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Strategic Plan Navasota Independent School District Learning… Leading… Succeeding Navasota Independent School District.

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Presentation on theme: "Strategic Plan Navasota Independent School District Learning… Leading… Succeeding Navasota Independent School District."— Presentation transcript:

1 Strategic Plan Navasota Independent School District Learning… Leading… Succeeding Navasota Independent School District

2 Table of Contents 2Strategic Plan - Table of Contents Mission StatementMission Statement3 Superintendent StatementSuperintendent Statement4 Board of TrusteesBoard of Trustees5 Strategic Committee MembersStrategic Committee Members7 Needs Assessment SummaryNeeds Assessment Summary9 Strategic Plan - Goals and ObjectivesStrategic Plan - Goals and Objectives11 Strategic Plan - ActionsStrategic Plan - Actions13 Appendix I - NCLB GoalsAppendix I - NCLB Goals35 Appendix II - Flow ChartAppendix II - Flow Chart36 Appendix III - Needs AssessmentAppendix III - Needs Assessment37

3 Mission Statement Navasota Independent School District, in partnership with students, parents, and community members, dedicates its efforts to creating a passion for excellence. As a multi-cultural, professional community, the district provides equitable experiences for students to participate in a rigorous curriculum using the latest technology in premier facilities. With stability from the past and a vision for the future, students are prepared to excel in a progressive and changing world. Navasota ISD Council of Presidents Learning…Leading…Succeeding 3Strategic Plan - Mission Statement

4 Superintendent of Schools Rory S. Gesch Superintendent of Schools Education is part of the foundation that each person needs to be successful in all aspects of life. It is a multilayered process that requires focusing a variety of resources toward the singular goal of helping students to reach their maximum potential. Through the strategic planning process, Navasota Independent School District, in partnership with the community it serves, is seeking to establish clear goals and objectives to guide its mission to provide students a high quality education through strong instruction, a rigorous curriculum, and opportunities outside the classroom to realize academic, social, and personal growth. This plan represents months of collaborative work among school district faculty, staff, and the greater Navasota ISD community. It provides the direction for the districts instruction, curriculum, training, budgeting, staffing, and community partnerships for the next five years and establishes the priorities by which all decisions regarding the operations of this school district can be measured. It is the ultimate goal of Navasota ISD, as a multicultural, professional learning community, that all students become prepared to excel in a progressive and changing world (NISD Council of Presidents, 2007).(NISD Council of Presidents, 2007). 4Strategic Plan - Superintendent Statement

5 Board of Trustees Navasota ISD Board OF Trustees (seated from left) Phillip Cox, John Price, and Marilyn Bettes; (standing from left) Danny Kniffin, Hollis Hood, Don Lemon, and Kevin Clark 5Strategic Plan - Board of Trustees

6 Strategic Planning 6Strategic Plan - Explanation Provides and maintains a long-term focus on organizational priorities. Encourages input from stakeholders within the organization. Requires the organization to evaluate its work based on specific outcomes. Identifies priorities that are aligned with the organizational vision. Provides information that is vital in determining short and long-term use of organizational resources. Serves as a communication tool for staff members, parents, and the community at large. A long-range planning process that allows organizations to take an objective look at their present status, utilize data to make decisions about future needs and solutions, prioritize those needs, and evaluate future actions based on identified criteria. What is a Strategic Plan? Why is a Strategic Plan Needed?

7 Strategic Committee Members Core Group Rory S. Gesch - Superintendent of Schools Dr. Denise Morgan - Director of Human Resources Ronnie Gonzalez - Director of Technology Scott Singletary - Director of Finance Amy Jarvis - Navasota High School Principal Jim Russell - Navasota Junior High School Principal Cindy DeMott - Navasota Intermediate School Principal Leah Russell - High Point Elementary School Principal Bill Murray - John C. Webb Elementary School Principal Susan Boudreaux - Director of Special Education Auxiliary Group Libby Bailey - Student Assessment Coordinator Dr. Dawn Marie Baletka - Director of Grant Services Sharon Finke - Vocational Teacher Modesta Flores - Instructional Assistant Linda Heathcott - Junior High Science Teacher Melody Hudspeth - Navasota Junior High School Assistant Principal Bill Irvine - Navasota High School Counselor Detra Johnson - District Math Coordinator Donell Litzenberg - Elementary Teacher Cindy Martin - Campus Technology Specialist Melissa Murray-Paez - Director of Child Nutrition Natalie Nobles - Fine Arts Teacher Scott Powers - Technology/Communications Coordinator Geraldine Williams - Intermediate Teacher 7Strategic Plan - Committees

8 Strategic Committee Members Student Learning Detra Johnson Leah Russell Susan Boudreaux Rory Gesch Melody Hudspeth Natalie Nobles Scott Powers Community & Parent Involvement Bill Irvine Bill Murray Modesta Flores Ronnie Gonzalez Geraldine Williams Quality Staffing Amy Jarvis Dr. Denise Morgan Libby Bailey Sharon Finke Linda Heathcott Melissa Murray Resources & Facilities Jake George Jim Russell Dr. Dawn Marie Baletka Donell Litzenberg Cindy Martin Scott Singletary 8Strategic Plan - Committees

9 Needs Assessment Summary Findings By Themes (Focus Groups and Surveys) - October, 2009 Communication The need for open and consistent communication between school/home, school/community, community/school board and across campus and district sites was expressed by all stakeholder groups. Community Interdependence Since Navasota ISD includes multiple communities within Grimes County, community interdependence is a complex concept with many opportunities for collaborative efforts between schools and the communities the district serves. Consistency The problems that result from inconsistency and instability of staff and programs were highlighted along with the needed benefits that would result from more consistency in identified areas. Diversity Although some participants view diversity as an asset, many others view diversity as the source of continuing educational challenges and issues. Facilities Both short-term and long-term facilities issues were described based on instructional needs of students and potential population growth patterns. CONTINUE… 9Strategic Plan - Needs Assessment

