2020-2025 Strategic Plan UpdateDecember 2, 2019

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Presentation Agenda

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Purpose

To provide an update on the 2020-2025 Strategic Plan development

process and engagement efforts

Roadmap

• Review progress to date for the strategic planning process

• Outline draft 2020-2025 Strategic Plan components

Administration’s Takeaway

The APS BOE and Administration have worked with the community to

build out a draft 2020-2025 Strategic Plan

Engagement

Over the past four months, students, families, teachers, staff, leaders, and

community members, have shared their vision, their hopes, their concerns,

and their ideas for the next five years.

“Success is a happy child

that has the support and

love to grow, learn, and

become a successful adult

that can lead a healthy and

happy life”

“ We need to address the

equity gap inside schools

and across the district – this

requires widespread

education and training on

issues of race, equity, and

privilege – and how these

issues impact us all.”

“ How do we

implement

targeted

assistance to

schools in need

given the desire

to also expand

autonomy?”

“Schools should be a warm,

welcoming environment

that shows respect and

ensures families understand

they’re valued and their

input matters.”“We must address the root

cause of each student not

performing where they

should.”

“How do you measure

equity? How do you hold

schools accountable for

challenges they can’t

control?”

>1,000 engaged

stakeholders

attended

community

conversations

>1,200 surveys

Hosted 1st APS

Table Talks for

parent feedback

Engaged Committees &

Internal Employee Groups

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Context and Intro to the Strategic PlanOur focus for the past five years has been strengthening our students, schools, staff, and system. We reorganized as a charter system, giving principals and schools greater autonomy to implement decisions that make sense for their students and families. We organized schools into neighborhood-based clusters, creating alignment across schools allowing students to build expertise in signature programs selected by community collaboration in each cluster. These shifts empowered school sites to make decisions for their students and engage communities in decisions to support their schools.

This work of strengthening our district has achieved significant achievement: Our graduation rate has increased to 77.9% with a district high of 2,506 on-time student graduates in 2019. We are also proud of our investment in facilities improvements that have provided upgrades to several campuses and brand new buildings.

With greater localized decision-making, flexibility, and alignment in place, we are ready for the next critical step in preparing every APS student for college and career readiness: a district-wide focus on building equity. Excellence, equity, ethics, and engagement have consistently guided our work, and the time is right for equity to move to the forefront of our strategy for excellence for all. Excellence, equity, ethics, and engagement continue to guide our work, and moving forward we will lead with equity lens for our strategy.

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Problem Statement

While APS has made gains across the district over the past five years, many

more of our students, particularly Black students, must be proficient learners

before we can say they are college and career ready. There are three

primary areas requiring our focus:

• 63.1% of APS students

are not proficient or

above in English

Language Arts (grades

3-8).

• Achievement Gap is

58.8 percentage points

(White students: 84.1%

proficiency and above,

Black students: 25.3%

proficiency and above)

Literacy Math

• 68% of 8th grade APS

students are not

proficient or above in

Math

• Success in 8th grade

math predicts success

in Algebra, which is

the gatekeeper to

high school

graduation and

college readiness

• 77.9% graduation rate

(2019) vs. 82%

graduation rate for

the State of Georgia

• 75.5% graduation rate

for Black students,

80% graduation rate

for Latino students,

93.4% graduation rate

for White students

(2019)

Graduation

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Components of the Strategic Plan

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MissionWhy APS exists

VisionA picture of APS’ future

Guiding PrinciplesAPS’ value and beliefs guiding

decision-making

Core ValuesAPS’ employees’ beliefs guiding

how they work

PrioritiesBroad Areas of Focus

Strategic GoalsSpecific and measurable targets

related to district Priorities

Strategic InitiativesSpecific projects related to Priorities that help to achieve the Strategic Goals

Action StepsA plan of what needs to occur, by when, and by whom

Theory of ActionAPS’ belief in what will lead to long-term success

Joint School Board

& District

Administration

Responsibility

District

Administration

Responsibility

Mission

The current mission statement is revised to emphasize and be more explicit about a district focus on equity and skills beyond college and career readiness.

