RutherfordCountySchools...RutherfordCounty!Schools! ! ! ! Strategic!Plan!2014! RutherfordCountySchools! StrategicPlan2014"!Components! 1. Letter!from!Director!of!Schools!–!PLC,Mission

Rutherford County Schools Strategic Plan 2014

Rutherford County Schools Strategic Plan 2014 -‐ Components

1. Letter from Director of Schools – PLC, Mission, Beliefs

2. Priority Areas

a. Instruction – Comprehensive Plan i. Annual Measurable Objectives & Gap Closures

1. Reading and Math Interventionist 9-‐12 2. Science Instructional Specialists 6-‐12 3. Reading Instructional Specialists PK-‐12 4. Social Studies Instructional Specialists PK – 12

ii. Maximize Instructional Technology 1. Compass Odyssey Support 2. MobyMax 3. iSafe Software

iii. Response to Intervention 1. I-‐Ready Diagnostic Reading and Math Program 2. Universal Screener for Behavior K-‐12 3. 95% Diagnostic and Instructional Materials

b. Human Resources

i. Recruitment and Retention of Highly Effective Certified and Classified Staff 1. Differentiated pay Plan for Certified Employees 2. Applicant Search and Screening Process

ii. Personnel Records Management System 1. Implement a Paperless Process for Personnel Files 2. Implement an Electronic Records Management System

c. Operating & Capital Needs i. Differentiated Pay Plan


ii. Implement Retirement Plan Changes 1. Implement TCRS Online Software for Certified and Classified Staff 2. Implement TCRS Hybrid Retirement Plan for New Teachers 3. Present new TCRS Hybrid Retirement Plan to new teachers. 4. Present TCRS Hybrid Plan to Classified Staff

iii. Capital Needs

d. Facilities & Energy Efficiency i. Roofing Replacement & Repair ii. HVAC Compressor/Boiler Replacement & Repair iii. Energy Management Education iv. Digital Control Systems v. Meter, Measure, and Verify Energy Usage

e. Stakeholder Involvement/Engagement i. Increased Communications Efforts (Telling Our Story) ii. District and School Websites iii. Direct Parent Notifications iv. Community Involvement with Other Agencies


Rutherford County Schools Strategic Plan 2014 Rutherford County Schools’ Strategic Plan is a flexible document providing awareness, focus and guidance on issues that impact the effective accomplishment of our mission. The plan includes measurable goals to be accomplished within one to five years.

Our Mission statement, Beliefs, and Shared Vision have been adopted by the Rutherford County Board of Education and provide leadership in the processes that lead to the development of and the ultimate accomplishment of our goals.

The mission of Rutherford County Schools is to empower today’s students to grasp tomorrow’s opportunities.

Our beliefs are:

• Learning promotes individual student success. • Providing a safe and nurturing environment is essential to student learning and staff effectiveness. • Collaboration between parents, the community, and the school system is vital to the development of self-‐

directed, productive citizens. • Achieving academic benchmarks through the use of research-‐based strategies is the responsibility of all educational

stakeholders. • Creating challenging programs is paramount in fostering continuous improvement and high expectations for the educational

community. • Empowering Professional Learning Communities to develop educational priorities and improvement strategies is key to

academic success. The shared vision of Rutherford County Schools is to provide students with the knowledge and skills to become citizens who can adapt to meet the challenges of tomorrow.


We believe that the best process for achieving our mission is to function in a Professional Learning Community environment. The PLC focuses on an academic culture with a commitment to the learning for each student. Four critical questions are essential to this commitment.

1. What have we identified for our students to learn? 2. How will we know when they have learned it? 3. What will we do when students do not learn it? 4. What will we do to extend the learning for students who have learned it?

To accomplish our mission and achieve our goals we recognize these guiding principles must be addressed in this strategic plan:

1. Use the Professional Learning Community process to address state assigned academic goals. 2. Attract and retain effective teachers and staff. 3. Implement State Standards in our schools, including training and retraining of staff to accomplish this goal. 4. Provide our stakeholders with opportunities to enhance our ability to meet our mission goal. 5. Address capital requirements related to a substantial student enrollment growth rate and demographic changes. 6. Increase our efficiency and utilize our resources wisely.



