Learning Leading Succeeding Strategic Plan Navasota Independent School

Learning… Leading… Succeeding Strategic Plan Navasota Independent School District

Table of Contents Mission Statement 3 Superintendent Statement 4 Board of Trustees 5 Strategic Committee Members 7 Needs Assessment Summary 9 Strategic Plan - Goals and Objectives 11 Strategic Plan - Actions 13 Appendix I - NCLB Goals 35 Appendix II - Flow Chart 36 Appendix III - Needs Assessment 37 Strategic Plan - Table of Contents 2

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 Strategic Plan - Mission Statement 3

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 district’s 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). Rory S. Gesch Superintendent of Schools Strategic Plan - Superintendent Statement 4

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 Strategic Plan - Board of Trustees 5

Strategic Planning What is a Strategic Plan? 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. Why is a Strategic Plan Needed? ØProvides and maintains a long-term focus on organizational priorities. ØEncourages input from stakeholders within the organization. ØRequires the organization to evaluate its work based on specific outcomes. Ø Identifies priorities that are aligned with the organizational vision. ØProvides information that is vital in determining short and long-term use of organizational resources. ØServes as a communication tool for staff members, parents, and the community at large. Strategic Plan - Explanation 6

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 De. Mott - 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 Strategic Plan - Committees 7

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 Resources & Facilities Amy Jarvis Dr. Denise Morgan Libby Bailey Sharon Finke Linda Heathcott Melissa Murray Jake George Jim Russell Dr. Dawn Marie Baletka Donell Litzenberg Cindy Martin Scott Singletary Strategic Plan - Committees 8

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… Strategic Plan - Needs Assessment 9

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 child’s 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. Strategic Plan - Needs Assessment 10

Goals & Objectives Student Learning Actions Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s 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. Community & Parent Involvement Actions 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 children’s 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. Strategic Plan - Goals & Objectives 11

Goals & Objectives Quality Staffing 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. Resources & Facilities Actions 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. Objective 4. 2: Increase physical technology and capability on each campus. Strategic Plan - Goals and Objectives 12

Actions

Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s 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. NCLB Goal(s): 1 ACTIONS Justification: Curriculum Audit 2006 - Recommendation 3, Board Policy EG (Local) RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION 1. 1 a - 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, 2010 Timeline for development of content specific framework; increase in student scores on district and state assessments 1. 1 b - 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, 2010 Timeline for development of content specific framework; increase in student scores on district and state assessments 1. 1 c - 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 2010 -2011 school year Timeline for development of content specific framework; increase in student scores on district and state assessments Strategic Plan Actions - Working Document 14

Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s 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. NCLB Goal(s): 1 ACTIONS Justification: Curriculum Audit 2006 - Recommendation 3, Board Policy EG (Local) RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION 1. 1 d - 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. 3 a (August 2010 - December 2010); annually Refer to Quality Staffing action 3. 3 a (Ninety percent of staff development will relate to district plan) 1. 1 e - 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. 2 c (Completed by August 2014) Align with Resources and Facilities action 4. 2 c (Completion of identified implementation process) 1. 1 f - Utilize Web-based information resources for students, teachers, and parents that support the district curriculum framework. Technology components; funding Classroom teachers, Director of Technology, Technology Coordinator, Technology Instructional Specialist, campus technology specialists, campus administrators Reviewed annually Web-based products; evaluate each year Communications Plan Strategic Plan Actions - Working Document 15

Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s 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. NCLB Goal(s): 1 ACTIONS 1. 1 g - Institute differentiated instruction into the district’s delivery system to provide individualized, small group instruction based on student needs. Justification: Curriculum Audit 2006 - Recommendation 3, Board Policy EG (Local) RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION Staff development; funding for staff development through budget and grants District curriculum staff; campus principals; designated teachers Refer to Quality Staffing action 3. 3 a (August 2010 - December 2010); annually Refer to Quality Staffing action 3. 3 a (Ninety percent of staff development will relate to district plan) 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. 3 c (July 2010 - June 2011); annually Refer to Community and Parent Involvement action 2. 3 c (Records of event attendance, session reviews, activity materials Diversity Plan 1. 1 h - Identify/develop teacher training processes for differentiating instruction. Diversity Plan 1. 1 i - Identify outside programs and opportunities for use in student career planning and preparation. Strategic Plan Actions - Working Document 16

Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s 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. NCLB Goal(s): 1 ACTIONS Justification: Curriculum Audit 2006 - Recommendation 3, Board Policy EG (Local) RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION 1. 1 j - 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. 3 c (July 2010 - June 2011); Annually Refer to Community and Parent Involvement action 2. 3 c (Records of event attendance, session reviews, activity materials 1. 1 k - Training in response-tointervention. 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. 3 a (August 2010 - December 2010); annually Refer to Quality Staffing action 3. 3 a (Ninety percent of staff development will relate to district plan) 1. 1 l - Develop parent, student, and community information meetings regarding opportunities and educational programs offered by the district. Facilities for meetings, multimedia communications Counselors, teachers, campus administrators, communications department Annually Attendance records of meetings addressing the goals and specific programs; increase in parent attendance Communications Plan Strategic Plan Actions - Working Document 17

Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s 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. NCLB Goal(s): 3, 4 ACTIONS Justification: Strategic Planning Focus Group Data - Consistency RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION 1. 2 a - Establish district standards for evaluating programs to ensure all programs support/align with the district instructional framework. Personnel, time Combined group from all campuses including district curriculum team, campus representation (principals, academic coordinators) June 2010 - December 2010 Standards instrument 1. 2 b - Inventory existing instructional programs. Personnel, time Combined group from all campuses including district curriculum team, campus representation (principals, academic coordinators) May 2010 - December 2010 Documentation of inventory 1. 2 c - Select instructional programs based on identified standards. Personnel, time Combined group from all campuses including district curriculum team, campus representation (principals, academic coordinators) January 2011 - Ongoing Demonstrated use of standards to select programs Strategic Plan Actions - Working Document 18

Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s 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. NCLB Goal(s): 3, 4 ACTIONS Justification: Strategic Planning Focus Group Data - Consistency RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION 1. 2 d - Implement instructional programs according to standards. Personnel, time Combined group from all campuses including district curriculum team, campus representation (principals, academic coordinators) January 2011 – Ongoing Demonstrated use of standards to select programs 1. 2 e - Evaluate the standards process biennially after conducting first year evaluation. Personnel, time Combined 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. 2 f - Develop public/parent information resource about district programs. Information technologies Technology and communications department, district curriculum department, campus representation Annually Web sites, resources Communications Plan Strategic Plan Actions - Working Document 19

Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s 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. NCLB Goal(s): 2, 5 Justification: Strategic Planning Focus Group Data - Diversity RESPONSIBLE PARTY ACTIONS RESOURCES TIMELINE EVALUATION 1. 3 a - Ensure effective methods for identifying students for Pre-AP, Gifted and Talented, and Dual Credit programs that are inclusive of all sub -populations. Testing materials, funding for testing materials, testing criteria for program placement, PEIMS data, AEIS reports Superintendent, curriculum department, counselors June 2010 - Annually Increase in the number and percentage of students participating from under-identified student populations Facilities for meetings, multimedia communications, information technologies Campus administrators, counselors, teachers, technology and communications department Refer to Community and Parent Involvement action 2. 3 c (July 2010 - June 2011); Annually Refer to Community and Parent Involvement action 2. 3 c (Records of event attendance, session reviews, activity materials Diversity Plan 1. 3 b - Develop parent/student information meetings regarding placement of students (especially from elementary to junior high school). Communications Plan Strategic Plan Actions - Working Document 20