Through a caring culture of equity, trust, and collaboration, every student will graduate ready for college, career, and life.

7Mission Vision Guiding

Principles

Core

ValuesTheory of

Action

Strategic

GoalsPriorities Objectives

Strategic

Initiatives

Action

Steps

Vision

A high-performing school district where students love to learn, educators inspire, families engage and the community trusts the system.

8Mission Vision Guiding

Principles

Core

ValuesTheory of

Action

Strategic

GoalsPriorities Objectives

Strategic

Initiatives

Action

Steps

Guiding Principles

Equity in our approach to decision-making

Ethics to rebuild demonstrate our integrity

Engagement with our school community

Excellence in everything we do

9Mission Vision Guiding

Principles

Core

ValuesTheory of

Action

Strategic

GoalsPriorities Objectives

Strategic

Initiatives

Action

Steps

The Guiding Principles remain the same, but the order has changed to

address Equity first. In addition, the Ethics statement was revised to

“demonstrate” rather than “rebuild” our integrity.

Core Values

1. Putting Students and Schools First

2. Commit to Teamwork

3. Focus on Communication

4. Demonstrate Respect for Others

5. Be Accountable

6. Act with Integrity

7. Embrace and Drive Change

10Mission Vision Guiding

Principles

Core

ValuesTheory of

Action

Strategic

GoalsPriorities Objectives

Strategic

Initiatives

Action

Steps

Theory of Action

11Mission Vision Guiding

Principles

Core

ValuesTheory of

Action

Strategic

GoalsPriorities Objectives

Strategic

Initiatives

Action

Steps

Definecriteria against which schools and the District are measured

Empower schools to set goals and priorities, build their capacity, and equip them with capacity andequitable resources

Assess progress, engage stakeholders, identify success, and commit to a timeline and effective support strategies for continual improvement

We will assess progress and be positioned to act with urgency and revise strategies to take action when criteria are not being met or showing significant progress

Every student,regardless of background,will attain the skills, knowledge, and tools to succeed in college, andcareer, and life

If we… and… So that…and… then…

Based on a desire to create urgency balanced with continual improvement,

this Theory of Action addresses accountability, support, engagement, and

monitoring.

Strategic Goals

12Mission Vision Guiding

Principles

Core

ValuesTheory of

Action

Strategic

GoalsPriorities Objectives

Strategic

Initiatives

Action

Steps

Based on the problem statements identified and the needs assessment, the

District identified three Strategic Goal areas. Specific targets will be identified

through a collaborative efforts between the Board of Education and the

Superintendent.

INCREASE THE PERCENT

of 8th grade students proficient or above in

Math

INCREASE THE PERCENT

of African-American and Hispanic Latino students proficient or

above in English Language Arts

CLOSE THE GAP

in Graduation Rates between APS and the

State

Priorities

13Mission Vision Guiding

Principles

Core

ValuesTheory of

Action

Strategic

GoalsPriorities Objectives

Strategic

Initiatives

Action

Steps

The District will also align its focus behind four key Priorities across Atlanta

Public Schools that will close gaps, drive resources and support for schools,

and ultimately achieve the Strategic Goals.

We are fostering academic excellence for all.

We are closing the gaps in

access that have allowed

resulted in for uneven

disparate outcomes are

being closed. We are

identifying and addressing

the needs of each student,

regardless of background,

so they have the skills,

knowledge, and tools to

succeed in college and

career.

We are building a culture

of student support.

Students are attending schools

and learning in classrooms

that are inclusive, caring,

joyful, safe, and collaborative.

The student-centered culture is

inclusive and equitable,

responsively providing for the

well-being and development

of each student. bring a sense

of belonging, inclusiveness,

care, joy, safety, and

collaboration. The student-

centered culture fosters being

a part of something bigger

than oneself, which leads to a

sense of responsibility and

encourages the well-being

and development of each

student.

We are uniting to invest in student success.

We are rallying teachers,

staff, volunteers, families,

and community members

to create a cohesive

coalition of support for

each student, investing in

his/her/their success. We

are working together to

enthusiastically champion

each child, PK-12,

through their academic

journey at APS.

