Public School is committed to excellence and takes great pride in providing a quality education to all students. However, we cannot accomplish this alone.

Much of the success that our students achieve today is the result of collaboration. This strategic plan is a prime example of such collaboration. This year long process has been a true labor of love accomplished through the hard work of school board members, teachers, students, administrators and community leaders.

This collaboration has not only helped in envisioning the future of Marietta Public Schools, but also in the development of the roadmap to take us there. By clearly articulating our values, vision, mission, focus areas, and objectives, we are in the position to continue in the tradition of educational excellence.

I am grateful for all the time, energy, hard work, and creativity given by many in the development of this plan. As we continue to move forward, the strategic plan will be our guide to ensuring Marietta students are well prepared for their future.

Brandi Naylor Superintendent

4

BOARD OF EDUCATION Allen Woody Member Jill Randell Vice President Connie Barker Clerk Judy Sanchez-Fernandez Member Frank L. Lornes President

5

STRATEGIC PLANNING TEAM MEMBERS Student Academic Achievement

School Experience and Community Engagement

• Mignon Grisham

• Roxana Aldava

• Amanda Hallum

• Colt Bartling

• Kelly Hayes

• Sunni Bridgman

• Dana McMillin

• Jennie Davis

• Mandy Sykora • Melanie Taylor

• Kim Fraire Kathy Frazier

Personnel

• Adam Sherfield

• Toi Bone

Programs and Resources

• Judy Sanchez Fernandez • Brett Harris • Ashly Martin • Ann Rutledge • Kylie Slawson • Dustin Scott

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• Linda Grisham

• Seth Brown • Tammy Byars • Misti Kirk • Jenni Langley • Carrie Tucker • Allen Woody

DISTRICT PROFILE

District Revenues: (All Funds) County 1.9% District 26.7%

State (appropriated) 46.6%

State (dedicated) 13.1%

Federal 11.7%

Marietta High School (9-12)

Marietta Middle School (6-8)

Marietta Elementary School Primary (PK-2) Upper Elementary (3-5)

75

3

Teachers

5

Counselors

Administrators

45

Support Staff

(18.9% with advanced degrees, 11.9 average years teaching experience)

17.3%

13.8%

17.8%

Identified as Gifted and Talented

Identified in Special Education Programs

Identified as English Language Learners (ELL)

Enrollment Trends: 1,200

1100.95

1,100

1069.57

1111

Student Population: 39.1% Hispanic

1098.47

8.3.% Two or More Races

1050.7

6% Native American 1.2% Black

1,000

2014/15

2015/16

2016/17

2017/18

2018/19

0.2% Asian 45.2% Caucasian

7

EXECUTIVE SUMMARY T

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he mission of Marietta Public Schools is to provide a positive environment that will enable all students to be lifelong learners and responsible, contributing citizens in an ever-changing global society. The 2019-2024 Strategic Plan is recognized as a blueprint of district transformation and change that will support the mission. The district embarked on a transparent year-long journey to develop a fiveyear comprehensive continuous improvement plan that is stakeholder and data-driven. The plan emphasizes academic achievement by improving the mastery of core content, meeting the diverse needs of students, and focusing on career and college readiness for all students. This will be accomplished by aligning the curriculum, using instructional strategies that actively engage all students and assisting students in the development of personal learning pathways.

important is a commitment to provide positive school experiences for students, teachers, parents, and community members. This will be accomplished through recognition programs, an enhanced communication plan, and the implementation of a STEM program and an enrichment program for all students. The plan addresses the importance of resources by aligning resources to the strategic plan, developing a district technology plan, and seeking outside financial resources in the form of grants.

This five-year strategic plan provides the framework for the district and individual schools to support the development of each child, regardless of ethnicity, disability, or income level.

Action steps are provided to ensure students will meet and/or exceed standards, graduate on time and will be college and/or career ready in a global society.

A core value of stakeholders is to provide quality teachers. The plan addresses this value through actions related to the recruitment, retention, and development of quality personnel. Emphasis will be put on the recruitment and retention of quality personnel through a formal recruitment program and mentoring new employees. Attention will be given to developing quality staff by instituting a strategic professional development program that will prepare staff to improve academic achievement of all learners. Equally

This plan will serve as the foundation for each school in the district to develop annual site plans in support of the district’s Continuous Strategic Improvement Plan. The initiative and action steps will be continually monitored, and the Board of Education will be regularly updated about the plan’s progress.

The Strategic Plan upholds the core values, core beliefs, and learner expectations established by the Marietta Community and will serve to build upon those concepts for the next five years.

The mission of Marietta Public Schools is to provide a positive environment that will enable all students to be lifelong learners and responsible, contributing citizens in an ever-changing global society.

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TIMELINE OF PLANNING PROCESS PHASE I

PHASE II

ENGAGE

“Who are we?” district’s learner

expectations, core beliefs, and core values

The purpose of this phase is critical to the fidelity and sustainability of public education. Phase I gained stakeholder input in determining the community’s educational objectives. This process included community forums to engage stakeholders in reflective dialogue about the purpose and process of education in a local context. The community survey offered a second opportunity for stakeholders to provide input and ideas. Data collected from these were analyzed to reflect the community’s Learner Expectations, Core Beliefs, and Core Values which were used throughout the strategic planning process. Goal areas and performance objectives developed in Phase II were aligned to them.

•

February 12th—March 23rd, 2018 Survey Open

•

February 19th, 2018 Staff Forum | MPS Auditorium

•

February 28th, 2018 Civic/Business Luncheon | Love County Hospital

•

February 28th, 2018 Community Forum | MPS Auditorium

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PLAN

“Where are we now?”goal areas and performance objectives

In this phase, the Planning Team, composed of school and community members selected by the District Leadership Team engaged in a collaborative inquiry process to implement change. Team members were representative of the demographics of the district with 75% of the membership comprised of district leaders, school administrators, and teachers. The other 25% were students, parents, community members and a school board member who followed the process and served as a liaison to the local board of education.

The Planning Team examined and analyzed a variety of district data types and sources. At the end of the second day of planning, based on the data analysis, goal areas were decided along with performance objectives for each goal area.

•

September 26th & 27th, 2018 Phase II Meeting | Marietta Elementary

PHASE III

PHASE IV

ACT

“Where do we want to go?” and “How will we know when we get there?” SMART performance

measures, initiatives for each performance objective, action steps for each initiative, timeline of initiatives

All members of the Planning Team returned for this phase. Their first task was to make certain the goal areas and performance objectives were aligned to the community’s Learner Expectations, Core Beliefs, and Core Values. After two days, the team had developed action steps as well as performance measures that were Specific, Measureable, Attainable, Results Oriented, and Time Bound (SMART). On the third day, the Action Team developed a timeline for the five-year plan, being sure to consider not placing too many initiatives in any one year, not to overload any responsible person, and not to create a burden on the budget in any one year.