Navasota ISD Strategic Plan Student Learning Goal 1: Ensure the development of the whole student by providing an educational experience which builds on the individual’s 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. NCLB Goal(s): 4, 6 ACTIONS Justification: Strategic Planning Focus Group Data - Student Engagement RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION 1. 4 a - Provide incentives to increase student motivation to attend school. Local business, community organizations, funding Campus administrators and counselors January 2011 - Ongoing Incentive programs in place at campus level; increase in student attendance, reduction in the number of discipline referrals and drop-outs 1. 4 b - Provide mentoring programs to increase student motivation to attend school. Local businesses, colleges, community organizations, faculty, students Campus administrators and counselors January 2011 - Ongoing Incentive programs in place at campus level; increase in student attendance, reduction in the number of discipline referrals and drop-outs 1. 4 c - Provide research-based practices to increase student motivation to attend school. Regional service center, professional learning committees, consultants Campus administrators and counselors January 2011 - Ongoing Incentive programs in place at campus level; increase in student attendance, reduction in the number of discipline referrals and drop-outs Strategic Plan Actions - Working Document 21

Navasota ISD Strategic Plan Community & Parent Involvement 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. NCLB Goal(s): N/A Justification: Focus Group Data - Community Interdependence and Diversity RESPONSIBLE PARTY ACTIONS RESOURCES TIMELINE EVALUATION 2. 1 a - Ensure that each campus provides a minimum of two events per year to promote the understanding and acceptance of all cultures. District, campus budgets; district, campus personnel Superintendent or designee, campus administrators August 2010 - May 2011 Analysis of sign-in sheets to establish baseline data (districtwide sign-in sheet) District, campus, federal funds; district, campus personnel Human Resource Director, designee July 2010 - June 2011 Records of attendance, follow-up evaluations by attendees Diversity Plan 2. 1 b - Provide staff development to give employees insight into the cultural differences of all students. Diversity Plan Strategic Plan Actions - Working Document 22

Navasota ISD Strategic Plan Community & Parent Involvement 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 children’s education. NCLB Goal(s): N/A ACTIONS Justification: Focus Group Data - Communication RESOURCES 2. 2 a - Implement, improve or extend District and campus use of, but not limited to, the technology and following communication methods: communications staff; • Automated phone calling system district and campus • District and campus Web sites administrators; local • Facebook and Twitter media; media technology • Email students • Newspaper articles • Letters and notes home • Information booths at athletic events, community events, and businesses • Online grade-book portal RESPONSIBLE PARTY District administrators; campus administrators; district technology and communications department TIMELINE July 2010 - June 2011 EVALUATION Analysis 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 Communications Plan Strategic Plan Actions - Working Document 23

Navasota ISD Strategic Plan Community & Parent Involvement 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. NCLB Goal(s): N/A Justification: Focus Group Data - Parent Involvement RESOURCES RESPONSIBLE PARTY 2. 3 a - 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 2010 - December 2010 Records of parent participation (baseline data gathered 2010 -2011) 2. 3 b - 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 2010 - June 2011 Records of district and campus staff event attendance, session reviews 2. 3 c - 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). District/campus personnel Superintendent, human resources department, campus administrators July 2010 - June 2011 Records of event attendance, session reviews, activity materials; increase in parent attendance from baseline year ACTIONS TIMELINE EVALUATION Communications Plan Strategic Plan Actions - Working Document 24

Navasota ISD Strategic Plan Community & Parent Involvement 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. NCLB Goal(s): N/A ACTIONS 2. 4 a - 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). Justification: Focus Group Data - Community Interdependence RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION Varied according to activity, campus personnel Superintendent, campus administration July 2010 - June 2011 Records of activities planned, sign-in sheets, copies of handouts; increased parent participation from baseline year Federal Title I funds Superintendent, human resources department Fall 2010 Liaison employed, records of parental involvement activities Communications Plan 2. 4 b - Hire a parental liaison to coordinate services to parents, volunteer/mentor programs and parental involvement activities. Communications Plan Strategic Plan Actions - Working Document 25

