2017-18 Detroit Public Schools Community District BLUEPRINT 2020 Our Strategic Plan for Rebuilding Detroit’s Public Schools CONTENTS Blueprint 2020: Our Strategic Plan for Rebuilding Detroit’s Public Schools ................................................ 2 MISSION: The Work We Do 2 VISION: The Future We Want 2 CORE VALUES: The Way We Act 2 PRIORITIES: Our Commitments to Our Students and Our City 2 Strategies and Metrics ............................................................................................................................... 3 1 Outstanding Achievement 3 Transformative Culture 4 Whole Child Commitment 5 Exceptional Talent 6 Responsible Stewardship 7 Blueprint 2020: Our Strategic Plan for Rebuilding Detroit’s Public Schools MISSION: The Work We Do We educate and empower every student, in every community, every day, to build a stronger Detroit. VISION: The Future We Want All students will have the knowledge, skills and confidence necessary to thrive in our city, our nation, our world. CORE VALUES: The Way We Act ALL STUDENTS. ALL A DULTS. ALL COMMUNIT IES. ALL THE TIME. STUDENTS FIRST Make decisions that are in the best interest of students. Use every resource strategically so that we can meet students’ individual needs. EXCELLENCE Be relentless in your pursuit of greatness. Be bold and innovate. Learn from your mistakes. Hold yourself and others to high standards. INTEGRITY Do the right thing, even when no one is looking. Be honest. Be trustworthy. Be accountable. EQUITY Diversity is an asset that makes us stronger. Advocate for the needs of others. Ensure that all members of our community have access to the tools and resources they need to be successful. SERVICE Listen. Empathize. Respond. Own problems and help to solve them. TENACITY Embrace hard work and persevere in the face of challenges. Follow through on your commitments and strive to do your best, no matter what. PRIORITIES: Our Commitments to Our Students and Our City • • • • • 2 OUTSTANDING ACHIEVEM ENT: Dramatically improve the academic experience of all students to ensure they are college and career ready. TRANSFORMATIVE CUL TU RE: Transform our culture so that students, families, community members, and staff feel safe, respected, and connected. WHOLE CH ILD COMMITMENT: Champion a whole child approach that unlocks students’ full potential. EXCEP TIONAL TALENT: Build an excellent team of dedicated staff to serve our students. RESPONSIBLE STEWARDS HIP: Manage and deploy our resources responsibly, transparently, and equitably to support our students’ success. Strategies and Metrics Outstanding Achievement: Dramatically improve the academic experience of all students to ensure they are college and career ready. Essential Metrics: What will we measure to understand our progress? • • • • • • • • • • • The percentage of our students who enter and exit third grade as proficient readers The percentage of our students who meet state proficiency standards in literacy, math, science and social studies The percentage of our students who show growth in literacy, math, science and social studies literacy, math, science and social studies The percentage of our English Language Learners who meet and show growth against state proficiency standards in literacy, math, science and social studies The percentage of our students receiving Special Education services who meet and show growth against state proficiency standards The percentage of our Partnership Schools that meet or exceed improvement goals The percentage of entering 9th graders who graduate from high school in four years The percentage of students who graduate with college credit and/or industry certifications that position them for success in college or the workforce The percentage of students who meet college readiness standards on college entrance exams in literacy and math The percentage of our students who are accepted into post-secondary programs The percentage of students who qualify for a four-year Detroit Promise college scholarship Strategy 1: Adopt and implement a highly aligned, consistent instructional curriculum that reflects the demands of Michigan’s core content standards pre-K through 12 as well as the pedagogical shifts in instruction required to support students in meeting these high standards. Strategy 2: Ensure that every student in our district has access to a rigorous course progression that aligns with their college, career and life goals while being culturally relevant. Strategy 3: Update our data and assessment systems in alignment to state standards to ensure all stakeholders have an accurate picture of each student’s progress toward grade level expectations and on time graduation. Strategy 4: Revamp special education services to meet the individual needs of each student. Strategy 5: Provide intensive support to improve the achievement of our students attending Partnership Schools. 3 Transformative Culture: Build strong school and district cultures where our students, their families, community members, and our staff feel safe, respected, and connected. Essential Metrics: What will we measure to understand our progress? • • • • • • • • • The percentage of students who report feeling safe and engaged at school The percentage of our students who are chronically absent The percentage of families who report that the social and learning climate of their students’ schools is positive The percentage of families who report involvement at their child’s school The percentage of families who would recommend the district to a friend or family member The percentage of teachers who report that the instructional culture of their school is strong The percentage of employees who report feeling engaged and valued at work The percentage of visitors to schools or offices who report a positive and professional customer service experience The percentage of staff who would recommend