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7/30/2019 Cleveland Metropolitan School District THE CLEVELAND PLAN: FourYear Implementation Strategy
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ClevelandMetropolitanSchoolDistrict
THECLEVELAND
PLAN:
FourYearImplementationStrategy
DRAFTFOR
PUBLICREVIEW,FEEDBACKANDINPUT
DECEMBER3,2012
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PARTI: INTRODUCTION
Understandingthe
New
Context
TheClevelandMetropolitanSchoolDistrict(CMSD)ispoisedtobeginthenextchapterinitshistory.This
chapterwillultimatelydetermine the legacyof thedistrict,and,more importantly, the legacyof the
childrenofCleveland.Thestakesarehigh,butthesuccessofourstudentswillhaveatremendouspayoff
forthedistrict,theCityofCleveland,theregionandthestate.
Overthepastyear,thedistrictandacoalitionofsupporterscametogethertoenvisionthefutureand
takenecessaryaction.Thedistrict,educators,communityleaders,andpartnerstakeholdershavejoined
forcestoputintoplaceafundamentalstrategic,policyandfinancialcontextthat,together,createsthe
conditionsthatallowthedistricttotransformitself.Thisworkbuildsuponchangesalreadymadeinthe
districtin
prior
years.
Key
aspects
of
this
new
context
include
the
following:
InFebruary2012,MayorFrankJacksonandCMSDissuedadocumententitledClevelandsPlanfor Transforming Schools:Reinventingpublic education in our city and serving as amodel ofinnovationforthestateofOhio.ThisdocumentpresentsaboldvisionforthefutureofpubliceducationinCleveland.Itarticulatesthefundamentalideaofaportfolioschoolsstrategythat
formsthebasisforthedistrictstransformation.
In June 2012, the Ohio General Assembly passed legislation (H.B. 525) that made significant
changes to state law to enable the implementation of the Cleveland Plan. These changes
include dramatically increased autonomy and flexibility for the District and its schools, the
modernizationof
employment
practices,
and
increased
incentives
for
district
and
charter
school
partnerships.
On November 6, 2012 Cleveland voters passed a 15mill levy to support the districts
transformation efforts. This levy will expire after four years (the end of 2016). The district
realizesthat itmustdemonstraterealsuccess inorder forvoters torenewtheirsupportafter
thiscriticalinvestment.
Inordertotakefulladvantageofthiscontext,thisdocumenthasbeenpreparedtoserveasthedistricts
roadmap for implementationand success. Itattempts to integratekeydistrict initiatives andpresent
highlevelactionstepsandtimelinesforimplementation.Ithasbeendesignedtobeexecutable,focused
on students, teachers, staff and the implementation of proven and effective practices. While the
documentspans
afour
year
time
frame,
it
is
expected
that
the
plan
it
contains
will
be
modified
on
an
annualbasisasthedistrictworkscontinuouslytoimproveandrefineitsapproach.
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DefiningSuccess:DistrictGoalsforEducationalProgress
The district has made a commitment to the community and to the state that it will hold itself
accountable to specificmeasurable goals for theperformanceof the systemand for theeducational
progress of students. The Cleveland Plan and the enacted state legislation were based on goals
articulatedfor
asix
year
period.
Even
after
six
years,
there
will
still
be
more
that
needs
to
be
done.
The
recentlyapprovedlevyspansaperiodoffouryears.Thisplanidentifiesthefollowinggoalsasthebasis
formeasuringthedistrictssuccess:
1. Increase the number of students enrolled in highperforming
schools. At theendof six years, triple thenumberofCleveland studentsenrolled inhighperforming district and charter schools from the approximately 11,000 students
currentlyenrolledintheseschoolstoapproximately33,000by201819.
2. Eliminate failing schools. At the end of six years, (by 201819) eliminate the
districts63
failing
schools.
3. Increasethegraduationrateandgraduatemorestudentsready
forcollegeandcareers. Thecurrentgraduation rate,ascomputedby thestateusingafouryearcohortgraduationratecomputationis56.0%.Thegoalistocutinhalfthe
gap between this rate and the states 90% graduation rate goal, thereby increasing the
graduationrateto71%by201718.
4. Raisestudentachievementwhileclosingachievementgaps. Whileallsubjectsandallgradeswillbetargeted,theprimaryfocuswillbeonreadingandmath
achievement.The
goal
is
to
cut
in
half
the
gap
that
exists
between
current
achievement
levels and 100% proficiency, and to do so by 201718. Specific achievement goals are
detailedinAppendixA.
5. Increasecollegeenrollment. Thegoal is to increase collegeenrollment ratesfromthecurrentbaselineof63.1%ofgraduatesto68.6%by201718.(Thisgoalexceedsthe
2011nationalcollegegoingrateof68.2%.)
6. SignificantlyImprovetheConditionsforLearning.1 Currently,58.5%of
CMSD students rate their school experience as adequate or better. The goal is to
significantlyimprovestudents'schoolexperience cuttingtheproportionofstudentswho
report that the conditions in their building as needing improvement in half, thereby
increasingstudentsatisfactionto79.5%,by201718.
1TheConditionsforLearningaremeasuredinfourcategoriessafeandrespectfulclimate,challenge,student
support,andsocialandemotionallearning usingasurveythatisadministeredtostudentsthreetimesperyear.
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The Cleveland Plan requires the district to create performance measures of student achievement in
additiontothestatereportcard,setannualimprovementgoals,andreporttotheOhioDepartmentof
Education, Governor and legislature on progress. In addition, the HB 525 requires the district to
cooperatewiththestatesuperintendentonanevaluationofthedistrict'sperformancein2017.
Baselinedata and fouryear targets for these goals are included inAppendixA. In setting targets forthesegoals,thedistricthasattemptedtoberealisticyetaggressive. Thesetargetswerecreatedusinga
goalsetting methodology outlined by the Ohio Department of Education designed to both increase
overall school and district achievement and to close achievement gaps among individual groups of
students.
In addition to these goals, the district will track a wide range of additional educational progress
measures,bothatthedistrictlevelandtheschoolbuildinglevel,inordertomonitorandtrackprogress
in amore detailed way. It shouldbe noted that in thenext several years, state defined report card
indicators and the states rating system will likely be redefined as new state level assessments are
implemented.Thedistrictsgoalswillthereforeberecalibratedasthesechangesareputintoplace.
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GettingfromHeretoThere: TheClevelandPlan
ThevisionofTheClevelandPlan,asbestarticulatedbyMayorFrankG.Jackson,isasfollows:
toensureeverychild inClevelandattendsahighqualityschooland thateveryneighborhoodhasamultitudeofgreatschoolsfromwhichfamiliescanchoose.Acrossthecountry,urbandistrictsaremovingawayfromoperatingasatraditional,singlesourceschool
district toward building a portfolio of district and charter schools held to the highest standards and
partneringtocreatedramaticstudentachievementgains foreverychild. Thesedistrictshavefocused
onsevenkeycomponentsofaportfoliomodel:
GoodOptionsandChoicesforAllFamilies
SchoolAutonomy
PupilBasedFundingforAllSchools
TalentSeekingStrategy
Sourcesof
Support
for
Schools
PerformanceBasedAccountability forSchools
ExtensivePublicEngagement
ThemainpremiseofTheClevelandPlanisthatexcellentschools,ledbyexemplaryprincipalsandstaffed
by talented teachers, shouldhave fullautonomyoverhumanand financial resources inexchange for
highqualityeducationandaccountabilityforperformance.
