Tactical Plans
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| Strategies / Tactics | Champions | Success Metrics |
Resources Needed |
Start Date |
Completion Date |
|---|---|---|---|---|---|
| Strategy 1: (Goals A, C and D) Create opportunities that empower students to build good character, life, social, and leadership skills. |
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| 1.1. Expand transition programs for students with disabilities ages 18-22 (LifeWork and Project Search). | Associate Superintendent for Accountability and Intervention Services. | 1. Increase # of students enrolled. 2017-18: 21 2018-19: 2. Increase # of students competitively employed: 2017-18: 12 2018-19: |
Staff funded through FTE and grants IDEA funding for materials, supplies (uniforms, travel costs, etc.) |
August 2018 | June 2019 |
| 1.2. Decrease the achievement GAP for English Language Learners in English Language Arts | Associate Superintendent for Accountability and Intervention Services. | 1. Decrease the achievement GAP for ELL students by 5% form 37% to 32%. | Staff funded through Federal Grants | August 2018 | June 2019 |
| 1.3. Expand and increase the use of Schoology by students, parents and teachers. | Associate Superintendent for Curriculum & Instruction |
Increase the time spent by all users. Increase # of submissions. (active engagement) |
Staff funded through Title II. Annual purchase of Schoology. |
August 2018 | June 2019 |
| 1.4. Reach sustainable level with Collaborative Classrooms reading & writing programs (Being a Reader and Being a Writer) | Associate Superintendent for Curriculum & Instruction |
Modified Lesson Study PD is organized and facilited by ILCs Fidelity checks indicate evidence of BAR and BAW for Tier 1 instruction in all K-2 classrooms |
School-based funds to release teachers for PD Purchase of teacher kits as needed for additional teaching slots (growth) |
August 2018 | June 2019 |
| Strategies / Tactics | Champions | Success Metrics |
Resources Needed |
Start Date |
Completion Date |
| Strategy 2: (Goals B & D) Develop and implement a PreK-12 initiative to fully integrate STEM concepts. |
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| 2.1. Establish common, guaranteed STEM opportunities for every student in grades K-8. (including coding and computer science) |
Associate Superintendent for Curriculum & Instruction |
Establish a STEM committee Inclusion of a specific STEM opportunity in each Science curriculum map for grade K-8 STEM Lending Lab established |
CTE Team, CAST team, Title II funded specialists Grant funding to build STEM Lending Labs, STEM opportunities and STEM PD for teachers |
August 2018 | June 2019 |
| 2.2. A STEM Fair will be held at every elementary school and every elementary school will be represented at the district STEM Fair | Associate Superintendent for Curriculum & Instruction |
100% participation by elementary schools in STEM Fair Increase community partnership participation |
CAST Team and Title II funded specialists STEM leader from each school |
August 2018 | June 2019 |
| Strategies / Tactics | Champions | Success Metrics |
Resources Needed |
Start Date |
Completion Date |
| Strategy 3: (Goals A, C and D) Build literacy skills that empower students to communicate effectively. |
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| 3.1. Increase achievement of students with disabilities | Associate Superintendent for Accountability and Intervention Services | Achievement at or above Level 3: 1. ELA 2016-17: 33.26% 2017-18: 2018-19: 2. Math 2016-17: 45.03% 2017-18: 2018-19: |
Access to data (EdStats.fldoe.org) Training for ESE and gen ed teachers on identifying learning gaps and providing effective interventions for students with disabilities. |
August 2018 | June 2019 |
| 3.2. Prepare an i-Ready/FSA correlation report. Determine the extent to which the i-Ready diagnostic tool accurately predicted FSA performance (proficiency, learning gains) for St. Johns County students | Associate Superintendent for Accountability and Intervention Services | Successful completion of the correlation report | None | June 18, 2018 | TBD |
| 3.3. Improve Early Learning Opportunities | Associate Superintendent for Accountability and Intervention Services |
Increase access to Kindergarten Readiness Summer Program Improve Pre-K LRE Percentages Improve FLKRS scores Improve BDI Exit scores |
Summer Locations Data analysis PLC time Assessment time |
August 10, 2018 | |
| 3.4 Develop teacher capacity to use iReady diagnostic data | Associate Superintendent for Curriculum & Instruction |
