Vermont State Board of Education Department of Education … · 2013. 8. 2. · Vermont State Board...

Strategic Plan

Vermont State Board of Education Department of Education

UPDATED: SEPTEMBER 2005

Vermont State Board of Education

Tom James, Chair .................................. EssexWilliam Corrow, Vice-Chair .... WilliamstownLindy Caslin ................................. BenningtonLisa Cox ........................................ BrattleboroMatthew Francis ............................ HinesburgRick Manahan ................................ St. AlbansDiane Mueller .....................................ChesterChris Robbins .................................... DanvilleSusan Schill ..................................... BelvidereRuth Stokes ...................................... Williston

Vermont Department of Education

Richard H. Cate, Commissioner

MissionWe provide leadership and support to help all Vermont students

achieve excellence.

VisionThe State Board of Education and the Department of Education

shall sustain a vision of high skills, creative thinking,and love of knowledge and learning for every student while ensuring

student achievement in a safe and healthy learning environment.

The Vermont Department of Education does not discriminateon the basis of race, color, national origin, creed, marital status, sex,

disability, age or sexual orientation in its programs or activities.

October 2005

State of Ed - Strategic Plan 11/7/05, 8:56 AM1

Table of Contents

Strategic Plan Summary ........................ 3

2004 – 2005 Focus Strategies ............... 42005 – 2006 Focus Strategies ............... 5

Strategic Plan ....................................... 6Goal I High-quality instruction ............ 6Goal II Educational leadership ........... 10Goal III Learning environments.......... 12Goal IV Department capacity .............. 14Goal V Resources ................................. 17

Roles and Responsibilities ............... 20Mission, Vision and Goals .................. 21Advocacy ............................................... 21State Education Budget ..................... 22Communications ................................. 23Evaluation & Supervision ................... 24Fiscal Planning ..................................... 24Legislation ........................................... 25Licensing .............................................. 26Planning, Research-basedDecision Making .................................. 27Policy .................................................... 28Professional Development .................. 29School Construction ............................ 30Standards, Assessment, Accountability& Technical Assistance ........................ 31

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Strategic Plan SummaryStrategic Plan Process

Section 180 of Title 16 requires theState Board of Education (Board) to“adopt through a public process astatewide strategic education planto describe how the agency will helpschool boards to improve studentperformance.” In September andOctober 2003, at five publicmeetings, Board members workedwith a facilitator to gatherinformation - from educators,administrators, school boardmembers and others acrossVermont - about their expectationsof the respective roles andresponsibilities of the Board andthe department in relation toschools and school districts.

On October 27, 2003, the Board andCommissioner Richard H. Catebegan to craft what they heard intoa coherent working document,describing roles andresponsibilities, and assigning themto the commissioner, the Board, orjointly. The Board continued thiswork at meetings over the next fewmonths. The roles andresponsibilities cover the followingareas:

• Advocacy• Licensing• Budget• Planning & Research-Based Decision Making• Communications• Policy• Evaluation & Supervision

• Professional Development• Fiscal Planning• School Construction• Legislation• Standards, Assessment,

Accountability &Technical Assistance

In January 2004, the Board andCommissioner Cate began todevelop a strategic plan. At thesame time, a group composed ofthe Board chair, the commissionerand eight department staffmembers was convened to helpdraft the plan. The group broughtthe results of their work to theBoard each month to support andinform the Board’s strategicplanning process. This processcontinued through May, and theBoard adopted the Strategic Plan atits meeting on June 9, 2004. Thefive-year plan is expressed in thefive goals listed below, which arebased on the respective Board anddepartment roles andresponsibilities.