Based upon the theoretical framework of the Portfolio District, a coalition of leaders across our
community outlined four key elements for reform that, together, make up The Cleveland Plan (seeFigure1).
Figure1:
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Growthenumberofhighperformingdistrictandcharterschools
in Cleveland and close and replace failing schools: The people ofClevelandhaveadeep interest inprovidingeverychild in thecityanexcellenteducationand
citizens have an obligation to ensure that every neighborhood has great schools. But as the
Districtspastperformancesuggests,gettingthereisnoteasy.Buildingonandacceleratingour
workto
date,
Clevelands
plan
is
fundamentally
built
on
aggressively
growing
the
number
of
highperformingschoolswhilephasingoutthosethatarenotperformingwell.
Focus districts central office on key support and governance
rolesandtransferauthorityandresourcestoschools: InClevelandsproposed new portfolio system, the roles and responsibilities of central office will be
significantly focused so it becomes a flatter, more nimble, and more strategic professional
organization that employs a differentiated management system and drives resources to the
schoolbuilding.Thesechangeswill requirea fundamental shift inmindset, rolesandcapacity
across the organization. There are three components of this strategy: a new role for central
office,school
autonomy
based
on
performance,
and
redistribution
of
money
to
schools
and
classrooms.
Invest and phase in highleverage system reforms across all
schoolsfrompreschooltocollegeandcareer: Beyondtheinvestmentsinthis new, performancebased system of schools, we have identified several fundamental
buildingblocksuponwhichthisplanmustbebuilt:highqualitypreschooleducation,collegeand
workforcereadiness,yearroundcalendar,talent.
Create
the
Cleveland
Transformation
Alliance
to
ensure
accountability for all public schools in the city: Currently, there is nooneorganizationthat isresponsibleforthequalityofallpublicschoolstudentsinCleveland.
Approximately 70 percent of public school students attend district schools under the
governanceof theClevelandBoardofEducation.Another30 percentattend charter schools,
eachwith itsowngoverningboardandauthorizer.Currently, thereare tenauthorizers in the
countythatsponsorschoolsinCleveland.Thisdispersedauthoritycanbeastrength.Itensures
thatnosingleentityholdsamonopolyoverschools,encouragesentrepreneurship,fostersthe
developmentofnewmodelsandcanlimitbureaucracy.Butitalsohaslimitations.Mostnotably,
thepublic,andourparentsinparticular,lackconsistent,usefulinformationaboutthequalityof
schools inCleveland. Toaddress this challenge,wewill create theClevelandTransformation
Alliance,apublic
private
partnership
charged
with
ensuring
the
growth
of
aportfolio
of
high
performingdistrictandcharterschoolsinCleveland.
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a
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reateanansformatio
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commitmenttooperationaleffectivenessat thedistrict levelthatremovesbarriersand frees
teachersandeducatorstofocusontheworkofeducatingstudents.
2.Build Capacity of Quality Teachers and Leaders: Teachers andeducational leaders are fundamental to the districts success. The goals simply cannot be
reachedwithout
the
talent,
skills,
dedication
and
commitment
of
these
individuals.
The
district
is committed toahuman capitalmanagement strategy that supports teachersand leaders in
beingeffectiveandincontinuouslyimprovingtheirpracticesandperformance.
3.DesignEffectiveCurriculum,AssessmentandInstruction: Teachersandleadersmustbeequippedwiththetoolsthatsupporttheirwork.Theseincludehighquality
curricula and materials, a rich array of assessment tools to gauge learning, and instructional
practicesandtechniquesthatareimpactfulandeffective.
4.CreateDemandforOurSchools: Asthedistrictstransformationunfolds,andasthe portfolio strategy is developed, the results will send the message that public schools in
Clevelandareahighqualityoptionforeffectivelypreparingstudentsforsuccessinlife,careersand in postsecondary pursuits. CMSD is committed to regularly and intentionally
communicating both progress toward goals and outcomes schools are achieving to drive
demandforourschools.
5.Serve as Effective Resource Stewards: State, local and federal taxpayersentrust millions of dollars each year to CMSD. The district is committed to being careful
stewardsof these resourcesandengaged incontinuousassessmentof thevalueproducedby
eachinvestmentdecision.
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PART2: STRATEGICACTIONS/INITIATIVES
As you review the Strategic Actions and Initiatives outlined below, keep the following important
informationinmind:
This is ahighlevelpresentationof strategies.Wehaveworkedhard topresent aquarterby
quarter approach to implementingThe Cleveland Plan that can be reviewed, supported, and
monitoredbythepublic. However,inorderforittosucceedandtorepresentthetrueneedsof
ourstudents,therewill likelyneedtobemany lowerlevelplansdevelopedtodrivesuccessful
implementationofeachoftheseindividualinitiatives.
Insomecases,plansarenotwelldefinedforlateryears,particularly201516.Thisreflectsthis
plans fluidityand itsneed to focuson shortterm andmediumtermactions thatwillenable
longterm strategies to succeed.However,asplansare furtherdefined,additionalmilestones
willbe
established.
It
should
therefore
be
anticipated
that
this
Implementation
Plan
will
be
reviewed and updated annually, based upon the evaluation of implementation, resulting
outcomesandcommunityfeedbackandinput.
The implementation of several of the key initiatives may also be dependent upon legal or
contractual rules. The district will therefore seek or negotiate any needed state, federal, or
other legal/contractual approval required for the implementationof the strategiespresented
here.
Thisimplementationplandoesnotcontainadetailedspendingplanforlevydollarsor,forthat
matter,for
any
resources
of
the
district.
Such
decisions
are
properly
made
in
the
course
of
the
districtsbudgetdevelopmentandapprovalprocess.Thatsaid,taxpayersandvotersareassured
that promises made during the levy campaign are embedded in this plan, and will be the
beneficiariesofthenew levydollars.Thedistrictsbudgetprocessallowsfortheconsideration
of the totality of the needs and available resources, and supports decisions that best drive
improvementsofclassroomtheexperienceandofstudentlearningwhichwillultimatelyleadto
thesuccessofthedistrict
Itisimportanttonotethatthisimplementationplan,asdevelopedandcompleted,willprovide
anadditionalopportunity forpublicaccountability. Bydesign,theplan isoutlined inaformat
thatallows forquarterly reportingagainstplannedoutputsandoutcomes. It is theDistricts
intentto
update
public
constituents
of
our
progress
on
this
Implementation
Plan
in
various
ways
onaquarterlybasis. Aspartofthesequarterlyupdates,thecommunitywillbeprovidedwith
progress on each of the key initiatives, and on the financial resources committed to those
initiatives. Arunningtotalof Issue107revenueswillthenbeprovidedpubliclyonaquarterly
basissothattheClevelandcommunitycancloselymonitorthatlevyresourcesarebeingusedin
thewaytheywerecommitted.
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Each of the districts five key strategic actions has been further detailed as specific
implementation initiatives. Specific quarterbyquarter milestones for each of these
initiativesareoutlinedonthefollowingpages,allowingpublicconstituentstosupportand
monitor the implementationactivitiesof these strategicactionsover thenext fouryears.