Student Success

Instruceon

Human Resources

Operaeng & Capital Needs

Faciliees & Energy

Efficiency

Stakeholder Involvement

& Engagement

To Empower Today’s Students to Grasp

Tomorrow’s Opportunities


Priority Area -‐ Instruction The Curriculum and Instruction Department is responsible for providing instructional and instructional-‐related services to all Rutherford County students.

The department coordinates curriculum development, implementation and professional development for teachers. The Curriculum and Instruction department partners with each school to ensure a quality education for students and provides instructional support to all administrators, teachers, and personnel.

With 46 schools, more than 41,000 students, and the third largest population of English Language students, Rutherford County is one of the largest and fastest-‐growing districts in the state. While the increasing population adds many benefits to the quality of life in Rutherford County, the challenge remains to ensure balanced growth, taking into account that the free/reduced numbers at our schools increases by approximately 1% each year.

To meet the demands of the ever changing face of public education as well as the unfunded mandates from both the federal government and the Tennessee Department of Education, the Curriculum and Instruction department has established a number of goals to increase student achievement, to decrease the gaps found in the sub-‐groups as denoted on the Tennessee Report Card and to decrease the percentage of students needing intensive academic intervention in Tier III and Special Education.

Goal One: Meet or exceed the Annual Measureable Objectives and Gap Closures by providing department personnel to support curriculum and instruction in specific academic areas throughout the district. The personnel will include:

• Reading and Math Interventionist, Grades 9-‐12 • Science Instructional Specialist, Grades 6-‐12 • Reading Instructional Specialist, Grades PK-‐12 • Social Studies Instructional Specialist, Grades PK-‐12


Goal Two: Maximize Instructional Technology

• Compass Odyssey Support • MobyMax • iSafe Software

Goal Three: Response to Intervention and Behavior

• Diagnostic reading and math software in grades 6-‐8 to use with Tier III students. The diagnostic tools will identify specific skill deficits and gaps in instruction so teachers/interventionist can target specific areas of need.

• 95% Diagnostic and Instructional Reading Materials for K-‐5 schools to use with Tier III students. Materials will identify specific skill deficits and gaps in instruction so teachers/interventionists can target specific areas of need.

Rutherford County Strategic Plan 2014 -‐ Instruction

Goal: AMO GOALS / GAP CLOSURE

Action Plan Brief Activity Description

Plan for Implementation: Please be specific about the "who, what, when/how often, where and why" for each activity.

Evaluation Strategy and Frequency: How will you assess the effectiveness of this activity?

Desired Outcomes Based on Evaluation Strategy: Be specific about what data you will collect and when.

Budget

1High School Reading Math interventionist and academic coaches 9-‐12

Create additional positions to work with 9-‐12 students testing below the 52nd percentile. Position will focus on 25th percentile and less and then increase the percentile level of students served until students from the 52nd percentile and less receive more time and support.

Improved student performance on state math and ELA assessments and reduced subgroup gaps and increased AMO scores

Increased AMO and reduced GAPs as measured on state assessments

$960,000

2 Math Instructional Specialist K-‐5Create additional position to work with K-‐5 Instructional Coordinator and teachers in grades PK-‐5 to improve student learning and teacher effectiveness

Improved student performance on state math assessments and reduced subgroup gaps

Increased student learning of all students $72,000

3 Science Instructional Specialist 6-‐12

Create additional position to work with RCS 6-‐8 and 9-‐12 Instructional Coordinators and teachers in grades PK-‐5 to improve student learning and teacher effectiveness

Improved student performance on state science assessments and reduced subgroup gaps


4 Reading Instructional Specialist PK-‐12

Create additional position to work with RCS Pk-‐5, 6-‐8, 9-‐

12 and RTI2 Instructional Coordinators and teachers in grades PK-‐5 to improve student learning and teacher effectiveness

Improved student performance on state ELA assessments, system benchmark and reduced subgroup gaps

Increased student learning of all students

5 Social Studies / History Instructional Specialist PK-‐12



Improved student performance on state social studies / history government assessments, system benchmark and reduced subgroup gaps


6 Fine Arts Specialist PK-‐12



Improved student performance and support fine arts instruction

Increase student learning and participation in the fine arts

$72,000

Priority Area: INSTRUCTION

Rutherford County Strategic Plan 2014 -‐ InstructionGoals: Maximize Instructional Technology to enhance student achievement





Budget

1 Compass Odyssey Support

6th-‐12th grade prescriptive coursework that provides prescriptive standards-‐based lessons for students based on individual deficit areas. Compass also provides grade-‐recovery coursework for high school students.