•

November 29th & 30th, 2018 Phase III, Day 1 and 2 | Marietta Elementary

•

January 16th, 2019 Phase III, Day 3 | Marietta Elementary

ACHIEVE

“How do we plan to get there?” training of a site leadership team from each school site in the district to develop a site level year one plan

The district needs to be held accountable to achieve the goals set forth by this process. This phase works with a leadership team from each school site to instruct them in the process of examining the district’s strategic plan and determining how each of their sites will address the plan. Using their individual school data each school site develops a year one plan, which will support the implementation of the district’s strategic plan. An accountability flow chart is developed and shared.

•

March 4th, 2019 Board Approval

•

March 11th, 2019 Development of Year One Site Plans

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COMMUNITIY ENGAGEMENT REPORT The district’s Learner Expectations, Core Beliefs, and Core Values were developed from the community responses to the online survey and to the focus questions asked at the community forums. All responses were compiled and then analyzed to represent one of these areas. As the strategic planning committees worked through the various stages of developing goals, objectives, initiatives, and action steps, they paused at each level of work to check their decisions against what the community had expressed.

Alignment to these expectations, core beliefs, and values are noted in the Rationale Statements for each objective.

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Learner Expectations

Marietta Public Schools expects the graduates of 2028 to have…

• Mastery of core content • Effective communication skills • Creativity • Organization, goal setting, and time management skills • Technology use • Collaboration • Skills to locate and use information • Financial skills • Productive citizen qualities • Life skills

These expectations will create lifelong learners with critical thinking skills that are globally aware and prepared for college and/or career.

Core Beliefs

Marietta Public Schools believes that to realize expectations for graduates, teaching and learning should provide…

• Opportunities for collaboration • Relevant content • Opportunities for creativity/Innovation • Student use of technology • Communication • Education about post-HS opportunities • Emphasis or consideration of student strengths/weaknesses • Counseling • Community support • Ability to locate, evaluate, and use information

This type of teaching and learning, supported by school leadership and quality programs, will create enriching experiences to prepare students for life within an environment that is safe, disciplined and nurturing.

Core Values

In order to ensure quality teaching and learning, Marietta Public Schools values…..

• A respectful/nurturing environment • Quality teachers • Up-to-date technology • Buildings/grounds • School/community connections • Adequate financials • Yearly progress/test scores • Strong leadership • Innovative teaching • Diverse needs of students

By upholding these values, Marietta Public Schools will create a supportive environment in which quality teachers use technology and school and community connections to provide a rigorous curriculum that meets the diverse needs of students and provides a high quality education.

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STRATEGIC GOAL SUMMARY GOAL AREA #1 STUDENT ACADEMIC ACHIEVEMENT Objective 1: Improve mastery of core content »» Initiative 1: Instructional Strategies »» Initiative 2: Curriculum Alignment Objective 2: Meet the needs of diverse students »» Initiative 1: English Language Learner (ELL) Instruction »» Initiative 2: Differentiated Instruction Objective 3: Improve college and career readiness »» Initiative 1: Personal Learning Pathways »» Initiative 2: ACT Readiness

GOAL AREA #2 PERSONNEL

Objective 1: Recruit and retain quality personnel »» Initiative 1: Mentor Program »» Initiative 2: Recruitment Program Objective 2: Develop quality staff »» Initiative 1: Strategic Professional Development (PD) Program

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GOAL AREA #3

SCHOOL EXPERIENCE AND COMMUNITY ENGAGEMENT Objective 1: Increase stakeholder satisfaction »» Initiative 1: Stakeholder Satisfaction »» Initiative 2: Recognition Program Objective 2: Increase parental engagement »» Initiative 1: Communication Plan »» Initiative 2: Parent/Teacher Organization Objective 3: Develop district wide discipline plan »» Initiative 1: Discipline Plan Objective 4: Increase student and teacher attendance »» Initiative 1: Attendance Program

GOAL AREA #4

PROGRAMS AND RESOURCES Objective 1: Increase student enrichment opportunities »» Initiative 1: Science, Technology, Engineering, and Math (STEM) Program »» Initiative 2: Enrichment Program Objective 2: Align budget to strategic plan »» Initiative 1: District Technology Plan »» Initiative 2: Budget Alignment Objective 3: Seeking and securing outside financial resources »» Initiative 1: Outside Financial Resources

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GOAL AREA #1

STUDENT ACADEMIC ACHIEVEMENT

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GOAL AREA #1

STUDENT ACADEMIC ACHIEVEMENT OBJECTIVE 1 rationale

INITIATIVE 1

Improve mastery of core content

If Marietta Public Schools improves the mastery of core content, then we will honor our community’s learner expectations of mastery of core content.

action steps

Instructional Research and select district wide reading/writing program.

Strategies

SPRING 2019-20

Provide professional development on the new district wide researched based reading/writing program.

2020-21

Implement district wide research-based reading/writing program.

2020-21

Provide professional development on embedded literacy for all teachers in all content areas.

2020-21

Monitor and adjust the selected reading/writing program.

performance measure(s)

timeline

ONGOING

Provide professional development on authentic teaching and learning in all content areas and grade levels.

SPRING 2019-20

Develop a common lesson plan template for authentic lessons which addresses all student groups (ELL, SPED).

FALL 2019-20

Develop a repository of authentic lesson plans.

2021-22

Each teacher will add a minimum of one authentic lesson plan per semester to the district wide lesson repository.

2022-23

• By 2024, 50% of all 3rd grade students will score at or above proficient on the Oklahoma State Testing Program (OSTP) math test.

• By 2024, 35% of all 6th grade students will score at or above proficient on the OSTP math test.

• By 2024, 40% of all 3rd grade students will score at or above proficient on the OSTP English language arts (ELA) test.

• By 2024, 40% of all 4th grade students will score at or above proficient on the OSTP ELA test.

• By 2024, 40% of all 6th grade students will score at or above proficient on the OSTP ELA test.

• By 2024, 35% of all 7th grade students will score at or above proficient on the OSTP ELA test.

• By 2024, 38% of all 8th grade students will score at or above proficient on the OSTP ELA test.

• By 2024, less than 20% of KG-3rd grade students will receive reading remediation according to the District Profile Report.

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GOAL AREA #1

STUDENT ACADEMIC ACHIEVEMENT OBJECTIVE 1 rationale

INITIATIVE 2

Improve mastery of core content

If Marietta Public Schools improves the mastery of core content, then we will honor our community’s learner expectations of mastery of core content.

action steps

Curriculum Form a district curriculum committee consisting of representatives from all Alignment curricular areas from each site and an administrator.

performance measure(s)

timeline

WINTER 2019-20

Provide professional development on curriculum alignment for committee members from outside expertise.

