2024-30 - Strategic Plan Implementation & Monitoring Superintendent’s Proposed

2024-30 - Strategic Plan

Implementation & Monitoring

Superintendent’s Proposed

School Board Information Item

June 6, 2024

Jonathan Turrisi, Special Projects, Office of the Chief of Staff

Objectives

• Understand the process that led to the

Superintendent’s recommendation to the School

Board

• Obtain School Board feedback on the

Superintendent’s recommendation to inform any

adjustments prior to School Board vote on June

20, 2023.

AGENDA

● School Board Charge to Superintendent

● Timeline

● Community Engagement - Spring 2024

● Superintendent Proposal

○ Student Academic Growth & Success

○ Student Well-Being

○ Student Centered Workforce

○ Operational Excellence

○ Student, Family, Community

Partnerships

● Next Steps

School Board Charge to Superintendent

Excerpt

1. By May 2023, appoint a Steering Committee to work collaboratively with staff and the

community in the development of the 2024-30 Strategic Plan

• The committee should be comprised of diverse groups of stakeholders (students, parents, community members,

teachers, administrators, and staff)

2. By December 2023, the Superintendent will provide a recommendation to the School Board on

any proposed revisions to the current APS Strategic Plan Foundations (Mission, Vision, Core

Values, Goals)

• Consider the Steering Committee's recommendation

• The recommendation should focus on students as our core priority and reflect our commitment to

develop and support strong connections among schools, families, and the community and recruit,

hire, and retain a high-quality and diverse workforce.

• The recommendation should be supported by community expectations and aspirations, staff

understanding of students’ and division level needs, and state and federal requirements for our public

school system in Arlington.

3. By June 2024, the Superintendent will provide a recommendation to the School Board on any

proposed revisions to the current APS Strategic Plan Implementation and Monitoring

Elements.

4. Ensure the process to develop the 2024-30 Strategic Plan includes multiple opportunities for all

stakeholders to share their input and feedback throughout the process.

Strategic Planning Process - Overview

APS Groups Supporting the

2024-30 Strategic Plan Development

STEERING COMMITTEE

Charged with working with the

staff and community in

development of the Strategic Plan

• 20-member team comprised of diverse

stakeholders (students, parents, community

members, teachers, administrators, and

staff)

• Steering Committee charged with

translating community expectations and

aspirations for APS into APS foundations.

• In December 2023 provide a

recommendation to the School Board on

revisions to APS strategic plan foundations

(vision, mission, core values, and goals)

• Provide feedback to Priority Teams on

clarity, comprehensibility of Implementation

and Monitoring Elements.

PRIORITY TEAMS

15-20 member teams for each of

the five Strategic Priorities

• Develop drafts of the Implementation

and Monitoring elements for each

Priority

• Includes Performance Objectives,

Strategies, and Key Performance

Indicators (KPIs)

• Comprised of teachers, students,

school-based staff, school leaders, and

district leadership.

• Provide a recommendation to the

Superintendent in May.

Strategic Plan Steering Committee Members

APS Staff

• Dr. Andi Webb

• Gail Klein

• Jonathan Martinez

• Dr. Kevin Clark

• Jeremy Siegel

• Wendy Crawford

• Carlos Ramirez

• Matilde Arcinegas

• Alison Cummings

APS Students

• Blen Fisseha, Student

• Jhosue Borjas Benavides, Student

APS Parents/Community

Members

• Maggie Slye, Chairperson

• Kathleen Clark, Vice-Chair

• Lauren Bailey

• Patricia Montano

• Greg Eastman

• Jennifer Fioretti

• Alison Babb

• Jamie McHenry

To learn more about the Steering Committee, including

member biographies, please visit:

https://www.apsva.us/engage/development-of-the-2024-

30-strategic-plan/strategic-plan-steering-committee/

Composition of Priority Teams:

Each Priority Area has a Team (5 Teams)

Composition of Each Team

(14-18 per team)