Teacher and student usage reports. Reports on number/percentage of mastered lessons within the program.

Increased student achievement and decrease of sub-‐group gaps as evident in state assessment data.

$67,500

2 MobyMax

Kindergarten -‐ 8th grade Reading, Math, and Writing software that identifies standard gaps for students within the Tennessee state standards. Moby Max provides teacher directed as well as prescriptive software based on individual students' need.

Teacher and student usage reports. Reports on number/percentage of mastered lessons within the program.

Increased student achievement and decrease of sub-‐group gaps as evident in state assessment data.

$6,000

3 iSafe SoftwareK-‐12 software that will be used by school-‐based Technology Coaches to monitor and track online safety training of all students to meet CIPA requirements.

Percentage of students and schools that complete online safety training.

100% of schools and students complete online safety training.

$1,500


Rutherford County Strategic Plan 2014 -‐ InstructionGoals: PLC / RTI2 Implementation with Fidelity





Budget

2 i-‐Ready Diagnostic Reading and Math Program

Diagnostic reading and math software to be utilized in 6th -‐ 8th grade schools with Tier 3 students. Software will identify specific skill deficits and gaps in instruction so that teacher instruction can be targeted to correct areas.

School-‐wide percentage of students falling within the tiers and comparing to the district goal of 80% at Tier 1, 15 % at Tier 2, and 5% at Tier 3. Monitoring of compliance of individual schools with the requirements of the state RTI initiative.

Increased student achievement and decrease of sub-‐group gaps as evident in state assessment data. Decrease in percentage of students needing intensive academic interventions in Tier 3 and Special Education.

$13,500

3 95% Diagnostic and Instructional Materials

Diagnostic reading materials utilized in Kindergarten -‐ 5th grade schools with Tier 3 students. Materials identify specific skill deficits and gaps in instruction so that teacher instruction/interventions can be targeted to correct areas of need.

School-‐wide percentage of students falling within the tiers and comparing to the district goal of 80% at Tier 1, 15 % at Tier 2, and 5% at Tier 3. Monitoring of compliance of individual schools with the requirements of the state RTI initiative.

Increased student achievement and decrease of sub-‐group gaps as evident in state assessment data. Decrease in percentage of students needing intensive academic interventions in Tier 3 and Special Education.

$42,307



Priority Area – Human Resources The Human Resources department is responsible for the recruitment and employment management of approximately 5,000 certified and classified staff. To effectively meet this challenge the Human Resources department publicizes the system’s differentiated salary schedules, links to employee benefits, maintains an online application tracking system through a contracted vendor, and manages personnel file contents.

For the Human Resources department to efficiently handle employment operations, it is necessary for this department to move toward a more effective utilization of the applicant tracking system and electronic record management.

Goal One: Recruitment and retention of highly qualified and effective staff to serve the students in our district.

• Human Resources publicizes the certified and classified salary schedules, including components of the differentiated pay plan for teachers. The plan will be reviewed annually to address specific compensation needs.

• Human Resources contracts with an outside vendor for an applicant tracking system. The online application and applicant tracking system has been utilized for the past five years. The next phase will include steps to prioritize the applicant status and interview details, targeting potential candidates for other posted positions

Goal Two: Move toward a paperless process for maintenance of personnel files.

• Human Resources will implement a paperless hiring process by utilizing the electronic forms component of the applicant tracking system.

• Human Resources will develop a plan to categorize and scan all active and inactive employee files to eliminate the bulk of paper files through the use of a contracted vendor and additional staff.

Rutherford County Strategic Plan 2014 -‐ Human ResourcesTo recruit and retain highly qualified and effective certified and classified employees





Budget

1

To develop and maintain a differentiated pay plan that supports compensation for effective teachers and attracts and retains new teachers

The differentiated pay plan will be implemented in August 2014 and revised annually to address system employment needs, including an annual bonus for hard to staff areas and compensation for additional duties driven by system needs.

Track teacher effectiveness, experience levels and retention rates of all teachers.

Retain staff who demonstrate levels of effectiveness based on TEAM, TVAAS, and performance evaluations.