Eachofthesestrategicactionsandimplementationinitiativeshavebeencarefullyalignedto
thefour
elements
of
The
Cleveland
Plan,
as
shown
in
Figure
3.
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STRATEGICACTION#1: CreateandSupportQualitySchools
ThemostprominentlystatedgoalsfortheCMSDstrategyisthatattheendofsixyears(by201819)the
districtwill triple thenumberofCleveland studentsenrolled inhighperformingdistrictandcharter
schools,andthatthedistrictwillhaveeliminatedfailingschools.Eliminatingfailingschoolsmeansthat
thecurrent
63
schools
that
are
rated
as
either
Academic
Emergency
or
Academic
Watch
must
be
transformed or replaced. Combined with the continued improvement of medium and highly rated
schools, Cleveland will reach its goal of tripling the number of students enrolled in high performing
schools.
TheCMSDportfolioschoolsstrategyencompassesfourapproachesasfollows:
Address the Lowest Performing Schools: This is the most challenging component of the portfolio
schools strategy. It is focused on taking the districts lowest performing schools and creating the
conditionsthatwilltransformthem intohighperformingschools.Eachyear,thegoalwillbetotackle
onetotwohighschoolsandsixtoeightK8(orotherprimary/middle)schools.Forthehighschools,the
strategywould
likely
involve
the
implementation
of
anew
model
in
9
th
and
10
th
grade
in
the
first
year,
withtheadditionof11thgradeinthesecondyearand12thgradeinthethirdyear. ForK8schools,the
strategywilllikelyinvolveimplementingthetransformationmodelingradesK4inthefirstyear,andthe
remaininggradesinthesecondyear.
Transformationmodels includesuchapproachesasthoseused inthedistrictsMC2STEMHighSchool,
the School of Science & Medicine, Architecture and Design and Early College at John Hay, Campus
International School, New Tech High Schools, singlegender academies, dual language schools,
wraparoundschoolsandcareerbasedschools.
EachyearCMSDwilltargetaportionofitsschoolsfortransformation:
201314: Implement610transformation schools.3Expectthatbythethirdyear (201516)
ofimplementationthesewillbenolongerfailing.
201415: Implement 58 transformation schools. Expect that by the third year (201617) of
implementationthesewillnolongerbefailing.
201516: Implement 58 transformation schools. Expect that by the third year (201718) of
implementationthesewillnolongerbefailing.
201617: Implement58transformationschools.Expectthatbythethirdyear (201819)these
willnolongerbefailing.
SupportMiddleandHighPerformingSchools: CMSDwillprovideongoingsupporttomiddle andhigh
performingschoolswiththegoalofcontinuingtodrivetheseschoolstohigher levelsofachievement.
Typesof
support
will
include
but
not
be
limited
to
leadership
capacity
development,
professional
development for teachers, curricular program implementations (with an emphasis on implementing
withfidelity)andconditionsforlearningimprovement.
3Inyearone,itislikelythatimplementingonemodelinmultiplelocationswillallowthedistricttomovemore
quicklythanattemptingtoimplementmultiplemodels.Thisapproachwillalsolikelysupportalargernumberof
schools.
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Create New School Models: The district will continue to take advantage of opportunities and
partnershipsthatresultintheopeningofnewmodels.ThisstrategybuildsonpreviousCMSDsuccessin
openingandoperatingsuchmodelschools.
201314:Planfornewschoolmodelsforyeartwo.
2014
15:
Invest
in
1
2
new
school
models;
Plan
for
new
school
models
for
year
three.
201516:Investin12newschoolmodels;Planfornewschoolmodelsforyearfour.
201617:Investin12newschoolmodels.
Overthefouryearperiod,CMSDwillintroducethreetosixnewschoolmodels.
EstablishAdditionalDistrictSponsoredCharterSchools: CMSDalreadysponsorssevenhighperforming
charter schools. This strategy has proven to be successful in increasing the numbers of students
attending high performing schools within the district. CMSD will target establishing one to two
additionalsponsoredcharterschoolsperyear.
Inaddition,thedistrictwill:
Develop adetaileddemographicandeducation supplyanddemandanalysis thatwillhelp to
guidedecisionsaroundschoolimprovement.
Establishnetworksamong schoolswith similar instructionalapproachesor commonneeds to
allow them to share strategies, experiences, and best practices, learn from each other, and
supporttheadditionalcreationofsimilarsuccessfulschools.
Createasetofpoliciesandpracticesthatempowerbuilding leadersandteamstomakemore
decisions and take more direct ownership of actions that lead to the creation of excellent
learning environments. These policies will include decisions in finance, human resources,
calendarand
scheduling
and
other
areas.
These
policies
will
be
designed
to
ensure
compliance
withappropriatestate,federalandotherlegal/contractualobligations.
Developacomprehensiveapproach tobuildingbasedbudgeting.Thedistricthas secured
theservicesofEducationResourceStrategies(ERS)todevelopaweightedstudentfunding
formulaandtoredesignitsapproachestoallocatingresourcestothedistrictsschoolsand
toserveasmoreeffectiveresourcestewardsforthecommunityandthestudentsserved.
Table1:CreateandSupportQualitySchools
Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516
Q2
Q3
Q4
Q1
Q2
Q3
Q4
Q1
Q
2Q
3Q
4Q
1Q2
Q3
Q4
Transforming
theLowest
Performing
Schools
Identifyschoolsrequiringcorrective
action. Developcorrectiveactionplans,
includingoptionforextendedschool
year.
Designatecorrectiveactionteams.
Teamsmakerecommendationsfor
implementation.
Teamrecommendationsreviewed,
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Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
acceptedormodified. Implementation
plansfinalized.
Announceselectedschoolsandfinalize
correctiveactionimplementationplans.
Notificationgiventoteachers,parents
andothercommunitymembers.
Preparationforimplementation:
Identificationofleadership,selectionof
staff,acquisitionofcurriculumand
materials,professionaldevelopment,etc.
Correctiveactionschoolsopen.
Supporting
Middleand
HighPerforming
Schools
BuildingleveldraftAcademic
AchievementPlans(AAPs)prepared.
Districtreviewandcommentondraft
AAPs.
BuildinglevelAAPsrefined/approved.
Statereport
card
data
and
other
district
dataavailable.
AAPimplementation. District
monitoring,technicalassistanceand
support.
Opening
NewSchool
Models
Identifyopportunities/partnersfornew
schoolmodels.
Design/Approveplansfornewschool
models.
Preparationforimplementation:
identificationofleadership,selectionof
staff,acquisitionofcurriculumand
materials,professionaldevelopment,etc.
Schoolmodel
opens.
Establishing
Additional
District
Sponsored
Charter
Schools
RFPissueddescribingratingcriteriaand
locationpreferences.
Proposalsduefornewcharterschools.
Reviewofapplications. Interviewswith
operators. Preparationof
recommendations.
Boardapprovalofnewcharterschool
sponsorshipagreements.
Preparationforoperation.
Charterschoolsopen.
CompleteGeographic
and
Demographic
Analysis
Conductanalysisofgeographicand
demographicneedforqualityschools.
Updateannually.
Create
Support
Networksfor
Developandimplementanetworking
strategyforschoolstosharestrategies
andinformation. Revisitannually.
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Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Schools
Developand
Implement
Policiesand
Practices
Supporting
Building
Level
Autonomy
Catalogueandidentifyallcurrent
policies.Identify
and
minimize
red
tape
andbarrierstobuildinglevelautonomy.