Dates of support/PD provided to school teams and individual teachers Increase in student academic growth |
Title II funded specialist CAST Annual purchase of iReady diagnostic tool |
August 2018 | June 2019 |
| 3.5 Utilize comprehensive needs assessment and SAI plans to measure ROI |
Associate Superintendent for Accountability and Intervention Services Associate Superintendent for Curriculum & Instruction |
Results of the predicted areas of impact as stated on the comprehensive needs assessment and the SAI plan submitted by each school. |
Accountability Team C&I Team |
January 2019 | August 2019 |
| 3.6 Utilize the PLC process to improve teaching and learning | Associate Superintendent for Curriculum & Instruction | Artifacts that demonstrate the work of collaborative teams | Human Capital | August 2018 | June 2019 |
| Strategies / Tactics | Champions | Success Metrics |
Resources Needed |
Start Date |
Completion Date |
| Strategy 4: (Goals B, C and D) Build capacity to fully support the academic, wellness and safety needs of all students. |
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| 4.1. Build parent capacity to support the success of PreK students | Associate Superintendent for Accountability and Intervention Services | Increase parent training and workshops to multiple sites with various topics including: -Social/Emotional -Behavior -Language Development -Home Routines |
Staff/Time | August 10, 2018 | |
| 4.2. Provide professional development and curriculum to address the social/emotional needs of Pre-K students | Associate Superintendent for Accountability and Intervention Services |
Professional Development Conscious Discipline Training and fidelity checks on Sanford Harmony SEL curriculum |
Training June 27th and August 6th | June 27, 2018 | |
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4.3. Implement the “Teacher Attendance Dashboard” The dashboard will assist district personnel in making informed decisions regarding costs associated with teacher absences |
Associate Superintendent for Accountability and Intervention Services. | Successful roll-out of the dashboard to specific district staff | None | April 18, 2019 | |
| 4.4 Implement use of the new gradebook audit to improve communication and feedback to secondary students and their parents on academic progress | Associate Superintendent for Curriculum & Instruction |
All secondary gradebooks include a minimum of 3 common summative assessments All secondary gradebooks include a minimum of 2 formative assessments prior to each summative |
Staff/Time | August 2018 | June 2019 |
| 4.5 Increase professional development and resources for mental, social and emotional issues |
Associate Superintendent for Student Support Services Associate Superintendent for Accountability and Intervention Services. |
Increase # students receiving MH counseling Mental Health Awareness & Assistance Training for all school personnel Expand school-based mental health care by hiring and training additional social workers, mental health counselors and school psychologist Expand collaborative partnerships with outside mental health programs, agencies or provider Expand the MTSS process to include supports for mental health |
Staff/time Staff/time Staff/time Staff/time Staff/time |
Aug 2018 July 2018 Aug 2018 Aug 2018 Aug 2018 |
May 2019 June 2019 June 2019 May 2019 May 2019 |
| 4.6 Utilize data from monthly health room visits and student medical acuity to accomplish appropriate nurse-to-student ratios. | Associate Superintendent for Student Support Services | Reports on clinical visits and services provided | Staff/Time | Aug 2018 | June 2019 |
| 4.7 Continue to explore collaboration with local health agencies to increase resources for student wellness and safety. | Associate Superintendent for Student Support Services | Working partnerships with surrounding hospitals and the pediatric community. | Staff/Time | July 2018 | June 2019 |
| 4.8. Coordinate with Principals and SJSO the delivery of active shooter response training at all sites for students K-12 | Senior Director for School Services |
Active Shooter Response video; Semester drills; |
School administration; St. Johns County Sheriff’s Office; Coordinator of School Safety; | August 2018 | May 2019 |
| 4.9 Coordinate with SJSO and Principals to perform 800 MHZ radio and emergency button operation checks | Senior Director for School Services | Perform radio and emergency checks 2 times per year starting Summer, 2018 |
School Administration St. Johns County Sheriff’s Office Coordinator of School Safety |
July 2018 | May 2019 |