Asst. Supt

Directors

Supervisors, Coordinators,

Specialists

Teachers

Classified Staff

Principal

Assistant Principal

Student

Parents

Student Academic

Growth & Success

Student Well-Being

Student Centered Workforce

Operational Excellence

School, Community,

Family Partnerships

Community Feedback

(April 8 – May 1, 2024)

ENGAGEMENT - Spring 2024

Magnitude of Reach

Questionnaire

Focus

Groups

Community

Forums

Students

Staff

Community

Families

Dates

April 4 – May 1

Widest Engagement

(1,200+ responses)

Focus Groups

● 46 Focus Group

sessions

conducted

● Appx. 370

participants

● Students, Parents,

Staff, Community

Members

Community

Forums

April 30

May 1

Implementation &

Monitoring Elements

Performance Objectives, Strategies, Leading and Lagging

Indicators and Key Performance Indicators

IMPLEMENTATION AND MONITORING

Strategic Priority | One of five

areas of focus for the division.

Performance Objectives | High

level measurable goals that define

what APS wants to achieve by

2030

Strategies | Specifies the methods

that APS will use to achieve its

objectives.

Key Performance Indicators | Short-

term measures that APS will use to

measure and monitor progress

towards achievement of the

performance objectives

Superintendent’s

Recommendation

Performance Objectives

Student Academic Growth & Success

Current Strategic Plan

• By 2024, APS will reduce

opportunity gaps for all

reporting groups on state

assessments.

Priority Team

• By 2030, at least 90% of APS

students will meet or exceed

proficiency on the Virginia

Standards of Learning (SOL’s)

assessments and all reporting

groups will meet or exceed APS

annual targets to demonstrate

increased levels of proficiency

and progress toward closing

proficiency gaps.

Superintendent

• Same as Priority Team

recommendation

Rationale for Superintendent Recommendation

• Reflects feedback received about importance of rigor, high expectations for all students, and continued commitment to closing

proficiency gaps

Student Academic Growth & Success

Current Strategic Plan

• By 2024, all elementary and

middle school students will

annually demonstrate growth by

a minimum of one level using

district assessments and

students performing at the

advanced level will continue to

perform at the advanced level.

Priority Team

• By 2030, at least 90% of

elementary, middle school,

and Gr. 9 students will

annually meet defined growth

targets in math and reading

Superintendent

• Same as Priority Team

recommendation

Rationale for Superintendent Recommendation

• Reflects feedback received about importance of all students demonstrating growth, including students performing at advanced

levels

Student Academic Growth & Success

Current Strategic Plan

• By 2024, at least 80% of

students with disabilities will

spend 80% or more of their

school day in a general

education setting.

Priority Team

• By 2030, at least 80% of

students with disabilities will

have consistent access to

general education curriculum

by spending 80% or more of

their school day in a general

education setting alongside

their non-disabled peers, at all

levels.

Superintendent

• Same as Priority Team

recommendation

Rationale for Superintendent Recommendation

• Reflects feedback received about APS remaining committed to inclusion and reaching ambitious target that was set in 2018

Student Academic Growth & Success

Current Strategic Plan

• Not an objective

Priority Team

• By 2030, the % of students in

the graduation cohort who

have met at least one of the

College, Career, Civic

Readiness Indicators (CCCRI)

will increase from 84% to

95%.

Superintendent

• By 2030, at least 95% of

students in the graduation

cohort will meet at least one

of the College, Career, Civic

Readiness Indicators (CCCRI).

Rationale for Superintendent Recommendation

• Reflects feedback received about importance of students graduating with knowledge and skills needed to be responsible citizens

and college and career ready

• Same as Priority Team recommendation with minor revision to improve clarity and comprehensibility

Student Well Being

Current Strategic Plan

• Key findings on the Your Voice

Matters survey will show

improvements in student

social, emotional, and mental

Health.