10 Needs Assessment Summary Parent Involvement All groups mentioned the need for improved communication at all levels with parents and greater involvement of parents in their childs education. Resources There is a need to expand the financial and educational resources that support learning and student success. Retention of Students and Staff There were consistent concerns regarding the retention of staff and administrators as well as the loss of students to other districts. Student Engagement Success for all students is a unifying theme highlighting the degree of student engagement that will produce a high quality graduate. 10Strategic Plan - Needs Assessment

11 Goals & Objectives Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individuals imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.1: Create and implement a district-wide curriculum and instructional model which incorporates research-based, practices and programs that meet the needs of all learners. Objective 1.2: Increase the effectiveness and consistency of the ancillary/support programs and interventions to improve student learning. Objective 1.3: Eliminate the disproportionate representation of identified student groups in instructional settings and programs. Objective 1.4: Provide opportunities for all students so that attendance rates increase, the number of discipline referrals are reduced, and the number of student drop-outs decreases. Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.1: The district will gather baseline data to determine the level of inclusion and participation of all groups within the community. Objective 2.2: The school district will create a positive perception of Navasota ISD by engaging parents in their childrens education. Objective 2.3: The school district will provide methods for parents to actively support learning in the school environment. Objective 2.4: The school district will develop outreach activities to serve the families, businesses, and community of Navasota Independent School District. Student Learning Actions Actions Community & Parent Involvement Actions Actions 11Strategic Plan - Goals & Objectives

12 Goals & Objectives Quality Staffing Actions Actions Resources & Facilities Actions Actions Goal 3: Employ and retain highly qualified staff. Objective 3.1: Employ 100 percent highly qualified staff that meet district, state, and federal guidelines. Objective 3.2: Retain staff within the district at a retention rate above 90 percent. Objective 3.3: Develop and implement a professional development plan to meet the needs of staff to positively impact student learning. Objective 4.1: Evaluate district and campus expenditures in order to ensure efficient and effective use of funds. Objective 4.2: Increase physical technology and capability on each campus. Goal 4: Ensure appropriate distribution, application, and evaluation of available resources. 12Strategic Plan - Goals and Objectives

13 Actions

14 Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individuals imagination, curiosity, and talents in order to produce a high quality graduate. Navasota ISD Strategic Plan Student LearningStudent Learning Objective 1.1: Create and implement a district-wide curriculum and instructional model which incorporates research-based practices and programs that meet the needs of all learners. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 1.1a1.1a - Create a framework and process that facilitates vertical and horizontal alignment and closes instructional gaps. Professional learning committees, CSCOPE curriculum, staff development, funding through budget and grants District curriculum department, academic coordinators, grant coordinator, campus department heads, business office personnel May, 2010Timeline for development of content specific framework; increase in student scores on district and state assessments 1.1b1.1b - Identify/develop training to facilitate comprehension and implementation of vertical and horizontal alignment processes. Professional learning committees, district curriculum framework, staff development, funding through budget and grants District curriculum department, academic coordinators, grant coordinator, campus department heads, business office personnel August, 2010Timeline for development of content specific framework; increase in student scores on district and state assessments 1.1c1.1c - Implement district curriculum framework on all campuses. Professional learning committees, district curriculum framework, staff development, funding through budget and grants District curriculum department, academic coordinators, grant coordinator, campus department heads, business office personnel Implementation to begin during the school year Timeline for development of content specific framework; increase in student scores on district and state assessments NCLB Goal(s): 1Justification: Curriculum Audit Recommendation 3, Board Policy EG (Local) 14Strategic Plan Actions - Working Document

15 Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individuals imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.1: Create and implement a district-wide curriculum and instructional model which incorporates research-based practices and programs that meet the needs of all learners. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 1.1d1.1d - Plan/implement staff development sessions for use of instructional technology in curriculum. Technology components; funding Classroom teachers, Director of Technology, Technology Coordinator, Technology Instructional Specialist, campus technology specialists, campus administrators Refer to Quality Staffing action 3.3a Quality Staffing action 3.3a (August December 2010); annually Refer to Quality Staffing action 3.3a (Ninety percent of staff development will relate to district plan)Quality Staffing action 3.3a 1.1e - Develop plan for creating 1:1 Web access learning environments for students. Technology components; funding Classroom teachers, Director of Technology, Technology Coordinator, Technology Instructional Specialist, campus technology specialists, campus administrators Align with Resources and Facilities action 4.2c (Completed by August 2014)Resources and Facilities action 4.2c Align with Resources and Facilities action 4.2c (Completion of identified implementation process)Resources and Facilities action 4.2c 1.1f1.1f - Utilize Web-based information resources for students, teachers, and parents that support the district curriculum framework. Communications Plan Technology components; funding Classroom teachers, Director of Technology, Technology Coordinator, Technology Instructional Specialist, campus technology specialists, campus administrators Reviewed annuallyWeb-based products; evaluate each year NCLB Goal(s): 1Justification: Curriculum Audit Recommendation 3, Board Policy EG (Local) 15Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Student LearningStudent Learning