| 4.10. Continue to implement the SJCSD Comprehensive School Counseling Plan and support the implementation of the Safe & Successful School Plan | Associate Superintendent for Student Support Services |
School-based counselors implementation of Phase III Program Management School Counselors will receive training to implement Tier 1 & 2 Coping Skills Intervention |
Staffing– District Counselors Solution-Focused Brief Therapy (funds already allocated) |
Aug 2018 | May 2019 |
| 4.11. Reduce the post-secondary education gap of underserved students | Associate Superintendent for Student Support Services | HS Counselors will receive training on use of academic advisement data & tools and post secondary success strategies | No additional resources needed | Aug 2018 | May 2019 |
| 4.12 Work with St. Johns Sheriff’s Office (SJSO) in the expansion of the Youth Resource Deputy Program, including the integration of 28 armed security guards to back fill coverage at non-contracted school sites for the 2018-2019 school year |
Senior Director School Services | Provide armed security/law enforcement coverage at all school sites | School Services, Coordinator of School Safety, SJSO, Purchasing Director, Deputy Superintendent of Operations | August 2018 | May 2019 |
| Strategies / Tactics | Champions | Success Metrics | Resources Needed | Start Date | Completion Date |
|---|---|---|---|---|---|
| Strategy 1: (Goals A, B and D) Develop a K-12 continuum of technology integration, including necessary network infrastructure, to ensure teachers are well equipped to implement technology in the classroom. | |||||
| 1.1. Continue to implement infrastructure upgrades to meet the growing network needs | Chief Information Officer | Project completed at identified sites | Sales Tax eRate Funds | July 2018 | June 2019 |
| 1.2 Evaluate, acquire and implement new teacher computers (existing machines will be reconfigured to add student computers in 2018-19) | Chief Information Officer | New teacher machines ready for distribution | Sales Tax | May 2018 | Dec 2018 |
| Strategies / Tactics | Champions | Success Metrics | Resources Needed | Start Date | Completion Date |
| Strategy 2: (Goal D) Continue to design and construct schools that accommodate growth while maintaining high quality programming with an intentional student-focused environment. | |||||
| 2.1. Utilize updated school design to build two new K-8 schools “KK” and “LL” | Executive Director for Facilities and Operations | New schools ready to open in Aug 2018 | Capital and Sales Tax | July 2018 | August 2018 |
| 2.2. Equip two new K-8 schools and summer relocatables with network switching, wireless access points, classroom technology and computers | Chief Information Officer | New Schools and relocatables equipped | Capital and Sales Tax | July 2018 | August 2018 |
| 2.3. Implement dining expansions at SPMS and POA | Executive Director Facilities and Operations | Dining expansion completed | Sales Tax | July 2018 | Fall 2018 |
| 2.4. Build, equip and furnish the new buildings to facilitate the conversion to Mill Creek Academy in preparation for grades K-8 | Executive Director Planning and Government Relations/ Executive Director Facilities and Operations | New buildings constructed, equipped and furnished | Capital | July 2018 | August 2019 |
| 2.5. Create a master plan to expand capacity at Liberty Pines Academy to 1500 permanent student stations | Executive Director Planning and Government Relations | Master plan created | Sales Tax | July 2018 | June 2019 |
| Strategies / Tactics | Champions | Success Metrics | Resources Needed | Start Date | Completion Date |
| Strategy 3: (Goal D) Continue to improve district-wide safety and security measures. | |||||
| 3.1. Continue to implement single point of entry security upgrades at identified schools | Executive Director Facilities and Operations | New security upgrades complete | Sales Tax | July 2018 | June 2019 |
| 3.2. Evaluate Security Camera systems for enterprise wide use and establish standards for future camera systems acquisitions and upgrades | Chief Information Officer | Pilot of new system underway | Capital and Sales Tax | July 2018 | June 2019 |
| 3.3. Develop Districtwide School Safety Standards | Executive Director Facilities and Operations/Senior Director School Services | Safety standards in place at all schools | Capital | July 2018 | June 2019 |
| 3.4. Complete and Analyze security risk assessments to establish priority building projects | Executive Director Facilities and Operations/Senior Director School Services | Priorities established based on risk | Capital | July 2018 | June 2019 |