2020-21

Develop a timeline for curriculum alignment.

WINTER 2019-20

Each grade level/content area will develop curriculum maps and pacing guides aligned to essential standards.

2020-21

Develop benchmarks aligned to pacing guides based on the standards within the curriculum maps.

2021-22

Plan instruction based on the pacing guides and use district benchmarks for common formative assessments.

2021-22

Implement appropriate curriculum and instructional strategies based upon district professional development plan.

2020-21

Monitor the fidelity of implementation.

ONGOING

Monitor and adjust professional development plan as needed.

ONGOING

• By 2024, 50% of all 3rd grade students will score at or above proficient on the Oklahoma State Testing Program (OSTP) math test.

• By 2024, 35% of all 6th grade students will score at or above proficient on the OSTP math test.

• By 2024, 40% of all 3rd grade students will score at or above proficient on the OSTP English language arts (ELA) test.

• By 2024, 40% of all 4th grade students will score at or above proficient on the OSTP ELA test.

• By 2024, 40% of all 6th grade students will score at or above proficient on the OSTP ELA test.

• By 2024, 35% of all 7th grade students will score at or above proficient on the OSTP ELA test.

• By 2024, 38% of all 8th grade students will score at or above proficient on the OSTP ELA test.

• By 2024, less than 20% of KG-3rd grade students will receive reading remediation according to the District Profile Report.

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GOAL AREA #1

STUDENT ACADEMIC ACHIEVEMENT OBJECTIVE 2 rationale

INITIATIVE 1

Meet the needs of diverse learners

If Marietta Public Schools meets the needs of diverse learners, then we will honor our community’s core values of diverse needs of students.

action steps

English Language Align World-class Instructional Design and Assessment (WIDA) student scores Learner (ELL) with ELL pullout times.

Instruction Research and select a language acquisition program for all English Language Learner (ELL) students.

FALL 2019-20 SUMMER 2019-20

Provide professional development on the new district wide researchedbased language acquisition program.

2020-21

Provide professional development to all district staff in all content areas on instructional strategies focused on language acquisition for ELL students.

2020-21

Develop lessons which include instructional strategies that specifically focus on ELL students and are included in the district wide lesson repository.

2020-21

Implement district wide researched based language acquisition program.

2020-21

Monitor and adjust based on needs. performance measure(s)

timeline

ONGOING

• By 2024, 25% of all 3rd grade English Language Learners (ELL) will score at or above proficient on the Oklahoma State Testing Program (OSTP) math test.

• By 2024, 45% of all 4th grade ELL students will score at or above proficient on the OSTP math test.

• By 2024, 15% of all 6th grade ELL students will score at or above proficient on the OSTP math test.

• By 2024, 30% of all 7th grade ELL students will score at or above proficient on the OSTP math test.

• By 2024, 30% of all 8th grade ELL students will score at or above proficient on the OSTP math test.

• By 2024, 25% of all 3rd grade ELL students will score at or above proficient on the OSTP ELA test.

• By 2024, 20% of all 4th grade ELL students will score at or above proficient on the OSTP ELA test.

• By 2024, 20% of all 5th grade ELL students will score at or above proficient on the OSTP ELA test.

• By 2024, 15% of all 6th grade ELL students will score at or above proficient on the OSTP ELA test.

• By 2024, 15% of 7th grade ELL students will score at or above proficient on the OSTP ELA test.

• By 2024, 15% of 8th grade ELL students will score at or above proficient on the OSTP ELA test.

• By 2024, 20% of 5th grade ELL students will score at or above proficient on the OSTP science test.

• By 2024, 15% of 8th grade ELL students will score at or above proficient on the OSTP science test

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GOAL AREA #1

STUDENT ACADEMIC ACHIEVEMENT OBJECTIVE 2 rationale

INITIATIVE 2

Meet the needs of diverse learners

If Marietta Public Schools meets the needs of diverse learners, then we will honor our community’s core values of diverse needs of students.

action steps

timeline

Differentiated Research and identify research-based best practices for implementing an Instruction effective co-teaching model.

SPRING 2019-20

Adjust the district co-teaching model based on research.

2020-21

Provide professional development for all teachers on the desired co-teaching model.

2020-21

Research and identify research-based best practices for differentiated instruction.

SPRING 2019-20

Provide professional development to teachers and administrators on differentiating instruction based upon content, product, and process.

2020-21

Research and identify best practices for differentiated instruction by content, product, and process.

SPRING 2019-20

Implement differentiated instructional strategies across all grade levels and content areas.

2022-23

Develop lessons which include differentiated instructional strategies that specifically focus on all student groups and are included in the district wide lesson repository.

2021-22

Monitor, evaluate and adjust as needed. performance measure(s)

ONGOING

• By 2024, 45% of 3rd grade Individual Education Plan (IEP) students will score at or above proficient on the Oklahoma State Testing Program (OSTP) math test.

• By 2024, 20% of all 6th grade IEP students will score at or above proficient on the OSTP math test.

• By 2024, 18% of all 7th grade IEP students will score at or above proficient on the OSTP math test.

• By 2024, 15% of all 8th grade IEP students will score at or above proficient on the OSTP math test.

• By 2024, 15% of all 6th grade IEP students will score at or above proficient on the OSTP ELA test.

• By 2024, 15% of 7th grade IEP students will score at or above proficient on the OSTP ELA test.

• By 2024, 15% of 8th grade IEP students will score at or above proficient on the OSTP ELA test.

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GOAL AREA #1

STUDENT ACADEMIC ACHIEVEMENT OBJECTIVE 3 rationale

INITIATIVE 1

Improve college/career readiness

If Marietta Public Schools improves college/career readiness, then we will honor our community’s learner expectations of mastery of core content and life skills.

action steps

Personal Learning Implement Individual Career Academic Plan (ICAP) beginning with sixthPathways grade students.

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timeline

SUMMER 2019-20

Provide an 8th Grade Rookie Camp.

SPRING 2019-20

Host ICAP Parent Night.

FALL 2019-20

Provide professional development to all staff on promoting a college/career going culture.

SUMMER 2019-20

Elementary • Each classroom will provide a minimum of one career exploration activity for each content area annually.

• Each classroom will provide a minimum of one college exploration activity annually such as: −−Invite college student to talk to students −−Host a career day −−Provide visuals in the classroom that explore colleges/careers −−College t-shirt day −−College door/bulletin board decoration contest −−Virtual college tour −−College field trip −−Other activities as determined by elementary school leadership.

2020-21

Middle School • Each content teacher will provide a minimum of one career exploration activity related to their content annually.

• Partner with local CareerTech to provide promotional materials at the middle school.