Differentiated Pay Plan approximate cost: changes in pay schedule -‐ $1.5M; Bonus for hard to staff areas -‐ $60,000 and teachers who are assigned to additional duties as approved in the DPP -‐ $80,000

2Effectively utilize the current applicant software program to screen and track candidates

Provide additional training to administrators and supervisors to utilize the screen and tracking feature of the program to identify highly qualified applicants for posted positions.

Reports generated by the software program of usage and candidate tracking

Identification of highly qualified candidates for potential employment

Training cost beyond initial contract cost, $4,000

Human Resources

Rutherford County Strategic Plan 2014 -‐ Human ResourcesPersonnel Records Management System





Budget

1Implement a paperless process for employment procedures and personnel files

Work with the current applicant software vendor to create a paperless process for candidate recommendation and hiring. Scan any paper documents to an online personnel file management system to complete the electronic file.

Monitor and track all employment recommendations for accuracy and completion. Create a tab system for all personnel file content

Immediate file access to office key staff; create additional office space as paper files are eliminated.

Additional cost for on boarding software and training $4,000 and cost of scanner $2,000

2Implement an electronic records management system for current personnel files

Create a file folder tab system; scan and maintain all personnel files electronically

Set timeline for organizing and scanning existing personnel files

Eliminate the bulk of paper products, and open additional office space where files are now housed. Over a period of 7 years all files will be removed from the vault.

Network storage space $17,000 (can be shared by all CO departments); PT employee hired to organize and scan files. $20,000.

Human Resources


Priority Area – Operating & Capital Needs The Budget and Finance Department is responsible for:

• Preparing and/or monitoring budgets for the school district’s various funds (programs) • Paying approximately 5,000 employees in conjunction with Human Resources and the county payroll department • Monitoring employee benefits and administering 401(k), 403(b), and 457(b) plans • Paying accounts payable vendors in conjunction with the county finance department • Training and support for 44 school bookkeepers • Oversight of the School Cafeteria Fund

Goal one: Implementing the payroll for the first year of the Rutherford County Schools Differentiated Pay Plan.

• For 2014/15 our K-‐8 Academic Coaches and our lane for new EDS and DR degrees constitute our differentiated pay plan. Grades 9-‐12 will be added in future years.

Goal 2: Implementing changes the state is making to the Tennessee Consolidated Retirement System.

• TCRS is implementing its new Concord retirement online software that teachers, classified staff, retirees and payroll staff will use. Our challenge will be to ensure that employee and employer payments are being properly calculated and transmitted to the TCRS through the payroll system and the Concord system.

• Present new TCRS Hybrid Retirement Plan to new teachers. The defined contribution component, 401(k), will need to be explained to new teachers

• Coordinate with county payroll so the new 401(k) deductions are properly set up and functioning by August 31, 2014. Goal 3: Analyzing the school system's General Purpose School Budget revenues and expenditures in light of our continued student growth.

• Our goal is to use our financial resources to provide a quality education for all students while reducing the GPS budget deficit. Goal 4: Analyzing the school system's building program and capital expenditure needs for the next five years.

• Staffs from different departments analyze student growth patterns in the different areas of the county and by grade levels to project classroom and school facility needs. New facilities, additions and renovations are included in the plan. The plan will concentrate on schools needed in the next two years but on a broad basis will also look five years out.

Rutherford County Strategic Plan 2014 -‐ Operating & Capital Needs





Budget

Goal 1 Differentiated Pay Plan

Implement Rutherford County Schools Differentiated Pay Plan for all teachers

For 2014/15 our K-‐8 Academic Coaches and our lane for new EDS and DR degrees constitute our differentiated pay plan. Grades 9 through 12 will be added in future years.

Use student and school system data to evaluate teacher effectiveness.

Keep and recruit effective teachers. 455,000$

Goal 2 Implement Retirement Plan Changes

1Implement TCRS new retirement on-‐line software for all teachers and classified staff

TCRS is moving closer to opening up its new Concord retirement software for current and retired members of TCRS. Payroll Staff will have to complete the initial set up for new employees in the Concord system. (Currently, they are enrolled with a paper form that is sent to the state.) Existing TCRS members will set up user ID's and use the system to update most of their information with TCRS.

We will evaluate the effectiveness of implementing Concord by the number of issues we have with new enrollments and the issues existing staff and retirees have in starting to use Concord.

Transmission of correct individual data and payroll data to the Concord system and TCRS.

