Talbot County Public Schools 2020 VISION
Talbot County Public Schools2020 VISIONStrategic Plan 2015-2020NOISIV 0202nalp cigetarts spctThree goals to guide over 4600 student journeys
2020 VISIONThree goals to guide over 4600 student journeysThe launch of this 2020 Vision strategic plan proclaims an exciting new venture for the Talbot CountyPublic School system. This plan embodies our vision for every child to graduate college and careerready.This strategic plan builds upon the foundation of focus on our three critical priorities: accelerating studentgrowth, investing in our valuable people and community partnerships, and sustaining facility excellencewhile maximizing organizational resources. The following pages outline goals, outcomes, and strategies ineach of these areas, with measures of success to evaluate our progress. We have three goals and over 4600journeys embedded in this plan!We have a great deal of hard work ahead of us. We ask for your committment to collaborate with us as wesupport all of our students on their journey to becoming college and career ready. By working together forthe next five years, we will meet our goals with a clear 2020 vision.Kelly L. GriffithGreg CrinitiSuperintendent of SchoolsPresident Talbot County Board of EducationTalbot County Public Schools
C O N TE N TSKelly L. GriffithSuperintendent of SchoolsCharles ConnollyDirector of FinanceI NT RO D UC T I O N3D. Lynne DuncanDirector of Human Resources and Student ServicesPamela Heaston, Ed.D.Assistant Superintendent for InstructionGayle SecristT HE PROC ES S5Director of Support ServicesSteve WilsonInstructional Technology ManagerBoard of EducationGreg Criniti, PresidentJuanita Hopkins, Vice PresidentMichael T. GarmanSandra E. KleppingerOtis SampsonDavid ShortSequoia Chupek (Student Member)Strategic Planning Committee MembersJo Ann Asparagus, Co-ChairStuart Bounds, Co-ChairMegan CookDerick DalyMaggie C. GoweKatherine GroceBruce HorvathPamela HeastonSandra KleppingerGraham LeeNorby LeeKelly MurdochCorey PackSindy ReyesRobin WernerMI S S I O N & B EL I EF S7PROF I L E O F A G RAD U ATE9G O AL 1:Acade m ic Exce l le n ce11G OAL 2:Par t n e r s h ips13G OAL 3:Organ izat io n al Re s o u rces15Strategic Plan FacilitatorDebra NonemakerStrategic Plan 2015-2020
NOISIV 02023nalp cigetarts spctINT R O D UC TI ONTalbot County Public Schools is a highly driventeam of 653 educators, leaders, managers andadministrators, wholly dedicated to serving theeight schools and the children and families ofTalbot County. The staff is committed to providingthe instruction, skills and guidance to advance thestudents to college or to graduate career ready. Thesystem is focused on insuring that every student isprepared to meet the future.services, 6% were enrolled in English as a SecondLanguage (ESOL) programs and 16% of elementarystudents were supported by Title I. Four of Talbot’seight schools qualify for participation in Maryland’sMeals for Achievement. Based on FARMS data,this program insures that every student who wantsbreakfast may have free breakfast at the start of theirschool day.The students in the Class of 2014 were awarded 9,307,737 in scholarships, an 8% increase overThe essential skills for both college readinessthe prior year.Sixty-six graduatesand career readiness includeamassed 453 college credits through dualcompetencies in critical thinking,enrollment, with one student earning hercommunication, creativity andhigh school diploma and associates degreecollaboration. A student is collegefrom college in the same week. Almostand career ready when he or she60% of the class earned a designationcan obtain an entry level positionas a Career and Technology Educationand succeed in a skilled field ofCompleter; the average for the state foremployment, or has received thethe Class of 2013 was 19%.training needed for success ina post secondary program suchTalbot County Public Schools is a schoolas college, trade school or thesystem of excellence for some of ourmilitary. Further, to insure college2020students, but it fails to provide an excellent learningand career readiness for all students, TalbotCounty VISIONand excellent results, for a number ofstrategicenvironment,planPublic Schools provides a high qualitytcpseducationits students, as demonstrated by its achievement data.with state of the art technology and instructionalThe educational disparities are not new, and they arematerials; a competitive salary and benefits for staff;not unique to Talbot County Public Schools. Similarsafe facilities that are well maintained and energypatterns of disparity are found in nearly all schoolsefficient; and opportunities to engage parents,and districts across