I. Support high-quality, innovativeinstruction to improve studentachievement

II. Provide and promote high-quality educational leadership

III. Promote safe and positivelearning environments

IV. Build department capacity tobest support external needs

V. Practice and promote effectiveuse of all resources

Vermont State Board of Education and Department of Education Strategic Plan 3


2004-2005 State BoardFocus Strategies

The Strategic Plan includesobjectives and strategies thatsupport each goal. Some of theseare the responsibility of thecommissioner and the department;others are the responsibility of theBoard. During its June 2004 retreat,the Board reviewed all of thestrategies and selected thefollowing six to be included in itswork plan for the 2004-05 fiscal year.The prefix designations (e.g. I.A.4.)refer to the goal, objective andstrategy designations that appear inthe Strategic Plan (e.g. Goal I,Objective A, Strategy 4). Eachobjective has indicators, which aremeasurable results that reflect thesuccess of the objective. Several ofthe indicators are percentages, andtherefore are expected to increase(▲) or decrease (▼) as a desiredresult.

Focus Strategies

Continue support for theimplementation of the HighSchools on the Move principles asthe statewide vision for secondaryeducation (I.A.4.)

Develop a public school choiceproposal by January 1, 2005, forsubmission to the Legislature (I.A.8.)

Adopt measurable School QualityStandards by June 30, 2005 (I.D.1.)

Ensure that State Board membersreceive appropriate professionaldevelopment (II.A.1.)

Allocate resources and prioritizebudget initiatives by October 19,2004 (IV.B.3.)

Analyze the cost and quality ofeducation in Vermont incomparison to national data anddevelop specific recommenda-tions to contain costs whileensuring the quality of education,by June 30, 2005 (V.D.6.)

The State Board instituted a plan ofaction to ensure that these strate-gies were implemented during FY2004-05, ending June 30, 2005. At itsannual retreat the Board decided onpriorities and planned for the nextyear.

While the Board is committed to thegoals that are the foundation of theplan, it must be flexible. The Boardintends to review the plan each yearto ensure that it has completed thework it has committed to do and toupdate the strategies as necessary.

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At its August 16, 2005 meeting, the StateBoard designated the following focusstrategies for 2005-06:

Gain an understanding of the issuesassociated with early education inorder to develop a position on acoordinated statewide system of earlychildhood education. (I.A.1*)

Develop a long-term plan forimplementation of the K-12expectations for Modern and Classical(non-native) Languages within theVermont Framework of Standards andLearning Opportunities. (I.D.4*)

In collaboration with the VermontStandards Board for ProfessionalEducators (VSBPE), examine the rolesand relationships of the Board andthe VSBPE with a focus on policyissues relating to high quality alter-nate routes to licensure. (I.E.4*)

Develop, coordinate and improveadministrative and educationalleadership skills in the state ofVermont by working with the VermontEducational Leadership Collaborative(VELC). (II.C.2*)

Enhance Board decision-makingthrough two-way communication witheducational leadership organizations,school boards, legislative educationcommittees, parents, home studygroups and post-secondary educationinstitutions. (II.C.4*)

Analyze the cost and quality ofeducation in Vermont in comparisonto national data and develop specificrecommendations to contain costswhile ensuring the quality ofeducation. (V.D.6*)

*The prefix designations (e.g. II.C.2) refer tothe goal, objective and strategy designationsthat appear in the Strategic Plan (e.g. Goal II,Objective C, Strategy 2.)

2005-2006 State BoardFocus Strategies


Indicators

a. Percentage of kindergartnersready for school (KindergartenReadiness Survey) ▲

b. Percentage of schools ready forchildren (KRS)▲

c. Involvement with other agenciesin the development andmanagement of pre-K programs▲

d. Number of secondary schoolsimplementing the principles ofHigh Schools on the Move ▲

e. Drop out/Graduation rates ▼/▲f. Post-secondary attendance/

continuation rates ▲g. Disaggregated results of

statewide assessments ▲h. Proficiency of students eligible

for free and reduced lunchcompared to peers ▲

i. Teachers trained to meet therange of student abilities,including gifted and talented ▲

j. Percentage of studentsattending schools that provideopportunities to meet theirneeds ▲

Strategies

1. Gain an understanding of theissues associated with earlyeducation in order to develop aposition on a coordinatedstatewide system of earlyeducation