This position was dropped from the 2014/15 budget. It will handle TCRS Concord and Hybrid Retirement.

2 Present new TCRS Hybrid Retirement Plan to new teachers.

The TCRS Hybrid Retirement Plan and especially its Defined Contribution component will need to be explained to new teachers. Initially HR will be addressing both the new Hybrid Plan and the Legacy TCRS plan.

Examine current new teacher sign-‐up process and make necessary modifications.

Teachers in the Hybrid Plan will understand that their decisions can or will impact their retirement.

$1,000 Materials and Supplies

3 Refine TCRS Hybrid Retirement Plan for new teachers

Work with payroll at Courthouse so that the new percentage 401(k) deductions are properly set up by August 31, 2014

Run some test data through payroll and check to make certain the payroll system is processing it correctly

Transmission of correct payroll data to the state and its 401(k) provider

see above

Rutherford County Strategic Plan 2014 -‐ Operating & Capital NeedsGoal 3 Adequate Funding for the Annual General Purpose School Fund

Analyze the school system's General Purpose School Budget revenues and expenditures in light of our continued student growth

Department heads and Assistant Superintendents analyze the needs of their departments in order to provide a our student with the quality education outlined elsewhere in our strategic plan. In addition to meeting the various state and federal requirements, the system's budget must be equal to or exceed our long-‐term growth patterns in student enrollment.

The General Purpose School Budget revenues and expenditures will be developed annually and presented to the Director of Schools and the School Board. It will also be presented to the Commission's Heath & Education Committee and Budget Committee for their review.

Provision of a quality education for all our students while reducing our GPS budget deficit.

Annual approved budget expenditures

Goal 4 Five-‐Year Building Program Plan

Analyze the school system's building program needs for the next five years.

Staff from different departments analyze student growth patterns in the different areas of the county and by grade levels in order to project our classroom and school facility needs. New facilities, additions, and renovations are included in the plan. The plan will concentrate on schools needed in the next two years but on a broad basis will also look five years out.

The Building Plan will be reviewed annually and presented to the Director of Schools and the School Board. It will also be presented to the Commission's Heath & Education Committee and Budget Committee for their review.

Provision of optimal educational facilities for all our students.

$12M to $60M per year


Priority Area – Facilities & Energy Efficiency There is an approaching crisis facing Rutherford County Schools as the general and school populations continue to grow. Fiscal constraints on operations and maintenance budgets and fixed capital improvement budgets hinder our ability to reach our continued standards of operational excellence. The Engineering and Construction department believes a strategic plan will promote the best of public education and improve the return on taxpayer investment.

Goal One: To provide adequate and appropriate educational facilities that will accommodate the instruction programs for all Rutherford county Schools as set by the Rutherford County School Board

Goal Two: To provide appropriate support facilities that will permit our system to operate efficiently and cost effectively

Goal Three: To focus on preventive maintenance instead of reactive maintenance to prevent overall degradation of facilities

While the attached Priority Areas and associated Goals identify major areas that will take a large amount of funding to achieve, there are other areas not specifically listed in this plan that will still need to be addressed and funded. Some of these areas are paving and seal coating, gym floor recoating, track resurfacing, auditorium and gym seating replacement, fire alarms, carpet and tile replacement, and many smaller items.

Due to our system’s growth and lack of funds for capital improvements, technology and energy efficiency projects, the Rutherford County Schools Engineering and Construction department will continue to generally prioritize needs in the following order:

I. Life Safety and student security projects II. Other compliance projects III. Capital improvement projects IV. Capacity projects V. Modernization/replacement projects VI. System infrastructure projects VII. Technology modernization projects

Rutherford County Strategic Plan 2014 -‐ Facilities & Energy EfficiencyGoals: Roofing/HVAC Replacement and Repair

$30,000,000 Over 7 year period





Budget

1

Roof ReplacementUsing the current roofing contractor that Rutherford County Schools Purchasing Department has on bid to replace 37 roofs

RC Schools Engineering and Construction Department will monitor progress through one of the department's construction managers in conjunction with Consolidated Roofing Specialist, a contracted consultant.

RC Schools Engineering Department will schedule regular inspections of the progress of the roofs with water-‐tightness being the main component. Other items such as flashing details, parapet covering details, roof drains and gutters will be inspected to assure a quality and asthetically pleasing installation. Student safety will remain the highest priority.