Navasota ISD Strategic Plan Community & Parent Involvement 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. NCLB Goal(s): N/A ACTIONS Justification: Focus Group Data - Community Interdependence RESOURCES 2. 4 c - Support each campus as it Campus administration, creates a partnership with a local businesses, campus business in the community to provide personnel additional resources to students and parents. RESPONSIBLE PARTY TIMELINE EVALUATION Campus administration August 2010 - June 2011 Records of school/business partnership accomplishments Campus administration August 2010 - June 2011 Records of student participation, records of community service hours, photos, sign-in sheets; increase in student participation from baseline year Communications Plan 2. 4 d - 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). Campus administration, local businesses, local organizations, campus personnel Communications Plan Strategic Plan Actions - Working Document 26

Navasota ISD Strategic Plan Quality Staffing Goal 3: Employ and retain highly qualified staff. Objective 3. 1: Employ 100 percent highly qualified staff that meet district, state, and federal guidelines. NCLB Goal(s): 3 ACTIONS Justification: Elementary and Secondary Education Act RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION 3. 1 a - Attend area job fairs. District funds Director of Human Resources, district and campus administrators, teachers October 2010 - March 2011 Registration forms, résumés received 3. 1 b - Develop programs to promote interest in teaching for students in NISD. Promotional brochure, FTA, Ready-Set-Teach Director of Human Resources, counselors August 2010 - May 2011 Post graduate survey to determine who are studying to become teachers 3. 1 c - Partner with realtors to assist in staff acquisition of housing. Pamphlets Director of Human Resources, district administration, technology and communications department Annually Survey to determine numbers of teachers living within the district, percentage increase in staff residency in NISD Administration staff, budget, campus numbers Director of Human Resources, Superintendent March 2010 - April 2010 Student achievement Communications Plan 3. 1 d - Establish district formula(s) for assigning campus personnel. Strategic Plan Actions - Working Document 27

Navasota ISD Strategic Plan Quality Staffing Goal 3: Employ and retain highly qualified staff. Objective 3. 1: Employ 100 percent highly qualified staff that meet district, state, and federal guidelines. NCLB Goal(s): 3 ACTIONS 3. 1 e - Emphasize diversity of staff in hiring highly qualified personnel. Justification: Elementary and Secondary Education Act, Focus Group Data - Diversity RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION Administration Director of Human Resources Review annually Utilize AEIS staffing reports University partnership agreements Director of Human Resources August 2010 - July 2011 Satisfaction survey Diversity Plan 3. 1 f - Partner with colleges and university for student teachers, teaching interns, volunteers to promote NISD. Communications Plan Strategic Plan Actions - Working Document 28

Navasota ISD Strategic Plan Quality Staffing Goal 3: Employ and retain highly qualified staff. Objective 3. 2: Retain staff within the district at a retention rate above 90 percent. NCLB Goal(s): 3 ACTIONS Justification: Academic Excellence Indicator System, Focus Group Data - Retention RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION 3. 2 a - Keep current with payroll trends in the area. Website, relationships with surrounding districts Board of Trustees, Superintendent, Director of Human Resources March 2010 - August 2010; annually Recommendation to Board of Trustees on staff salaries based on gathered payroll trends 3. 2 b - Investigate other incentives that could assist in hiring and retaining staff. Website, relationships with other districts Superintendent, Director of Human Resources, administration August 2010 - July 2011; annually Recommendation to Board of Trustees and staff exit surveys 3. 2 c - Initiate, implement, and evaluate a district mentorship program for first, second, and thirdyear teachers new to NISD. Tx. BESS – Texas Beginning Educator Support System Teachers, administrators, lead mentors Ongoing Maintain record on the number of participants and retained teachers 3. 2 d - Investigate grants for teacher retention. Federal funding Director of Grant Services, administration, teachers Ongoing Keep record of number of grant applications and received grants 3. 2 e - Investigate the feasibility of an interactive new teacher resource area on district Website. Local funding, federal funding, maintain Website Teachers, technology department January, 2011 - Ongoing Review Website usage and teachers’ satisfaction Communications Plan Strategic Plan Actions - Working Document 29