2. Collect and analyze data toidentify linkages betweenhigh-quality early childhoodeducation and studentachievement

3. Promote professionaldevelopment that helpsteachers support the needs ofall students

4. Support the implementationof High Schools on the Moveprinciples as the statewidevision for secondaryeducation

5. Analyze performance data atall grade levels to improveinstruction

6. Work with middle schoolpersonnel to meet the uniqueneeds of adolescents

7. Continue engagement withelementary educators toimprove student performance

8. Develop a public school choiceproposal for submission to theLegislature

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Strategic PlanGoal I. Support high-quality, innovative instruction

to improve student achievement

Objective A. All students achieving their full potential


Strategies

1. Promote and use scientificresearch related to high-qualityinstruction

2. Publish and communicateresearch findings

Strategies

1. Develop and produce gradelevel assessments based on theVermont Framework of Standardsand Learning Opportunities forgrades 3-8 in English/LanguageArts (ELA) and math

2. Develop and produce gradelevel assessments for one yearof high school in ELA and math

3. Conduct annual KindergartenReadiness Survey and analyzedata

4. Develop and produce a scienceassessment for three differentgrade levels

5. Help school districts meet therequirements for completingan assessment plan

6. Develop English LanguageProficiency Standards forEnglish Language Learners

Indicators

a. Existence and implementationof statewide accountabilitysystem

b. Percentage of studentsassessed ▲

c. Percentage of schools thatidentify individual studentneeds ▲

d. Results of statewideassessments ▲

e. Number of teachers trained inassessment practices in allareas of the Framework ▲

Objective C. A clear statewide definition of high-quality instruction

Indicators

a. Definition of high-qualityinstruction

b. Use of research projectsdedicated to high-qualityinstruction ▲



Indicator

a. Percentage of schools that meetor exceed standards ▲

Strategies

1. Adopt measurable SchoolQuality Standards

2. Establish and support anefficient and effective processfor implementing the SchoolQuality Standards

3. Provide information andtraining to the field

4. Develop a long-term plan forimplementation of the K-12

expectations for Modern andClassical (non-native)Languages within the VermontFramework of Standards andLearning Opportunities

Objective D. All schools meeting or exceedingthe School Quality Standards

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Strategies

1. Review and monitor all teacherpreparation programs

2. Collaborate with other entitiesto prepare educators inshortage areas

3. Promote professionaldevelopment and mentoringopportunities

4. Examine, in collaboration withthe Vermont Standards Boardfor Professional Educators(VSBPE), the roles andrelationships of the Board andthe VSBPE, with a focus onpolicy issues relating to high-quality alternate routes tolicensure

5. Collaborate with other agencieson inservices

6. Conduct an early-exit survey ofa sample of teachers todetermine reasons for leaving

Indicators

a. Percentage of vacancies byspecific endorsement areas▼

b. Percentage of emergencylicenses ▼

c. Percentage of paraeducatorswith at least two years of post-secondary education▲

d. Percentage of National BoardCertified teachers▲

e. Number of teacher preparationprograms▲

f. Percentage of school districtsoffering mentoring programs

g. Number of teachers choosingalternate licensing routes▲

Objective E. A sufficient number of well-preparedinstructional and support staff for all schools



Strategies

1. Ensure that members receiveappropriate professionaldevelopment

2. Evaluate State Boardoperations annually

3. Develop guidelines for Boardoperations

4. Develop criteria forself-assessment

Goal II. Provide and promotehigh-quality educational leadership

Objective A. State Board of Education memberswho are well-prepared and effective

Indicators

a. New members attendingNASBE orientation

b. Outcomes of Board self-assessment ▲

c. Percentage of Strategic Planinitiatives implemented ▲

d. Participation in NASBE studygroups and events ▲

Strategies

1. Develop future leaders forpromotion within thedepartment

2. Recruit leaders from the fieldto fill vacancies in thedepartment

3. Establish an annual work planthat is aligned with theStrategic Plan

4. Ensure that diversity and equityin department leaders reflectthe greater staff population

5. Provide leadership ineducation at the national level

Objective B. A Department of Education that provideseffective leadership

Indicators

a. Percentage of staff rating theleadership climate favorable orhigher on an internal survey ▲