16 Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individuals imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.1: Create and implement a district-wide curriculum and instructional model which incorporates research-based practices and programs that meet the needs of all learners. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 1.1g - Institute differentiated instruction into the districts delivery system to provide individualized, small group instruction based on student needs. Diversity Plan Staff development; funding for staff development through budget and grants District curriculum staff; campus principals; designated teachers Refer to Quality Staffing action 3.3a (August December 2010); annuallyQuality Staffing action 3.3a Refer to Quality Staffing action 3.3a (Ninety percent of staff development will relate to district plan)Quality Staffing action 3.3a 1.1h1.1h - Identify/develop teacher training processes for differentiating instruction. Diversity Plan Staff development; funding for staff development through budget and grants District curriculum staff; campus principals; designated teachers Refer to Quality Staffing action 3.3a (August December 2010); annuallyQuality Staffing action 3.3a Refer to Quality Staffing action 3.3a (Ninety percent of staff development will relate to district plan)Quality Staffing action 3.3a 1.1i - Identify outside programs and opportunities for use in student career planning and preparation. Funding for programs through budget, grants; high school counselors, higher education counselors, community organizations and businesses Career and technology education coordinator, high school counselors, teachers, campus administrators Refer to Community and Parent Involvement action 2.3c (July June 2011); annuallyCommunity and Parent Involvement action 2.3c Refer to Community and Parent Involvement action 2.3c (Records of event attendance, session reviews, activity materialsCommunity and Parent Involvement action 2.3c NCLB Goal(s): 1Justification: Curriculum Audit Recommendation 3, Board Policy EG (Local) 16Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Student LearningStudent Learning

17 Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individuals imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.1: Create and implement a district-wide curriculum and instructional model which incorporates research-based practices and programs that meet the needs of all learners. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 1.1j - Develop district and campus career programs for student career planning and preparation. Funding for programs through budget, grants; high school counselors, higher education counselors, community organizations and businesses Career and technology education coordinator, high school counselors, teachers, campus administrators Refer to Community and Parent Involvement action 2.3c (July June 2011); AnnuallyCommunity and Parent Involvement action 2.3c Refer to Community and Parent Involvement action 2.3c (Records of event attendance, session reviews, activity materialsCommunity and Parent Involvement action 2.3c 1.1k1.1k - Training in response-to- intervention. Staff development, funding through budget and grants Combined group from all campuses including district curriculum team, campus representation (principals, academic coordinators) Refer to Quality Staffing action 3.3a (August December 2010); annuallyQuality Staffing action 3.3a Refer to Quality Staffing action 3.3a (Ninety percent of staff development will relate to district plan)Quality Staffing action 3.3a 1.1l - Develop parent, student, and community information meetings regarding opportunities and educational programs offered by the district. Communications Plan Facilities for meetings, multimedia communications Counselors, teachers, campus administrators, communications department AnnuallyAttendance records of meetings addressing the goals and specific programs; increase in parent attendance NCLB Goal(s): 1Justification: Curriculum Audit Recommendation 3, Board Policy EG (Local) 17Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Student LearningStudent Learning

18 Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individuals imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.2: Increase the effectiveness and consistency of the ancillary/support programs and interventions to improve student learning. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 1.2a1.2a - Establish district standards for evaluating programs to ensure all programs support/align with the district instructional framework. Personnel, timeCombined group from all campuses including district curriculum team, campus representation (principals, academic coordinators) June December 2010 Standards instrument 1.2b - Inventory existing instructional programs. Personnel, timeCombined group from all campuses including district curriculum team, campus representation (principals, academic coordinators) May December 2010 Documentation of inventory 1.2c - Select instructional programs based on identified standards. Personnel, timeCombined group from all campuses including district curriculum team, campus representation (principals, academic coordinators) January Ongoing Demonstrated use of standards to select programs NCLB Goal(s): 3, 4Justification: Strategic Planning Focus Group Data - Consistency 18Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Student LearningStudent Learning

19 Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individuals imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.2: Increase the effectiveness and consistency of the ancillary/support programs and interventions to improve student learning. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 1.2d - Implement instructional programs according to standards. Personnel, timeCombined group from all campuses including district curriculum team, campus representation (principals, academic coordinators) January 2011 – OngoingDemonstrated use of standards to select programs 1.2e - Evaluate the standards process biennially after conducting first year evaluation. Personnel, timeCombined group from all campuses including district curriculum team, campus representation (principals, academic coordinators) June 2011; biennially after the first year. Standards committee meets to conduct evaluation of process 1.2f - Develop public/parent information resource about district programs. Communications Plan Information technologiesTechnology and communications department, district curriculum department, campus representation AnnuallyWeb sites, resources NCLB Goal(s): 3, 4Justification: Strategic Planning Focus Group Data - Consistency 19Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Student LearningStudent Learning

20 Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individuals imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.3: Eliminate the disproportionate representation of identified student groups in instructional settings and programs. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 1.3a - Ensure effective methods for identifying students for Pre-AP, AP, Gifted and Talented, and Dual Credit programs that are inclusive of all sub-populations. Diversity Plan Testing materials, funding for testing materials, testing criteria for program placement, PEIMS data, AEIS reports Superintendent, curriculum department, counselors June AnnuallyIncrease in the number and percentage of students participating from under-identified student populations 1.3b - Develop parent/student information meetings regarding placement of students (especially from elementary to junior high school). Communications Plan Facilities for meetings, multimedia communications, information technologies Campus administrators, counselors, teachers, technology and communications department Refer to Community and Parent Involvement action 2.3c (July June 2011); AnnuallyCommunity and Parent Involvement action 2.3c Refer to Community and Parent Involvement action 2.3c (Records of event attendance, session reviews, activity materialsCommunity and Parent Involvement action 2.3c NCLB Goal(s): 2, 5Justification: Strategic Planning Focus Group Data - Diversity 20Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Student LearningStudent Learning

21 Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individuals imagination, curiosity, and talents in order to produce a high quality graduate. Objective 1.4: Provide opportunities for all students so that attendance rates increase, the number of discipline referrals are reduced, and the number of student drop-outs decreases. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 1.4a - Provide incentives to increase student motivation to attend school. Local business, community organizations, funding Campus administrators and counselors January Ongoing Incentive programs in place at campus level; increase in student attendance, reduction in the number of discipline referrals and drop-outs 1.4b - Provide mentoring programs to increase student motivation to attend school. Local businesses, colleges, community organizations, faculty, students Campus administrators and counselors January Ongoing Incentive programs in place at campus level; increase in student attendance, reduction in the number of discipline referrals and drop-outs 1.4c - Provide research-based practices to increase student motivation to attend school. Regional service center, professional learning committees, consultants Campus administrators and counselors January Ongoing Incentive programs in place at campus level; increase in student attendance, reduction in the number of discipline referrals and drop-outs NCLB Goal(s): 4, 6Justification: Strategic Planning Focus Group Data - Student Engagement 21Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Student LearningStudent Learning