Navasota ISD Strategic Plan Quality Staffing 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. NCLB Goal(s): 3 ACTIONS Justification: NISD Board Policy EG (Local) RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION 3. 3 a - Develop philosophy, beliefs for professional development. Local, state, and federal funds Superintendent, human resources department, administration staff August 2010 - December 2010 Ninety percent of staff development will relate to district plan 3. 3 b - Review budget allocations to align those with identified district needs. District budget Director of Human Resources, administration staff Annually Balanced budget aligned to staff development needs (refer to Goal 4) 3. 3 c - Investigate incentives for attendance/completion of staff development. Budget Administration, human resources, teachers 2011 -2012 Recommendation for incentives given out for participation 3. 3 d - Investigate the possibility of college classes for students and staff on campus. Partnership budget Administration, partnerships with colleges Annually Documented list of course offerings Strategic Plan Actions - Working Document 30

Navasota ISD Strategic Plan Resources & Facilities 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. NCLB Goal(s): N/A Justification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities RESPONSIBLE PARTY ACTIONS RESOURCES 4. 1 a - 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, 2011 Alignment of budget practices with expectations 4. 1 b - 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 year Performance and financial standards document District PEIMS clerk April of each school year Completed document Superintendent, district administration, campus principals Biennially Completed assessment 4. 1 c - Complete a demographic study District PEIMS data, of the district. census data TIMELINE EVALUATION Diversity Plan 4. 1 d - Conduct a resource and facility assessment. Current facility usage data Strategic Plan Actions - Working Document 31

Navasota ISD Strategic Plan Resources & Facilities 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. NCLB Goal(s): N/A ACTIONS Justification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION 4. 1 e - 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. 1 f - Define priorities for funding and facilities on a biennial basis. District financial data, state funding formulas, facility needs assessment Superintendent, business manager Biennially Prioritized list of district needs by campus or department 4. 1 g - Determine effectiveness and efficiency of present noninstructional programs, facilities maintenance, and other budget items that share financial resources. Program evaluations and cost analyses, vendor outsourcing Superintendent, operations manager Biennially Prioritized list of district needs by campus or department Strategic Plan Actions - Working Document 32

Navasota ISD Strategic Plan Resources & Facilities Goal 4: Ensure appropriate distribution, application, and evaluation of available resources. Objective 4. 2: Increase physical technology and capability on each campus. NCLB Goal(s): N/A ACTIONS Justification: Curriculum Audit, February 2006; Legislative Budget Board Report; Focus Group Data - Facilities RESOURCES RESPONSIBLE PARTY TIMELINE EVALUATION 4. 2 a - Develop comprehensive technology standards. Budget funds, ISTE, Texas Long Range Technology Plan District Technology Department Completed by August 2014 Utilization of standards 4. 2 b - Assess present technology infrastructure. Budget funds, e. Rate, grants District Technology Department Completed by August 2014 Status report by campus 4. 2 c - Develop a process for implementing the technology infrastructure to support campus needs. Budget funds, e. Rate, grants District Technology Department Completed by August 2014 Completion of identified implementation process Communications Plan Strategic Plan Actions - Working Document 33

Appendices

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 2013 -2014 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. Strategic Plan - Appendices 35

Appendix II - Flow Chart Date: August 10, 2009 Group: Core Team & Auxiliary Team Date: September 2, 2009 Group: Core Team Dates: October 1 -2, 2009 Group: Focus Groups Task: Initial administrator team meeting (charter, beliefs, mission statement) Designation, role and responsibilities of DIP designee Task: Revision of charter, vision statement, begin communication plan, design survey monkey (Principals, teachers, community, Board) Date: December 8, 2009 Group: Core & Auxiliary Teams Date: November 10, 2009 Group: Core Team Task: Approval of long-range goals, sub-committee assignments, charters, timelines, structure Task: Review data, identify beliefs, and prepare long-range goals Date: January 20 & February 24, 2010 Group: Core Task: Review sub-committee meetings Consultant Data Analysis (1 day) Date: March 31, 2010 Group: Core & Auxiliary Teams Date: April 1, 2010 Group: Core & Auxiliary Teams Task: Review and revision of district plan and communication plan 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. Strategic Plan - Appendices 36