• Provide a minimum of one annual career awareness event such as: −−Provide visuals in the classroom that explore colleges/careers −−Host a career day −−A visit to the local Career Tech −−Speakers from various careers −−Other activities determined by middle school leadership.

• Provide a minimum of one annual college exploration activity such as: −−Host a college/career day/fair −−College field trip −−Host a financial information night for parents −−Other activities determined by middle school leadership.

2020-21

performance measure(s)

High School • Each content teacher will provide a minimum of one career exploration activity related to their content annually.

• Partner with local Career Tech to provide promotional materials at the middle school.

• Provide a minimum of one annual college exploration activity such as −−Student-led college/career fair −−College field trip −−Host a financial information night targeted to specific grade levels (Oklahoma’s Promise, FAFSA, scholarship application, etc.) for parents −−Other activities determined by high school leadership.

• Develop and implement an ACT prep course for fall of students’ junior year.

• Investigate possible ACT test prep providers.

• Provide ACT prep for students, parents, and teachers.

• Develop/revise and implement a Senior Seminar Class to support students in: −−Developing resumes −−Searching for and applying for financial aid −−Completing college/job applications −−Preparing for job interviews −−Life skills development.

FALL 2019-20

Counselor will annually meet with secondary students to determine college/ career pathway for enrollment in courses, which includes: • high school course selection • enrollment in CareerTech career pathways • concurrent enrollment in high school.

FALL 2019-20

• By 2024, 100% of MPS high school students will be participating in a personal learning pathway (concurrent, online, work study, CareerTech, Honors classes, etc.).

• By 2024, MHS students will score an average of 17.2 on the English ACT test.

• By 2024, MHS students will score an average of 17.4 on the Math ACT test.

• By 2024, MHS students will score an average of 18.2 on the Reading ACT test.

• By 2024, MHS students will score an average of 18.6 on the Science ACT test.

• By 2024, MHS students will score an average of 18 on the Composite ACT test.

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GOAL AREA #1

STUDENT ACADEMIC ACHIEVEMENT OBJECTIVE 3 rationale

INITIATIVE 2

ACT Prep

performance measure(s)

Improve college/career readiness

If Marietta Public Schools improves college/career readiness, then we will honor our community’s learner expectations of mastery of core content and life skills.

action steps

Align and implement ACT strategies with Oklahoma Academic Standards.

FALL 2019-2020

Provide professional development for all secondary core teachers on ACT strategies.

SPRING 2019-2020

Implement ACT instructional strategies in core curriculum.

FALL 2019-2020

Identify potential ACT prep course instructors.

SPRING 2019-2020

Design ACT prep course.

SPRING 2019-2020

Integrate ACT prep course into the master schedule.

2020-2021

Enroll students into ACT prep course.

2020-2021

Monitor and adjust effectiveness of ACT prep course based on ACT scores, student surveys, parent surveys, etc.

ONGOING

• By 2024, 100% of MPS high school students will be participating in a personal learning pathway (concurrent, online, work study, CareerTech, Honors classes, etc.).

• By 2024, MHS students will score an average of 17.2 on the English ACT test.

• By 2024, MHS students will score an average of 17.4 on the Math ACT test.

• By 2024, MHS students will score an average of 18.2 on the Reading ACT test.

• By 2024, MHS students will score an average of 18.6 on the Science ACT test.

• By 2024, MHS students will score an average of 18 on the Composite ACT test.

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timeline

GOAL AREA #1

TIMELINE OF PROJECTED BENCHMARK PERFORMANCE MEASURES

STUDENT ACADEMIC ACHIEVEMENT OBJECTIVES

performance measures

baseline

19-20

20-21

21-22

22-23

23-24

By 2024, 50% of all 3rd grade students will score at or above proficient on the Oklahoma State Testing Program (OSTP) math test.

35%

39%

41%

44%

47%

50%

By 2024, 35% of all 6th grade students will score at or above proficient on the OSTP math test.

24%

27%

30%

32%

34%

35%

By 2024, 40% of all 3rd grade students will score at or above proficient on the OSTP English language arts (ELA) test.

25%

29%

31%

34%

37%

40%

26%

29%

32%

35%

37%

40%

By 2024, less than 20% of KG-3rd grade students will receive reading remediation according to the District Profile Report.

33.40%

30%

27%

25%

22%

20%

By 2024, 40% of all 6th grade students will score at or above proficient on the OSTP ELA test.

23%

27%

31%

35%

38%

40%

By 2024, 35% of all 7th grade students will score at or above proficient on the OSTP ELA test.

20%

24%

28%

30%

32%

35%

By 2024, 38% of all 8th grade students will score at or above proficient on the OSTP ELA test.

26%

29%

31%

33%

36%

38%

By 2024, 25% of all 3rd grade English Language Learners (ELL) will score at or above proficient on the OSTP math test.

17%

17%

19%

21%

23%

25%

By 2024, 45% of 3rd grade Individual education Plan (IEP) students will score at or above proficient on the OSTP math test.

37%

37%

39%

41%

43%

45%

By 2024, 45% of all 4th grade ELL students will score at or above proficient on the OSTP math test.

37%

37%

39%

41%

43%

45%

Meet the needs of By 2024, 15% of all 6th grade ELL students will score at or above proficient on the OSTP math test. diverse students

0%

0%

5%

9%

13%

15%

By 2024, 20% of all 6th grade IEP students will score at or above proficient on the OSTP math test.

8%

8%

12%

15%

17%

20%

By 2024, 30% of all 7th grade ELL students will score at or above proficient on the OSTP math test.

11%

11%

17%

22%

27%

30%

By 2024, 18% of all 7th grade IEP students will score at or above proficient on the OSTP math test.

0%

0%

5%

9%

14%

18%

By 2024, 30% of all 8th grade ELL students will score at or above proficient on the OSTP math test.

8%

8%

14%

21%

27%

30%

By 2024, 40% of all 4th grade students will score at or

Improve mastery above proficient on the OSTP ELA test. of core content

25

GOAL AREA #1

STUDENT ACADEMIC ACHIEVEMENT By 2024, 15% of all 8th grade IEP students will score at or above proficient on the OSTP math test.

0%

0%

5%

9%

12%

15%

By 2024, 25% of all 3rd grade ELL students will score at or above proficient on the OSTP ELA test.

17%

17%

19%

21%

23%

25%

By 2024, 20% of all 4th grade ELL students will score at or above proficient on the OSTP ELA test.

5%

5%

5%

10%

15%

20%

By 2024, 20% of all 5th grade ELL students will score at or above proficient on the OSTP ELA test.

13%

13%

15%

17%

19%

20%

By 2024, 15% of all 6th grade ELL students will score at or above proficient on the OSTP math test.

0%

0%

5%

9%

12%

15%

By 2024, 15% of all 6th grade IEP students will score at or above proficient on the OSTP math test.