Priority Team

• By 2030, APS students will have a

positive school experience to

include a climate of trust and

relationships as evidenced by at

least 80% of students responding

favorably to the YVM categories

School Climate and Student

Social, Emotional, Mental Health

and SEL survey category Self-

Management

Superintendent

• By 2030, at least 80% of

students will respond

favorably about their school

climate, mental health and

self-management skills

Rationale for Superintendent Recommendation

• Reflects feedback received about using multiple measures to assess progress and importance of improving school climate, mental

health and self-management which also impacts student achievement

• Same as Priority Team recommendation with minor revision to improve clarity and comprehensibility

Student Well Being

Current Strategic Plan

• Not an objective

Priority Team

• By 2030, APS will reduce the

chronic absenteeism rate from

13.5% to no more than 8% of

students are chronically absent

and reduce over-representation

of student groups based on

race/ethnicity, students with a

disability and English learners to

no more than 5% based on the

group’s enrollment.

Superintendent

• By 2030, APS will reduce the

chronic absenteeism rate to no

more than 8% of students and

reduce over-representation of

student groups based on

race/ethnicity, students with a

disability and English learners to

no more than 5% based on the

group’s enrollment.

Rationale for Superintendent Recommendation

• The percentage of students chronically absent has doubled since 2019 (mirroring national trends) and requires a strategic focus

given relationship between attendance and student achievement

• Same as Priority Team recommendation with minor revision to improve clarity and comprehensibility

Student Well Being

Current Strategic Plan

• Disproportionally in

suspension rates by

race/ethnicity, students

identified with a disability, and

English Learners will be

annually reduced and overall

suspensions will not increase.

Priority Team

• By 2030, APS will reduce

suspensions for all students by

25% and reduce over-

representation of student

groups based on race/ethnicity,

students with a disability, and

English Learners to no more

than 5% based on the group’s

enrollment

Superintendent

• By 2030, APS will reduce

suspensions by 25% and reduce

over-representation of student

groups based on race/ethnicity,

students with a disability, and

English Learners to no more than

5% based on the group’s

enrollment with a focus on

incidents that do not pose a safety

risk to self or others (e.g.

attendance infractions, certain

disruptive behaviors)

Rationale for Superintendent Recommendation

• Research and review of APS discipline data suggests opportunities for increased use of restorative practices and alternatives to

suspensions to improve student behavior while ensuring safety

• Reflects feedback received that reducing disproportionality should remain a focus for APS

Student Well Being

Current Strategic Plan

• Not an objective

Priority Team

• By 2030, identify and increase the

% of LGBTQ+ students

responding favorably to

questions on YVM related to a

sense of belonging, and feeling of

connectedness to peers/adults,

and being treated poorly by

others due to their sexual

orientation or gender identity.

Superintendent

• By 2030, at least 80% of

LGBTQ+ students will respond

favorably to questions related

to a sense of belonging,

trusted adult and if they are

treated poorly by others due

to their sexual orientation or

gender identity.

Rationale for Superintendent Recommendation

• Reflects feedback received about need to identify and collect data through multiple confidential sources to better understand and

address needs of LGBTQ+ students

• Same as Priority Team recommendation with target added adn minor revision to improve clarity and comprehensibility

Student Well Being

Current Strategic Plan

• Not an objective

Priority Team

• By 2030, the % of APS

students who report feeling

safe at school will increase

from 68% (Gr. 4-5)/75% (Gr.

6-12) to 90% as evidenced by

responding favorably to YVM

category School Safety.

Superintendent

• By 2030, at least 90% of APS

students will report feeling

safe at school

Rationale for Superintendent Recommendation

• Reflects feedback from students, families and communities about the importance of improving student feelings of safety and use of

multiple measures to assess progress toward achieving the objective

• Same as Priority Team recommendation with minor revision to improve clarity and comprehensibility

Student Centered Workforce

Current Strategic Plan

• By 2024, at least 70% of APS

staff will respond favorably

that opportunities for

professional learning meet

their needs, as indicated on

the Your Voice Matters survey.

