Blueprint 2020 Measuring Our Progress: Target-Setting Progress & Proposals OIT PUBLIC SCHOOLS COMMUNITY DISTRICT October 2017 Summary and Next Steps • 2017-18 largely a baseline year due to DPSCD/EAA merger and realization that we are rebuilding systems and infrastructure for data tracking and accuracy this year. • Board approved Strategic Plan and metric areas in alignment to approved Supt Evaluation. Direction for targets based on halving gap between district and state in realizing that no district in MI is similar to DPSCD. Additional targets will be created in the future with large urban school districts through CGSC database once data systems for tracking are in place. • Review and approve recommended targets for areas where data is accurate and available. Return targets to the board for review this Summer/Fall once all baseline data is collected. Board will receive quarterly updates on target progress through Special Session. Dashboard will be operational in the Summer/Fall. 2 Outstanding Achievement: What will we do to achieve results? 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 Outstanding Achievement: All students, Grades 3-8 Assessments Essential Metric 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. Historical Performance MI Avg. Gra de Measure 14-15 15-16 16-17 16-17 Proposed Annual Increase Target 2 (EOY) Reading (iReady) (NA)* (NA)* (NA)* (NA) (TBD 2018) 3 (EOY) ELA (M-STEP) 11% 9.5% 9.6% 44.1% ↑3.45 3–8 ELA (M-STEP) 13.6% 11.4% 11.4% 46% ↑3.46 3–8 Mathematics (MSTEP) 7.1% 5.8% 7% 38% ↑3.1 5, 8 Science (M-STEP) 2.6% 2.8% 3.5% 19% ↑1.55 5, 8 Social Studies (MSTEP) 7.2% 6.2% 7.8% 27% ↑1.92 4–8 ELA (M-STEP) 46.1% 56.4% 64.2% 69.4% ≥ MI Avg. Mathematics (M- 4–8 49.8% 56.5% 62.7% 69.4% ≥ MI Avg. The percentage of our students who STEP) show growth in literacy, math, 8 Studies Science (M-STEP) Notes: * = and Baseline datastudies. year 2017-2018. M-STEP Social changing from grades grades 5/8, growth69.5% levels being↑2.33 re49.8%4/7 to 46.2% 46.2% science social baselined in 17-18. “TBD” = To be determined once necessary baseline data is available . Social Studies 8 51.4% (MSTEP) 52.3% -* -* (TBD 2018) 4 Outstanding Achievement: ELL students, Grades 38 Assessments Essential Metric The percentage of our ELL students who meet state proficiency standards in literacy, math, science and social studies. The percentage of our ELL students who show growth in literacy, math, science and social studies. Historical Performance MI Avg. Measure 14-15 15-16 16-17 16-17 Proposed Annual Increase Target 3–8 ELA (M-STEP) 13.8% 9.4% 12.2% 23.3% ↑1.11 3–8 Mathematics (MSTEP) 9.2% 7.5% 9% 22.6% ↑0.92 5, 8 Science (M-STEP) 1.9% 2.2% 1.8% 3.9% ↑0.21 5, 8 Social Studies (MSTEP) 7.2% 6% 6.6% 6.1% ≥ MI Avg. 4–8 ELA (M-STEP) 54.1% 60.3% 70.8% 69.6% ≥ MI Avg. 4–8 Mathematics (MSTEP) 53.5% 60.7% 66.2% 67.9% ≥ MI Avg. 8 Science (M-STEP) 54.5% 52.9% 41.2% 61% ↑1.98 Gra de Social Studies Notes: * = Baseline data year 2017-2018. M-STEP Social 4/7 to grades 5/8, growth levels being re8 Studies changing from grades 59.8% 58.8% -* -* (TBD 2018) (MSTEP) baselined in 17-18. “TBD” = To be determined once necessary baseline data is available. 5 Outstanding Achievement: ESE students, Grades 38 Assessments Essential Metric The percentage of our ESE students who meet state proficiency standards in literacy, math, science and social studies. The percentage of our ESE students who show growth in literacy, math, science and social studies. Historical Performance MI Avg. Measure 14-15 15-16 16-17 16-17 Proposed Annual Increase Target 3–8 ELA (M-STEP) 3.8% 3.6% 3.6% 14% ↑1.04 3–8 Mathematics (MSTEP) 2.4% 2.3% 3.3% 12.1% ↑0.88 5, 8 Science (M-STEP) 0.6% 0.4% 0.6% 5.2% ↑0.46 5, 8 Social Studies (MSTEP) 1.2% 1.3% 2.1% 7.2% ↑0.51 4–8 ELA (M-STEP) 43.2% 45.9% 53.9% 63% ↑0.91 4–8 Mathematics (MSTEP) 45.5% 50.1% 53.5% 61% ↑0.75 8 Science (M-STEP) 43.9% 42.2% 40.7% 62.7% ↑2.2 Gra de Social Studies Notes: * = Baseline data year 2017-2018. M-STEP Social 4/7 to grades 5/8, growth levels being re8 Studies changing from grades 38.8% 41.8% -* -* (TBD 2018) (MSTEP) baselined in 17-18. “TBD” = To be determined once necessary baseline data is available. 6 Outstanding Achievement: All students, Grades 912+ and All MI Historical Performance Essential Metric Gra de Measure 14-15 Avg. 15-16 16-17 16-17 Proposed Annual Increase Target Data release pending (TBD Pending data release) The percentage of entering 9th graders who graduate from high school in four years. 9-12 4-year graduation rate 73.0% 72.8% Data release pending The percentage of students who meet college entrance exam readiness standards in math. 11 SAT Mathematics (NA) 12% 10.9% 36.8% ↑2.59 The percentage of students who meet college entrance exam readiness standards in literacy. 