22 22Strategic Plan Actions - Working Document Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.1: The district will gather baseline data to determine the level of inclusion and participation of all groups within the community. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 2.1a - Ensure that each campus provides a minimum of two events per year to promote the understanding and acceptance of all cultures. Diversity Plan District, campus budgets; district, campus personnel Superintendent or designee, campus administrators August May 2011Analysis of sign-in sheets to establish baseline data (district- wide sign-in sheet) 2.1b - Provide staff development to give employees insight into the cultural differences of all students. Diversity Plan District, campus, federal funds; district, campus personnel Human Resource Director, designee July June 2011Records of attendance, follow-up evaluations by attendees NCLB Goal(s): N/AJustification: Focus Group Data - Community Interdependence and Diversity Navasota ISD Strategic Plan Community & Parent InvolvementCommunity & Parent Involvement

23 Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.2: The school district will create a positive perception of Navasota ISD by engaging parents in their childrens education. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 2.2a - Implement, improve or extend use of, but not limited to, the following communication methods: Automated phone calling system District and campus Web sites Facebook and Twitter Newspaper articles Letters and notes home Information booths at athletic events, community events, and businesses Online grade-book portal Communications Plan District and campus technology and communications staff; district and campus administrators; local media; media technology students District administrators; campus administrators; district technology and communications department July June 2011Analysis of parent climate survey; parent participation in activities and events, sign in sheets; numbers of Web site hits, followers, friends, and accesses from parents and community members NCLB Goal(s): N/AJustification: Focus Group Data - Communication 23Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Community & Parent InvolvementCommunity & Parent Involvement

24 Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.3: The school district will provide methods for parents to actively support learning in the school environment. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 2.3a - Review the present process of acquiring volunteers/mentors for programs, and evaluate other means to increase volunteerism throughout the district. District/campus personnel, local funds, volunteerspot.com Campus administrators; human resources department July December 2010 Records of parent participation (baseline data gathered ) 2.3b - Involve staff in parental involvement conferences and staff development sessions to gather ideas regarding parental involvement in schools. District/campus personnel, local/federal funds Superintendent, human resources department, campus administrators July June 2011Records of district and campus staff event attendance, session reviews 2.3c - Ensure that each campus will conduct a minimum of two activities per year to engage parents in skills that allow them to support student learning (parenting classes, adult education seminars, family involvement events, parent dinners). Communications Plan District/campus personnel Superintendent, human resources department, campus administrators July June 2011Records of event attendance, session reviews, activity materials; increase in parent attendance from baseline year NCLB Goal(s): N/AJustification: Focus Group Data - Parent Involvement 24Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Community & Parent InvolvementCommunity & Parent Involvement

25 Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.4: The school district will develop outreach activities to serve the families, business, and the community in the Navasota ISD community. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 2.4a - Ensure that each campus will provide a minimum of two outreach activities during the school year (books and information given to new parents, classes or information sessions held in community centers, distribution of information at local businesses and participation in local events and festivals). Communications Plan Varied according to activity, campus personnel Superintendent, campus administration July June 2011Records of activities planned, sign-in sheets, copies of handouts; increased parent participation from baseline year 2.4b - Hire a parental liaison to coordinate services to parents, volunteer/mentor programs and parental involvement activities. Communications Plan Federal Title I fundsSuperintendent, human resources department Fall 2010Liaison employed, records of parental involvement activities NCLB Goal(s): N/AJustification: Focus Group Data - Community Interdependence 25Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Community & Parent InvolvementCommunity & Parent Involvement

26 Goal 2: Develop a diverse learning community comprised of students, staff, parents, and community members who communicate effectively while engaged in collaborative projects both inside and outside of the school environment. Objective 2.4: The school district will develop outreach activities to serve the families, business, and the community in the Navasota ISD community. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 2.4c - Support each campus as it creates a partnership with a local business in the community to provide additional resources to students and parents. Communications Plan Campus administration, local businesses, campus personnel Campus administrationAugust June 2011Records of school/business partnership accomplishments 2.4d - Ensure that each campus provides opportunities for students to participate in community service activities; a minimum of once per semester. (after- prom party, Shattered Dreams, food drives, fund raising). Communications Plan Campus administration, local businesses, local organizations, campus personnel Campus administrationAugust June 2011Records of student participation, records of community service hours, photos, sign-in sheets; increase in student participation from baseline year NCLB Goal(s): N/AJustification: Focus Group Data - Community Interdependence 26Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Community & Parent InvolvementCommunity & Parent Involvement

27 Goal 3: Employ and retain highly qualified staff. Objective 3.1: Employ 100 percent highly qualified staff that meet district, state, and federal guidelines. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 3.1a - Attend area job fairs.District fundsDirector of Human Resources, district and campus administrators, teachers October March 2011 Registration forms, résumés received 3.1b - Develop programs to promote interest in teaching for students in NISD. Promotional brochure, FTA, Ready-Set-Teach Director of Human Resources, counselors August May 2011Post graduate survey to determine who are studying to become teachers 3.1c - Partner with realtors to assist in staff acquisition of housing. Communications Plan PamphletsDirector of Human Resources, district administration, technology and communications department AnnuallySurvey to determine numbers of teachers living within the district, percentage increase in staff residency in NISD 3.1d - Establish district formula(s) for assigning campus personnel. Administration staff, budget, campus numbers Director of Human Resources, Superintendent March April 2010Student achievement NCLB Goal(s): 3Justification: Elementary and Secondary Education Act 27Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Quality StaffingQuality Staffing