the country but as a schoolstudents and the community.district committed to providing a quality educationfor each learner, such patterns in racial disparities inOfficial data indicates that 4,630 students wereachievement are unacceptable.enrolled P3 through 12 during the 2014-2015school year. White students accounted for 64% ofPositioned to move from good to great, the Strategicthe enrolled population, Black students for 16%,Planning Committee has spent a year gathering inputHispanic students for 13%; students of two or morefrom parents, teachers, and the community throughraces make up almost 5% of the population, andsurveys and “town hall style” meetings in order toAsian students for 2%. More and more studentscraft a plan for the next five years. This plan reflects aqualify to receive Free or Reduced Price Mealsneed to insure that the work of the system is forward(FARMS). In 2014, 42% of all students qualifiedthinking and that equity is the umbrella under whichfor FARMS an increase of more than 3 percentagethe system’s three goals reside.points over 2013, 9% received special educationTalbot County Public Schools
NOISIV 02024nalp cigetarts spct"Educational equity is a professional, personal, and moral obligation. The TCPS team must havethe courage to constantly re-examine our beliefs and values while respecting multiple perspectivesto confront those who impede the work being done to eradicate racial predictability. The TalbotCounty Public School system is committed to each child receiving an equitable educationalexperience to be college and career ready.”Kelly Griffith, Superintendent, reflects on our mission as an organizationStrategic Plan 2015-2020
NOISIV 02025nalp cigetarts spctP R O C E SSUsing these results, the committee agreed to developTalbot County Public Schools spent the 2014-2015seven goals: curriculum, technology, equity, staffing,school year developing a new strategic plan that isinfrastructure, community and partnerships, anddesigned to provide direction for the next five years inenterprise.all areas of the school system. A committee of parents,faculty, administrators, support staff, community andBusiness and community leaders with expertisebusiness members oversaw the work. The plan is basedin the seven goal areas wereon prioritized goals and issues thatinvited to participate in focusemerged during the process. Thegroup meetings in February.strategic plan was submitted to theAdditionally,thismeetingBoard of Education for approval in“What does the school systemwas publicized and interestedJune 2015.need to address in the nextcitizens were included as well.Participants selected a goal areaDuring the fall, four “State of the5 years in order to insure thatfor the evening and each groupDistrict” meetings were held inTCPS students are college anddeveloped outcome statements.various regions of the county.County residents were encouragedcareer ready?”In subsequent months theto attend and to participate in aStrategic Planning Committeevisioning process.The centralused all of the data gathered atquestion of these meetings wasthese meetings to refine the goals, develop outcome“What does the school system need to address in thestatements and strategies. The committee recognizednext 5 years in order to insure that TCPS studentsthat the initial seven goals were too finite and neededare college and career ready?” Attendees worked into be incorporated under fewer, broader goals. Thetable groups to brainstorm responses, which weresystem’s goals are based on the themes of academicput on note cards and posted for all to see. Theexcellence, partnerships, and organizational resources.responses were grouped and regrouped until themesThe theme of equity is interwoven throughout theemerged. The work of each group was documentedplan.and provided to the Strategic Planning Committee.Talbot County Public Schools
NOISIV 02026nalp cigetarts spctSTEP 1Collect DataCollect data internally and externallythrough surveys and focus groupsSTEP 2DetermineWhat is going well? What needs tobe improved?STEP 3OrganizeSynthesize data into themes.STEP 4Create GoalsCreate goals and measurableobjectives with timelinesSTEP 5Design PlanDesign a plan to be implemented atthe start of the 2015-16 school year.Strategic Plan 2015-2020
MIS S IONEvery student graduates collegeand career ready.Talbot County Public Schools
B E LI E F SAll students can achieve when they are effectively taught how to learnand held to high expectations.TCPS staff must demonstrate we have the passion, the will, and theskill needed to ensure racial disparities are eliminated.Educational equity is a professional, personal, and moral obligation.Partnership between schools and parents can have a positive impacton student achievement.Strategic Plan 2015-2020