b. Percentage of managementstaff in work-relatedprofessional developmentprograms ▲

c. Percentage of general fundbudget requests supported bythe Administration and theLegislature ▲

d. Percentage of performancetargets achieved ▲

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Indicators

a. Average tenure of schooladministrators ▲

b. Percentage of goals met onschool action plans ▲

c. Percentage of administratorsin professional developmentprograms ▲

d. Percentage of school boardmembers completing theVermont School BoardsAssociation training ▲

e. Percentage of schools meetingor exceeding Adequate YearlyProgress (AYP) targets ▲

f. Drop out rates ▼

Strategies

1. Collect and analyze informationabout other governancestructures that support effectivemanagement of schools

2. Develop, coordinate andimprove administrative andeducational leadership skills inVermont by working theVermont EducationalLeadership Collaborative

3. Provide support for schoolleaders dealing withgovernance issues

4. Enhance Board decision-making through two-waycommunication witheducational leadershiporganizations, school boards,legislative educationalcommittees, parents, homestudy groups and post-secondary educationinstitutions

5. Work with schools to supportand evaluate staff in the areasof colleagueship among all staffand advocacy for all students

Objective C. Well-prepared and effective administratorsand school board members serving all schools



Strategies

1. Examine and publish currentdata on child nutrition,physical fitness and drug andalcohol use to precipitateconversation at the local levelabout student wellness

2. Work with schools to ensurethat students have access toeffective coordinated healthprograms

3. Promote strategies andactivities that result in studentleadership and positive socialinteractions

4. Create a parent advisory councilto provide input to thecommissioner

Strategies

1. Encourage recruitment andsupport of diverse school staff

2. Support professionaldevelopment of school staff togain understanding of, andcommunication skills relatedto, diversity

3. Identify and promote practicesand programs that supportdiversity

Goal III. Promote safe and positivelearning environments

Objective A. All schools supporting the needs of a diversestudent and staff population

Indicators

a. Number of reportedharassment incidents ▼

b. Demographic trends in staffc. Demographic trends of

participants in educator-preparation programs

Objective B. All schools working with other organizationsand parents to improve and maintain student well-being

Indicators

a. Reported drug- and/or alcohol-related use ▼

b. Number of peer leadershipprograms ▲

c. Number of physical fitnessprograms offered in schools ▲

d. Youth Risk Behavior Surveyresults

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Strategies

1. Analyze existing data todetermine severity andfrequency of harassment andbullying incidents

2. Use data to identify successfulpractices that may bereplicated

3. Educate school personnel onexisting laws related to conduct

4. Train school personnel in themost effective means ofprevention and best practicesfor resolving conflict

5. Actively work with schools thathave acute and/or chronicproblems with studentbehavior

Indicators

a. Number of schools that have acomprehensive plan ▲

b. Number of harassmentincidents reported ▼

c. Number of weapon-relatedincidents reported ▼

d. Creation of a definition ofbullying

e. Completion of study on bullyingf. Percentage of schools providing

training in prevention/conflictresolution ▲

g. Youth Risk Behavior Surveyresults

Strategies

1. Advocate for sufficient fundingfor school construction aid

2. Include facility conditions as acomponent of the revisedSchool Quality Standards

3. Identify and compile schoolsafety and environmentalstandards

Objective C. School facilities that provide a safeand productive learning environment

Indicators

a. Number of school facilities thatare adequately maintained andmeet safety requirements ▲

b. Ratio of available state fundingfor school construction torequested amount ▲

Objective D. All schools with an effective comprehensive planthat addresses student behavior



Indicators

a. Results of internal surveyb. Single location for Department

of Education offices

Strategies

1. Combine Berlin andMontpelier Department ofEducation locations

2. Provide safe and adequateworking conditions for allemployees

3. Improve employee orientationprocess

Goal IV. Build department capacityto best support external needs

Objective A. A positive and effective working environment forall department employees

Objective B. A State Board of Education annual budgetthat adequately supports the Strategic Plan

