Core Values, Mission, Vision & Goals

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

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

2023-2024

Indicator 1

Increase student achievement by offering a continuum of learning opportunities utilizing the integration of best practices in technology and instruction

Superintendent will:

Improve overall student achievement and across student groups
- Kindergarten Readiness Assessment
- i-Ready data
- Maryland Comprehensive Assessment Program (MCAP)
- Curriculum Common Assessments – Quarterly
- Percentage of third graders reading on or above grade level
- Percentage of fifth graders on or above grade level in math
Ensure all schools have SMART goals that support the district-wide focus on informative writing (standard 2) and provide development for school/central teams to implement and monitor the metrics in their plans.
Ensure the new Early Learning Center, La Plata and PISOTA have a successful first year by:
- Certifying that the ELC facility, transportation, staffing and instructional materials are ready for start of school year and that the facility (and leader) operate in alignment with all other Pre-K classes across the school system (including following the assessment calendar, professional learning requirements, and parent engagement initiatives)
- Certifying the school system follows agreed upon Charter agreement with PISOTA by supporting their facility renovation, staffing, transportation and access to any district curriculum for start of the school year and agreed upon oversight and supports detailed in the Charter agreement throughout the school year and documented in the annual Performance Expectation Agreement.
Ensure that upcoming programs/centers (Dual Language at Middleton and Early Learning Center at Waldorf (transition school)) are ready for the fall of 2024 through updates to the Board on the following areas:
- Staffing
- Facility renovations (ELC @ Waldorf only)
- Professional Learning (including visits to other school districts for best practices)
- Instructional Materials
- Parent/ Community information sessions
Start year one of district implementation of a new learning management system (LMS) with the following deliverables:
- Develop two courses as samples for district teachers (Art I and Algebra I).
- Conduct teacher and staff training at secondary level that prepares teachers to switch from Synergy Class Pages to Canvas LMS for full use in SY2024-25.

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 SMART goals and ensure schools execute their strategy.
Increase targeted supports for students with discipline concerns by:
- Training and utilizing Youth Engagement Advocates to redirect student behavior leading to less incidents at the high school level.
- Expand middle school engagement programs for at risk youth thereby impacting decreases in code of conduct violations.
- Standardize suspension re-entry protocols and supports to decrease students with multiple suspensions.
Increase targeted supports for students with behavioral and mental health needs by:
- Implementing a telehealth program
- Expand contracts with behavioral health providers
- Providing Mental Health First Aid training/supports to parents of CCPS students.

Indicator 3

Recruit, retain, and support the development of a highly qualified and effective workforce that is reflective of the community.

Superintendent will:

Improve on staff retention rates from SY2022-23.
Increase the number of conditional teachers that earn their teacher certification.
Increase the number of IAs, substitutes and TAM graduates in teacher pipeline programs.
Increase applicant pool for new hires from SY2022-23.
Support strategic professional learning through:
- Implementation of a New Teacher Academy and New Instructional Assistant Academy that meets monthly (satisfaction and participation data)
- Continuing content specific trainings throughout year for people with new or new curriculum (instructional materials) or for new teachers to the content area.
- The use of a common district tool to assess the increase the number of classrooms with evidence of standards-aligned instruction based on walkthrough observations.

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:
- Implementation of a New Teacher Academy and New Instructional Assistant Academy that meets monthly (satisfaction and participation data)
- Continuing content specific trainings throughout year for people with new or new curriculum (instructional materials) or for new teachers to the content area.
- The use of a common district tool to assess the increase the number of classrooms with evidence of standards-aligned instruction based on walkthrough observations.

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 enrollment and options in early college/dual enrollment.
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.
- Expand acquisition of hybrid and/or electric vehicles servicing schools.

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 short-term priorities.

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

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 8^th grade; specifically focusing on identification and supports in grades 3-7^th(currently, 34% take Algebra I by 8^th 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.