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 ØDevelop a multi-year Strategic Plan that identifies the vision and long and short-term goals for Navasota I. S. D. ØDevelop a Communication Plan that will be a component of the Strategic Plan. ØDevelop and utilize a process for the development of the Strategic Plan. ØGather information from all stakeholders through the use of focus groups and community/staff surveys. ØCreate and monitor sub-committees to focus on specific goals and action plans. CONTINUE… Strategic Plan - Appendices 37

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 all—students, 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 - AP’s, 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… Strategic Plan - Appendices 38

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… Strategic Plan - Appendices 39

Results: Celebrations 2008 -2009 (Focus Groups and Surveys) The participants generated multiple examples of celebrations involving students, staff, schools, and the district reflecting growing optimism about the district’s 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 Superintendent’s 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 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 ØThe district has increased its acquisition of grants to support PK, libraries, technology and history programs. ØSupport of the district’s educational foundation continues to make a difference and support of businesses for student scholarships also has increased. Ø All stakeholder groups described increased excitement about and success with the new technologies and training being offered within the district. CONTINUE… Strategic Plan - Appendices 40

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 district’s 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 other UIL activities. CONTINUE… Strategic Plan - Appendices 41

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: ØDevelop a 3 -5 year strategic plan driven by board goals and aligned with a shared vision, clearly defined objectives, monitoring processes and evaluation. ØPromote active participation of parents, staff, and other stakeholders in both the preparation and review process of aligned campus and district plans. ØExamine 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. ØCreate 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: ØIdentify 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. ØIncrease open access of schools for families and provide methods for them to actively support learning during the school day. ØContinue 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. ) ØUtilize 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… Strategic Plan - Appendices 42

Consistency ØThe 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: ØContinue district focus on instructional technology, leading to integrated teacher and student use in the classrooms. ØContinue district focus on curriculum and instructional delivery through use of research-based, successful practices and programs. ØEngage in follow-up and evaluation of processes and programs within the district to ensure effective and efficient use of funds, staff, facilities and materials. ØContinue 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. ØHire 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: ØAddress 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) ØIncrease the diversity in staff members to reflect the district/campus student population. ØProvide targeted professional development for staff members to increase understanding and acceptance of diverse student populations including economically disadvantaged and second language students. ØIdentify processes that enhance the inclusion of diverse communities within NISD. *For additional stakeholder perspective see survey graphs 10 -11. CONTINUE… Strategic Plan - Appendices 43

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: ØConduct 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 ØAddress 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 child’s education. The following considerations were noted: ØCreate 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. ØUtilize varied communication tools to engage parents recognizing that some parents have limited access to technology and phones. ØDevelop 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. ØAcknowledge 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… Strategic Plan - Appendices 44

Resources There is a need to expand the financial and educational resources that support learning and student success. The following considerations were noted: ØResearch and identify alternative funding sources and possibilities for future funding growth. ØExamine 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. ØProvide 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) ØContinue to expand the access of students to tutoring and the number of tutoring programs to meet individual and school performance needs. ØImprove 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: ØHire 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. ØEvaluate 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. ØProvide staff with alternative incentives/benefits to create an environment through which they feel appreciated and valued. (Examples: daycare center, retention bonus) ØIncrease community awareness of NISD successes in order to retain student population from elementary through secondary. *For additional stakeholder perspective see survey graph 9. CONTINUE… Strategic Plan - Appendices 45