Developasetofpoliciesthatdefine
autonomiesthatcanbegrantedto
schoolbuildingleadersandthe
conditionsunderwhichsuchautonomies
aregranted. Designaplantobuildthe
capacityandknowledgeofleadersto
exercisethoseautonomies.
Develop
Resource
Allocation
Process
(Weighted
Student
Fundingand
SchoolBased
Budget
Autonomy)
Developaplanandmodelingsetup.
Analyzethedistrictfundingsystem,
resourceusepatternsandflexibility.
Analyzeschoolfundingsystemto
determineequity
across
school
and
studenttypes.
Analyzeschoolresourceusepatterns
withinschoolsbylevelK8schools,high
schools,etc.
DesignWeightedStudentFunding
approach.
CreatePrincipaltrainingdevelopment
andsupportstructurestoequip
principalswithskillstomanageschool
levelbudgets.
CreateFinancialSupportinfrastructure.
FullimplementationofWeightedStudent
Fundingbudget.
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STRATEGICACTION#2: BuildCapacityofQualityTeachersand
Leaders
Highlyeffectiveteachers,principalsandotherdistrictemployeesarecriticallyimportanttothesuccess
ofthe
districts
implementation
strategy,
and
the
ultimate
goal
of
improving
student
achievement.
The
Districtmust:
Modernize itshuman resourceoperationstomoveaway frompeopleintensiveprocessesand
toward technologyenabledones, to focuspeople interactionsonhighvalue andhighimpact
supportthattrulyaddressbuildinglevelneedsandthatfocusoncreatingandsupportingahigh
qualityworkforceforthedistrict.
Develop the multiple measures of student growth necessary to inform teacher and principal
practiceandforuseintheseevaluationsystems.
Implement teacher and administrator development and evaluation systems that incorporate
measuresofstudentgrowthintheevaluationofeducatorsacrossthedistrict.
Developandimplementaprofessionaldevelopmentprogramforstaffmembersthatfocuseson
personal, buildinglevel, and districtlevel capacity building aligned with teacher and
administratorevaluationsystemsandwiththeimplementationofdistrictwideinitiatives.
Implement a talent seeking and talent development system to recruit, train, credential and
supportstaffmembersforidentifiedfuturestaffingneeds.
Developdifferentiatedcompensationsystems for teachers,principals,andadministrators that
providepayandcompensationdifferentiationbasedonroles,responsibilitiesandperformance.
Table2:BuildCapacityofQualityTeachersandLeaders
Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
HumanCapital
Management
CompleteimplementationoftheALIO
HumanResourcesInformation
System.
Developnewstreamlinedhuman
resourcepoliciesandprocedures,
includingmorespecificandtargeted
recruitment,retentionandtalent
developmentpractices.
Redesignrolesalignedtothenew
HumanResourcesInformationSystem
policiesandpractices.
Identify,testandimplement
measuresofstudentgrowthintended
tocountfor50%withintheTeacher
DevelopmentandEvaluationSystem
(TDES)andAdministrator
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Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Develop
Multiple
Measuresof
StudentGrowth
DevelopmentandEvaluationSystem
(ADES)compositerating.
Distributevalueaddedreportswith
pairedqualitytrainingtofacilitate
appropriateuseofvalueaddeddata.
Trainteachersandprincipalstoutilize
studentlinkagetooltoensure
accuracyofthestudentteacher
association.
Developandfieldtestprotocolsfor
measuringstudentgrowthinnon
testedsubjects. IntegratedintoTDES
andADES.
ImplementTeacher
Development
andEvaluation
System(TDES)
Completethedesignand
implementationofTDES. Monitor
districtwideimplementation.
Usedata
from
TDES
to
inform
decisionmakingregarding
differentiatedprofessional
developmentinvestments.
Implementprofessionaldevelopment
andtrainingforTDESassessorsand
forthosebeingassessedwithTDES.
PilotandthenimplementTDESfor
nonteachingprofessionalstaff.
Implement
Administrator
Development
andEvaluation
System(ADES)
ImplementADES. Monitordistrict
wideimplementation.
Provideprofessionaldevelopmentfor
ADES.
Developand
Implement
Professional
StaffCapacity
Building
Program
Alignedwith
EvaluationSystemand
Program
Implementation
Implementthreetiered(Personal,
Buildingbased,District)professional
developmentalignedwithTDES/ADES
andtheEnhancedCoreCurriculum
implementationusingtheNational
StaffDevelopmentCouncilstandards
andpractices.
Trainbuildingteamsaroundthe
ProfessionalLearningCommunity
pillars,protocolsandpractices
frameworktoensureacommon
philosophyandpracticearound
buildingbasedcollaborativepractice
andinstructional
improvement.
Designandimplementcommon
assessmenttoolsandfeedback
pathwaysforprofessional
developmenttomonitorandassess
thequalityoftheprofessional
developmentanditsuseinthe
classroom.
ParticipateinInstructionalRounds
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Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
modelofprofessionaldevelopment.
Implement
TalentSeeking
and
Development
System
ImplementTeacherLicensurePipeline
programfor
hard
to
staff
subjects.
Recruit,train,andcredentiallead
teachersandmentorsfortheTeacher
Residencyprogram. Monitorand
providedfeedback.
Implementteacherandprincipal
inductionprogram. Measure
retentionandsatisfaction.
ImplementanewPrincipalPipeline
program.
Implementnewhiringandstandards
basedinterviewprotocols.
Createprogramtoidentifyandtrain
EnglishLanguageLearnerteachers
PartnershipwithScienceCenterand
ClevelandStateUniversitytodevelop
aTrainingCenterforYouTeach
programs
Developand
Implement
Differentiated
Compensation
Design,fieldtestandadopta
differentiatedcompensationsystem
forteachersandadministratorsthat
includeperformancegrowth
measures.
RefineandimplementPromoting
EducatorAdvancementProgramin
Cleveland(PEAC),PeerAssistanceand
Review(PAR),andteacherincentive
program
for
Teacher
Leader
positions
androles.
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STRATEGIC ACTION #3: Design Effective Curriculum,
AssessmentandInstruction
Clevelands goal of ensuring that all students compete in the 21st century global economy demands
teachersdeliver
the
highest
standard
of
curriculum
and
instruction,
and
that
students
graduate
ready
to
succeed incollegeandcareers.Thedistrictsgoalsencompassallgroupsofstudentsandseektoclose
achievementgaps. Thesegoalsrequireparticularfocusoneffectivelymeetingtheneedsofstudentwith
disabilitiesandEnglishlanguagelearnersinparticular.
Since2010,CMSDhasbeenrevisingthedistrictcurriculumacrossallgradestoalignwiththeCommon
CoreStateStandards(whicharedesignedtoachievecollegeandcareerreadiness). Inordertoensure
effective implementationofthenewcurriculum,jobembeddedprofessionaldevelopmentanddistrict
assessments have been realigned and enhanced. The district is using a rigorous interim assessment
system to deliver realtime data to classroom teachers and providing the necessary training and
materials(throughtheInstructionalInformationSystem)toensurethattheuseofdatabecomesadaily
partofprofessionalpractice. Thedistrictisalsoprovidingtrainingandsupportintheimplementationof
socialand
emotional
learning
approaches.