Strategies

1. Review the current budgetingprocess

2. Review the annual budget eachAugust

3. Allocate resources andprioritize budget initiatives

4. Recommend a final budget bythe State Board’s Octobermeeting

5. Advocate for the budget withthe Administration and theLegislature

Indicators

a. Percentage of Strategic Planstrategies funded in thebudget ▲

b. Number of Strategic Planstrategies implemented ▲

c. Balanced budget ondepartment balance sheet

d. Existence of a five-yearfinancial and resource plan

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Indicators

a. Percentage of individualsresponding to the customersatisfaction survey ▲

b. Results from customersatisfaction survey indicatingvisitors’ understanding anduse of Web site ▲

c. Annual cost of publishingdocuments ▼

d. Number of media reportsaccurately reflecting educationissues ▲

Strategies

1. Recruit and retain well-prepared and effective staff

2. Perform effective andmeaningful annual evaluations

3. Offer mission-drivenprofessional development toall staff

4. Work with other state policymakers in an effort to makesalaries as competitive aspossible

Objective C. Department of Education staff that has theknowledge and skills to carry out its responsibilities

Indicators

a. Percentage of staff participatingin mission-driven professionaldevelopment ▲

b. Percentage of staff membersindicating on internal surveythey are adequately preparedto accomplish their jobs ▲

c. Percentage of managersreporting that staff isadequately prepared toaccomplish their jobs ▲

d. Percentage of completed staffperformance evaluations ▲

Objective D. A Department of Education communicationsstrategy that supports the vision of the Board and department

Strategies

1. Clearly define andcommunicate department rolesand responsibilities

2. Establish and sharecommunications strategy withstaff and external stakeholders

3. Develop and promoteWeb-based tools forcommunication with diverseaudience with varied access totechnology

4. Develop and sustain a well-informed, positive relationshipwith media



Strategy

1. Review and revise Title 16 andother education-relatedstatutes and State Boardregulations

Strategies

1. Publish State Board of EducationRoles and Responsibilities (SeePage 20)

2. Review and update Roles andResponsibilities at leastannually

Indicators

a. Staff are aware of the Rolesand Responsibilities ▲

b. Superintendents and schoolboard members are aware ofthe Roles and Responsibilities ▲

c. Public is aware of the Roles andResponsibilities ▲

Objective E. Vermont statutes and State Board regulationsthat enable improvements in our education system

Indicator

a. Publication of revised statutesand regulations

Objective F. A State Board of Education with clearlycommunicated roles and responsibilities

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Indicators

a. Results of internal survey ▲b. Staff awareness of grant

processes ▲c. Grant processing cycle time ▼

d. Balanced division budgets

Strategies

1. Regularly review the missionand organization of thedepartment

2. Communicate mission todepartment staff and others

3. Align each team’s work planwith the mission

4. Establish and implement clearpersonnel policies

Strategies

1. Create a unified and efficientelectronic grant andcontracting process

2. Improve the internal financialreporting system

3. Develop a budget managementsystem for managers

4. Develop a system that allowsstaff to contribute ideas formaking operations moreeffective and efficient

Indicators

a. Alignment of job descriptionswith actual duties ▲

b. Results of internal survey ▲

Goal V. Practice and promoteeffective use of all resources

Objective A. A Department of Education with effectiveand efficient operations

Objective B. Department of Education resources that are alignedwith the Mission and Goals



Indicators

a. Use of teleconferences toreduce meeting costs ▲

b. Percentage of technology-based innovations andresources implemented ▲

c. Percentage of school districtssubmitting data electronically ▲

d. Technology proficiency levelof department staff ▲

e. Fully operational studentinformation system

Strategies

1. Expand the capacity to collectand report data electronically

2. Establish standards fortechnology skills and providecustomized training toeliminate gaps

3. Develop a Best Practices guidefor schools, districts andsupervisory unions to helpmake data management andother technology decisions

4. Provide incentives for team-level high-end users inpertinent software

5. Expand the use ofteleconferencing options

6. Implement statewide studentinformation system

Objective C. Technology that improves the efficiencyand effectiveness of the department