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: ØInstitute differentiated instruction into the district’s delivery system to provide more individualized/small group instruction to meet the needs of students at all academic levels and increase student success. ØIncrease the level of preparation for college-bound students through AP and dual credit courses. ØImprove career programming to ensure that students have multiple opportunities to adequately prepare for tomorrow’s work force. ØProvide opportunities for all students to increase their motivation through incentives, mentoring programs and other research-based practices. ØFocus on relevant content and delivery for all students to increase interest, challenge and success levels. ØRecognize 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. ØFoster a positive, supportive relationship between and among students, faculty and administration. *For additional stakeholder perspective see survey graphs 3 -4 and 10 -11. CONTINUE… Strategic Plan - Appendices 46

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

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… Strategic Plan - Appendices 48

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… Strategic Plan - Appendices 49

CONTINUE… Strategic Plan - Appendices 50

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… Strategic Plan - Appendices 51

CONTINUE… Strategic Plan - Appendices 52

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

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

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… Strategic Plan - Appendices 55

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… Strategic Plan - Appendices 56

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… Strategic Plan - Appendices 57

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. ) Strategic Plan - Appendices 58

Student Learning Implementation – Action 1. 1 a • CSCOPE Purposeful Planning Administrator Training (1. 1 a, 1. 1 b, 1. 1 c) – June 2010 • Level I Curriculum Management Audit Training Administrators (1. 1 a, 1. 1 b, 1. 1 c) – June 2010

Student Learning Implementation – Action 1. 1 b • • CSCOPE Purposeful Planning Administrator Training (1. 1 a, 1. 1 b, 1. 1 c) – June 2010 Level I Curriculum Management Audit Training Administrators (1. 1 a, 1. 1 b, 1. 1 c) – 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

Student Learning Implementation – Action 1. 1 c • CSCOPE Purposeful Planning Administrator Training (1. 1 a, 1. 1 b, 1. 1 c) – June 2010 • Level I Curriculum Management Audit Training Administrators (1. 1 a, 1. 1 b, 1. 1 c) – June 2010 • Classroom Visit/CSCOPE Implementation Form - revised August 2010

Student Learning Implementation – Action 1. 1 d • Summer Instructional Technology Professional Development Training (1. 1 d) – Summer 2010 • Instructional Technology Facilitation (1. 1 d) - Group/department sessions - Individual teacher initiatives • Instructional Technology Blog (1. 1 d, 1. 1 f) • SMART Board Training – Level 1 (August/September) – 10 new boards installed Fall, 2010 • 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 (State. U) – 15 mini-laptops provided for dual-credit students at high school; lab and checkout (Rural Tech 3 Grant) • Revision of Responsible-Use-of-Technology Agreements – department/group sessions

Student Learning Implementation – Action 1. 1 e

Student Learning Implementation – Action 1. 1 f Instructional Technology Blog (1. 1 d, 1. 1 f)

Student Learning Implementation – Action 1. 1 g

Student Learning Implementation – Action 1. 1 h • Professional Learning Committees, Navasota Intermediate School - Fall, 2010 (differentiated instruction strategies/techniques, student learning profiles, parent communication

Student Learning Implementation – Action 1. 1 i

Student Learning Implementation – Action 1. 1 j

Student Learning Implementation – Action 1. 1 k • Ascend Math (Navasota Intermediate School) – August 2010 • Reading Plus (Navasota Intermediate School) – August 2010

Student Learning Implementation – Action 1. 1 l

Student Learning Implementation – Action 1. 2 a Instructional Program Standards - Developing program standards instrument, (August 2010)

Student Learning Implementation – Action 1. 2 b

Student Learning Implementation – Action 1. 2 c

Student Learning Implementation – Action 1. 2 d

Student Learning Implementation – Action 1. 2 e

Student Learning Implementation – Action 1. 2 f

Student Learning Implementation – Action 1. 3 a

Student Learning Implementation – Action 1. 3 b

Student Learning Implementation – Action 1. 4 a

Student Learning Implementation – Action 1. 4 b

Student Learning Implementation – Action 1. 4 c