NOISIV 02029nalp cigetarts spctPROF I L E O F A GRATalbot County Public Schools
RA DU AT ENOISIV 020210nalp cigetarts spctA graduate of Talbot CountyPublic Schools will have theacademic skills, social disposition,and personal confidence to:Continue to learn throughout life, both in formalacademic settings and in personal pursuit ofnew knowledge.Contribute productively to the workforce,both independently and collaboratively,demonstrating dependability, adaptability, andintegrity.Communicate effectively in a broad rangeof settings and purposes through the use ofappropriate oral, written, and technologicalskills.Participate in society as an informed citizen witha sense of responsibility and service in a nationand world impacted by social, economic, andenvironmental decisions.Respect individuals and groups of diversecultural, religious, and ethnic backgrounds, whilemaintaining a sense of self and pride in one’sown heritage.Assume responsibility for decisions regardingself, personal relationships, finances, andwellness.Solve problems through research and analysis ofrelevant information, and by the application ofcreative and critical thinking.Appreciate the arts in a well-rounded life,through performance, creative expression, andaesthetic values.Strategic Plan 2015-2020
NOISIV 020211nalp cigetarts spctGO AL O NE : A c a d e m i cProvide every student with equitable access to high quality andculturally relevant instruction, curriculum, support and othereducational resources to insure college and career readiness forall students.1.1.1 Increase enrollment and qualifying scoresin Advanced Placement classes and provide moreAdvanced Placement options.1.1.2 Expand enrichment programming.1.1.3 Expand the world language program by offeringadditional language courses and by offering instructionat elementary, middle and high school levels.OUTCOME 1.11.1.4 Provide a foundation for technological skills.By 2020 Talbot County PublicSchool students will haveequitable access to rigorousinstructional programs thatare culturally relevant.PerformanceMeasurements* See Appendices fordetailed informationTalbot County Public Schools1.1.5 Infuse curricula with culturally relevant materialsat elementary, middle and high school levels.1.1.6 Expand course offerings across the curricula.1.1.7 Expand alternative learning opportunities toincrease high school credit options. Number of students taking dual enrollment courses Percent of senior class graduating with at least one AP course taken Percent of students taking online courses Percent of students completing a CTE program of study Percent of third graders reading on grade level Percent of fourth grade students on grade level in math Percent of students meeting the College and Career Ready designationas determined by the MD State Department of Education Average class size Percent of students earning a qualifying AP score
E x ce l le n ceNOISIV 020212nalp cigetarts spct1.2.1 Require all students to complete seminarclass prior to graduation.1.2.2 Increase the number of students who aredesignated as Career and Technology Educationcompleters.OUTCOME 1.2By 2020 Talbot CountyPublic School studentswill demonstrate postgraduation and collegeand career readiness.1.2.3 Increase Dual Enrollment opportunities.1.2.4 Increase Naviance usage to exposestudents to career opportunities and collegeoptions.“I am glad that equity is the umbrellaof this plan. I want to make sureeveryone sees themselves in theTCPS vision”Sindy Reyes, Strategic Planning Committee Member1.3.1 Identify and implement reading and mathinterventions.OUTCOME 1.3By 2020 Talbot CountyPublic School students willbe achieving at or abovegrade level in reading andmath.1.3.2 Increase professional development forinstructional strategies (including technology,Universal Design for Learning and culturallyrelevant instruction).1.3.3 Foster partnerships with parents andfamilies.Strategic Plan 2015-2020
NOISIV 020213nalp cigetarts spctGOAL TW O: P a rtne r s h iEffectively communicate with diverse constituencies to identify andfacilitate ways for the community to partner with the school system.2.1.1 Collaborate with businesses andorganizations.2.1.2 Develop internships and externshipswith community partners.2.1.3 Recruit bi-lingual volunteers.OUTCOME 2.1By 2020 Talbot County PublicSchools will partner withdiverse constituencies tobuild collaborative programs.Talbot County Public Schools2.1.4 Initiate exchange programs foracademics, athletics and the arts.2.1.5 Expand access to school systemcampuses beyond the school day to serve theneeds of the community.