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Indicators

a. Number of courses offered viateleconferencing (collaborativedistance learning) ▲

b. Number of independent studycourses taught in secondaryschools ▲

c. Number of high schoolstudents participating inAdvanced Placement/honorslevel courses ▲

d. Development by the StateBoard of a concise set ofrecommendations regardingthe cost and quality ofeducation

e. Cost of education inVermont compared to thenational average ▼

f. Test scores of Vermontstudents on the NationalAssessment of EducationalProgress exams ▲

Objective D. Cost-effective, high-quality delivery modelsfor all students

Strategies

1. Poll the field for interest increating a statewide calendarand common class time

2. Promote independent study,distance learning and commonclasses through technology

3. Revise existing and developnew benchmarks, reports andother indicators useful forassessing the efficiency ofschool districts

4. Revise school accountinghandbook to establishconsistent accounting ofdistrict revenues andexpenditures statewide

5. Develop a Web-based surveyto identify needs andcontribute ideas for efficientand effective use of resources

6. Analyze the cost and qualityof education in Vermont incomparison to national dataand develop specificrecommendations to containcosts while ensuring the qualityof education



Roles & Responsibilitiesof the State Board of Education

and the Commissioner of Education

Mission, Vision and Goals ...................... 21Advocacy .................................................. 21State Education Budget ......................... 22Communications ..................................... 23Evaluation & Supervision ....................... 24Fiscal Planning ........................................ 24Legislation ............................................... 25Licensing .................................................. 26Planning & Research-basedDecision Making ...................................... 27Policy ........................................................ 28Professional Development ..................... 29School Construction ............................... 30Standards, Assessment, Accountability& Technical Assistance ........................... 31

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Mission, Vision, Goals

➤ The commissioner will align the Departmentof Education’s work with the Board anddepartment’s mission and vision.

➤ Work of the department will comply withstate and federal laws.

➤ The Board and commissioner will ensurethat their mission, vision, goals and workare focused on students.

➤ A strategic plan will be developed andrevised as needed.

Advocacy

➤ The Board and the commissioner willadvocate for the best possible educationalopportunities for each student. Everydecision will be weighed against the likelyimpact on students.

➤ The Board and the commissioner will aimto close the achievement gap amongVermont students and set the climate forfocusing on students.

➤ The Board and the commissioner willinstitutionalize the focus on students’personal achievement – emphasizing thatevery student is important and capable ofreaching her or his potential.

CommissionerResponsibility

Commissionerand BoardResponsibility



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State Education Budget

➤ The Board will ensure that the annualbudget is adopted in accordance withapplicable procedures of the Governor’sAdministration.

➤ In the budget process, the Board willcomply with fiduciary responsibilities.

➤ The commissioner will develop a budgetbased on specific assumptions and goalsestablished by the Board.

➤ The budget will be developed in a timelymanner, written clearly and will implementthe Board’s mission, vision and goals.

➤ The budget will be developed in cooperationwith the Governor’s Administration after theBoard has been informed of potential issuesand has had an opportunity for consultation.

➤ The commissioner will develop and overseea system for monitoring the department’sbudget.

➤ The Board and the commissioner willadvocate for the state education budgetwith the Governor and Legislature.

State BoardResponsibility




Communications

➤ Board members will communicate withexternal partners only with consensus and/orwith authorization from the entire Board.

➤ The commissioner will ensure that individualBoard members and the full Board areappropriately informed in a timely fashion,and that communications are clear andconcise.

➤ The commissioner will establish a clearprocess and system for communication withall stakeholders.

➤ Information will be based on valid andreliable data.

➤ Together with the commissioner, the Boardwill actively seek input from stakeholders,including parents.

➤ The Board and commissioner will beinformed of current issues and how theyaffect students.

➤ The educational community will know andunderstand the Board’s goals, policies andinitiatives.

➤ Communications will establish a strong,positive image of the Board and thedepartment working in concert.






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Evaluation & Supervision

➤ The Board will adopt policies to guide theevaluation and supervision of Departmentof Education staff, the commissioner andthe Board.