Priority Team

• By 2030, the % of all staff who

respond favorably that

professional learning

improved their professional

practice, by scale, will

increase from 32% to 70%

Superintendent

• By 2030, at least 70% of all

staff will report that

professional learning improved

their professional practice

Rationale for Superintendent Recommendation

• Reflects feedback that professional learning should be aligned to student needs and should improve professional practice. Feedback

also reflects using multiple measures to assess progress toward achieving the objective

• Same as Priority Team recommendation with minor revision to improve clarity

Student Centered Workforce

Current Strategic Plan

• By 2024, APS staff will respond

at the 75th percentile or

better on staff engagement

and climate, as indicated by

the Your Voice Matters survey.

Priority Team

• By 2030, the % of APS staff

who respond favorably to

their workplace climate will

increase from 57% to 75% and

staff engagement from 55% to

75% on the YVM survey

Superintendent

• By 2030, at least 75% of APS

staff will report a positive

workplace climate and staff

engagement

Rationale for Superintendent Recommendation

• Reflects feedback received about continued focus on improving workplace climate and engagement and use of multiple measures to

assess progress toward achieving the objective

• Same as Priority Team recommendation with minor revision to improve clarity and comprehensibility

Student Centered Workforce

Current Strategic Plan

• Not an objective

Priority Team

• By 2030, APS will improve

retention from 89% to at least

93% of its staff to maintain

division continuity, improve

student achievement, and

ensure diverse human

resources are prioritized on

school progress.

Superintendent

• By 2030, APS will improve

retention to at least 93% and

focus recruitment efforts on

hard to fill positions and

increasing teacher diversity to

be more representative of the

APS student population.

Rationale for Superintendent Recommendation

• Reflects feedback received about improving staff retention and focusing on hard to fill positions and increasing teacher diversity

• Same as Priority Team recommendation with minor revision to improve clarity and comprehensibility

Student Centered Workforce

Current Strategic Plan

• Not an objective

Priority Team

• By 2030, 90% of staff will

report feeling safe at their

workplace as measured by

90% staff responding

favorably to identified

questions on the YVM

category Operational

Excellence: Safety.

Superintendent

• By 2030, at least 90% of staff

will report feeling safe at their

workplace

Rationale for Superintendent Recommendation

• Reflects feedback received about need to ensure staff feel safe and use of multiple measures to assess progress toward achieving

the objective

• Same as Priority Team recommendation with minor revision to improve clarity and comprehensibility

Operational Excellence

Current Strategic Plan

• Organizational operations will

continuously improve their

effectiveness as measured by

identified KPIs.

Priority Team

• By 2030, the % of APS schools with

a rating in the highest category [0-

.15] on the building characteristics

report will increase from 80% (33 of

41 schools) to 95% (39 of 41

schools) to provide quality, safe,

and environmentally sustainable

learning environments that ensure

stewardship of public assets.

Superintendent

• By 2030, 95% of APS schools

will have a rating in the highest

category [0 to 0.15] on the

building characteristics report

Rationale for Superintendent Recommendation

• Reflects feedback received about need for objective that measures improvements to facility condition through implementation of

maintenance processes and long range plan to improve facilities

• Same as Priority Team recommendation with minor revision to improve clarity and comprehensibility

Operational Excellence

Current Strategic Plan

• Organizational operations will

continuously improve their

effectiveness as measured by

identified KPIs.

Priority Team

• By 2030, APS will support the

learning and development of

students by ensuring 100% of

schools are able to provide

free meals to all students and

the % of students accessing

breakfast and lunch increases

5% annually

Superintendent

• By 2030, 100% of schools will

be able to provide free meals

to all students and the

percentage of students

accessing breakfast and lunch

will increase 5% annually

Rationale for Superintendent Recommendation

•

• Same as Priority Team recommendation with minor revision to improve clarity and comprehensibility

Operational Excellence

Current Strategic Plan

• Organizational operations will

continuously improve their

effectiveness as measured by

identified KPIs.