h ip sNOISIV 020214nalp cigetarts spct2.2.1 Develop mechanisms for interactivecommunication with stakeholders.2.2.2 Develop a welcome initiative for newfamilies and realtors.OUTCOME 2.2By 2020 Talbot CountyPublic Schools willincrease communityengagement througheffective and continuouscommunication.2.2.3 Develop strategies to increase engagementof parents on school committees.2.2.4 Engage all audiences using multimediaapproaches.2.2.5 Acclimate all families in accessinginformation and services to best support theirstudents’ education.OUTCOME 2.32.3.1 Increase community contact databaseto identify mentors, internships, work studyplacements and job shadowingBy 2020 Talbot CountyPublic Schools will partnerwith constituencies toutilize local resources.PerformanceMeasurements* See Appendices fordetailed information Number and types of partnerships TCPS Climate Surveys Use of TCPS Today and other electronic communication tools Participation on TCPS Advisory Committees Participation on School Based Committees PTA/PTO Membership Number and types of scholarships or grants Increase the number of followers to social media Number and types of posts to social mediaStrategic Plan 2015-2020
NOISIV 020215nalp cigetarts spctG O A L THR EE: Org an izatMaximize organizational efficiency and effectiveness in order to provide a21st century education in equitable, safe, well-maintained environments.3.1.1 Offer competitive pay and benefits package.3.1.2 Develop and provide professional growth anddiversity training opportunities for all employees.3.1.3 Develop and implement incentives for positionswith limited applicant availability.OUTCOME 3.1By 2020 Talbot County PublicSchools will recruit, developand retain a highly qualifiedand more diverse workforceof support staff, certifiedstaff and administrators tomore nearly mirror studentdemographics.3.1.4 Implement “Grow Your Own” model for supportstaff (HVAC, Bus Drivers, Electricians)3.1.5 Collaborate with the Higher Education Center atChesapeake College to extend the “Grow Your Own”model for those students identified as interested in ateaching career.3.1.6 Identify and implement recruiting practices toincrease the likelihood of filling new positions withcandidates that strengthen the diversity of the workforce.3.1.7 Develop a mentoring program for all newly hiredteachers that will support their professional, social andemotional needs.Talbot County Public Schools
a t iona l R e s ourcesNOISIV 020216nalp cigetarts spct3.2.1 Upgrade facilities through planned capitalimprovement projects and maximize utilization of buildings/new construction including collaboration with appropriatecommunity services and government agencies to monitorenrollment trends.3.2.2 Utilize the Educational Facility Master Plan, along withcommunity input to drive the decision process regardingbuilding utilization.OUTCOME 3.2By 2020 Talbot County PublicSchools will design buildingsand provide services thatallow maximum flexibility tobe conducive to learning, aswell as efficiency.3.2.3 Provide healthy food services to all students bymaximizing use of Federal and State funding programs.3.2.4 Evaluate outsourcing opportunities for supportservices areas.3.2.5 Provide environments that are clean, safe, andconducive to learning and that apply best practices forenergy efficiency and environmental sustainability.3.2.6 Transport students safely and efficiently.“T his plan ser ves as t he roadmap fo r o urschool syst em for t he next five yea rs . Do esit align wit h t he plan? will be t he q ues ti o nt hat we ask our selves in making dec i s i o nst hat affect our st udent s and t heir l ea r ni ng "OUTCOME 3.3By 2020 Talbot CountyPublic Schools continuesto follow best practices,maximize use of technology,train staff and coordinatewith local agencies to insuresafe and secure schools.Pam Heaston, Ed.D., Assistant Superintendent for Instruction3.31 Create an environment and implement tools andtechnology training that encourage students and staff toreport safety and security concerns.3.3.2 Evaluate and update a robust safety and security planfor every building.Strategic Plan 2015-2020
NOISIV 020217nalp cigetarts spct3.4.1 Identify current and alternative revenue sourcesthat enhance traditional funding sources.OUTCOME 3.4By 2020 Talbot CountyPublic Schools will improveefficiency, service levels andeffectiveness of finances,operations, and businessprocesses.3.4.2 Develop public and private partnershipswithin the district by providing a foundation thataggressively links resources to needs.3.4.3 Achieve transparency and efficiency in theallocation and expenditures of local, state and federalfunds during the budget development.“Every organization needs a visionto move forward. This plan says thisis where we are and this is wherewe need to be to meet the needs ofour students”Jo Ann Asparagus, Co-Chair Strategic Planning Committee3.5.1 Provide internet bandwidth and devices to meetthe business and academic needs of the school system’susers.OUTCOME 3.5By 2020 Talbot CountyPublic Schools will have atechnological infrastructurecapable of supportingbusiness processes andfunctions while providingfor a hybrid learning andteaching environment.Talbot County Public Schools3.5.2 Install network cabling, routers, switchingequipment and access points to support a high speedlocal area networks and Intranet bandwidth.3.5.3 Deploy virtual server capacity to support 80application server hosts and 60 terabytes of hoststorage.3.5.4 Provide a device for every student and staffmember designed to meet the instructional needs andassigned duties and responsibilities required for eachstaff member.
PerformanceMeasurements* See Appendices fordetailed information Annual Capital Improvement Plan Educational Facility Master Plan Student and parent site-based and community satisfaction survey Document grant funding Facility ener
he launch of this 2020 Vision strategic plan proclaims an exciting new venture for the Talbot County Public School system. This plan embodies our vision for every child to graduate college and career ready. This strategic plan builds upon the foundation of focus on our three critical priorities: accelerating student
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Introduction to Digital Logic with Laboratory Exercises 6 A Global Text. This book is licensed under a Creative Commons Attribution 3.0 License Preface This lab manual provides an introduction to digital logic, starting with simple gates and building up to state machines. Students should have a solid understanding of algebra as well as a rudimentary understanding of basic electricity including .
