Core Values, Mission, Vision & Goals
Core Values
Core Values
- The Board values collaborative, meaningful relationships with all stakeholders to include parents/legal guardians, students, teachers, staff, administrators, Board members, state and local elected officials, and members of the community at large.
- The Board believes in equity for all students, understanding that some students require additional resources in order to receive a quality education.
- The Board values equity as a personal and professional responsibility and will strive to create inclusive learning environments in which every child is able to achieve her/his highest potential.
- The Board will maintain rigorous standards and high expectations for all students as keys to academic excellence and lifelong learning.
- The Board believes there is value in diversity and all students and staff members are endowed with unique talents and entitled to mutual respect.
- The Board values and promotes practices that ensure a safe and orderly learning and work environment.
- The Board will responsibly advocate for funding to operate an outstanding school system, and expects to be held accountable for allocating that funding to meet system needs.
Mission
Vision
Board/Superintendent Goals
Board/Superintendent Goals
- Increase student achievement by offering a continuum of learning opportunities utilizing the integration of best practices in technology and instruction and expanding virtual learning.
- Provide a safe, orderly and caring environment for students and staff and improve their engagement by supporting mental wellness.
- Recruit and retain a highly qualified and effective workforce that is reflective of the community.
- Collaborate, cultivate, engage and partner with our parents and community to ensure transparency.
- Ensure quality pathways to prepare students for college and career success are available and include accountability measures.
- Support the use of environmentally sound practices in the construction, renovation and operation of our facilities and implement an equitable process for new construction and renovation projects.
- Ensure responsible stewardship of taxpayer dollars by implementing effective practices to best utilize local, state and federal funding.
Superintendent Performance Indicators
Superintendent Performance Indicators
2022-2023
2022-2023
Indicator 1
Increase student achievement by offering a continuum of learning opportunities utilizing the integration of best practices in technology and instruction and expanding virtual learning programs.
Superintendent will:
- Improve overall student achievement and across student groups
- i-Ready data
- Maryland Comprehensive Assessment Program (MCAP)
- Curriculum Common Assessments – Quarterly
- Percentage of second graders reading on or above grade level
- Percentage of fifth graders on or above grade level in math
- Ensure all schools have a school improvement plan with a powerful instructional practice and provide monthly development for school/central teams to implement and monitor the metrics in their plans.
- Increase virtual learning opportunities for HS students and ensure the Virtual High School program is a comparable option to in-person high school.
Indicator 2
Provide a safe, orderly and caring environment for students and staff and improve their engagement by supporting mental wellness.
Superintendent will:
- Ensure every school has a culture and climate strategy with metrics and ensure schools execute their strategy.
- Provide resources and professional development to staff to effectively address student behaviors.
- Increase partner providers for behavioral health supports for students and staff.
Indicator 3
Recruit and retain a highly qualified and effective workforce that is reflective of the community.
Superintendent will:
- Implement a comprehensive approach to increase teacher retention rates in CCPS.
- Increase the number of conditional teachers that earn their teacher certification.
- Increase the number of IAs, substitutes and TAM graduates in teacher preparation programs.
Indicator 4
Collaborate, cultivate, engage and partner with our parents and community to ensure transparency.
Superintendent will:
- Increase number of options in extracurricular activities and student participation.
- Increase in numbers and participation of active school-community partnerships.
- Expand committees that allow input in major areas of school district such as:
- Health Curriculum
- Student discipline, engagement and safety
- Employee retention and engagement
Indicator 5
Ensure quality pathways to prepare students for college and career success are available and include accountability measures.
Superintendent will:
- Increase number of students completing CTE pathways (completers) and in pathways that have industry certifications – increase the number of students earning such certifications upon graduation.
- Expand early college program beyond 4 high schools.
- Increase participation and success in AP courses.
Indicator 6
Support the use of environmentally sound practices in the construction, renovation and operation of our facilities and implement an equitable process for new construction and renovation projects.
Superintendent will:
- Increase the environmental-friendly practices through:Improvements in district-wide
- energy consumption.
- Expansion of geothermal and solar energy options based on funding availability.
- Develop a plan for acquisition of hybrid and/or electric school vehicles.
Indicator 7
Ensure responsible stewardship of taxpayer dollars by implementing effective practices to best utilize local, state and federal funding.
Superintendent will:
- Demonstrate responsible expenditures of local, state and federal funding – and demonstrate alignment to strategic plan priorities and the requirements in Blueprint law.
- Ensure effective transition to new contractor for ERP implementation and meeting major milestones that complete full implementation by January 2024.
- Institute additional protocols regarding P-cards that limit risk exposure for CCPS.