8%

8%

10%

12%

13%

15%

0%

0%

9%

11%

13%

15%

By 2024, 15% of 7th grade IEP students will score at or above proficient on the OSTP ELA test.

0%

0%

9%

11%

13%

15%

By 2024, 15% of 8th grade ELL students will score at or above proficient on the OSTP ELA test.

0%

0%

9%

11%

13%

15%

By 2024, 15% of 8th grade IEP students will score at or above proficient on the OSTP ELA test.

0%

0%

9%

11%

13%

15%

By 2024, 20% of 5th grade ELL students will score at or above proficient on the OSTP science test.

13%

13%

15%

17%

18%

20%

By 2024, 15% of 8th grade ELL students will score at or above proficient on the OSTP science test.

0%

0%

9%

11%

13%

15%

By 2024, 100% of MPS high school students will be participating in a personal learning pathway (concurrent, online, work study, CareerTech, Honors classes, etc.).

48%

By 2024, MHS students will score an average of 17.2 on the English ACT test.

16.2

16.4

16.6

16.8

17

17.2

16.4

16.6

16.8

17

17.2

17.4

By 2024, MHS students will score an average of 18.2 on the Reading ACT test.

17.2

17.4

17.6

17.8

18

18.2

By 2024, MHS students will score an average of 18.6 on the Science ACT test.

17.6

17.8

18

18.2

18.4

18.6

17

17.2

17.4

17.6

17.8

18

Meet the needs of diverse students By 2024,15% of 7th grade ELL students will score at or above proficient on the OSTP ELA test.

Improve college By 2024, MHS students will score and average of 17.4 on and career the Math ACT test. readiness

By 2024, MHS students will score an average of 18 on the Composite ACT test.

26

100% 100% 100% 100% 100%

GOAL AREA #2 PERSONNEL

27

GOAL AREA #2 PERSONNEL

OBJECTIVE 1

rationale

INITIATIVE 1

Recruit and retain quality personnel

If Marietta Public Schools recruits and retains quality personnel, then we will honor our community’s core values of innovative teaching and quality teachers.

action steps

Mentor Program Research teacher mentor programs as well as examine successful programs in other Oklahoma districts.

timeline

2020-21

Develop a needs assessment for areas such as:

• • • • •

classroom management instructional strategies curriculum content district/site-specific operating procedures technology integration.

Administer the needs assessment with all new hires from 2016-present.

2020-21

Adopt/develop a teacher mentor program.

2020-21

Annually identify potential mentors/mentees at each school site.

2020-21

Annually develop a mentoring schedule to ensure mentors have available time (common plan time, provide sub to allow for classroom time mentoring, voluntary meetings outside of school time, etc.) to collaborate.

2020-21

Select principals and mentor teachers and provide professional development annually based on areas outlined in the needs assessment.

2020-21

Implement the program with all new staff to the district and/or anyone with 0-3 years of teaching experience.

2021-22

Develop and administer a mentor program evaluation survey for mentors and mentees.

2021-22

Monitor, evaluate and adjust the program as needed. performance measure(s)

2020-21

ONGOING

• By 2024, 100% of MPS sites will have a formal new teacher mentorship program according to programs data.

• By 2024, MPS will have less than a 20% 3-year attrition (turnover) rate according to current District Profile.

28

GOAL AREA #2 PERSONNEL

OBJECTIVE 1

rationale

INITIATIVE 2

Recruit and retain quality personnel

If Marietta Public Schools recruits and retains quality personnel, then we will honor our community’s core values of innovative teaching and quality teachers.

action steps

Recruitment Investigate the availability of offering sign-on bonuses or other incentives Program for new hires.

performance measure(s)

timeline

SUMMER 2019-20

Create publication or promotional materials highlighting the district and community (brochures, website, pamphlet, videos, etc.).

FALL 2019-20

Develop partnerships with at least three colleges for student-teaching opportunities.

FALL 2019-20

Promote job vacancies through a variety of job sites and social media platforms.

SPRING 2019-20

Participate in a minimum of two job fairs annually.

SPRING 2019-20

Monitor available resources for the purpose of employing additional special education staff.

SPRING 2019-20

Monitor available resources for the purpose of employing additional English Language Learner (ELL) staff.

SPRING 2019-20

Host collaboration opportunities for other area educators.

2021-22

• By 2024, MPS will have 6 Special Education teachers, according to the current District Profile.

• By 2024, MPS will not exceed 2 teachers with alternative certification, according to the current District Profile.

• By 2024, MPS will not exceed 3 teachers with emergency certification, according to the current District Profile.

• By 2024, MPS will receive 5 or more applications per certified job opening, according to the current District Profile.

• By 2024, 20% of MPS teachers will have advanced degrees, according to the current District Profile.

• By 2024, MPS will have 1 staff member for every 30 English Language Learner (ELL) students, according to current District Profile.

29

GOAL AREA #2 PERSONNEL

OBJECTIVE 2

rationale

INITIATIVE 1

Develop Quality Personnel

If Marietta Public Schools develops quality staff personnel, then we will honor our community’s core value of quality teachers.

action steps

Strategic Create a district professional development committee with representation Professional from each site and from building administration.

Development (PD) Develop a professional development needs assessment survey taking into Program consideration the community learner expectations, core values, and core beliefs, as well as content, instructional strategies and technology.

measure(s)

SUMMER 2019-20 FALL 2019-20

Conduct needs assessment with staff.

FALL 2019-20

Analyze the results of the needs assessment survey.

WINTER 2019-20

Investigate structures (faculty meetings, PLCs, PD calendar dates, common plan, etc.) for formal and job-embedded professional development opportunities.

WINTER 2019-20

Develop yearly professional development plan consistent with results from the needs assessment.

SPRING 2019-20

Communicate district professional development plan with staff.

SPRING 2019-20

Provide professional development on Professional Learning Communities (PLC) for all sites based on specific site needs.

2020-21

Implement professional development plan.

2020-21

Collect ongoing data on the number of teachers participating and the number of hours provided in targeted professional development areas.

2020-21

Evaluate and adjust professional development plan. performance

timeline

ONGOING

• By 2024, MPS will implement a strategic professional development program at all sites, according to current programs data.

• By 2024, 75% of MPS teachers will score highly effective or above on the teacher evaluation system.

30

• By 2024, 100% of MPS sites will have a formal new teacher mentorship program, according to programs data.

• By 2024, 100% of MPS will have regular monthly faculty meetings according to programs data.

GOAL AREA #2 PERSONNEL OBJECTIVES

baseline

19-20

20-21

21-22

22-23

23-24

4

4

5

6

6

6

student;staff ratio

49:1

40:01

35:01

30:01

30:01

By 2024, 20% of MPS teachers will have advanced degrees according to the current District Profile.