➤ The Board will engage in a formal annualself-evaluation.

➤ The Board will ensure that the commissionerclearly understands its expectations in awritten agreement.

➤ The commissioner will ensure that everyDepartment of Education staff member isevaluated at least annually.

➤ All evaluations will be based on clear roles,responsibilities and expectations.

Fiscal Planning

➤ The commissioner’s fiscal planning effortsmust consider long-term needs, and include

resource assessment.





Legislation

➤ Board members will be seen as drivers ofeducational policy, and legislative effortswill focus on the best interests of students.

➤ The Board will develop policies for theconduct of legislative activity.

➤ The commissioner will ensure that Boardmembers maintain an awareness of federallegislation and are proactive in influencingnew and proposed changes in federallegislation.

➤ The Board and commissioner will beproactive in setting a legislative agenda foreducation.

➤ The Board and commissioner will create arelationship with the Legislature so theState Board is seen as a valuable resourcewith access to experts in educational matters.

➤ The Board and commissioner will developworking relationships with Vermont’sfederal legislators.






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Licensing

➤ The State Board will adopt appropriatecriteria for determining highly qualifiedteachers.

➤ The Board will appoint capablerepresentatives to the Vermont StandardsBoard of Professional Educators and willprovide direction to and evaluate theeffectiveness of that board.

➤ The commissioner will ensure that thelicensing process leads to the employmentof highly competent teachers andadministrators in Vermont schools. Theprocess must be efficient and accessible.

➤ Together with the Standards Board, theState Board and commissioner will ensurethat regulations and procedures are focusedon the best interests of students.

➤ The Board and the commissioner willensure that appropriate standards andprocedures for surrender, suspension andrevocation of licenses are in place.

➤ Decisions will be based on reliable data.





Planning, Research-basedDecision Making

➤ The commissioner will ensure that theDepartment of Education and the Boardhave an effective Management InformationSystem.

➤ The commissioner will ensure that researchis focused and targeted, and that researchand planning leads to continuousimprovement in accomplishing the mission.The commissioner will ensure that theseresponsibilities include assessment ofresources. Planning and research shouldlead to greater efficiency and effectiveness.The commissioner will work in partnershipwith others. Planning must result incoordination of efforts and activities.

➤ The Board and the commissioner willensure the processes and documentsenable goals to be readily identifiable.

➤ The Board and the commissioner willensure these processes will assist inidentifying needs and actions, and willresult in greater creativity. Issues will beclearly articulated and addressed.





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Policy

➤ The commissioner will ensure that policiesare thoughtfully created and comprehensive.Policies will respond to federal requirementsin a common-sense manner.

➤ The commissioner will take steps to ensurethat local districts understand the work ofthe department. He will ensure that effectiveworking relationships exist between districtsand the department and Board.

➤ The Board and the commissioner will worktogether to identify the need for policy andbe proactive in policy development.

➤ The Board and the commissioner will becognizant of the impact of policy on localschool districts.

➤ The number of policies should be determinedby absolute need. Policies must be visionary.Continued relevance must be reviewed, andthere shall be accountability by thoseresponsible for implementation.

➤ Policy development should include allinterested parties: parents, students, schooland Department of Education personnel,education association, and others.

➤ Policies must be consistent and complywith state and federal law, they must bealigned with the mission, vision, and focuson students.




Professional Development

➤ Every new Board member will participate ina structured orientation process as calledfor in current policy.

➤ Board members will participate inprofessional development opportunitiesprovided through a variety of sources, suchas the National Association of State Boardsof Education. Professional development willbe considered “venture capital” and an“investment for the future.”

➤ The commissioner will ensure that high-quality professional development isavailable to all Department of Educationemployees in accordance with contractrequirements and systems needs.

➤ Professional development programs will beconsistent with the Strategic Plan.





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School Construction

➤ The Board will ensure that a priority list ofschool construction projects is submittedannually to the Legislature.

➤ The Board will advocate for adequateresources to fund the school facilities plan.