Priority Team

• By 2030, APS will support the

learning and development of

students by maintaining 95%

or above on-time arrival at

schools currently at that level

and improving on-time arrival

by 10% annually at schools

below 95%.

Superintendent

• By 2030, APS will maintain

95% or above on-time arrival

at schools currently at that

level and improve on-time

arrival by 10% annually at

schools below 95%.

Rationale for Superintendent Recommendation

• Reflects continued commitment to improving on-time bus arrival and ensuring bus transportation is not impacting student learning

• Same as Priority Team recommendation with minor revision to improve clarity and comprehensibility

Operational Excellence

Current Strategic Plan

• Organizational operations will

continuously improve their

effectiveness as measured by

identified KPIs.

Priority Team

• By 2030, APS technology

systems and operational

services will be functional and

available for use by students,

staff, and community 99.9% of

the year.

Superintendent

• Same as Priority Team

recommendation

Rationale for Superintendent Recommendation

• Reflects continued commitment to ensuring technology systems and operational services are functional 24/7 - 364 days/yr

• Same as Priority Team recommendation

Operational Excellence

Current Strategic Plan

• Organizational operations will

continuously improve their

effectiveness as measured by

identified KPIs.

Priority Team

• By 2030, APS will improve environmental

sustainability and reduce its carbon

footprint in collaboration with County

government by,

■ At least 75% of current APS facilities

will have a site energy use intensity at

or below 56 kBTU/sf/year

■ Transitioning 5% of current bus fleet (9

buses) to zero-emission with goal to

reach 100% by 2050

■ Reduce natural gas consumption by

20%

Superintendent

• By 2030, APS will improve environmental

sustainability and reduce its carbon

footprint in collaboration with County

government by,

● At least 75% of current APS facilities will

have a site energy use intensity at or

below 56 kBTU/sf/year

● Transitioning 5% of current bus fleet (9

buses) to zero-emission with goal to

reach 100% by 2050

● Reduce natural gas consumption by 20%

● Reducing CO2 e 67% below 2007 levels

● 100% of energy consumption from

renewable energy

Rationale for Superintendent Recommendation

• Reflects feedback received to have a specific target for greenhouse gas reduction and 100% energy consumption from renewable

energy in alignment with Arlington County 2019 Community Energy Plan (CEP)

• Same as Priority Team recommendation with two additional targets added

Student, Family, Community

Partnerships

Current Strategic Plan

• Not an objective

Priority Team

• By 2030, XX% of students will

report perceptions they are

engaged partners with school

staff and families in their

educational experience by

responding favorably on YVM

category Student

Partnerships: School &

Community

Superintendent

• By 2030, at least 85% of

students will report

perceptions they have a voice

in their educational experience

Rationale for Superintendent Recommendation

• Reflects feedback that students have significant insight into what will make them more successful and including in decision making

will strengthen relationships and improve student outcome

• Similar to Priority Team recommendation with revision to improve clarity and reflect use of multiple measures to assess progress

Student, Family, Community

Partnerships

Rationale for Superintendent Recommendation

• Reflects continued commitment to improving engagement with families, who are valued as key partners in their child’s education

• Same as Priority Team recommendation with minor revision to improve clarity and comprehensibility

Current Strategic Plan

• By 2024, at least 90% of APS

families will respond favorably

on student and family

engagement on the Your Voice

Matters survey results.

Superintendent

• By 2030, equitable family engagement

will improve as measured by:

● % families who respond to APS

countywide surveys

● response demographics mirroring

the demographics of the APS

student population

● 90% of parents responding

favorably to family engagement

Priority Team

● By 2030, equitable family engagement

will improve as measured by:

● % families who respond to the Your

Voice Matters (YVM) survey

increasing from 21% to 33%

● response demographics mirroring the

demographics of the APS student

population

● % of parents responding favorably to

the YVM category Partnerships:

Family Engagement increasing from

83% to 90%

Student, Family, Community

Partnerships

Current Strategic Plan

• Not an objective

Priority Team

• By 2030, 100% of community

partners will be aligned to and

in service of strategic plan

strategies and outcomes.