18.90%

18.90%

19.10%

19.30%

19.90%

20%

In 2024, MPS will not exceed 2 teachers with alternative certification, according to the current District Profile.

2

2

2

2

2

2 or less

In 2024, MPS will not exceed 3 teachers with emergency certification, according to the current District Profile.

3

3

2

1

1

3 or less

By 2024, MPS will have less than 20% 3-year attrition (turnover) rate, according to the current District Profile.

24%

24%

23%

22%

21%

20% or less

By 2024, MPS will receive 5 or more applications per certified job opening, according to current District Profile.

3.5

3.5

4

4.5

5

5 or more

By 2024, 100% of MPS will have regular monthly faculty meetings according to programs data.

25%

25%

75%

100%

100%

100%

By 2024, 75% of MPS teachers will score highly effective or above on the teacher evaluation system.

74%

74%

74%

75%

75%

75%

By 2024, 100% of MPS sites will have a formal new teacher mentorship program, according to programs data.

0%

0%

0%

100%

100%

100%

performance measures

By 2024, MPS will have 6 Special Education teachers, according to the current District Profile.

By 2024, MPS will have 1 staff member for every 30 English Language Learner (ELL) students, according to the current District Profile.

Recruit & retain quality personnel

Develop quality personnel

49:1

31

32

GOAL AREA #3

SCHOOL EXPERIENCE AND COMMUNITY ENGAGEMENT

33

GOAL AREA #3

SCHOOL EXPERIENCE AND COMMUNITY ENGAGEMENT OBJECTIVE 1 rationale

INITIATIVE 1

Increase stakeholder satisfaction

If Marietta Public Schools increases stakeholder satisfaction, then we will honor our community’s core beliefs in communication and community support.

action steps

Stakeholder Research school community climate surveys.

Satisfaction

performance measure(s)

timeline

SUMMER 2019-20

Develop stakeholder satisfaction survey.

FALL 2019-20

Research survey software.

SUMMER 2019-20

Plan and hold back-to-school welcome night prior to the school year starting (welcome packet for new students).

2020-21

Develop a translation system for ELL families.

• All notes in English and Spanish.

• Translator at all events.

SUMMER 2019-20

Create incentive programs for students to raise parent/teacher conference attendance.

FALL 2019-20

Develop suggestion/comment box online and on each district site for recommendations, questions or concerns of parents.

2021-22

• By 2024, 75% of stakeholders will agree or strongly agree that our schools are meeting the academic needs of students according to the MPS community survey.

• By 2024, 80% of stakeholders will agree or strongly agree that our schools have the resources required to meet the academic needs of every student according to the MPS community survey.

• By 2024, 75% of stakeholders will agree or strongly agree that our school values their input according to the MPS community survey.

• By 2024, 65% of stakeholders will agree strongly agree that our schools involve the community in decision making about school business according to the MPS community survey.

• By 2024, 65% of stakeholders will agree or strongly agree that our schools collaborate with local community members according to the MPS community survey.

• By 2024, 75% of students will have one representative attend parent-teacher conferences according to the parent/teacher conference sign-in system.

34

GOAL AREA #3

SCHOOL EXPERIENCE AND COMMUNITY ENGAGEMENT OBJECTIVE 1 rationale

INITIATIVE 2

Increase stakeholder satisfaction

If Marietta Public Schools increases stakeholder satisfaction, then we will honor our community’s core beliefs in communication and community support.

action steps

Recognition Create a recognition committee at each school site.

Program

performance measure(s)

timeline

FALL 2019-20

Research recognition programs for students, teachers and parents.

SUMMER 2019-20

Determine the criteria for recognition of student, teacher, and parent groups.

FALL 2019-20

Create recognition programs for each site for students, teachers and parents.

2020-21

Communicate the criteria for the recognition of student, teacher, and parent groups.

2020-21

Implement recognition program at each site.

2020-21

Recognize students, teachers, and parents at Board of Education meetings, via social media, etc.

2020-21

Start a student publicity section in the local newspaper.

FALL 2019-20

• By 2024, there will be 4 student recognition programs (1 at each site) in the district according to the program data.

• By 2024, there will be 4 teacher recognition programs (1 at each site) in the district according to the program data.

• By 2024, there will be 4 parent recognition programs (1 at each site) in the district according to the program data.

35

GOAL AREA #3

SCHOOL EXPERIENCE AND COMMUNITY ENGAGEMENT OBJECTIVE 2 rationale

INITIATIVE 1

Increase parental engagement

If Marietta Public Schools increases parental engagement, then we will honor our community’s core values of school/community connections.

action steps

Communication Develop a Communication Committee.

Plan

36

FALL 2019-2020

Develop and administer a teacher survey to determine what is currently being used to communicate with parents and their community .

WINTER 2019-20

Develop and implement a parent survey to determine the preferred communication methods.

WINTER 019-20

Research different communication platforms/apps.

SPRING 2019-20

Select or purchase mass communication platform/app.

2020-21

Develop district guidelines for posting events to the district master calendar.

2020-21

Develop a communication plan based on survey results and research of communication platforms/apps.

2020-21

Implement district wide communication plan which meets the needs of stakeholders (communication app/platform, newsletters, etc.).

2021-22

Evaluate and adjust plan as needed. performance measure(s)

timeline

ONGOING

• By 2024, there will be 1 formal communication plan for MPS according to the programs data.

GOAL AREA #3

SCHOOL EXPERIENCE AND COMMUNITY ENGAGEMENT OBJECTIVE 2 rationale

INITIATIVE 2

Increase parental engagement

If Marietta Public Schools increases parental engagement, then we will honor our community’s core values of school/community connections.

action steps

Parent/Teacher Develop goals and objectives for a parent-teacher organization in the Organization district.

performance measure(s)

timeline

WINTER 2019-20

Research different parent-teacher organizations based on determined goals and objectives.

FALL 2019-20

Select and/or create a preferred parent-teacher organization.

2020-21

If the preferred organization is not a state/national organization, develop local bylaws.

2020-21

Publicize the new organization to recruit members and potential officers.

2020-21

Elect officers at all four sites.

2021-22

Collect dues.

2021-22

Form district PTA organization that meets with administration regularly.

2022-23

• By 2024, there will be 1 parent/teacher organization program (PTA/PTO) at each site according to the program data.

• By 2024, 5 hours will be the average volunteer time per patron according to the school profile report.

• By 2024, 65% of stakeholders agree or strongly agree that our schools collaborate with local community members according to the MPS community survey.

• By 2024, 65% of stakeholders will agree or strongly agree that our schools involve the community in decision making about school business according to the MPS community survey.