11 SAT EBR&W (NA) 29.3% 31.8% 60.3% ↑2.85 12 (Continuing search for accurate & consistent data to fulfill data point) (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** 9-12 (Continuing search for accurate & consistent data to fulfill data point) (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** 9-12 (Continuing search for accurate & consistent data to fulfill data point) (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** The percentage of students who qualify for a full four-year scholarship via the Detroit Promise. The percentage of students who graduate with college credit that positions them for success in college. The percentage of students who graduate with industry certifications that positions them for success in college or the workforce. Notes: * = Baseline data year 2017-2018. ** = Currently available historical/baseline data quality remains under ongoing review. “TBD” = To be determined once necessary baseline data is available. (TBD The percentage of students enrolled in PS enrollment 6 Data Data Pending 7 Whole Child Commitment: What will we do to achieve results? Strategy 1: Based on students’ individual needs, facilitate and align appropriate academic, cultural, and leadership experiences, as well as socialemotional 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. 8 Whole Child Commitment: All students Essential Metric Gra de Historical Performance MI Avg. Measure 14-15 15-16 16-17 16-17 Proposed Annual Increase Target The percentage of enrolled students who participate in school breakfast. All POS system reports 59.6% 63.8% 59% 25% ↑5.00 The percentage of enrolled students who participate in school lunch. All POS system reports 69.4% 77% 66.4% 50.9% ↑5.00 K-8 (Continuing search for accurate & consistent data to fulfill data point) (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** 9-12 (Continuing search for accurate & consistent data to fulfill data point) (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** K–8 School Survey (NA)* (NA)* (NA)* (NA) (TBD)* Student participation rates in non-core subject areas. The percentage of elementary and middle schools that offer extended day programs during the school year The percentage of students who K – 5 available Cultural Passport (NA)* (NA) (TBD)* (NA)* (NA)*remains participate in a cultural Notes: * = Baseline data year enrichment 2017-2018. ** = Currently historical/baseline data quality under ongoing review. experience each yearonce necessary baseline data is available. “TBD” = To be determined The percentage of students who participate in a leadership or service 9 6 – 12 Cultural Passport (NA)* (NA)* (NA)* (NA) (TBD)* Exceptional Talent: What will we do to achieve results? 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. 10 Exceptional Talent: All schools Historical Performance MI Avg. Measure 14-15 15-16 16-17 16-17 Proposed Annual Increase Target NA (Continuing search for accurate & consistent data to fulfill data point) (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** NA (Continuing search for accurate & consistent data to fulfill data point) (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** The percentage of effective or highly effective teachers who choose to stay in their school or district each year. 11 (Continuing search for accurate & consistent data to fulfill data point – PROXY information provided = % highly effective teachers overall) 74% 61% 40% 39% (TBD) The percentage of school based leaders who agree that there were ample, highquality candidates to fill their vacancies. NA School leader survey (NA)† (NA)† (NA)† (NA) (TBD 2018) † The percentage of newly hired employees who agree that their district onboarding experience helped them prepare for success in their new job. NA Teacher, Central Office surveys (NA)† (NA)† (NA)† (NA) (TBD 2018) † Essential Metric 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 newly hired employees Gra de Notes: * = Baseline data year 2017-2018. ** = Currently available historical/baseline data quality remains under ongoing review. who agree that their school or department (TBD † † NA Teacher (NA)† once (NA) (NA) (NA) † = New survey data element, baseline data year 2017-2018. “TBD” surveys = To be determined necessary baseline data is 2018) † onboarding experience helped them 11 Responsible Stewardship: What will we do to achieve results? 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. 