28 Goal 3: Employ and retain highly qualified staff. Objective 3.1: Employ 100 percent highly qualified staff that meet district, state, and federal guidelines. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 3.1e - Emphasize diversity of staff in hiring highly qualified personnel. Diversity Plan AdministrationDirector of Human Resources Review annuallyUtilize AEIS staffing reports 3.1f - Partner with colleges and university for student teachers, teaching interns, volunteers to promote NISD. Communications Plan University partnership agreements Director of Human Resources August July 2011Satisfaction survey NCLB Goal(s): 3Justification: Elementary and Secondary Education Act, Focus Group Data - Diversity 28Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Quality StaffingQuality Staffing

29 Goal 3: Employ and retain highly qualified staff. Objective 3.2: Retain staff within the district at a retention rate above 90 percent. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 3.2a - Keep current with payroll trends in the area. Website, relationships with surrounding districts Board of Trustees, Superintendent, Director of Human Resources March August 2010; annually Recommendation to Board of Trustees on staff salaries based on gathered payroll trends 3.2b - Investigate other incentives that could assist in hiring and retaining staff. Website, relationships with other districts Superintendent, Director of Human Resources, administration August July 2011; annually Recommendation to Board of Trustees and staff exit surveys 3.2c - Initiate, implement, and evaluate a district mentorship program for first, second, and third- year teachers new to NISD. TxBESS – Texas Beginning Educator Support System Teachers, administrators, lead mentors OngoingMaintain record on the number of participants and retained teachers 3.2d - Investigate grants for teacher retention. Federal fundingDirector of Grant Services, administration, teachers OngoingKeep record of number of grant applications and received grants 3.2e - Investigate the feasibility of an interactive new teacher resource area on district Website. Communications Plan Local funding, federal funding, maintain Website Teachers, technology department January, OngoingReview Website usage and teachers satisfaction NCLB Goal(s): 3Justification: Academic Excellence Indicator System, Focus Group Data - Retention 29Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Quality StaffingQuality Staffing

30 Goal 3: Employ and retain highly qualified staff. Objective 3.3: Develop and implement a professional development plan to meet the needs of staff to positively impact student learning. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 3.3a - Develop philosophy, beliefs for professional development. Local, state, and federal funds Superintendent, human resources department, administration staff August December 2010 Ninety percent of staff development will relate to district plan 3.3b - Review budget allocations to align those with identified district needs. District budgetDirector of Human Resources, administration staff AnnuallyBalanced budget aligned to staff development needs (refer to Goal 4) 3.3c - Investigate incentives for attendance/completion of staff development. BudgetAdministration, human resources, teachers Recommendation for incentives given out for participation 3.3d - Investigate the possibility of college classes for students and staff on campus. Partnership budgetAdministration, partnerships with colleges AnnuallyDocumented list of course offerings NCLB Goal(s): 3Justification: NISD Board Policy EG (Local) 30Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Quality StaffingQuality Staffing

31 Goal 4: Ensure appropriate distribution, application, and evaluation of available resources. Objective 4.1: Evaluate district and campus expenditures in order to ensure efficient and effective use of funds. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 4.1a - Determine sound budgeting practices to align expenditures with needs based programs. Prior year budget and expenditure data; current and projected available resources; comprehensive prioritized list of current and anticipated programs Superintendent, district administration, campus principals Summer, 2011Alignment of budget practices with expectations 4.1b - Develop district expenditure standards in budgeted areas. District expenditure data as well as data from similar school districts Superintendent, district administration, campus principals June of each fiscal yearPerformance and financial standards document 4.1c - Complete a demographic study of the district. Diversity Plan District PEIMS data, census data District PEIMS clerkApril of each school yearCompleted document 4.1d - Conduct a resource and facility assessment. Current facility usage data Superintendent, district administration, campus principals BienniallyCompleted assessment NCLB Goal(s): N/A Justification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities 31Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Resources & FacilitiesResources & Facilities

32 Goal 4: Ensure appropriate distribution, application, and evaluation of available resources. Objective 4.1: Evaluate district and campus expenditures in order to ensure efficient and effective use of funds. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 4.1e - Appropriately arrange grade configuration on campuses throughout the district according to student population, space available, and district needs. Accurate demographic studies District administration, campus principals Annually - completed by April 1 Fair and equitable utilization of facilities and staff 4.1f - Define priorities for funding and facilities on a biennial basis. District financial data, state funding formulas, facility needs assessment Superintendent, business manager BienniallyPrioritized list of district needs by campus or department 4.1g - Determine effectiveness and efficiency of present non- instructional programs, facilities maintenance, and other budget items that share financial resources. Program evaluations and cost analyses, vendor outsourcing Superintendent, operations manager BienniallyPrioritized list of district needs by campus or department NCLB Goal(s): N/A 32Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Resources & FacilitiesResources & Facilities Justification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities

33 Goal 4: Ensure appropriate distribution, application, and evaluation of available resources. Objective 4.2: Increase physical technology and capability on each campus. ACTIONSRESOURCES RESPONSIBLE PARTY TIMELINEEVALUATION 4.2a - Develop comprehensive technology standards. Budget funds, ISTE, Texas Long Range Technology Plan District Technology Department Completed by August 2014 Utilization of standards 4.2b - Assess present technology infrastructure. Budget funds, eRate, grants District Technology Department Completed by August 2014 Status report by campus 4.2c - Develop a process for implementing the technology infrastructure to support campus needs. Communications Plan Budget funds, eRate, grants District Technology Department Completed by August 2014 Completion of identified implementation process NCLB Goal(s): N/A 33Strategic Plan Actions - Working Document Navasota ISD Strategic Plan Resources & FacilitiesResources & Facilities Justification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities

34 Appendices

35 Appendix I - No Child Left Behind Goals 1.All students will achieve high academic standards by attaining proficiency or better in reading and mathematics by the school year. 2.Highly qualified teachers will teach all students. 3.All students will be educated in schools and classrooms that are safe, drug free, and conducive to learning. 4.All limited English proficient students will become proficient in English. 5.All students will graduate from high school. 35Strategic Plan - Appendices

36 Appendix II - Flow Chart Date: August 10, 2009 Group: Core Team & Auxiliary Team Task: Initial administrator team meeting (charter, beliefs, mission statement) Designation, role and responsibilities of DIP designee Date: September 2, 2009 Group: Core Team Task: Revision of charter, vision statement, begin communication plan, design survey monkey Dates: October 1-2, 2009 Group: Focus Groups (Principals, teachers, community, Board) Date: November 10, 2009 Group: Core Team Task: Review data, identify beliefs, and prepare long-range goals Date: December 8, 2009 Group: Core & Auxiliary Teams Task: Approval of long-range goals, sub-committee assignments, charters, timelines, structure Date: January 20 & February 24, 2010 Group: Core Task: Review sub-committee meetings Date: March 31, 2010 Group: Core & Auxiliary Teams Task: Review and revision of district plan and communication plan Date: April 1, 2010 Group: Core & Auxiliary Teams Task: Board Report Strategic Plan Core Team: Principals and designated central office staff will be the primary participants in the development of the two identified plans. Strategic Plan Auxiliary Team: This diverse cross section of selected central office and campus staff members will be responsible for drafting a vision statement for Navasota ISD. They will be kept informed of progress on the district strategic plan and communication plan as the year progresses. Consultant Data Analysis (1 day) 36Strategic Plan - Appendices

37 Appendix III – Needs Assessment Strategic Planning The NISD Strategic Plan will be developed for 2010 through 2014 and will include processes for monitoring and evaluating the plan. The NISD Needs Assessment was conducted during October 2009 and will be used by the Strategic Plan committees to develop goals and action plans. Goals for Strategic Plan Develop a multi-year Strategic Plan that identifies the vision and long and short-term goals for Navasota I.S.D. Develop a Communication Plan that will be a component of the Strategic Plan. Develop and utilize a process for the development of the Strategic Plan. Gather information from all stakeholders through the use of focus groups and community/staff surveys. Create and monitor sub-committees to focus on specific goals and action plans. CONTINUE… 37Strategic Plan - Appendices

38 38 Needs Assessment Process Part 1: Focus Groups Purpose: Small groups were invited to share their thinking about what NISD should plan for the future. Process: Each small group engaged in a focused discussion with one consultant facilitating the process and two consultants scribing the statements. The names of individuals were not recorded or reported with comments. All seven one-hour focus groups responded to the same questions: During the past year, what are examples of successes that make NISD shine? Why do you believe this is so? What single change would make NISD more successful for allstudents, staff, parents, and the community? What are the most critical priorities the district should address short-term? Long term? Outline: The focus groups were held between October 1 and October 10: Individuals received invitations to join one of the following groups. The actual number who participated is shown in parenthesis after each one. Group 1 - High School Students (10) Group 2 - APs, Academic coordinators, Counselors (21) Group 3 - Teachers (23) Group 4 - Parents (6) Group 5 - Community (2) Group 6 - Non Instructional Staff (13) Group 7 - Board of Trustees (6) CONTINUE…

39 Strategic Plan - Appendices39 Part 2: Survey Purpose: Provide self-initiated and extended opportunities for additional staff, parents and community members to be involved in the needs assessment process. Process: On-line survey and paper copies were available to all NISD stakeholders from Oct. 2 to October 30. On-line survey provided on Navasota ISD website in both English and Spanish. Paper copies were available at all school sites and the administration building Survey was developed by the Core Team and consultants. Outline: 129 participants took the survey. The survey data from both English and Spanish were combined and the analysis reflects both surveys 117 took the survey on-line in English 12 returned paper surveys 5 of the 129 took the survey in Spanish The participants represented the following: Educators/Employees - 49 Parents/Caretakers - 60 Community - 36 Former Students - 2 Board Member - 1 Part 3: Analysis of the Focus Groups and Survey The consultants analyzed the Focus Group statements and Survey comments by identifying, labeling and sorting the comments into major themes. The consultants analyzed the survey multiple choice questions using the Survey Monkey analysis component and generated a graph for each survey question. The key ideas were summarized for this report. CONTINUE…

40 Strategic Plan - Appendices40 Results: Celebrations (Focus Groups and Surveys) The participants generated multiple examples of celebrations involving students, staff, schools, and the district reflecting growing optimism about the districts capacity to meet current challenges. Communication The district has focused on improved communication through the increased use of technology within and outside the district including the Superintendents blog, lesson plans on-line, the district bi-weekly letter and expanded campus use of web sites. Community Interdependence NISD staff, parents and community members worked together to successfully host the Special Olympics and to support the Back Pack Program for Needy Children. Consistency The district has provided a more consistent instructional framework through the use of C-SCOPE and training on the 5-E delivery model. Diversity The district is addressing the need for greater diversity through the hiring of more African-American administrators at both the campus and district levels. Resources The district has increased its acquisition of grants to support PK, libraries, technology and history programs. Support of the districts educational foundation continues to make a difference and support of businesses for student scholarships also has increased. All stakeholder groups described increased excitement about and success with the new technologies and training being offered within the district. CONTINUE…

41 Strategic Plan - Appendices41 Retention of Students and Staff District morale has been improved through the increased campus visibility and support of the new interim superintendent and the hiring of the new high school principal. Student Engagement The districts improved performance has been highlighted through rising test scores on campuses and two identified exemplary schools. NISD has experienced increased student participation and success in both academic and extra-curricular activities including state science fair, national history fair, athletics, band and other UIL activities. CONTINUE…