37

GOAL AREA #3

SCHOOL EXPERIENCE AND COMMUNITY ENGAGEMENT OBJECTIVE 3 rationale

INITIATIVE 1

Discipline Plan

Develop district wide discipline plan

If Marietta Public Schools develops a district wide discipline plan, then we will honor our community’s core values of a respectful/nurturing environment.

action steps

timeline

Develop a common list of office referral behavior definitions.

WINTER 2019-20

Provide professional development to all staff on behavior definitions.

SPRING 2019-20

Develop site specific office discipline step plans at each site which addresses behaviors, consequences, and rewards/incentives that includes research and rationale.

WINTER 2019-20

Form site discipline committees to develop site specific classroom discipline step plan which addresses behaviors, consequences, and rewards/incentives that includes research and rationale.

FALL 2019-20

Develop school wide discipline contract signed by teacher, parent/guardian, and student.

2020-21

Research/develop discipline tracking and reporting system.

SUMMER 2019-20

Implement discipline tracking and reporting system.

2020-21

Monitor discipline data and tracking system and adjust plan as needed. performance measure(s)

ONGOING

• By 2024, there will be 35 or less out-of-school suspensions according to Student Discipline Data.

• By 2024, there will be 100 or less in-school suspensions according to Student Discipline Data.

• By 2024, there will be 515 or less school discipline referrals according to Student Discipline Data.

38

GOAL AREA #3

SCHOOL EXPERIENCE AND COMMUNITY ENGAGEMENT OBJECTIVE 4 rationale

INITIATIVE 1

Increase student and teacher attendance If Marietta Public Schools increases student attendance, then we will honor our community’s learner expectations of mastery of core content and organization, goal setting, and time management skills. action steps

Attendance Review and adjust current district wide attendance policy.

Program

performance measure(s)

timeline

SUMMER 2019-20

Create district wide partnership with local district attorney.

FALL 2019-20

Develop reward/incentive program for good attendance.

FALL 2019-20

• By 2024, 90% of students will have less than 9 unexcused absences according to attendance data.

• By 2024, 65% of economically disadvantaged students will have less than 5 unexcused absences according to attendance data.

• By 2024, 30% or less of students will have 5-9 excused absences according to attendance data.

• By 2024, 70% of teachers district wide will have less than 6 absences, according to attendance data.

39

GOAL AREA #3

TIMELINE OF PROJECTED BENCHMARK PERFORMANCE MEASURES

SCHOOL EXPERIENCE AND COMMUNITY ENGAGEMENT OBJECTIVES

Increase stakeholder satisfaction

40

baseline

19-20

20-21

21-22

22-23

23-24

By 2024, 75% of stakeholders will agree or strongly agree that our schools are meeting the academic needs of students according to the MPS community survey.

58%

58%

66%

70%

73%

75%

By 2024, 80% of stakeholders will agree or strongly agree that our schools have the resources required to meet the academic needs of every student according to the MPS community survey.

61%

61%

69%

73%

77%

80%

By 2024, 75% of stakeholders will agree or strongly agree that our school values their input according to the MPS community survey.

60%

60%

66%

69%

72%

75%

By 2024, 65% of stakeholders will agree of strongly agree that our schools involve the community in decision making about school business according to the community survey.

51%

51%

56%

59%

62%

65%

By 2024, 65% of stakeholders will agree or strongly agree that our schools collaborate with local community members according to the MPS community survey.

50%

50%

56%

59%

62%

65%

By 2024, there will be 4 student recognition programs (1 at each site) in the district according to the program data.

1

1

2

3

4

4

By 2024, there will be 4 teacher recognition programs (1 at each site) in the district according to the program data.

1

1

2

3

4

4

By 2024, there will be 4 parent recognition programs (1 at each site) in the district according to the program data.

0

0

2

3

4

4

performance measures

OBJECTIVES

Increaseparental engagement

baseline

19-20

20-21

21-22

22-23

23-24

By 2024, there will be 1 parent/teacher organization program (PTA/PTO) at each site according to the program data.

0

0

1

1

1

1

By 2024, 75% of students will have one representative attend parent-teacher conferences according to the parent/teacher conference sign-in system. Â

55%

59%

63%

68%

73%

75%

By 2024, 5 hours will be the average volunteer time per patron according to the school profile report.

1.1

2

3

4

5

5

By 2o24, there will be 1 formal communication plan for MPS according to the program data.

0

0

1

1

1

1

By 2024, there will be 35 or less out-of-school suspensions according to Student Discipline Data.

54

52

48

42

38

35

169

160

145

130

115

100

By 2024, there will be 515 or less school discipline referrals according to Student Discipline Data.

615

600

575

550

525

515

By 2024, 90% of students will have less than 9 unexcused absences according to attendance data.

87%

87%

88%

89%

90%

90%

80%

77%

74%

71%

68%

65%

By 2024, 30% or less of students will have 5-9 excused absences according to attendance data.

39%

37%

35%

33%

31%

30%

By 2024, 70% of teachers district wide will have less than 6 absences, according to attendance data.

62%

62%

64%

66%

68%

70%

performance measures

By 2024, there will be 100 or less in-school

Develop district suspensions according to Student Discipline wide discipline plan

Data.

By 2024, 65% of economically disadvantaged students will have less than 5 unexcused Increase student absences according to attendance data. and teacher attendance

41

42

GOAL AREA #4 PROGRAMS AND RESOURCES

43

GOAL AREA #4

PROGRAMS AND RESOURCES OBJECTIVE 1

rationale

INITIATIVE 1

Increase student enrichment opportunities

If Marietta Public Schools increases student enrichment opportunities, then we will honor our community’s learner expectations of creativity and productive citizen qualities.

action steps

Science, Define STEM for each grade level.

Technology, Engineering and Math (STEM) Investigate purchasing and/or building a district wide STEM Center.

Program

measure(s)

44

FALL 2019-20 SUMMER 2019-20

Identify current STEM curriculum at each grade level.

FALL 2019-20

Develop or purchase STEM curriculum as needed per grade level.

2020-21

Identify current STEM resources at each grade level.

2020-21

Purchase STEM resources for each grade level.

2021-22

Provide professional development in STEM-related strategies

2021-22

Implement STEM program at each grade level.

2022-23

Monitor, evaluate and adjust STEM program as needed. performance

timeline

• By 2024, 100% of MPS Schools will have a STEM program according to the programs data.

ONGOING

GOAL AREA #4

PROGRAMS AND RESOURCES OBJECTIVE 1

rationale

INITIATIVE 2

Increase student enrichment opportunities

If Marietta Public Schools increases student enrichment opportunities, then we will honor our community’s learner expectations of creativity and productive citizen qualities.

action steps

Enrichment Provide professional development for teachers on differentiated instruction Program for gifted students.

performance measure(s)

timeline

SUMMER 2019-20

Research Gifted and Talented (GT) education programs.