| 3.5. Evaluate safety projects for grant program | Executive Director Facilities and Operations | Projects selected based on grant qualifiers | Capital and grant funding | July 2018 | June 2019 |
| Strategies / Tactics | Champions | Success Metrics | Resources Needed | Start Date | Completion Date |
| Strategy 4: (Goal D) Continue to improve and upgrade operation systems and services to better meet the needs of students and staff. | |||||
| 4.1. Implement registration online district-wide | Chief Information Officer | Online Registration is live for all users | Operating | July 2018 | June 2019 |
| 4.2. Analyze student growth and development trends to revise attendance zones to respond to development pressure until school construction can occur | Executive Director for Planning and Government Relations | Attendance Zone Changes approved | Personnel | July 2018 | June 2019 |
| 4.3. Implement new BusinessPlus reporting tool Cognos | Chief Information Officer | Cognos tools in use | Operating | July 2018 | June 2019 |
| 4.4. Implement new document management system for Human Resources | Chief Information Officer/Associate Superintendent for Human Resources | New system is operational | Operating | July 2018 | June 2019 |
| Strategies / Tactics | Champions | Success Metrics |
Resources Needed |
Start Date |
Completion Date |
|---|---|---|---|---|---|
| 1.1. Develop guidelines for limited use of social media | Community Relations Team |
Development of guidelines Number of registered social media accounts on ArchiveSocial |
Committee to include CR staff, school-based administrators and IT | July 1, 2018 | June 30, 2019 |
| 1.2. Improve the accessibility of our websites to effectively communicate with families with disabilities | Community Relations Team |
Implementation of scanning tool to identify and resolve issues Potential for user surveys |
Media accessibility committee Scanning tool Additional funding |
July 1, 2018 | June 30, 2019 |
| 1.3. Research and implement closed-captioning services to provide necessary accessibility to stakeholders | Community Relations Team |
Testing and trials to determine best vendor for transcription services Identify priority videos and number of those transcribed |
Procure transcription service Media accessibility committee Additional funding |
July 1, 2018 | June 30, 2019 |
| Strategies / Tactics | Champions | Success Metrics |
Resources Needed |
Start Date |
Completion Date |
| Strategy 2: (Goal C) We will continue to build a culture of character by further integrating CHARACTER COUNTS! initiatives and related programs throughout the St. Johns County School District while expanding into the community at large. |
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| 2.1. Expand advocacy, awareness and practice of CHARACTER COUNTS! through The Players partnership and involvement to include rebranding | Community Relations Team |
Annual Surveys Completing consistency of brand awareness in schools |
Individuals from CC! Steering Committee and The Players Vendors to provide promotional materials |
July 1, 2018 | Ongoing |
| 2.2. Strengthen focus in K-8 academies with formal and informal programs to foster good character | Community Relations Team |
Number of secondary teacher trainings held Number of CHARACTER COUNTS! lessons provided to |
Determine number and types of programs already in place at schools Curriculum materials |
July 1, 2018 | June 30, 2019 |
| 2.3. Increase student-led CHARACTER COUNTS! productions and training on video production | Community Relations Team |
Number of videos produced Number of student trainings held Number of views per video |
Identify students Potential additional funding Community Relations Staff |
July 1, 2018 | June 30, 2019 |
| 2.4. Increase awareness of CHARACTER COUNTS! and highlight significant district activities through production of Superintendent Spotlight | Community Relations Team |
Number of Spotlight videos produced Number of views per Spotlight video |
Community Relations Staff | July 1, 2018 | June 30, 2019 |
| Strategies / Tactics | Champions | Success Metrics |
Resources Needed |
Start Date |
Completion Date |
| Strategy 3: (Goals A, B & C) We will continue to seek and expand business and community partnerships to provide more opportunities for students. |
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| 3.1. Assist in branding efforts for FCTC including website and video production | Community Relations Team |
Launch of the website Completion of the re-branding effort Number of videos produced |