Approx. $3.4 million per year

2

HVAC-‐Compressor/Boiler repair and replacement

Through the RC Schools maintenance department and subcontractors, replace worn components of HVAC Systems in all schools as problems arise and systems near end of life

RC Schools Engineering and Construction Department will monitor progress through one of the department's construction managers in conjunction with RC Schools maintenance department.

RC Schools Engineering Department will schedule regular inspections of the progress of the HVAC work with comfort and energy efficiency in mind. Student safety will be the highest priority during construction.

Approx. $900,000 per year

Priority Area: Capital Needs

Rutherford County Strategic Plan 2014 -‐ Facilities & Energy EfficiencyGoals: Energy Management/Technology

1 Energy Management EducationAt different teacher and administration functions bring in specialist in the field of energy mangement to teach and educate for purpose of stakeholder buy-‐in

By the RC Schools Energy Manager's assestment of monthly savings at the school level as a result of specific quantity or precentage decrease of energy consumption.

Concrete results shown in dollar savings in energy costs

$7000 per year

2

Put remaining 24 schools on digital control systems(we currently have 22 of 46 school on digital control systems)

Install 3 systems per year over the next 8 years

The effectiveness will be directly correlated to the amount of control from the energy manager's office via one computer.

Once the energy manager is able to control all HVAC systems from a remote location, a decrease in energy consumption and an increase in dollar savings outcome will be evident

$500,000 per year

3 Meter, measure, and verify energy usage Install equipment pulse meters in 3 schools per year

by being able to isolate this equipment, access and get scheduled reading to evaluate energy usage.

To see decreased energy usage in metered and remotely controlled equiopment

$60,000 per year

Priority Area:Energy and Efficiency

Rutherford County Strategic Plan 2014 -‐ TechnologyGoals: Computer/Phone Switch Replacement Per Cummulative 5 year

period: $10,721,984.40





Budget

1 Teacher Computer Replacements

Replace 1000 teacher computers annually at the 46 school sites using the current Dell contract. This would allow teacher computers to be on a 5 year replacement plan.

Conduct an up to date inventory each year.

Provide up to date equipment for teachers to enhance the learning in the classroom through technology.

849,000.00$

2 Student Computer Replacements

Replace student computers in grades K, 6th, and 9th at the schools using the current Dell contract. Each year, approximately 1112 student computers will be replaced to get all grade levels on up to date equipment.


Provide up to date equipment for students to meet and exceed the standards set for testing.

857,896.88$

3 Projector Replacements Replace ten projectors each year at each school to using a Rutherford County School's approved bid.


Provide a visual support to the instruction provided by the teacher to the student.

202,500.00$

4 Server ReplacmentsReplace seven servers each year to handle the growth of students and teachers and updated software. Specifically the conversion from Novell to Microsoft.


Keep software up to date and provide user rights and privileges to educational courseware.

105,000.00$

5 Phone Switch Upgrade/ReplacementsReplace two older phone switches each year in the school system. New switches will provide stable and up to date equipment for voice communication.

Conduct an up to date inventory each year. Reliable voice communications. 40,000.00$

6 Core Networking Equipment ReplacementsReplace three out of date core networking switches at schools each year to keep current equipment in place for reliable data communication.


Provide up to date equipment to better implement security and control of computer access to network.

90,000.00$

7 Microsoft Exchange Upgrade

Upgrade our current email server from Microsoft Exchange 2007 to the newest version, Microsoft Exchange 2013. This would be a one time cost to perform the upgrade.

65,000.00$

Priority Area:Technology Hardware/Systems Support


Priority Area – Stakeholder Involvement & Engagement GOAL 1: The increasing number of parents and stakeholders make is necessary to find new ways to communicate and reach such a large audience. Recent events have shown that the public is unaware of our district’s accomplishments or the facts about education initiatives affecting our students.

• Increased Communication Efforts: Hire freelance writers, managed by Community Relations Coordinator James Evans, to produce additional public information features about our schools and the School Board.

• Communication training for administrators: Providing communications training for school principals will enable them to better promote their school’s accomplishments and programs. Doing so would also allow principals to train their own staff to interact with the public from a customer service perspective. All school employees are involved in public relations whether they realize it or not.

GOAL 2: Improve the quality of school websites and the ease in which teachers can make updates to better provide information to parents and students.