42 Strategic Plan - Appendices42 Results: Findings By Themes (Focus Groups and Surveys) Communication The need for open and consistent communication between school/home, school/community, community/school board and across campus and district sites was expressed by all stakeholder groups. The following considerations were noted: Develop a 3-5 year strategic plan driven by board goals and aligned with a shared vision, clearly defined objectives, monitoring processes and evaluation. Promote active participation of parents, staff, and other stakeholders in both the preparation and review process of aligned campus and district plans. Examine ways to better communicate through technology and media outlets including academic programs, monthly calendars, successes, and celebrations within the district to create a positive community perception of NISD. Create an environment that encourages two-way consistent and responsive communication between home and school to diffuse problems and build trust. *For additional stakeholder perspective see survey graphs 5-8. Community Interdependence Since NISD includes multiple communities within Grimes County, community interdependence is a complex concept with many opportunities for collaborative efforts between schools and the communities the district serves. The following considerations were noted: Identify a set of common goals shared by the school district and the communities within Grimes County so that The community derives economic and quality of life benefits from the district for all community members; and Students benefit from community support. Increase open access of schools for families and provide methods for them to actively support learning during the school day. Continue to develop the accessibility of and opportunity for services and programs for students outside the school day/year. (Example: after school programs or child care at a variety of locations.) Utilize the school as a setting to support parents and community members in areas needed for their own personal and professional growth. (Examples: ESL classes, computer training classes) CONTINUE…

43 Strategic Plan - Appendices43 Consistency The problems that result from inconsistency and instability of staff and programs were highlighted along with the needed benefits that would result from more consistency in identified areas. The following considerations were noted: Continue district focus on instructional technology, leading to integrated teacher and student use in the classrooms. Continue district focus on curriculum and instructional delivery through use of research-based, successful practices and programs. Engage in follow-up and evaluation of processes and programs within the district to ensure effective and efficient use of funds, staff, facilities and materials. Continue district focus on vertical and horizontal alignment of curriculum to ensure consistent instruction across grade levels and improve success for students as they move from one grade level to another. Hire and retain qualified educational staff to ensure long-term consistency and understanding of the district as it relates to increased district success. Diversity Although some participants view diversity as an asset, many others view diversity as the source of continuing educational challenges and issues. The following considerations were noted: Address the issue of unequal representation of identified student groups in instructional settings. (Examples: African American/Hispanic students in Gifted or AP classes; low socio-economic/ minority groups in Special Education) Increase the diversity in staff members to reflect the district/campus student population. Provide targeted professional development for staff members to increase understanding and acceptance of diverse student populations including economically disadvantaged and second language students. Identify processes that enhance the inclusion of diverse communities within NISD. *For additional stakeholder perspective see survey graphs CONTINUE…

44 Strategic Plan - Appendices44 Facilities Both short-term and long-term facilities issues were described based on instructional needs of students and potential population growth patterns. The following considerations were noted: Conduct a demographic study and a facilities study to create a long range facilities plan that addresses: Infrastructure for specialized courses such as CATE Technology infrastructure Appropriate school building locations for specific grades Needs for future bond issues Address current maintenance issues at individual schools or in individual programs. *For additional stakeholder perspective see survey graphs 3-4. Parent Involvement All groups mentioned the needs for improved communication at all levels with parents and greater involvement of parents in their childs education. The following considerations were noted: Create an environment where parents and teachers work together as a team; parents hold their students accountable for school success and teachers work with parents to support students as they engage in the learning process. Utilize varied communication tools to engage parents recognizing that some parents have limited access to technology and phones. Develop age-appropriate parent training programs beginning in early childhood through the high school setting which allow parents to develop needed skills to support their children. Acknowledge community demographics with parental support of transportation, childcare and direct one-on-one meetings as needed to facilitate Parent/Teacher meetings. *For additional stakeholder perspective see survey graphs 3-8. CONTINUE…

45 Strategic Plan - Appendices45 Resources There is a need to expand the financial and educational resources that support learning and student success. The following considerations were noted: Research and identify alternative funding sources and possibilities for future funding growth. Examine current practices and prioritize the distribution of resources across programs, classrooms, schools, and student needs to provide appropriate materials, equipment and class size for greater equity. Provide training and staffing to promote the physical and emotional health, safety and responsible choices of students. (Examples: psychological support, nurse training in CPR, drug and alcohol prevention) Continue to expand the access of students to tutoring and the number of tutoring programs to meet individual and school performance needs. Improve the effectiveness of professional development especially for new teachers, initiative implementation, and individual student needs. *For additional stakeholder perspective see survey graph 12. Retention of Students & Staff There were consistent concerns regarding the retention of staff and administrators as well as the loss of students to other districts. The following considerations were noted: Hire and retain a superintendent, upper administration and campus administrators in order to create a sense of stability and consistency among the educational staff, students and the community. Evaluate the existing structures and determine the need for a competitive pay scale for both certified and non-certified staff in order to maintain long-term highly qualified personnel. Provide staff with alternative incentives/benefits to create an environment through which they feel appreciated and valued. (Examples: daycare center, retention bonus) Increase community awareness of NISD successes in order to retain student population from elementary through secondary. *For additional stakeholder perspective see survey graph 9. CONTINUE…

46 Strategic Plan - Appendices46 Student Engagement Success for all students is a unifying theme highlighting the degree of student engagement that will produce a high quality graduate. The following considerations were noted: Institute differentiated instruction into the districts delivery system to provide more individualized/small group instruction to meet the needs of students at all academic levels and increase student success. Increase the level of preparation for college-bound students through AP and dual credit courses. Improve career programming to ensure that students have multiple opportunities to adequately prepare for tomorrows work force. Provide opportunities for all students to increase their motivation through incentives, mentoring programs and other research-based practices. Focus on relevant content and delivery for all students to increase interest, challenge and success levels. Recognize and address the need for a rigorous academic foundation for all students upon which they can build and celebrate success in extra and co-curricular activities. Foster a positive, supportive relationship between and among students, faculty and administration. *For additional stakeholder perspective see survey graphs 3-4 and CONTINUE…