Superintendent

• By 2030, APS will develop and

implement a comprehensive

structure and process for

defining community

partnerships, setting

expectations, monitoring

performance, and ensuring

alignment with the strategic

plan.

Rationale for Superintendent Recommendation

• Revised to make objective process orientated in response to feedback received about need to strengthen partnership process to

make it more clear and comprehensible to stakeholders

• % of partners aligned to and in service of the Strategic Plan remains a key performance indicator

Other Questions

Board Discussion/Feedback

What questions and/or feedback

do Board members have about

the performance objectives in the

Superintendent’s

recommendation?

Next Steps

Date

Activity

Outcome

June 20

School Board

Meeting

● Superintendent’s recommended Strategic Plan presented to School Board

for action

July

–

August

Summer Work

Begin implementation of 2024

-30 Strategic Plan

● Schools and Departments update Action Plans to support implementation

of Strategic Plan (will be posted on APS website by 1st week October)

● Begin updating Strategic Plan Dashboard with performance data and KPI’s

● Update Strategic Plan Scorecard with 2023-24 EOY performance data

Sept

- Jan

Implementation

● Schools and departments focus on implementation of the action plans

● School Board Monitoring Reports

February

Progress

Update

● Middle of year update on progress toward the performance objectives

Appendix

Foundations

Adopted by School Board on December

14, 2023

APS FOUNDATIONS – VISION AND MISSION

APS VISION

APS provides an

outstanding

education where

every student

develops the skills

and knowledge to

be responsible

global citizens

and graduates

college or career

ready.

VISION

A statement that articulates our

desired future state for our

students, staff, and

organization.

MISSION

A statement that outlines the

fundamental purpose and

reason for existence of our

organization

APS MISSION

APS will ensure all

students learn,

thrive, and excel

in high-quality,

safe, and

supportive

schools.

Core Values

THE APS CORE

VALUES GUIDE OUR

WORK AND INFORM

HOW WE HAVE

APPROACHED

SETTING TARGETS

Excellence | We believe all students will receive a high-quality education through rigorous,

evidence-based, and innovative instruction.

Equity & Inclusion| We believe in raising achievement for all students, eliminating gaps, providing

equitable access to opportunities, and fostering intentional inclusion for our diverse community.

Integrity | We build trust by acting honestly, openly, ethically, and respectfully.

Relationships | We believe mutual respect and transparent communication between students,

families, school and division staff, and our community builds trusting relationships.

Stewardship| We believe the fiscally responsible and transparent management of APS resources

honors the community’s investment in our schools and provides safe, effective, and

environmentally sustainable learning environments.

Whole Student | We believe that addressing the social, emotional, and physical needs of all

students fosters academic excellence and an inclusive community.

Valuing Staff | We believe the engagement, satisfaction, development, and well-being of our staff

enables the success of our students and is critical to our community.

STRATEGIC PRIORITIES

STUDENT ACADEMIC

GROWTH AND

SUCCESS

APS will ensure each student

achieves academic

excellence through high-

quality instruction and

systems of support to

eliminate opportunity and

achievement gaps

STUDENT WELL-BEING

In partnership with families,

staff, and students, APS will

create inclusive, safe, and

supportive learning

environments that foster all

students’ intellectual,

physical, mental, social-

emotional growth and well-

being.

OPERATIONAL

EXCELLENCE

APS will plan and

implement efficient,

effective, sustainable

system-wide operations to

support student, staff, and

our community’s success.

STUDENT, FAMILY,

AND COMMUNITY

PARTNERSHIPS

APS will strengthen and

develop partnerships built

on trust with students,

families, community

members, organizations, and

local government to support

student learning.