12 Responsible Stewardship: All schools and Districtwide Essential Metric Gra de Measure Historical Performance MI Avg. 14-15 15-16 16-17 16-17 Proposed Annual Increase Target N N Y (NA) “Y” every year NA Y/N, as measured by EOY General Fund surplus/deficit NA (Continuing search for accurate & consistent data to fulfill data point) (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** The amount of business partnership funds secured. NA (Continuing search for accurate & consistent data to fulfill data point) (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** Total increase in non-federal, non-state revenue. NA Sum of two indicators above (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** NA (Continuing search for accurate & consistent data to fulfill data point) (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** A balanced budget The amount of competitive grant funds secured. The percentage of competitive and entitlement grant awards that are spent down within the grant term. The percentage of data maintenance work orders Schooldude KPI Notes: * = Baseline year 2017-2018. ** = Currently data quality review. NA available historical/baseline 62% 55% remains 61%under ongoing (NA) ↑5.0 dashboard reports closed within seven days. “TBD” = To be determined once necessary baseline data is available. The ratio of planned to corrective maintenance work orders. NA Schooldude KPI dashboard reports 5% 10% 10% (NA) ↑1.0 13 Responsible Stewardship: All schools and Districtwide Historical Performance MI Avg. Measure 14-15 15-16 16-17 16-17 Proposed Annual Increase Target NA (Continuing search for accurate & consistent data to fulfill data point) (TBD)* * (TBD)* * (TBD)* * (NA) (TBD)** The ratio of students to updated devices. NA Technology Department inventory reports 6.13 : 1 8.7 : 1 6.22 : 1 (NA) Reduce 1st number in ratio by 1.0/year The percentage of schools wired for high-speed broadband access. NA (Pending technology infrastructure audit) (TBD)* ** (TBD)* ** (TBD)* ** (NA) (TBD)*** Districtwide enrollment. NA Fall count reports 46,304 45,139 44,949 (NA) (TBD) The percentage of schools increasing enrollment each year. NA Fall count reports 35.3% 32% 35% (NA) (TBD) The percentage of filled seats in our schools each year. NA Fall count reports/Capacity 52.3% 54.4% 56.8% (NA) (TBD) Essential Metric The percentage of school buses that deliver students on time. Gra de MDE Bulletin Notes: * = Baseline data year 2017-2018. ** = Currently available historical/baseline data quality remains under ongoing review. (TBD 1014 “Operations Data is *** Baseline data technology infrastructure audit. “TBD” = To be determined once necessaryData baseline data The=operating costpending of district properties Pending release release NA & Maintenance” $1,630 $1.825 available. data (per-pupil). pending pending Expenditure release) estimates 14 Transformative Culture: What will we do to achieve results? 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. 15 Transformative Culture: All schools and Districtwide Essential Metric Gra de Historical Performance MI Avg. Measure 14-15 15-16 16-17 16-17 Proposed Annual Increase Target 65.2% 55.4% 57.1% 15.6 ↓4.15 The percentage of our students who are chronically absent. All MDE chronic absenteeism report The percentage of students who report feeling safe at school. All Student Survey (NA)† (NA)† (NA)† (NA) (TBD 2018) † The percentage of students who report feeling engaged at school. All Student Survey (NA)† (NA)† (NA)† (NA) (TBD 2018) † The percentage of families who report that the social and learning climate of their students’ schools is positive. All Parent Survey (NA)† (NA)† (NA)† (NA) (TBD 2018) † The percentage of families who report involvement at their child’s school. All Parent Survey (NA)† (NA)† (NA)† (NA) (TBD 2018) † The percentage of families who would Notes: † = New survey data element, baseline data year 2017-2018. “TBD” = To be determined once necessary baseline data is (TBD available. All Parent Survey (NA)† (NA)† (NA)† (NA) recommend the district to a friend or 2018) † family member. 16 Transformative Culture: All schools and Districtwide Essential Metric Gra de Historical Performance MI Avg. Measure 14-15 15-16 16-17 16-17 Proposed Annual Increase Target The percentage of teachers who report that the instructional culture of their school is strong. All Teacher Survey (NA)† (NA)† (NA)† (NA) (TBD 2018) † The percentage of employees who report feeling engaged and valued at work. All Teacher Survey, Central Office Survey (NA)† (NA)† (NA)† (NA) (TBD 2018) † The percentage of staff who would Teacher Survey, (TBD All Central Office (NA)† (NA)† (NA)† (NA) recommend working for the district to a 2018) † Survey “TBD” = To be determined once necessary baseline data is friend.† = New survey data element, baseline data year 2017-2018. Notes: available The percentage of visitors to schools or offices who report a positive and professional customer service experience. All Visitor Survey (NA)† (NA)† (NA)† (NA) (TBD 2018) † 17