• Move schools to a content management system web platform similar to the one used for the district website.

GOAL 3: The ability to communicate with parents directly and quickly has become an invaluable tool for the district. • Direct Parent Notifications: Maintain system to contact parents directly using a variety of methods including phone calls, e-‐

mails, social media and through mobile apps.

GOAL 4: Maintaining community involvement builds support for the school district. • Community Involvement: The school district needs to maintain involvement in the community to expand stakeholder

engagement. Examples of existing community involvement includes partnerships with the United Way of Rutherford and Cannon Counties, the Jennings & Rebecca Jones Foundation, Read to Succeed, the Richard Siegel Foundation and the Rutherford County Chamber of Commerce.

• Increase opportunities for volunteers to engage in schools; especially those from the private business sector.

Rutherford County Strategic Plan 2014 -‐ Stakeholder Involvement/EngagementGoals: Increased Communications Efforts (telling our story)





Budget

1

More stories about school accomplishments, growth patterns, use of resources, budget constrains, etc.

James Evans, Community Relations Coordinator; school principals; department heads, teachers

Track numbers of news stories and set improvement goals, parent & community surveys

Using the results from the evaluation strategies, None

2 Freelance / Contract writers

Using freelancers, the communications department would increase the number of news articles about schools, the school board and academic programs to inform stakeholders about the quality of local education offerings. The Community Relations Coordinator will manage the freelancers.

The effectiveness will be assessed using feedback from principals and parents and by setting benchmark goals for news coverage.

To increase awareness of the programs offered by Rutherford County Schools and the Rutherford County Board of Education

$5,000

3 Communications Training for administrators, others

All principals and employees who interact with the public should receive professional development on improving communications efforts and customer service skills

Add communications/customer service to annual evaluation and performance goals

Better engagement with the public to accomplish school/district goals

$5,000

Priority Area: Stakeholder Involvement/Engagement

Rutherford County Strategic Plan 2014 -‐ Stakeholder Involvement/EngagementGoals: Increased Communications Efforts (telling our story)

1 District Website Maintenance

Maintain content management system model for district website; continue to make improvements and additions to district website to engage public, including a mobile version of the website to capture that growing demographic

Annual review of the website by surveying department heads and parents (PAC)

To increase usability and visibility of district's website

$2,000 annually

2 Improvement of school websites

Improve school-‐based websites to make them more uniform and easier for parents to access for relevant information, such as class assignments, grades, etc. School sites should be moved to a content management system to increase usability for teachers and administrators.

Annual review of the website by surveying principals, parents, communications department and instructional technology

To increase usability and visibility of school websites

$1,000 per school, annually

Priority Area: Stakeholder Involvement/EngagementGoals: Direct Parent Notifications $70,000 annually

1 Maintain direct parent notification system

Maintain a system for notifying parents directly using a variety of communications layers/methods with information about our schools and/or district. The district currently uses School Messenger which includes phone, email and text messages, as well as a dedicated district mobile app for iOS and Android platforms.

Annual review of usage strategies by the communications department

To improve effectiveness of parent notification system

None

Goals: Community Involvement with Other Agencies

1 Community involvement with other agencies

Community Relations Coordinator and other district representatives should maintain and increase involvement with relevant community agencies, such as the United Way, the Richard Siegel Foundation, Jennings &Rebecca Jones Foundation, Read to Succeed, the Chamber of Commerce, BEP, etc.

Annual review of outreach efforts

To increase visibility of school district and promote community partnerships

None

2 Volunteers engaged in schools

Increase opportunities for volunteers to engage in schools; especially those from the private business sector.Possibly utilitize the Chamber of Commerce's new "Speaker's Bureau" initiative.

Annual reviewTo maximize school use of available community resources

None

Priority Area: Stakeholder Involvement

Priority Area: Stakeholder Involvement

Documents

Rutherford*County*Schools*...RutherfordCounty!Schools! ! ! ! Strategic!Plan!2014! Rutherford*County*Schools*! StrategicPlan2014"!Components! 1. Letter!from!Director!of!Schools!–!PLC,Mission

RutherfordCountySchools...RutherfordCounty!Schools! ! ! ! Strategic!Plan!2014! RutherfordCountySchools! StrategicPlan2014"!Components! 1. Letter!from!Director!of!Schools!–!PLC,Mission