FALL 2019-20

Annually identify GT students at each site.

FALL 2019-20

Investigate schoolwide enrichment programs (i.e., Renzulli Model) that align to the districts core values, core beliefs, and learner expectations.

FALL 2019-20

Determine goals and objectives of the GT programs at each site to determine program needs.

2020-21

Design or select a formal Gifted and Talented education program based on developed goals and objectives.

2020-21

Select or develop a schoolwide enrichment plan, which includes: • needs assessment • schedule • interest survey for teachers • interest survey for students • lesson plans from teachers.

2020-21

Develop a process to formally identify Category I and Category II GT students.

2021-22

Implement schoolwide enrichment program at each site.

2021-22

Implement Gifted and Talented education program at all sites.

2022-23

Evaluate and adjust GT program as needed.

2022-23

Evaluate and adjust school enrichment program at each site.

ONGOING

• By 2024, all 4 sites will have a Gifted and Talented program according to programs data.

• By 2024, 100% of MPS students will have the opportunity to participate in enrichment opportunities annually.

45

GOAL AREA #4

PROGRAMS AND RESOURCES OBJECTIVE 2

rationale

INITIATIVE 1

Align budget with strategic plan.

If Marietta Public Schools aligns the budget with the strategic plan, then we will honor our community’s core value of adequate financials.

action steps

timeline

District Create a district technology committee including stakeholder representation Technology Plan from district leadership, site teachers, Board of Education, parents, Technology Director and students. Members will elect a chair and co-chair.

WINTER 2019-20

Create a district technology vision statement from input gathered from sites by the principals.

WINTER 2019-20

Develop a meeting schedule for the committee to meet once a quarter to review and update technology needs.

WINTER 2019-20

Address the following in the technology plan: • District/site needs assessment • Goals and objectives related to • Classroom use and instruction • Infrastructure • Hardware and software • Maintenance • Professional development • Budget • Inventory • Implementation timeline • Evaluation.

performance measure(s)

Update Board of Education annually for approval.

2021-22

Monitor and evaluate against performance measure benchmarks and adjust as needed.

2022-23

• By 2024, 120 tablet devices (iPad, Android etc.) will be available to MPS Pre-K and K students according to the technology survey.

• By 2024, there will be 0 devices that will be 5 years or older according to the technology inventory.

• By 2024, 1300 classroom devices will be 0-3 years old according to the technology inventory.

46

GOAL AREA #4

PROGRAMS AND RESOURCES OBJECTIVE 2

rationale

INITIATIVE 2 Budget Alignment

performance measure(s)

Align budget with strategic plan.

If Marietta Public Schools aligns the budget with the strategic plan, then we will honor our community’s core value of adequate financials.

action steps

timeline

Provide professional development to the Board of Education (BOE) on the 5-year strategic plan.

SUMMER 2019-20

Develop an annual district budget aligned to strategic plan goal area/ objectives expenditures.

2020-21

Develop a communication plan between BOE and Superintendent/Site Principals.

2021-22

Implement a communication plan between BOE and Superintendent/Site Principals.

2022-23

Monitor and adjust communication plan between BOE and Superintendent/ Site Principals.

ONGOING

• By 2024, 100% of strategic plan goal areas and objectives will be receiving appropriate funding according to district budget.

47

GOAL AREA #4

PROGRAMS AND RESOURCES OBJECTIVE 3

rationale

INITIATIVE 1

Seek and secure outside financial resources.

If Marietta Public Schools seeks and secures outside financial resources, then we will honor our community’s core values of up-to-date technology and buildings/grounds.

action steps

Outside Financial Identify site-specific needs.

Resources

performance measure(s)

48

timeline

FALL 2019-20

Communicate with community partners about grant opportunities.

FALL 2019-20

Identify/locate grants available that fit site-specific needs.

FALL 2019-20

Educate personnel on the proper procedure to write grants according to www.arts.gov/grants and provide assistance in the process.

2020-21

Research the possibility of hiring a grant writer for the district.

2021-22

Apply for grants.

2022-23

• By 2024, each school site will apply for 1 competitive grant according to the district financial data.

• By 2024, 50% of middle and high school departments and elementary grade level teams will have applied for at least one competitive grant.

GOAL AREA #2

TIMELINE OF PROJECTED BENCHMARK PERFORMANCE

PROGRAMS AND RESOURCES OBJECTIVES

baseline

18-19

19-20

20-21

21-22

22-23

TBD

TBD

75%

100%

100%

100%

0

0

0

0

4

4

By 2024, 100% of MPS Schools will have a STEM program according to the programs data.

50%

50%

50%

50%

100%

100%

By 2024, 100% of strategic plan goal areas and objectives will be receiving appropriate funding according to district budget.

TBD

0%

50%

75%

100%

100%

By 2024, each school site will apply for 1 competitive grant according to the district financial data.

1

1

1

1

4

4

By 2024, there will be 0 devices that will be 5 years or older, according to the technology inventory.

300

300

200

100

50

0

By 2024, 1300 classroom devices will be 0-3 years old according to the technology inventory.

1100

1100

1100

1175

1250

1300

By 2024, 120 Â tablet devices (iPad, Android etc.) will be available to MPS Pre-K and K students according to the technology survey.

0

0

0

50

100

120

By 2024, 50% of middle and high school departments and elementary grade level teams will  have applied for at least one competitive grant.

1

1

1

1

4

4

performance measures

By 2024, 100% of MPS students will have the opportunity to participate in enrichment opportunities annually.

Increasing student enrichment opportunities

Align budget to Strategic Plan

Outside financial resources

By 2024, all 4 sites will have a Gifted and Talented program according to programs data.

49

ACKNOWLEDGEMENTS The Oklahoma State School Boards Association (OSSBA) and the K20 Center for Educational and Community Renewal recognizes the Marietta Public School District, Board of Education and site administrators in this endeavor to determine a path for continuous strategic improvement. Through this stakeholder-driven process, a five-year strategic plan, directly aligned to the community’s learner expectations, core beliefs and core values, has been developed to provide guidance for Marietta Public Schools’ decision making and actions in the coming years. We also would like to acknowledge the dedication of the Planning Team and Action Team members who contributed their time, expertise, experience, and enthusiasm to the development of the Marietta Public School District Strategic Plan. Their engagement in this process mirrors the community’s investment in education and commitment to student achievement.

We appreciate the opportunity to work with the Marietta Public School District.

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Shawn Hime, Ph.D. Executive Director shawnh@ossba.org Stephanie Hyder Director of Strategic Initiatives and Executive Search Services stephanieh@ossba.org

Leslie Williams, Ph.D. Director lesliew@ou.edu Tyler Bridges Associate Director, School and Community Partnerships tbridges@ou.edu Sharon Dean Associate Director, Leadership sdean@ou.edu

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