Strategic Priority 1: High Student Performance
Strategic Goal One: Increase student achievement
- All schools will achieve growth and strive for high growth
- The percentage of students passing the NC Computer Skills Test in the 8th grade will continue to increase
- The percentage of students passing the End-of-Grade reading and math tests administered in the 8th grade will continue to increase
- The percentage of students in each school in grades 4, 7 and 10 passing the NC Writing Test will increase 10% until 80% is reached, at which point the passing
percentage will be maintained at 80% or better
- Close the achievement gap between low socioeconomic and high socioeconomic students while maintaining high achievement for all students
- Review and revamp all programs serving at-risk students to provide a better program of alternative education
- The system will increase the graduation rate and all students will complete high school diploma requirements
- All K-2 students will enter 3 rd grade at a level of readiness for success (Kindergarten – level 4; First grade – level 16; Second grade – level 24+)
Strategic Priority 2: Healthy Students in Safe, Orderly, and Caring Schools
Strategic Goal Two: Operate safe, orderly, caring and clean schools
- Improve system-wide attendance
- Decrease inappropriate behavior which could result in in-school or out-of-school suspensions
- Reduce reported cases of controlled and illegal substances
- Satisfactory rating of 90% or higher for all school’s custodial care
- All cafeterias will receive a Grace A status on their Health Department Inspection report
- Provide adequate, safe education facilities
- Provide safe, orderly, learning environment supportive of high student achievement
Strategic Priority 3: Quality Teachers, Administrators, and Staff
Strategic Goal Three: Recruit, develop and retain quality teachers, administrators and staff
- All teachers employed in core subjects will be “highly qualified” as required by the No Child Left Behind Act
- All teacher assistants employed will be “highly qualified” as required by the No Child Left Behind Act
- Recruit and retain the best qualified and highest performing initially licensed teachers
- Continue implementation of approved evaluation systems to improve instruction
- Use working conditions survey results to improve school climate
Strategic Priority 4: Strong Family, Community, and Business Support
Strategic Goal Four: Maximize family, community, and business support
- Expand and enhance community relations and interagency collaboration
- Continue responsive, accurate and balanced media relations and reporting
- Continue accurate, user-friendly and timely information services including improving and updating web-pages
- Continue developing comprehensive and sustained business-education partnerships
- Continue frequent, balanced and broad recognition of personnel and businesses
- Improve coordination of volunteer program
- Continue to develop successful programs, promotions, and special projects
Strategic Priority 5: Effective and Efficient Operation
Strategic Foal Five: Operate efficiently and effectively
- Assure that all programs in place and all grant applications for funding are aligned with system goals
- Continue to effectively utilize staff and administrative time and efforts
- Continue efficiency through using technology for standardization of forms, reduction of paperwork and automation of manual functions
- Continue to improve school bus transportation efficiency rating by NCDPI
- Continue improving availability of information for timely reporting, decision making, and operational efficiency
- Work toward establishing a formalized preventive maintenance program
- Continue timely financial reporting in compliance with the required new financial reporting model
- Improve program for effective and efficient control of the Board’s assets
- Provide a school organizational pattern that efficiently uses facilities and staff to provide optimal instruction to students