The document outlines the strategic plan for Nash Rocky Mount Public Schools. It includes their vision of preparing all students for bright futures through rigorous and relevant instruction. The plan has 6 strategic priorities: high student achievement, safe schools, 21st century professionals, embracing technology, transparent resource management, and community engagement. Each priority has focus areas and next steps are to develop implementation strategies, evaluation methods, and reporting.
District Conditions for Scale: A Practical Guide for Scaling Personalized Lea...Jesse Moyer
Over the years, there has been much focus on the elements of an innovative school. While this focus has helped to shape student-centered practice in classrooms, it has done little to move innovation beyond the school level, creating many “pockets of excellence” but very few systems of excellence. This paper discusses the conditions for success that a district should put in place to support the scaling of innovative learning environments throughout a K-12 school district.
Our aim is to support Australian education systems and communities to help their schools successfully deliver 21st century programs. These programs focus on three important practices commonly found in high performing school systems: Great Teachers, Effective Instruction and Every Child.We invest substantially in innovation and continuous improvement through co-design with students, families, teachers, school education systems and educational experts.
Good to Great School is a not-for-profit organization, who support schools and school systems on their improvement journey. With decades of experience, we help schools transition from Poor to Fair, Fair to Good, Good to Great and on to Excellent.We support schools and communities to build Great 21st century schools. Our framework enables systems and schools to be in control of their improvement journey.
District Conditions for Scale: A Practical Guide for Scaling Personalized Lea...Jesse Moyer
Over the years, there has been much focus on the elements of an innovative school. While this focus has helped to shape student-centered practice in classrooms, it has done little to move innovation beyond the school level, creating many “pockets of excellence” but very few systems of excellence. This paper discusses the conditions for success that a district should put in place to support the scaling of innovative learning environments throughout a K-12 school district.
Our aim is to support Australian education systems and communities to help their schools successfully deliver 21st century programs. These programs focus on three important practices commonly found in high performing school systems: Great Teachers, Effective Instruction and Every Child.We invest substantially in innovation and continuous improvement through co-design with students, families, teachers, school education systems and educational experts.
Good to Great School is a not-for-profit organization, who support schools and school systems on their improvement journey. With decades of experience, we help schools transition from Poor to Fair, Fair to Good, Good to Great and on to Excellent.We support schools and communities to build Great 21st century schools. Our framework enables systems and schools to be in control of their improvement journey.
Building a District System of Engagement and Support for PathwaysNAFCareerAcads
This workshop for district leadership will provide a framework for building a district system of support so that academies at school sites have the support to thrive. Topics of discussion include leadership, equity, system alignment, pathway design and quality, and operations with attention given to the development of broad-based coalition
Director of Adult Education Nian Matoush paints a portrait of the Cree School Board's services for adult students - including general education, vocational training, and guidance services, along with some plans for the future of adult education in Eeyou/Eenou Istchee at the Regional General Assembly in Eastmain.
Accountability will always be one of the foundations of an education system. It also serves as an indicator in determining the success of educational management.
Building a District System of Engagement and Support for PathwaysNAFCareerAcads
This workshop for district leadership will provide a framework for building a district system of support so that academies at school sites have the support to thrive. Topics of discussion include leadership, equity, system alignment, pathway design and quality, and operations with attention given to the development of broad-based coalition
Director of Adult Education Nian Matoush paints a portrait of the Cree School Board's services for adult students - including general education, vocational training, and guidance services, along with some plans for the future of adult education in Eeyou/Eenou Istchee at the Regional General Assembly in Eastmain.
Accountability will always be one of the foundations of an education system. It also serves as an indicator in determining the success of educational management.
1SIP BEDP 2030 by DepEd Planning Service Director Roger Masapol.pptxberiniaedeno
Adopted through DepEd Order No. 24, s. 2022
It Shall
Serve as blueprint in the next decade in formulating, implementing, coordinating, monitoring plans, programs and projects
Provide strategic roadmap for the Department to follow in improving the delivery and quality of basic education
Address the immediate impacts of pandemic on education and anticipate the future of education and introduce innovation in fostering resiliency and embedding the rights of children in education
All offices and units in all governance levels shall align their policies, plans and programs with the BEDP
The BEDP shall be a living document, serving as guide to all DepEd units and offices in their operational programming
Talladega City Schools Strategic Plan 2016-2021 DRAFTpattie thomas
The Talladega City Board of Education appointed a steering committee comprised of business leaders, citizens, teachers, administrators, students, and parents. The team worked diligently to comprise a 5 year strategic plan based on collected data from surveys and community/employee meetings to move the district forward.
FPS 2019 2020 Elementary School Improvement PlanFranklin Matters
The summary plan for the elementary schools as presented to the Franklin (MA) School Committee on Tuesday, Sep 24, 2019. Each of the six schools has their individual plan.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
3. DISTRICT GOVERNANCE
Doneva Chavis Bonnie Batts Brenda Brown Robert Bynum
Evelyn . Bulluck Franklin. Lamm
Ann Edge Jon Hardy Thomas Meyers Reginald Silvers Dr. Anthony D. Jackson,
Robert Jenkins
Superintendent
4. OUR VISION
Preparing ALL students for
bright and prosperous futures by
Deliberately and Intentionally
providing Rigorous and Relevant
instruction in every classroom,
every day.