➤ The commissioner will create a statewidefacilities needs assessment and a plannedsequence for school construction projects.

➤ All new construction and renovationprojects will meet established criteria.

➤ The priority list of school constructionprojects will be monitored and will evolveover time.

➤ The statewide plan will consider thefollowing: geographic and demographicneeds of the state; health and safetyrequirements; functional facility design witha primary focus on students; current andfuture approaches for renewable energy andenergy efficiency; design with innovationand awareness of future needs; and use oftechnology and alternative means ofaccessing instruction and learningopportunities.

➤ School construction projects will includethe purpose and functions of schools ascenters and resources for communities.

➤ There will be an established list of qualityand technical criteria to guide the designand construction of new and renovatedschool facilities.








Standards, Assessment,Accountability & Technical

Assistance

➤ The Board will ensure that assessmentresults in improved instruction andlearning. It will be relevant in time andmeasurement and be applicable toinformed decisions and actions.

➤ The Board will ensure that this work resultsin teaching to the standards and notteaching to the test. The Board aims tocreate a culture and environment of“developing schools” rather than “failingschools.” These efforts should focus onassessment and not favor high skills overthe love of knowledge and creativity.

➤ The commissioner will ensure that work inassessment is cost-efficient and effective.

➤ The commissioner will ensure that there isclear, proactive communication with allstakeholders. Documents developed inthese areas will use language clearlyunderstood by parents and students.

➤ The Board and the commissioner willensure that every student has substantiallyequivalent opportunities for learning.

➤ The Board and the commissioner will ensureconsistency of standards among all schools.There will be clarity and understanding ofwhat is and is not measurable.



120 State Street Montpelier, VT 05620

(802) 828-3135 http://www.state.vt.us/educ/

Table of ContentsStrategic Plan Summary2004-2005 State Board Focus Strategies2005-2006 State Board Focus StrategiesGoal I. Support high-quality, innovative instruction to improve student achievementObjective A. All students achieving their full potentialObjective C. A clear statewide definition of high-quality instructionObjective D. All schools meeting or exceeding the School Quality StandardsObjective E. A sufficient number of well-prepared instructional and support staff for all schools

Goal II. Provide and promote high-quality educational leadershipObjective A. State Board of Education members who are well-prepared and effectiveObjective B. A Department of Education that provides effective leadershipObjective C. Well-prepared and effective administrators and school board members serving all schools

Goal III. Promote safe and positive learning environmentsObjective A. All schools supporting the needs of a diverse student and staff populationObjective B. All schools working with other organizations and parents to improve and maintain student well-beingObjective C. School facilities that provide a safe and productive learning environmentObjective D. All schools with an effective comprehensive plan that addresses student behavior

Goal IV. Build department capacity to best support external needsObjective A. A positive and effective working environment for all department employeesObjective B. A State Board of Education annual budget that adequately supports the Strategic PlanObjective C. Department of Education staff that has the knowledge and skills to carry out its responsibilitiesObjective D. A Department of Education communications strategy that supports the vision of the Board and departmentObjective E. Vermont statutes and State Board regulations that enable improvements in our education systemObjective F. A State Board of Education with clearly communicated roles and responsibilities

Goal V. Practice and promote effective use of all resourcesObjective A. A Department of Education with effective and efficient operationsObjective B. Department of Education resources that are aligned with the Mission and GoalsObjective C. Technology that improves the efficiency and effectiveness of the departmentObjective D. Cost-effective, high-quality delivery models for all students

Roles & Responsibilities of the State Board of Education and the Commissioner of EducationMission, Vision, GoalsAdvocacyState Education BudgetCommunicationsEvaluation & SupervisionFiscal PlanningLegislationLicensingPlanning, Research-based Decision MakingPolicyProfessional DevelopmentSchool ConstructionStandards, Assessment, Accountability & Technical Assistance

Vermont State Board of Education Department of Education … · 2013. 8. 2. · Vermont State Board...

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Transcript of Vermont State Board of Education Department of Education … · 2013. 8. 2. · Vermont State Board...