CMSD
is
also
utilizing
state
Race
to
the
Top
grants
to
scale
up
successfulScience,Technology,Engineering,andMath(STEM)practicesacrossallgradelevels.
Inthecontinueddevelopmentofeffectivecurriculum,assessment,and instructionaltools forschools,
thedistrictmust:
Fully implement the Ohio Enhanced Core Curriculum, including the Common Core State
StandardsinReadingandMathematicsandOhiosnewscienceandsocialstudiesstandards.
Ensure thatdata systemsexist thatprovidekey information tobuilding leadersand teachers,
build the capacityofprincipalsand teachers tousedata,engage indata analysis inorder to
drivekey
district
level
decisions,
monitor
implementation
progress
and
the
effectiveness
of
key
strategies,andidentifybuildingneedsforinterventionandsupport.
Provide schools with a fully developed Instructional Improvement System, including model
lessons and units, assessmentmaterials,and instructional resources aligned to theEnhanced
CoreCurriculum.
Expand investments in Social and Emotional Learning curriculum and support tools to
ensuresafe,disciplinedschoolsandclassrooms.
Expandearlychildhoodopportunities.
DevelopspecificsupportresourcesandservicesforEnglishLanguageLearnersandStudents
withDisabilitiesthatensuretheirabilitytoeffectivelyaccessand learntheEnhancedCore
Curriculum.
Broaden access to internships, apprenticeships, work experiences, and other post
secondarycareerandworkforcereadinessopportunitiesforhighschoolstudents.
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Organizethecentralofficetoserveasasourceofexpertsupportinkeycurricular,instructional
andassessmentareas, includingservingschoolsby identifyingotherhighqualityprovidersand
sources of support. This support also extends to the areas of Humanware,4 professional
development,andotherareasdirectedtowardthespecificneedsofeachbuilding.
Table3: DesignEffectiveCurriculum,AssessmentandInstruction
Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Implement
EnhancedCore
Curriculum
(ECC)
DeepenK5EnhancedCore
Curriculum(ECC):professional
developmentandcoachingsupportin
newcurricularareassuchasscience
andsocialstudies
ImplementECCingrades612:
professionaldevelopmentand
coachingsupport
Maplongitudinaldatasources,
identifyinterimandformative
assessmentsforallgradesinmath,
science,andsocialstudies
DevelopECCScopeandSequenceand
alignedmaterials(K12)
ImplementCommonCoreAdvocates
program;usetrainthetrainermodel
Developpartnershipandimplement
CollegeBoardReadingandMath
programinhighschools
Developandimplementmiddle
schoolto
high
school
transition
program(CareerAwareness,high
schoolselection,summerbridge
program)
EnsureEffective
DataAnalysis
andUse
Developadatacollection,analysis
anduseplan,integratingStrategic
DataProjectdataprotocolsinto
districtplan
Performinitialdatacollectionand
analysis;updateannually
Developandimplementstrategiesto
buildcapacityofbuildinglevelleaders
andteachersandteacherstouse
data;updatebiennially
Completethe
implementation
of
the
Clearpointstrategicscorecard
measuresanddataanalysisplatform;
updateannually
EnhancedCoreCurriculum
implementationtoincludetrainingin
4HumanwareisthetermusedbyCMSDtodescribethehumanapproachtoservingstudents studentconnectednessto
school,mentalwellnessandsafety.Theseformthedistrictsdefinitionoftheconditionsforlearning.
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Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
DesignandUse
Instructional
Improvement
System
InstructionalImprovementSystem
PublishK12Instructional
ImprovementSystem
model
lesson
units,lessonplans,assessmentsand
resources
Evaluateassessmentmaterialsand
reviseassessmentmaps
ExpandSocial
andEmotional
Learning
Investments
DeepentheuseofPromoting
AlternativeThinkingStrategies
(PATHS)ingradesK5;coachingand
trainingforK5staffmembers
Engageincomprehensivesocial
emotionallearningtraining,
curriculum,andsupport(participate
inCASEL/NovoCollaborativeDistrict
Initiative)
Implementand
use
Response
to
InterventionmodelonSchoolnet
InstructionalImprovementSystem
Researchthenselectandimplementa
middleschoolsocialemotional
learningprogramforschools
ImplementRippleEffectssocialand
emotionalinterventionin9th
grade
academyclassmeetingsandtoall
gradelevelsinhighschool;consider
implementationofAVIDmodel
ProvideefficacyandPowerofOur
Wordsprofessionaldevelopmentand
monitoring
for
all
staff
ExpandEarly
Childhood
Opportunities
OpennewPreschoolandPreK
classroomstoprovidemoreearly
childhoodeducation
Createanearlychildhoodcenter
whichtrainshighschoolstudentsin
earlychildhoodeducation
Partnerwithhighperformingdaycare
centerstoprovideprofessional
developmentandtesting
UseGatewaytoSuccessoralfluency
componentstoincreasevocabulary
developmentinearlychildhood
classrooms
Provide
Supportfor
Studentswith
Disabilitiesand
English
Language
Learners
Developplan
to
address
curricular
andinstructionalneedsofstudents
withdisabilities
Provideacomprehensiveplanand
thenimplementforthecontinuumof
servicesforstudentsacrossthe
district
Deepenthepracticesofteachersand
interventionspecialistsoninclusion
practices
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Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Createaccountabilityforstudents
exitingoutofspecialeducationand
thenmonitorit
Researchandselectintervention
servicesforEnglishLanguageLearner
students
ExpandCareer
andWorkforce
Experiencesfor
Students
Developaplanandstrategiesfor
expandinginternship,apprenticeship,
jobandworkforceexperience
opportunitiesforstudentswithlocal
businessesandindustrypartners
DesignCentral
OfficeSupports
toProvide
Technical
Assistanceand
Practical
Supportin
Key
CurricularAreas
Developacentralofficecapacity
assessmentinstrumentinorderto
identifyCentralOfficeeffectivenessin
theareasofsupport,feedback,
performancemanagementand
professional
development;
administer
annually
Developaschoolcapacityandneeds
assessment,alignedtocentraloffice
capacityassessment,toidentifythe
existingcapacityandneedsof
buildinglevelleaders(principaland
teacherleaders)inkeyinstructional
strategiesbeingusedtoimprove
studentachievement;administer
annually
Redesignandrefinecurriculum
supportrolesneededwithinthe
variousschoolnetworks(i.e.,New
Schools,Transformation
Schools,
Turn
AroundSchools,etc.)
Identify,articulateandtraincentral
officesupportstaffaroundthe
commoninstructionalpracticesthat
willbeutilizedtosupportschoolsin
thefullimplementationofthe
EnhancedCoreCurriculum
Identifykeytechnologytoolsand
onlineresourcesthatwillbe
supportedthroughoutthedistrictto
ensuremorerigorousandrelevant
teachingandlearning(toberolledout
tobuildingsthroughanew
InstructionalTechnology
Institute)
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STRATEGICACTION#4: ServeasEffectiveResourceStewards
CMSDrecognizesthatimplementationoftheClevelandPlanwillrequirenewwaysofallocatingexistingandfuturedistrictandschoolresources.Atthedistrictlevel,thebudgetprocessservestodrivefinancial
resource allocation decisions. How the district will use current resources as well as new resources
resultingfrom
the
recently
passed
levy
will
be
determined
in
the
course
of
the
budget
development
process. Asthedistrictpreparestoexecutethestrategiesandinitiativesinthisimplementationplan,it
willneedtobeattentivetotheaccompanyingcosts,andhowthosefactorintotheoverallbudget.