5. OUR MISSION
“The mission of the Nash- Rocky Mount Public
School System is to provide ALL students
a Rigorous and Relevant educational
program to ensure that each becomes a
globally competitive, responsible and
contributing member of society.”
6. SHARED AGREEMENTS
High achievement by ALL students is the only acceptable
outcome for our work.
Classrooms are dynamic, child centered environments driven by
high expectations and rigorous and relevant instruction.
Educational decisions MUST be supported with data (evidence).
Students must have deliberate and intentional educational
experiences to develop 21st century skills
Every student MUST graduate college, career and life- ready.
Meaningful relationships are essential to our success. (RIGOR +
RELEVANCE+ RESOURCES/ RELATIONSHIPS =RESULTS)
7. Beliefs
Commitment to a clear and focused vision will
guide the district to the highest performance
Effective teaching and leadership are essential
for student achievement
School environment impacts achievement
An engaged community is essential
Every student can/ must succeed
8. Objectives
100% of students will graduate on time and excel at their
school or career of choice.
100% of students will reach their full academic potential.
100% of students will be actively involved in extracurricular
and co-curricular activities.
100% of students will graduate on-time with the skills
needed to compete.
100% of students will graduate with an awareness of and a
commitment to their community.
9. Inspired Learners
The NRMPS will be a high performing, technology-rich school
district with leading-edge learning experiences that promote
engagement, creativity, critical thinking and achievement.
The NRMPS will prepare our graduates to excel in higher
education or the career of their choice.
The NRMPS will be the leader in the education marketplace by
providing world-class facilities while being fiscally responsible.
The NRMPS will provide a safe and secure environment.
The NRMPS will ensure all teachers are highly effective.
10. Effective Leadership
The NRMPS will recruit and retain the most
effective people by rewarding excellence and
providing opportunities for continual growth.
The NRMPS will foster a caring culture of
respect, integrity, wellness and citizenship
throughout the district.
The NRMPS will cultivate an environment that
builds great leaders.
11. Engaged Community
The NRMPS will actively engage and partner with
parents in the educational experience.
The NRMPS will enhance educational excellence and
workforce development through community partners.
collaboration with
The NRMPS will utilize all the communications channels
to maximize awareness and support of the district’s
vision to be globally acknowledged as a premier school
district.
12. STRATEGIC PRIORITIES
High Student Achievement
Safe and Orderly Schools
21st Century Professionals
Embrace the use of 21 Century tools and
Systems
Transparent Organizational Culture/
Effective and Efficient Use of Resources
Engaged and Connected with our
Community
13. STRATEGIC PRIORITY- 1
High Quality Teaching and Learning
We will provide an aligned, rigorous
curriculum, designed to prepare
globally competitive students.
14. FOCUS AREAS
Successful Common Core/ Essential Standards Implementation
Curriculum alignment with Common Core Standards/ monitoring
Student Performance on state assessments
Graduation rate/ Dropout rate / Ready Indicators
Implementation of the Rigor/ Relevance Framework
Targeted Professional Development aligned to instructional needs
District-wide intervention/ enrichment support
District-wide standards for Integration of technology
15. STRATEGIC PRIORITY- 2
Safe and Orderly
Schools
We will maintain a safe and
orderly environment
throughout the district
16. FOCUS AREAS
Standardize district-wide safety
protocols
Staff training for student safety and
discipline
Vulnerability Assessments across the
district/ Coordination of Resources
17. STRATEGIC PRIORITY- 3
21st Century Professionals
We will be directed by 21st century
professionals
18. FOCUS AREAS
Recruitment/Hiring/ Retention of HQ staff
Professional Development
District Level PLC’S/ Advisory Groups
Teacher/ Support Staff/ Content Leaders/ Student
Employee Recognition Programs
Succession Management Process
19. STRATEGIC PRIORITY- 4
Embrace the use of 21st
Century tools and Systems
We will use cutting-edge
technology to enhance
instruction and promote
innovation.
20. FOCUS AREAS
Technological tools in classrooms and across the
district to enhance productivity
(1:1 computing 24/7/365) and establish expectations for
technology integration
Ongoing, Embedded Professional Development
(Face-to-Face, online)
Identify a predictable funding stream in the annual
budget to support future technology purchases
and replacement cycles
Video-conferencing connectivity across the district
21. STRATEGIC PRIORITY- 5
Transparent Organizational Culture/
Effective and Efficient Use of
Resources
We will exhibit excellence in
financial and facility planning,
management, and stewardship.
22. FOCUS AREAS
Develop a 10 year facility plan/projections
Develop long range replacement cycles / repair
schedules for major capital expenditures
Implement process / performance mapping/
develop district SOP’s
Transparent budget process
Increased Grants and Community Partnerships
23. STRATEGIC PRIORITY- 6
Engaged and Connected
with our Community
We will engage families and the
community to ensure open
communication and opportunities to
evaluate organizational effectiveness
and customer satisfaction.
24. FOCUS AREAS
Annual School Climate/ Staff Satisfaction
Surveys of community stake-holders
Parent Portal access
Multiple district-wide communication outlets
Multiple parent volunteer and involvement
programs.
25.
26. NEXT STEPS
Share plan with internal and external constituents
Appoint groups (Action Teams) to develop
strategies for each Priority identifying baseline
data, annual targets and expected outcomes.
Develop an evaluation method and tool to ensure
accountability
Develop a reporting mechanism to keep the
board, the organization and the community
informed.