2015-2016 DISTRICT ACTION PLANMAR 2015

THE MOST IMPORTANT WORK OF OUR TIME.

We have come to this We have come to this hallowed spot to remind hallowed spot to remind America of the fierce urgency America of the fierce urgency of now. This is no time to of now. This is no time to engage in the luxury of engage in the luxury of cooling off or to take the cooling off or to take the tranquilizing drug of tranquilizing drug of gradualismgradualism

                                   Dr. Martin Luther King, Jr.

A TRANSFORMATION IS NEEDED, AND TIME IS

AGAINST US.

BOARD GOALS

1. Effective teachers – ensure effective teachers for all students

2. Effective principals – ensure a highly effective leader for every school

3. Safe and secure schools – ensure a safe, secure, and welcoming environment

4. Parental involvement – develop shared responsibility between parents/guardians and schools

5. Rigor – implement rigorous curriculum and engaging educational practices and experiences

BOARD GOALS

6. Positive culture – create and sustain a positive and compassionate “common culture”

7. Human resources – hire, retain, and develop highly effective employees

8. Data and innovation – base decisions on data and develop innovative ways to educate students

9. Central office – organize to encourage a positive culture, support campuses, and remove barriers

10. Facilities – upgrade and maintain our facilities

Focus

Graduate college- and career-ready students by 2020.

By the Year 2020, Dallas ISD will have the highest college- and career-ready percentage of graduates of any large

urban district in the nation.

DESTINATION 2020 GOALS

In particular, by September 2020, we expect:

90% of our students to graduate on time

40% of our students to attain a 21 or higher composite score on the ACT exam or SAT of 990 on Reading/Math

DESTINATION 2020 GOALS

80% of our students to enter college, the military, or a “career-ready job” straight from high school

75% of our students to be proficient on the “Year 2020 workplace readiness assessments” These assessments will be designed by the business and

non-profit communities and will include critical thinking, communications, teamwork, information literacy, technology skills, and work ethic

Stay the Course!

• Continue TEI• Summer labs, academies• Aligned professional

development• Compensation

• Expand leadership academies

• Incentivize movement of effective teachers to IR campuses

• Strengthen professional culture• Design new eval system for

central office

• Implement new eval system for Assistant Principals and Counselors

• Focus on quality of instruction

• Support new Personalized Learning schools

• Expand school choice options

• Expand support for high quality early childhood instruction

• Accomplish key performance outcomes and progress

monitoring metrics

• Significantly reduce the number of long-term

substitutes

• Continue to build project management office

• Continue to expand volunteer programs

• Grow investment in HIPPY and other parent programs

• Pilot I2020 (version 2.0) in Pinkston feeder pattern• Early childhood component

• Support passage of a TRE for future facilities and programs

KEY CHALLENGES

Transformation fatigue

Communicating comprehensive plan and funding mechanism

Long-term substitutes

Creating a culture of high expectations