Collaboration of the CR and FCTC staff | July 1, 2018 | June 30 , 2019 |
| 3.2. Create and expand opportunities for networking with community partners and schools to ensure all needs are met using collaboration of faith-based partners, Connect Event with local non-profit organizations and school-to-school partnerships | Community Relations Team |
Number of partnerships formed across district Inventory of needs |
Involvement of community partners | July 1, 2018 | Ongoing |
| Strategies / Tactics | Champions | Success Metrics | Resources Needed | Start Date | Completion Date |
|---|---|---|---|---|---|
| Strategy 1: (Goal A, C, and D) Using a comprehensive recruitment approach, Human Resources will recruit high quality personnel in all employee groups (Administrative, Teachers, and Non-Instructional). | |||||
| 1.1. Participate in at least 1 virtual fair and utilize social media to “tweet” attendance at scheduled recruitment events and district recruitment fairs | Assoc. Supt. For Human Resources Director of Instructional Personnel Director of Non-Instructional Personnel Chief of Community Relations |
List of candidates who participated in Virtual Fair List of recorded “tweets” that have been tweeted out |
Social Media Accounts Selection of Virtual Fair |
July 2018 | June 2019 |
| 1.2. Continue to refine our practices to increase number of recruited and retained employees that are representative of the diversity of our school District | Director of Instructional Personnel Director of PD/Evaluations Assoc. Supt. For Human Resources Identified Mentors | Identify candidates Mentor assignment—provide 1 to 1 & group training sessions Event rosters Number retained the following school year |
Tracking data Scheduled meetings with candidates Scheduled training sessions |
July 2018 | June 2019 |
| 1.3. Provide opportunities for new teachers to attend identified trainings that will enhance their awareness of resources and best practices | Assoc. Supt. For Human Resources Director of PD/ Evaluations | Survey results List of PD Offerings Attendance Lists |
Personnel Time Identified Trainers |
July 2018 | June 2019 |
| 1.4. Create and implement a New Employee Survival Guide comprised of interactive sessions and resources to navigate through the first year | Director of PD/ Evaluations Employee Specialists Various Directors And Departments | Digital Guide available on Inside St. Johns PD website |
Time Personnel IT/Website Personnel |
July 2018 | June 2019 |
| Strategies / Tactics | Champions | Success Metrics | Resources Needed | Start Date | Completion Date |
| Strategy 2: (Goals A, B, and C) Align all professional development opportunities so all employees can grow professionally while performing at their highest potential. | |||||
| 2.1. Identify teacher leaders of PLC’s at each school. Train Principals and PLC leaders to facilitate PLC’s. | Director of Leadership Development Director of Professional Development and Evaluations | Each school Principal will identify PLC leaders at their school. These leaders and the Principals will be trained in facilitation and leadership skills. | Time – set meeting dates | July 2018 | June 2019 |
| 2.2. Teacher leader cadres at each school have been identified, trained and provide monthly trainings to new teachers while providing support and mentorship | Director of Leadership Development Director of Professional Development and Evaluations | List of teacher leaders Monthly training offerings Sign-in sheets | Time at ILC Meeting School level meetings Geo-Pattern meetings | July 2018 | June 2019 |
| 2.3. Provide Leadership Learning Sessions and workshops to various employee groups including Directors, Principals, APs, Teacher Leaders and SJCSD Staff based on best practices and identified needs of SJCSD | Director of Leadership Development Director of Professional Development and Evaluations | Attendance rosters Agendas Training materials Evaluation of sessions | Scheduled sessions on calendar | July 2018 | June 2019 |
| 2.4. Provide Leadership Learning Sessions to Principals and APs leading the PLC full implementation journey based on best practices and needs of participants | Director of Leadership Development Director of Professional Development and Evaluations | Attendance rosters Agendas Training materials Evaluation of sessions | Time identified at existing meetings and scheduled sessions on calendar | July 2018 | June 2019 |
| 2.5. Evaluate and refine Discipline and Classroom Management presentations for all instructional personnel | Assoc. Supt. Of Human Resources Director of Professional Development and Evaluations | Updated PowerPoints posted on Inside St. Johns for instructional employees to view Returned evaluations |