STUDENT-CENTERED

WORKFORCE

APS will support and invest

in a culture that attracts and

retains skilled, talented, and

effective staff committed to

student success and well-

being.

EQUITABLE

REPRESENTATION

To ensure historically under-

represented populations and

groups were intentionally and

systematically included, we

approached the selection of

students, families, and

community groups for focus

group participation through

an equity lens.

EQUITY OF VOICE

We are soliciting and using

feedback through the

development process in ways

that respect the equity of

voice of each individual.

INCLUSIVITY

The approach for the

foundations development is

to enable ALL members of the

APS community to inform the

revision to the Strategic Plan

foundations. This is

accomplished by providing

multiple opportunities for

input and feedback and use of

targeted outreach and

engagement opportunities.

ALL STUDENTS AT THE

CENTER

Students are at the center of

every decision we have made

about the processes of

building our next strategic

plan, including prioritizing in-

person student focus groups,

ensuring that ALL students are

represented through the

other engagement processes,

and using the word “student”

intentionally in the

foundations questionnaire

VALUES INFORMING STRATEGIC PLAN DEVELOPMENT AND

ENGAGEMENT

Timeline

STRATEGIC PLAN DEVELOPMENT

Vision

Mission

Values

Priorities

Performance Objectives

Strategies, Measures, KPI’s

STRATEGIC

OPERATIONAL/

TACTICAL

FOUNDATIONS

(Fall)

IMPLEMENTATION &

MONITORING

ELEMENTS

(Spring)

Phase 1 – Planning (Spring - Fall 2023)

Dates

Activity

Primary Objectives

April 19–

May 4

Steering Committee

Application Process

• Formation of Steering Committee

May 25

School Board Meeting

• Appoint Steering Committee

• Share key dates in process to develop 2024-30 Strategic plan

June 5

Steering Committee

Meeting

• Begin work to develop the 2024-30 Strategic Plan

June -

September

Needs Assessment

Steering Committee & APS Senior Staff

•

Review performance data from current strategic Plan

•

Review External Scan

•

Consider strategic plans of “benchmark districts”

•

SWOT & SOAR analysis

Phase 2 - Part 1: Foundations (Fall 2023)