TheDistrict isthereforeconductingathoroughresourceanalysis isthatwill formthebaseline forthe
planned implementation of a weighted perpupil school formula approach and will provide the
opportunity forexpandedbuildingbasedmanagementof financial resources.Theworkwillprovidea
detailed viewofexisting levelsofequityona studentand schoolbasis.Basedon those findingsand
usingthenewlydesignedsystem,fundswillbeallocatedtoschoolsbasedonstudentneedsandeach
schoolsacademicplans.Asthecapacityofbuildingadministrators isdeveloped,theywillbegiventhe
opportunity to make their own choices about resource allocation in the interest of supporting each
individualschools
goals
and
strategies.
Additionally,
the
analysis
will
help
establish
future
weights
to
align resourceswith thestudents requiring thegreatest levelsofsupport.Asweightsareestablished,
pastpracticesofprovidingacademic support inablanketapproachwillbe replacedbymore tailored
approaches,basedonamorepreciseknowledgeofstudentneedsandoptionstomeetthoseneeds.
Resourceallocationwillalsobedrivenbydistrictneedsandprioritiesfortheuseofexistingandplanned
facilities, thedeploymentof technology, theability todeveloppartnerships,and thedevelopmentof
partnershipswithexistingqualitycharterschoolpartners.
Inordertoserveaseffectiveresourcestewards,thedistrictwill:
Develop and implement a modern Human Capital Management System that focuses on
talentrecruitment,selection,retentionanddevelopment.
Design annual district budgeting process in support of schoolbased budget autonomy
model.
ImplementaBusiness IntelligenceAnalyticModelthatallows forrealtimeanalysisofkey
performancemeasuresinallareasofoperation.
Identifyandsolicitexternal investments fromstateandfederalsources, thephilanthropic
communityandbusiness/corporate partners.
Implement a continuous improvement cycle based upon an evidence based quality
improvementsystemmodel.
Oversee the physical facilities of the district and ensure appropriate physical space is
available,safeandwellmaintainedand isused inwaysthatarealignedwithbuildingand
districtlevelimprovementstrategies.
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Planforthetechnologicalneedsofthedistrictandschools,includingensuringappropriate
access to, capacity of, and reliability of technology, and deployment of technology and
technologicalsupportthatisalignedwithbuildinganddistrictlevelimprovementstrategies.
Use the 1 mill levy dollar setaside to partner with highperforming existing and new Non
DistrictSponsored
Charter
Schools
5
to
broaden
the
network
of
quality
educational
opportunities
available to students and families within the CMSD portfolio. CMSD expects to identify and
selectapproximately1015partnerschools inthe firstyear,and forthenumbertogroweach
yearbytwotofiveschools.
Developsupportiveacademicprogrampartnershipswith localuniversitiesandcommunity
partnerstoexpandaccesstoalignedacademic,arts,athleticsandextracurricularactivities
duringandbeyondtheschoolday.
Table4: ServeasEffectiveResourceStewards
Initiative ImplementationActivityImplementation
Timeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Implement
ModernHuman
Capital
Management
System
CompleteimplementationofALIO
HumanResourcesInformationSystem
Developnewstreamlinedhuman
resourcepoliciesandprocedures,
includingmorespecificandtargeted
recruitment,retention,andtalent
developmentpractices
Redesignrolesalignedtothenew
HumanResourcesInformationSystem
policiesandpractices
Redesign
DistrictBudget
Process
Developpreliminary
district
budget
planandresourceallocations
Developschoolbasedbudgetsand
reviewstaffingdrivers
Approveandfinalizedistrictbudget
Develop
Business
Intelligence
Analytic
Capacity
DevelopEducationIntelligence
SystemmodeledafterBusiness
IntelligenceSystemstoestablishand
trackrealtimeperformanceinkey
operationalperformanceand
academicsuccessfactors
Identifyand
Completeannualinitiativesreview
andsupportsurveytodetermine
needsand
support
alignment
MarketCMSDplanandintegration
pointstoexternalsupportgroups
(stateandfederaldepartments,
philanthropy,business/corporate
supports)
5Districtsponsoredcharterschoolsaredifferentfromnondistrictsponsoredschoolsinthatthedistricthaslegally
requiredoversightfunctionsrelatedtotheprograms,managementandoperationoftheschoolsthatitsponsors.
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Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
SolicitExternal
Investments
Ensuremeasuresofsuccessare
establishedforinvestmentsand
engagements;reviewannuallywith
schools
Identifyandassignresearchand
analyticsupportquestionstodrive
andsupportexternalinvestments
Implement
Continuous
Improvement
Cycle
Designqualitysystembasedon
Baldrigeorsimilarquality
improvementsystemmodel
ImplementQualityImprovement
System
Oversee
Managementof
District
Facilities
Developafacilitiesplanconsistent
withcommitmentstotheOhio
SchoolsFacilitiesCommission
programandadaptedtotheneedsof
the
Portfolio
Strategy;
updated
biennially
Reengagecommunitystakeholdersin
thevisioninganddevelopmentofthe
districtbuildingfootprintbasedon
projectedstudentneedsallowingfor
potentialgrowthandflexibility
Developarealestatemanagement
approachthatexplorespartnerships
andleasingopportunitieswhich
maximizelearningspaceoptions
Engageinneighborhoodbuilding
analysisthatprovidesacademic
optionsinalldistrictneighborhoods
Planfor
Technology
Needs
Developadistrict
technology
plan,
includingassessingcurrent
conditions,whichallowsforthe
appropriateacquisitionofhardware
andsoftwaretoadvancedistrictgoals
Identifycurrentandfutureneeds,
definingresourcerequirementsand
aligningtechnologystrategiesto
otherimprovementinitiatives;update
biennially
Developamaintenance,repairand
replacementprogramthatcommitsto
stayingcurrentwithfuture
technologyneeds
Partnerwith
NonDistrict
Sponsored
CharterSchools
Requestand
receive
Proposals
for
eligiblepartnerschools
Reviewproposals;prepare
recommendationstotheBoardof
Education
RecommendBoardofEducation
approval
Implementprocessforrevenue
sharingandmonitoring
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Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Develop
Academic
Program
Partnerships
PrimaryLeadSTEMPractitioner
embedsSTEMfocusedScopeand
SequenceatsixK8schools
Developandexpandpartnerships
aroundCommunitySchoolsmodelin
selectedK8andhighschools
Developandexpandpartnershipsto
embedartsfocusedScopeand
SequencePASSmodelinselectedK8
schools
Expandpartnershipswithcommunity
organizationstoalignandprovide
additionalcoordinatedacademic,arts,
athletic,andextracurricular
programsduringandoutsideofthe
schoolday
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STRATEGICACTION#5: CreateDemandforOurSchools
Demand for schools in the Cleveland Metropolitan School District will increase as more and more
schools reach higher and higher levels of quality. School safety is an important factor that will also
impact demand. The district will need strong data showing progress, and have an effective plan for
communicatingthat
progress
consistently
and
transparently
to
the
public.