We are equipping and

empowering APS staff.

With a focus on capacity-

building and growth, every

staff member is given the

training, support,

coaching, and advocacy

needed to build their skills

and raise the bar for

excellence. By providing

staff with resources and

autonomy, schools are

better positioned to

address the needs of their

students and their

community.

Objectives

14Mission Vision Guiding

Principles

Core

ValuesTheory of

Action

Strategic

GoalsPriorities Objectives

Strategic

Initiatives

Action

Steps

• Create opportunities for schools that are closing racial and socio-economic achievement gaps to expand their impact and replicate their success share best practices and implement the program elements that have led to their success

• Focus on PK-12 literacy and mathematics

• Equip students for college and career readiness across the PK-12 continuum (eg. signature programming, advanced coursework, pathways)

• Provide services to address the social, emotional, mental and behavioral well-being of all students (eg. wraparound supports, SEL)

• Build systems to equitably increase opportunities and participation in enrichment (core and extended core) and holistic development based on individual student interest

• Invest in evidence-based 21st Century school learning environments, while monitoring implementation

• Promote environments that value inclusiveness and collaboration (eg. Students with Disabilities, English Learners)

• Attract, cultivate, support, and retain the highest quality leaders, teachers and staff

• Promote adult mindsets that positively impact the pursuit of equity and fairness

• Partner with families and the community, to include business and non-profit organizations, to support all schools

• Provide services to improve the engagement and overall well-being of all staff

• Create opportunities for outstanding teachers and instructional leaders to stay in APS and expand their reach through additional leadership roles

• Continuously improve service-focused and responsive support to schools, as well as, district-wide operational processes

• Adopt Consider an equity-minded timeline for effective support strategies, and if necessary due to chronic underperformance, intervention strategies* in each school based on needs assessment

• Continuously explore and consider additional effective support and intervention strategies

• Continue to promote enable school-level autonomy for all schools

• Set equitable goals to dramatically increase resources going to students

We are fostering

academic excellence

for all

We are building a culture

of student supportWe are uniting to invest

in student success

We are equipping &

empowering leaders & staff

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What’s Different?

Clear Direction

• Three Strategic Goals anchored in our mission

• A Theory of Action for change and improvement

Equity

• Revised mission statement

• Using an equity lens Embedded in all strategic

plan components

Continual ContinuousImprovement

• Removed silos Intentional cross-functional collaboration and integration

• Clearly defined and effective district support for schools

• A focus on monitoring progress at the school and district level

Your Feedback

• Internal and external feedback guided the development of the goals, priorities and many of the objectives

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Next Steps (prior to January)

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Address the questions, concerns, and edits (red line) from the Board,

internal stakeholders, and community feedback:

1. Equity: How do we define it? Should we specify racial equity throughout

the plan?

2. Mission: Should ‘life” be added? “Equity” is a process not an outcome.

3. Accountability/Theory of Action: External desire for clarity, transparency,

and accountability. Internal concern on how “defining criteria” is the driver

for our Theory of Action, as well as, how it is defined and the resulting

actions based on meeting or not meeting the criteria.

4. Strategic Goals: Should these be specific and focused, or encompass all

students?

5. Strategic Priorities & Objectives: How is this different from our current plan?

Where is the specificity? How can we make this more plain language?

6. Autonomy: Should autonomy be earned? What does autonomy in the

classroom look like versus the school?

7. Monitoring: What does monitoring of the plan at the district, cluster, and

school level look like?

Next Steps (after January)

17Mission Vision Guiding

Principles

Core

ValuesTheory of

Action

Strategic

GoalsPriorities Objectives

Strategic

Initiatives

Action

Steps

High-level Work Streams (eg. Early Childhood Education, Equitable Resource Allocation)

February 2020

Strategic Initiatives for 2020-2021 March 2020

Strategic Initiatives & Action Steps and Criteria (School and District) for 5 years

October 2020

Strategic Initiatives & Action Steps(in alignment with the FY21 Budget Process)