WPCNR FOR THE RECORD. From White Plains City School District. December 4, 2007: As a service to our thousands of readers worldwide, WPCNR herewith publishes in its entirety, the Strategic Plan adopted for the next decade by the White Plains City School District Board of Education.
The report begins with a statement of the District's Core Values and Mission Statement, followed by Strategic Objectives to be achieved by the year 2012. When originally commissioned the plan was described as being devised to guide district policy for the next decade.
On the page reporting the Strategic Objectives there is a section entitled List of Results which as far as WPCNR can tell is what will have been achieved after the School District has attempted to meet the Strategic Objectives.
Following the Strategic Objectives are a set of 5 Strategies to achieve the Strategic Objectives, followed by the List of Results expected to be achieved by those Strategic Objectives.
Herewith, the Strategic Plan as adopted by the Board of Education Monday evening.
Core Values
We believe that:
· All people have intrinsic value
· Celebrating and embraching diversity enrich life
· All people can learn, grow and contribute
· Every choice matters, and that people are responsible for their choices
· Respect, honesty and trust empower
· When people serve the community, both the individuals and the community benefit
· High expectations promote high achievement
MISSION
The mission of the White Plains City School District is to educate and inspire all students, while nurturing their dreams, so they learn continually, think critically, pursue their aspirations and contribute to a diverse and dynamic world.
Strategic Objectives
By 2012:
* All students will achieve challenging district standards of literacy across all disciplines.
* All students will continually choose to explore and enrich communities.
* All students will choose to apply their knowledge and skills to solve problems meaningful to them.
List of Results (By 2012)
1. All staff, students and parents understand the strategic objectives, rubrics, processes for assessing student growth and their role in the process.
2. Rubrics relevant to all student levels have been developed.
3. Processes for collecting evidence and assessing student performance, using the rubrics, are being piloted.
4. Processes for gathering/collecting student performance data, in areas not assessed through current state assessments, are in place and being used.
5. Systems are being used to gather, manage, analyze and share relevant student performance data for use by faculty, administrators, students and parents.
6. The data collected are being used throughout the school District to support student progress and achieve the strategic objectives.
STRATEGIES
Strategy 1
We will take the steps necessary to:
Gain the understanding and commitment of all employees to achieve our strategic objectives and mission
List of Results
1. Every employee understands the vision, goals and implications of the mission and strategic objective.
2. A climate that builds trust and supports risk-taking is developed.
3. Employees’ ideas and concerns are valued in the decision making process.
4. The district has established a culture that celebrates programs and people achieving the strategic objectives and mission.
5. Employees are encouraged in their efforts to achieve the strategic objectives and mission.
Strategy 2
We will take the steps necessary to:
Align new and existing resources, both internal and external, to accomplish our strategic objectives and mission
List of Results
1. A systematic process is in place that assures all programs and projects are mission reflective and cost effective.
2. An evaluation/feedback system is in place that measures how effectively and efficiently resources are used.
3. A systematic process is in place that identifies, attracts recruits, motivates, evaluates, and retains the people needed to support the mission and strategic objectives.
4. A budget process is in place that assures that resource allocations are mission aligned.
5. A systematic process is in place that assures we develop and maximize community resources to support the mission and strategic objectives.
6. A systematic process is in place that assures the district has the fiscal resources needed to support the mission and strategic objectives.
7. A systematic process is in place that assures the district has the capital resources and major equipment needed to support the mission and strategic objectives.
Strategy 3
We will take the steps necessary to:
Align and develop curriculum to achieve our strategic objectives and mission
List of Results
1. As the foundation for all learning, at least 90% of all students are reading on grade level by the end of 2nd grade and are maintaining or exceeding grade level thereafter. As our success rate increases, so will our goal.
2. A systematic process is developed that analyzes and uses student demographic and performance data to inform and influence program curricular, and instructional decisions and reporting.
3. Best practices of differentiated instruction (DI) are continually implemented to enable all students to achieve the strategic objectives so that each child will reach proficiency level in all content areas.
4. School, classroom practices, and environments reflect principles that promote students’ motivation and love of learning.
5. In all disciplines, curriculum maps ensure alignment with state standards and integrate technology, problem solving and global awareness to the strategic objectives.
6. School and classroom practices and environments reflect principles that promote community building to achieve the strategic objectives.
Strategy 4
We will take the steps necessary to:
Develop and capitalize on leadership capacity within the system at all levels to sustain commitment to our strategic objectives and mission
List of Results
1. All district administrators are proficient in the essential characteristics of effective leadership.
2. All staff members, parents, community members, and students are encouraged and supported in assuming and sharing leadership roles that contribute to the achievement of the district’s mission and strategic objectives (i.e., “institutionalize” distributive leadership).
3. There is a pool of skilled leaders from within who have successfully completed a district-specific, meaningful and comprehensive internship experience.
4. The district has developed cooperative relationships with college and university graduate educational administration programs that have internships designed to support the strategic plan and district initiatives.
5. The district has established a plan for a regional leadership academy for teachers and administrators in cooperation with other school districts and universities.*
· Postpone until results 1 through 4 are achieved.
Strategy 5
We will take the steps necessary to:
Develop an open and ongoing communication process that results in all stakeholders believing in the value of a White Plains City School District education and actively participating in reaching our strategic objectives and mission
List of Results
1. The district uses a coordinated and integrated approach to disseminate general and newsworthy information in order to educate all stakeholders.
2. The district creates opportunities to engage stakeholders in an open exchange of ideas.
3. Communication with stakeholders effectively reflects a multicultural and diverse community.
4. Community members are working in systematic ways to support students’ achievement of the strategic objectives.
STRATEGIC DELIMITERS
We will not:
Adopt any new program or service unless it is:
· Consistent with and contributes to our mission;
· Accompanied by an analysis of the resources and the staff development needed for its effectiveness;
· Accompanied by a plan to assess its ongoing effectiveness.