Demandwill also grow as thedistrict ensures thatparents are givenboth theopportunitiesand the
supports theyneed tohelptheirchildrenbesuccessful inschool. Informationabouthowparentscan
participate in improvingstudent learning is important forcreating themost supportiveconditions for
improvingstudentachievement.
Inordertocreatedemandforourschools,thedistrictmust:
Developandimplementhighqualitycommunityoutreachandengagementactivities.
Redesignstudent
enrollment
and
assignment
practices
to
support
the
Portfolio
Schools
model.
Improveschoolsafetyandenforcediscipline.
Developeffectivetwowayparentinvolvementandengagementpracticesandopportunities.
Designaneffectivecommunicationsandmarketingstrategy.
Develop a highquality customerservice system for families, employees, and the Cleveland
community.
Table5: CreateDemandforOurSchools
Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Developand
Implement
Community
Outreachand
Engagement
Activities
Coordinatequarterlypublicforums
andcommunityengagement
initiatives
Publishquarterlyeditionsoftargeted
CMSDnewslettersdesignedtoserve
specifickeyconstituencies
ImproveStudent
Enrollmentand
Assignment
Practices
Developaplan
to
improve
the
systemsandprocessesbywhich
studentsandparentsidentifyschool
choices,makeselectionsandare
enrolled
Designandimplementan8th
grade
showcasewhereby8th
grade
studentsvisithighschoolsduringthe
Falloftheir8th
gradeyear
Developaplantoimproveschool
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Initiative ImplementationActivity
ImplementationTimeline
201213 201314 201415 201516Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
Q
1
Q
2
Q
3
Q
4
ImproveSchool
Safetyand
Enforce
Discipline
buildingsafetyincludingthe
implementationofsystemsto
increaseaccountabilityand
awarenessofstudentsandadultsinbuildings
Engagestudentsinschool
managementandsafety
Integratephysicalsecuritysystemsto
providegreatercoverage
IncreaseParent
InvolvementandEngagement
Developaplanforimprovingparent
engagement,includingtheuseof
socialmediaandtechnologyenabled
strategies
ExpandParentUniversity
ExpandsizeandroleofParent
AdvisoryCommittee
Supportthedevelopmentofadditionalschoolbasedadvisory
boards,Friendsorganizations,
SPOs,PTAsandotherparent
organizinggroups;partnerwith
communityorganizingpartnersto
supportdevelopmentofschool
basedparent/community
organizations
Develop
Communications
andMarketing
Strategy
Developaspecificcommunications
planthatensuresincreased
awarenessandunderstandingof
progressofthedistrictandthat
sharessuccessstoriesandstudent
successes;includestrategiesto
enablestudenttostudent
promotionofschoolsandprograms
Developaspecificmarketingplan
thatistargetedtoretainingand
attractingstudents
Developand
Implementa
FormalDistrict
Customer
ServiceProgram
Engageexternalexpertpartnersin
thedevelopmentanddeploymentof
acentralofficecustomerservice
network(providingtelephone,
email/web,andinpersonsupport)
forstudentsandfamilies,employees,
andcommunitymembers
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PARTIII:COMMUNITYINVOLVEMENT/INPUT
EveryoneHasaRoletoPlay
Thedistrictscurrentsuccess inestablishingtheconditions thatcan leadtosuccesshasbeenpossible
only through the involvement and engagement of the entire Cleveland community. Successful
implementationoftheplan,therefore,reliesoneveryoneworkingtogethertoestablishatrulyexcellent
educationalexperienceforeverychild.
Students:Thisplan is for the childrenofCleveland; itsaboutyou! Wewantyou,as students, to take
ownership and pride in your learning and in the experience you have in school every day.
Knowinghowimportanteducationistoyourfuture,youandyourpeerscancommittotreating
eachother,teachers,andotheradultswithrespectanddignity.Youcanholdyourschooland
theeducation
system
itself
accountable
for
delivering
an
engaging,
high
quality
educational
experienceforyouonethatpreparesyouforcollege,atradeschoolortheworkforce.
Families:Parentsandcaregiversarethemost importantadults instudents lives.Youplayacriticalrole
everydaybyensuringthatstudentsarewellpreparedandreadyforschool.Youcanengagein
yourchildssuccessbyselectingahighqualityschool foryourstudent,onethatbestmatches
hisorherneeds.Youcanmonitoryourstudentsworkandprogress.Youcanholdthesystem
accountableforprovidingyouwithinformationaboutyourstudentsachievementandprogress,
andstrategiestohelpsupportlearningathome.
CMSDStaff
Members:
TeachersandPrincipals: Researchshowsthatteachers,followedcloselybyprincipals,havethe
greatest inschool impact on the educational outcomes of students. As such, teachers and
principalsarethemostcriticalpartnersinachievingthegoalssetforthinthisplan.Teachersand
principalsare the focalpointofcreatinghighqualityschools.Thegoalofhavinganeffective
teachingcorpsacrossthedistrictandaneffectiveprincipalineverybuildingarethefocalpoint
ofbuildingthecapacityofqualityteachersandleaders.Asteachersandprincipals,youcanand
must hold the system accountable for creating the conditions necessary for you to succeed,
including the provisions of tools for the identification and delivery of effective curriculum,
assessmentand instruction. As teachersandprincipals,youmust commityourselves toalso
beingaseffectiveaspossible; thatmeans,understandingyour strengthsandweaknessesand
engagingin
continuous
improvement
opportunities
that
continue
to
build
your
practice
and
that
haveapositiveimpactonstudentlearning.
School Based Support Staff: In addition to teachers and principals, school staff must be
committedtosupportingandcontributingtocreatingandsupportinghighqualityschools.You
canandmustcontributetocreatingconditionsthatallowhighlyeffectiveteachersandprincipal
to succeed. This means making and maintaining an ongoing commitment to identifying and
implementingpoliciesandpractices that simplify theworkhappening in schoolbuildingsand
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thatmaximizethetimeandeffortthatcanbefocusedonteachingandlearningand,ultimately,
onstudentachievement
District central office staff: District central office staff, in particular, must be focused on
removingbarriers,eliminatingredtape,andcreatingconditionsthatmaximizetheeffectiveness
of school operations., The past practice of building leaders finding themselves stalled by
bureaucraticbarriers
must
be
minimized,
even
as
staff
remain
sensitive
to
state,
federal
and
otherlegalrequirements.
ClevelandCommunityCommunityAtLarge:TheClevelandcommunitycanandmusthelpbycontinuingtosupportthe
workathand.Thecommunitycanholdthedistrictaccountableforcreatingasystemthatserves
students well, that prepares students to be contributing members of society, and that will
support the economic prosperity of the area. Individual citizens can take an interest in, and
supporttheactivitiesatyourlocalneighborhoodschool.Thecommunitycanalsocontributeto
the goal of creating demand for our schools by staying apprised of developments in the
educationalsystemandsharinginformationrelativetohighqualityeducationalexperiences.
PhilanthropicCommunity: Thephilanthropiccommunityhasbeenastrongcritical friendand
ally for thedistrict.Youmustcontinue in this roleand inholding thedistrictaccountable for
results and for being effective stewards of resources. Philanthropies can also continue to
provideadditional investments inpriorityareasthathelpbuild increasedcapacitytomovethe
successstrategyforwardfartherandfaster.