47 Strategic Plan - Appendices47 Results of Survey Questions 1-12 The numeric numbers for each graph reflect the raw data. Noted below each graph is an example or clarification for interpretation of each graph. Ex: 60 of the 128 respondents were parent/caretakers. Answered : 128 Skipped : 1 CONTINUE…

48 Strategic Plan - Appendices48 Ex: Respondents who identified themselves as parent/caretaker in question 1 marked the school their child attended. They could identify more than one school. (Ex: 28 participants had a child that attended Navasota Junior High School). CONTINUE…

49 Strategic Plan - Appendices49 For questions 3 & 4 participants could check more than one box. (Ex: 60 participants indicated that NISD is doing a good job in technology usage.) CONTINUE…

50 Strategic Plan - Appendices50 CONTINUE…

51 Strategic Plan - Appendices51 Questions 5 & 6 required an answer on each row, but participants could check only once. (Ex: 36 participants rated NISD district communication effective with parents). CONTINUE…

52 Strategic Plan - Appendices52 CONTINUE…

53 Strategic Plan - Appendices53 Required one rating for each line. (Ex: 60 respondents not often heard success stories.) CONTINUE…

54 Strategic Plan - Appendices54 Participants could check more than one answer. (Ex: 77 participants preferred as a way to communicate.) CONTINUE…

55 Strategic Plan - Appendices55 Participants could rate only one response per line. Did not have to answer on each row. (Ex: 41 participants rated NISD effectively supporting campus administrators and counselors.) CONTINUE…

56 Strategic Plan - Appendices56 Participants could give only one answer to the question. (Ex: 44 participants rated NISD somewhat effectively meeting the needs of a diverse student population). CONTINUE…

57 Strategic Plan - Appendices57 Participants could rate only once on a line and did not have to answer for all schools. (Ex: 35 participants rated High Point effectively meeting the needs of diverse student population) CONTINUE…

58 Strategic Plan - Appendices58 Participants could rate only once on a line and did not have to answer for all schools. (Ex: 39 participants rated Navasota Intermediate effectively providing a safe and positive learning environment.)

59 Student Learning Implementation – Action 1.1aAction 1.1a CSCOPE Purposeful Planning Administrator Training (1.1a, 1.1b, 1.1c) – June 2010 Level I Curriculum Management Audit Training Administrators (1.1a, 1.1b, 1.1c) – June 2010

60 Student Learning Implementation – Action 1.1bAction 1.1b CSCOPE Purposeful Planning Administrator Training (1.1a, 1.1b, 1.1c) – June 2010 Level I Curriculum Management Audit Training Administrators (1.1a, 1.1b, 1.1c) – June 2010 District Data Disaggregation Meeting (teachers and administrators) – June 2010 CSCOPE Training – District hosting Region VI teacher training in math, science, English language arts (September, October, December, February, March) – September 2010

61 Student Learning Implementation – Action 1.1cAction 1.1c CSCOPE Purposeful Planning Administrator Training (1.1a, 1.1b, 1.1c) – June 2010 Level I Curriculum Management Audit Training Administrators (1.1a, 1.1b, 1.1c) – June 2010 Classroom Visit/CSCOPE Implementation Form - revised August 2010revised

62 Student Learning Implementation – Action 1.1dAction 1.1d Summer Instructional Technology Professional Development Training (1.1d) – Summer 2010Instructional Technology Professional Development Training Instructional Technology Facilitation (1.1d)Instructional Technology Facilitation - Group/department sessions - Individual teacher initiativesIndividual teacher initiatives Instructional Technology Blog (1.1d, 1.1f)Instructional Technology Blog SMART Board Training – Level 1 (August/September) – 10 new boards installed Fall, 2010(August/September) Desktop Computers – 60 units added to junior high school and high school campuses; social studies and sciences (Rural Tech 3 Grant) Dual-Credit Course Laptops (StateU) – 15 mini-laptops provided for dual-credit students at high school; lab and checkout (Rural Tech 3 Grant)Dual-Credit Course Revision of Responsible-Use-of-Technology Agreements – department/group sessionsResponsible-Use-of-Technology Agreements

63 Student Learning Implementation – Action 1.1eAction 1.1e

64 Student Learning Implementation – Action 1.1fAction 1.1f Instructional Technology BlogInstructional Technology Blog (1.1d, 1.1f)

65 Student Learning Implementation – Action 1.1g

66 Student Learning Implementation – Action 1.1hAction 1.1h Professional Learning Committees, Navasota Intermediate School - Fall, 2010 (differentiated instruction strategies/techniques, student learning profiles, parent communication

67 Student Learning Implementation – Action 1.1i

68 Student Learning Implementation – Action 1.1j

69 Student Learning Implementation – Action 1.1kAction 1.1k Ascend Math (Navasota Intermediate School) – August 2010Ascend Math Reading Plus (Navasota Intermediate School) – August 2010Reading Plus

70 Student Learning Implementation – Action 1.1l

71 Student Learning Implementation – Action 1.2aAction 1.2a Instructional Program Standards - Developing program standards instrument, (August 2010)Developing program standards instrument

72 Student Learning Implementation – Action 1.2b

73 Student Learning Implementation – Action 1.2c

74 Student Learning Implementation – Action 1.2d

75 Student Learning Implementation – Action 1.2e

76 Student Learning Implementation – Action 1.2f

77 Student Learning Implementation – Action 1.3a

78 Student Learning Implementation – Action 1.3b

79 Student Learning Implementation – Action 1.4a

80 Student Learning Implementation – Action 1.4b

81 Student Learning Implementation – Action 1.4c


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