Time Personnel |
June 2018 | May 2019 |
| 2.6. Evaluate and refine communications presentation for all instructional personnel | Assoc. Supt. Of Human Resources Director of Professional Development and Evaluations | Updated PowerPoints posted on Inside St. Johns for instructional employees to view Returned evaluations |
Time Personnel |
June 2018 | May 2019 |
| Strategies / Tactics | Champions | Success Metrics | Resources Needed | Start Date | Completion Date |
| Strategy 3: (Goal C, D) Provide ongoing ethics and professional conduct training to all employee groups. | |||||
| 3.1. Develop and refine an online module that provides an overview of ethical conduct and behavior for employees | Assoc. Supt. For Human Resources Director of Instructional Personnel Director of Non-Instructional Personnel Identified Teacher Leaders Employee Specialists | Online module developed and in use Evaluation feedback |
Time Personnel |
July 2018 | June 2019 |
| 3.2. Develop and refine an online module for all employees | Assoc. Supt. For Human Resources Director of Instructional Personnel Director of Non-Instructional Personnel Identified Teacher Leaders Employee Specialists | Develop and refine an online module for all employees to view on district’s core values, culture and high expectations |
Time Personnel |
July 2018 | June 2019 |
| Strategies / Tactics | Champions | Success Metrics | Resources Needed | Start Date | Completion Date |
|---|---|---|---|---|---|
| Strategy 1: (Goals A, B, C & D) Align all decision-making in the best interest of students. | |||||
| 1.1. Ensure resources are prioritized to further the mission of the school district |
School Board Members Superintendent |
Remain in the state’s lowest percentage of district level expenditures | Time/Staff | July 2018 | June 2019 |
| Strategies / Tactics | Champions | Success Metrics | Resources Needed | Start Date | Completion Date |
| Strategy 2: (Goals A, B, C & D) Continue to influence state legislation and set policy at the local level to further the mission, vision and Goals of the school district. | |||||
| 2.1. Educate and engage local delegation members on the needs of the School District |
School Board Members Director for Policy & Government Relations |
100% of local delegation is knowledgeable on the needs of the School District Increase invitations to District and school events Develop marketing materials |
Time/Staff | July 2018 | June 2019 |
| 2.2. Educate and utilize parents, community members, students and administrators to proactively advocate for legislative changes | Director for Policy & Government Relations |
Create and execute a plan to educate and involve all stakeholders Correspondence with PTO presidents about invites to delegation members PTOs have a legislative liaison position Supervisor of Elections invited to new employee orientation |
Time/Staff | July 2018 | June 2019 |
| 2.3. Proactively propose legislative changes and funding request to further the mission of the School District | School Board Members Director for Policy & Government Relations | Create and execute a proactive legislative platform | Time/Staff | July 2018 | October 2018 |
| 2.4. Proactively engage community leaders in support of advocacy efforts |
School Board Members Superintendent Director for Policy & Government Relations |
List of targeted leaders and meetings initiated is created | Time/Staff | July 2018 | June 2019 |
| 2.5. Review and update School Board Policies | Director for Policy & Government Relations |
All board policy changes resulting from new legislation have been made Sections 6 and 2 have been reviewed and updated |
Time/Staff | July 2018 | June 2019 |
| Strategies / Tactics | Champions | Success Metrics | Resources Needed | Start Date | Completion Date |
| Strategy 3: (Goal A, B, C & D) Maintain a nurturing and supportive environment by continuing a culture that fosters teamwork and collaboration that emphasizes shared values, integrity and loyalty. | |||||
| 3.1. Continue to emphasize Master Board Training |
School Board Members Superintendent |
100% Participation | Time / Funding | July 2018 | June 2019 |
| 3.2. Annual Leadership Retreat for School Board and Superintendent | School Board Members Superintendent | 100% Participation | Time / Funding | July 2018 | June 2019 |
| 3.3. Continue to imbed PLC culture across the School District | Academic growth Expansion of collaborative teams | Time / Funding / PD | July 2018 | June 2019 | |