BusinessCommunity: Underlyingmuchofthedistrictimprovementworkisadesiretocreatea
vibrant local economy with a highly skilled workforce that can contribute to its success. The
business community can and must continue to find ways to partner with the district in
supportingspecialtyschoolsandoveralleffortsto improveachievement. Individualbusinesses
cantakeaninterestandsupporttheactivitiesintheschoolslocatedintheirneighborhoods.The
business community can also support this plan by periodically providing expertise in certainfunctionalareasthatcanallowthedistricttooperatemoreeffectivelyandefficiently.
Political Leadership: As we saw with the success of the Cleveland Plan, the support of
Clevelandspolitical leadership iscritical,especially support from theMayorsOffice,andalso
from state and federal elected leaders, that, together did so much to create the conditions
needed to support the successof theClevelandMetropolitanSchoolDistrict.Political leaders
canandmustcontinue tobestrongadvocates, inCleveland, inColumbusand inWashington,
notonlyfortheneedsofthedistrict,butalsotoremovelegalandpolicybarriersthatlimitthe
districts ability to effectively implement The Cleveland Plan. You, too, can hold the district
accountableforshowingresults.
PublicSector,NonProfit,andCommunityOrganizations: Weknowthatstudentshavemany
needs,onlysomeofwhichareaddressedbytheschoolsystem.Therearemanystudentsthat
are also served well by other communitybased organizations. Whether it is the Cleveland
Public Libraryor theCuyahogaCountyDepartmentof Job and Family Servicesor theCounty
MentalHealthBoardorthemanyotherhumanandsocialservicesorganizations intheregion,
thesuccessofchildren isakeymission foreachentity. Asacollective,thedistrictand these
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30
organizations must continue to work together to identify ways to serve students more
holistically,ratherthaninsilos.
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WeNeedYourFeedbackandInput
Over the next several weeks, the District plans to seek extensive feedback and input on this
Implementation Plan. It is expected that different constituencies will have an interest in different
aspectsoftheplanandthedistrict intendstouseawidevarietyoftoolsandopportunitiestocollect
feedbackon
the
parts
of
the
plan
that
matter
to
you
most.
The
information
gathering
process
will
followfourstepsasoutlinedbelow:
1. Inform. Thedistrictwillworkhardtoinformallcommunitymembersofthecontentsofthisplan. Education reformplanning iscomplex,detailedworkwitha technical language
thatcanoftenmakeitdifficulttounderstand. Thedistrictwillusethefollowingmessages
toprovideinformationtovariousconstituencygroups:
a. DistrictwebsitepostingofImplementationPlanandassociatedmaterials
b. EmailofImplementationPlanandassociatedmaterialstoalldistrictemployees
c. EmailofImplementationPlanandassociatedmaterialstoallstakeholderemaillists
d. Socialmedianotificationsofwebsiteposting
e.
Voicerecorded
notifications
of
website
posting
to
all
CMSD
families
and
employees
f. Pressreleasetoallmedia,mediabriefings,andearnedmediaopportunities
g. VideorecordingoutliningplanpostedtoDistrictwebsiteandbroadcastonChannels
20and22
h. Hostedwebinarsforkeyconstituencygroups
i. HostedcommunitybriefingsbyDistrictandbypartnerorganizations
j. MailersummarizingImplementationPlantoallCMSDresidentaddresses
2. Inquire. Thedistrict is very interested in inputand feedbackon this ImplementationPlan, and plans to capture feedback in several ways and from multiple constituencies.
These
include:
a. Telephone,paperandwebbasedsurveyopportunitiesforallCMSDfamilies
b. WebbasedsurveyopportunityforallCMSDemployees
c. Webbasedsurveyopportunityforallpublicconstituents
d. Feedbackbriefingswithkeystakeholders(ClevelandPlancoalitionmembers,Parent
AdvisoryCommittee,ClevelandCouncilofAdministratorsandSupervisors,Cleveland
TeachersUnion,etc.)
e. Solicitationofexplicitfeedbackfromnationalexpertsinschoolreform
f. Constituency group outreach meetings (faithbased, parent advocacy networks,
Community Development Corporations, City Council members, Ward clubs, P16
networks,communityagencies,etc.)
Allfeedback
is
welcome!
If
you
have
specific
feedback
and
are
not
able
to
provide
it
through
one of the opportunities outlined above, you may send your feedback by email to
Feedback@CMSDnet.netorbyU.S.mailto: ClevelandMetropolitanSchoolDistrict
OfficeoftheCEO
1380EastSixthStreet
ClevelandOH44114
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3. Report. As feedback is collected, the District will assemble the feedback for publicreporting. Reportingwillincludebothsummariesofwhatislearnedandrawfeedbackdata
(whereappropriateandpractical)forpublicreview. ThegoaloftheReportingperiodwillbe
to share what the District has learned that will influence the final Implementation Plan.
Multiplemeasuresofreportingfindingstothecommunitywillinclude:
a.
Districtwebsite
posting
of
findings
b. Emailoffindingstoalldistrictemployees
c. Emailoffindingstoallstakeholderemaillists
d. Socialmedianotificationsofwebsiteposting
e. VoicerecordednotificationsofwebsitepostingtoallCMSDfamiliesandemployees
f. Pressreleasetoallmedia,mediabriefings,andearnedmediaopportunities
g. Video recordingsummarizing findingsposted toDistrictwebsiteandbroadcaston
Channels20and22
h. Creation and distribution of ParenttoParent and StudenttoStudent summaries
andwhattheymean,goingforward
i. Communitymeetings,asneededtoclarifycontent,timelineandnextsteps
4. Refine. Using the input and feedback collected, the District will refine and publish arevised Implementation Plan. This revised plan will serve as the Districts primary
communication tool to thepublicaboutplannedactivitiesover thenext sixteenquarters
(fouryears)ofimplementationofTheClevelandPlanandIssue107goals. Asnotedabove,
this implementation Plan will be publicly reviewed annually for further refinements as
necessarytomeetchangingcommunity,stateandnationalexpectations.
Timeline: Thedistrictmusturgentlybeginimplementingthekeyinitiativesnecessarytoshowthedramaticimprovementexpectedofthecommunityoverthenextfouryears. However,itisalso
necessaryto
ensure
an
appropriate
timeline
for
receiving
input
in
the
final
implementation
plan.
The following timeline is proposed for feedback and input. This timeline will be adjusted as
necessarytoensureampleopportunityformeaningfulfeedbackandinput.
Dec39 Dec1016 Dec1723 Dec2330Dec 31
Jan6Jan713 Jan1320 Jan2127
Inform
Inquire
Report
Refine
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Conclusion
Intheprocessofcreatingtheconditionstosupportsuccess,theClevelandMetropolitanSchoolDistrict
madeapromise tobe transparent to its stakeholdersand the communitywith regard to itsplan for
transforming the schools of Cleveland. This document is the first of many demonstrations of that
commitment.But
aplan
is
just
that.only
aplan.
The
challenging
work
of
implementation
lies
ahead.
Successwillrequirecommitmentanddedication,aswellasthesupportoftheentirecommunity.The
district will, on an ongoing basis, continue to engage with stakeholders and the community in its
decisionmakingprocessesaroundstrategiesandactions,andwillreporttothecommunitytheresults
ofitsimplementationactivity.Byworkingtogethertowardacommonvisionandgoals,thepromiseofa
betterfutureforthechildrenofClevelandcanbecomeareality.