Indicator 8
Ensure systems of communication and engagement with the Board of Education to address issues affecting the school district and to build support for school system initiatives, programs and short & long range plans for school district improvement.
Superintendent will:
- Use effective systems to deliver accurate and timely information to the board regarding school district matters.
- Utilize effective communication and meeting structures to ensure the board can make timely and informed decisions.
- Work with the board to build support in the community for district’s vision, mission and both long- and shortterm priorities.
2021-2022
2021-2022
Indicator 1
Increase student achievement through a continuous use of best practices in instruction and collaboration to improve student learning, including a focus on technology use and the expansion of virtual learning and innovative programs to support students.
Superintendent will:
- Improve student achievement across student groups by demonstrating:
- Improvements in MCAP Fall 2021 to Spring 2022.
- Improvements in students on grade level target or above in grades 1-8 using i-Ready from fall 2021 to spring 2021 (Reading and Math).
- Institute systems to provide access to rigorous coursework for more students by:
- Establishing of a process to identify and support a greater number of students ready to follow a trajectory of Algebra 1 by 8th grade; specifically focusing on identification and supports in grades 3-7th (currently, 34% take Algebra I by 8th grade).
- Operationalizing a virtual school option for secondary students to start in Fall of 2022 that offers similar options as a comprehensive school.
- Conducting an analysis that removes system barriers for students to access AP courses and increases the numbers of students taking AP courses; specifically in traditionally underrepresented student groups.
Indicator 2
Provide a safe, orderly and caring environment for students and staff and improve their engagement by supporting mental wellness.
Superintendent will:
- Ensure the implementation of Move This World across all middle schools and implement a monitoring tool to track impact in elementary and middle schools.
- Utilize existing and additional resources to support increases in student-based trauma as a result of the Pandemic by following and responding to the number of student referrals, risk assessment, and threat assessments.
- Institute a pilot model to expand behavioral health for adolescents in conjunction with Charles County Department of Health.
- Expand in-person mental health supports for our staff by increasing the use of visits to health professionals through the Employee Assistance Program.
Indicator 3
Recruit and retain a highly qualified and effective workforce that is reflective of the community.
Superintendent will:
- Increase the number of conditional teachers that pass the Praxis to be eligible for teacher certification and full teacher employment with CCPS (Baseline is 51 in SY 2020-21).
- Develop a set of structures to track and support IAs and Substitute teachers interested in becoming CCPS teachers.
- Develop a system to communicate and track TAM graduates on a quarterly basis and monitor recruitment back to CCPS as teachers.
- Improve capacity development of teachers and school leaders to use data to impact student achievement as measured by fall-spring improvements in i-Ready and College and Career Readiness metrics for high school students.
Indicator 4
Collaborate, cultivate, engage and partner with our parents and community to ensure transparency.
Superintendent will:
- Launch a new district and school-based website that improves access and communication for families and the community and survey stakeholders for input and feedback.
- Develop community engagement surveys to compare fall to spring survey results of stakeholders’ satisfaction with communications from CCPS, ability to communicate with CCPS, and response time to inquiries or concerns.
- Develop various forums to intentionally involve families and community stakeholders in decision-making processes such as:
- the use of funding (specifically, COVID relief funding and the school district budget that is presented to the BOE);
- the expansion of innovative programs (specifically virtual school and early/middle college options); and
- membership in district-wide committees (specifically the Equity Taskforce).
Indicator 5
Ensure quality pathways to prepare students for college and career success are available and include accountability measures.
Superintendent will:
- Audit current pathways to ensure CCPS has a portfolio of options based on economic viability and workforce indicators.
- Develop an accountability system that monitors how CCPS utilizes resources to improve completion/certification rates across all student groups and addresses any institutional barriers for students to access programs.
- Develop a strategic plan to implement early and middle college programs in CCPS and have one pathway available to start in SY22-23 with CSM or other higher-ed institution.
Indicator 6
Indicator 7
Ensure responsible stewardship of taxpayer dollars by implementing effective practices to best utilize local, state and federal funding.
The Superintendent will:
- Certify that funding (local and grants) are on target for expenditures as reflected through monthly reports to the BOE and the county.
- Develop processes regarding pre-approval of purchases and guidelines for use of P-cards.
- Report on the district’s ability to maintain set-aside funding allocations and a robust investment portfolio to be on track to meet its long-term fiscal obligations such as benefits and fund balance.
- Ensure that transition to the Oracle cloud-based Enterprise Resource Planning (ERP) tool is completed by June 30, 2022, with only training of staff remaining over the summer to fully transition the district to the new system.