working for the district to a friend Strategy 1: Gather, share and act on feedback from students, staff, and families on the culture of our schools and district. Strategy 2: Establish and consistently implement a code of conduct that encourages positive behavior, maximizes instructional time for all students, and allows for restorative justice. Strategy 3: Cultivate a school-going culture that dramatically reduces chronic absenteeism in our district. Strategy 4: Develop and provide, in partnership with community allies, comprehensive supports and resources that empower our students’ families. Strategy 5: Build and implement shared decision-making structures to ensure the work of our schools and district meets the needs of our constituents. Strategy 6: Implement consistent communication channels that keep all stakeholders informed about the district’s operations, strategic direction, programs and opportunities, and progress. 4 Whole Child Commitment: Develop the whole child by expanding access to the arts, physical education, leadership and service learning, health services, and social-emotional supports. Essential Metrics: What will we measure to understand our progress? • • • • • • The percentage of schools that offer on-site social-emotional and health services to students and participation in preventative services The percentage of schools that offer programming in non-core subject areas and student participation rates The percentage of students who participate in a cultural enrichment experience each year The percentage of students who participate in a leadership or service learning experience each year The percentage of elementary and middle schools that offer extended day programs during the school year The percentage of enrolled students who participate in breakfast and lunch Strategy 1: Based on students’ individual needs, facilitate and align appropriate academic, cultural, and leadership experiences, as well as social-emotional and health services, to promote the holistic well-being and development of our students. Strategy 2: Ensure that all students have access to robust programming in non-core subject areas, including visual arts, music, dance, theater, physical education, world language, technology and health, as well as service-based learning opportunities. Strategy 3: Expand access to and participation in high-quality activities outside of the school day, including before and after school programs and summer experiences. Strategy 4: Support students’ health, development, and learning by providing high-quality, nutritious meals at our schools. 5 Exceptional Talent: Build an excellent team of dedicated staff to serve our students. Essential Metrics: What will we measure to understand our progress? • • • • • • • The percentage of schools that open fully staffed The percentage of teacher vacancies at the beginning of the year, mid-year, and end of year The percentage of school based leaders who agree that there were ample, high-quality candidates to fill their vacancies The percentage of newly hired employees who agree that their district onboarding experience helped them prepare for success in their new job The percentage of newly hired employees who agree that their school or department onboarding experience helped them prepare for success in their new job The percentage of effective and highly effective teachers who choose to stay in their school or the district each year The percentage of employees who agree that the district is committed to helping them develop professionally Strategy 1: Overhaul human capital policies and practices to make recruitment, hiring and onboarding more efficient and effective. Strategy 2: Pursue innovative partnerships and programs that strengthen our talent pipelines into open school and district positions. Strategy 3: Ensure that all staff have the professional development they need to support our students and maximize the efficiency and effectiveness of our district. Strategy 4: Develop and implement educator and staff evaluation and succession planning systems that supports individual growth, allows top employees to pursue advancement within our organization, and improves candidate pools for leadership vacancies. 6 Responsible Stewardship: Manage and deploy our resources responsibly, transparently, and equitably to support our students’ success. Essential Metrics: What will we measure to understand our progress? • • • • • • • • • • • A balanced budget The amount of competitive grant and business partnership funds secured The percentage of maintenance work orders closed within established timeframes The ratio of proactive and reactive facilities projects The operating cost per square foot of district properties The percentage of school buses that deliver students on time The ratio of students to updated devices The percentage of schools wired for high-speed broadband access District-wide enrollment The percentage of schools increasing enrollment The percentage of filled seats in our schools Strategy 1: Overhaul district and school budgeting processes to ensure a balanced budget that is aligned to the district’s strategic priorities. Strategy 2: Develop and implement a facilities management and technology infrastructure plan that accounts for current and future needs and identifies funding strategies to support maintenance and improvement. Strategy 3: Establish and consistently implement a clear set of standard operating procedures and routines across schools and district departments that exemplify our values, maximize our resources and make us more efficient. Strategy 4: Align district, community, philanthropic and city partnerships to ensure coherent programming and smart development. Strategy 5: Ensure systematic research and evaluation plans for all major initiatives so that investments can be made based on the effectiveness of programs for students. 7