Community

Engagement

Sept 14 –

Oct 6

Gather input

from students,

staff, parents

and community

on strengths,

challenges,

aspirations, and

what APS

should

prioritize in its

next Strategic

Plan

Monitoring

Report

September

Provide School

Board and

community

with an

update on

work

completed to

date and

details of the

community

engagement

plan

Community

Engagement

Oct 19 –

Nov 5

Gather

feedback from

students, staff,

parents and

community on

the Steering

Committee's

draft Strategic

Plan

Foundations

School Board

Action Item

December

Present

Superintendent’s

recommendation

for School Board

Action

School Board

Work Session

November

Gather feedback

on Steering

Committee’s

recommendation

to the

Superintendent to

inform

Superintendent’s

recommendation

to School Board

School

Board

Information

November

Present

Superintendent’s

recommendation

to School Board

Information Item

Part 2 - Timeline

January

Task 1 and Task 2 Completed

Develop draft of the 2024-30 Strategic Plan

implementation & monitoring elements

March 7, 2024

Monitoring

Report

March

Task 3 Completed

Provide Update to

School Board and

Community on Process

February April

Task 4 Completed

Analyze Community

Feedback to Develop

Final Draft

June 6, 2024

Information Item

June 20, 2024

Action Item

June

Superintendent’s

Recommendation

Presented to School

Board for Information

and Action

May 30, 2024

Work Session

May

Finalize

Superintendent

Recommendation

School Board

Staff

Steering

Committee

Develop draft of the 2024-30 Strategic Plan

implementation & monitoring elements

Solicit

Community

Feedback

Finalize Implementation &

Monitoring for Board Approval

January 10, 2024

Provide feedback on

2022-2028

Implementation and

Monitoring Elements

February 23, 2024

Provide feedback on

DRAFT of

Implementation and

Monitoring

March 6, 2024

Prepare for

community

engagement

April 8, 2024

Review Community

Feedback

May 8, 2024

Review

Superintendent’s

Recommendation

June 5, 2024

Evaluate Strategic

Plan Development

Process

Celebrate Success

Implementation

and Monitoring

Process

Implementation &

Monitoring Elements

Performance Objectives, Strategies, Leading and Lagging

Indicators and Key Performance Indicators

IMPLEMENTATION AND MONITORING

Performance Objectives

High level measurable goals

that define what APS wants to

achieve by 2030

(Written as a SMART Goal)

Strategies

Specifies the methods that APS will use to

achieve its objectives.

Key Performance Indicators

Short-term measures that APS will use

to measure, monitor, and report

progress towards achievement of the

performance objectives

Leading

Data collection tools

used during school

year to monitor

progress

Lagging

Data collection tool

used in end-of-year

reporting to assess

progress toward

objectives

Strategic Plan Scorecard

● The 2024-30 Strategic

Plan will includes annual

and end of plan targets

for all performance

objectives and KPIs

● Provides a dashboard to

monitor and report

progress

● Most KPI’s are

disaggregated by student

reporting group

(Race/Ethnicity, SWD, EL,

Economically

Disadvantaged, Gifted,

Gender) OR employee

scale

SETTING TARGETS

Performance Objectives and Key Performance

Indicators

APPROACH TO TARGET SETTING

ATTAINABLE

STRATEGIC

Incorporates feedback we have received from students, parents,

staff, and community

Respect and acknowledge the long-standing gaps in performance

Acknowledge that different approaches are needed for certain

KPI's to set rigorous, but realistic targets that shows progress for all

and accelerated progress for groups with significant gaps

Provide a trajectory that is reasonable to staff

Supports a collective will and action to meet the targets

ASPIRATIONAL

Aligns with the Priorities and Core Values of the plan with emphasis

on conveying our belief that APS has the capacity to “provide an

outstanding education where EVERY STUDENT develops the skills

and knowledge to be responsible global citizens and graduates

college or career ready.”

TARGET SETTING OPTIONS

Linear Trajectory

Targets are established in equal

intervals over the six-year

strategic plan period

Enables regular incremental

increases

Could create challenges to

improvement experienced in

pursuit of higher ends of

achievement or perceptions

Asymptotic Trajectory

Targets are established with

faster gains initially and then

slower improvements towards

the end of the six-year cycle

Considers the ability to move the

lowest performing metrics

quickly at first then slower as you

approach the end-of-plan targets

Near-term targets could be too

ambitious creating frustration

Exponential Trajectory

Targets are established with

slower gains at first and then

larger increments of gains in

later years

Considers implementation time

and planning for new strategies

or approaches

May frustrate stakeholders

because of slow progress.

TARGET SETTING OPTIONS- Example

Baseline Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6

Linear 56.0% 60.5% 65.0% 69.5% 74.0% 78.5% 83.0%

Exponential 56.0% 57.0% 59.0% 63.0% 70.0% 77.0% 83.0%

Asymptotic 56.0% 64.0% 69.0% 74.0% 78.0% 81.0% 83.0%

Science SOL

Black Students

Priority Team Members

Priority Team Membership

Student Academic Growth and Success

Priority Team Membership

Student Well-Being

Priority Team Membership

Student-Centered Workforce

Priority Team Membership

Operational Excellence

Priority Team Membership

Student, Family, and Community Partnerships

Strategic Plan Partner - RTI International

• APS partnered with Research Triangle Institute (RTI),

known as RTI International, support development of

the 2024-30 APS Strategic Plan.

• RTI has extensive experience helping school districts

across the country, including the DMV, develop

strategic plans with a focus on educational equity.

• Additional information on RTI:

https://www.rti.org/practice-area/k-12-education