February 9, 2012

 Partner with the community  Provide an effective educational experience  Prepare every student to find success in our complex society

 All students will become life-long learners equipped with the skills, knowledge, and attitudes to succeed as productive citizens in a local, national, and global society.

 Serves as an action plan to achieve the vision, mission, and goals of Suffolk Public Schools for the next six years.  Establishes a framework for the implementation of strategies, resources, and accountability required to move the school division forward.  Updates and builds upon the objectives set forth in the Board’s previous plan.

 Board’s Mission & Vision Statements  Overview  Directives of the Virginia Six-Year Plan for Technology  Priorities of the Suffolk Public Schools’ Capital Improvement Plan  District membership and capacity projections based on research conducted by UVA’s Weldon Cooper Center for Public Service (2011)

 Division Standards of Learning Results from  Objectives and strategies that reflect the provisions of the Standards of Quality, the Standards of Accreditation, the Standards of Learning, and the Elementary and Secondary Education Act.

 Board Members  Administrators  Teachers  Parents

 Improve Student Achievement and Close Academic Achievement Gaps  Provide a Safe and Nurturing Environment  Provide Strong Leadership for Effective and Efficient Operations  Advance Academic Achievement through Enhanced Instructional Skills Gained by Professional Development  Strengthen Collaboration with Stakeholders and Increase Parent & Community Satisfaction

 Conversion of CIMS financial system to ALIO; including general ledger, purchasing and fixed assets  Conversion of current payroll system to ALIO financial system  Develop and use an internal audit system for an expanded purchase card system and school activity funds.  Introduction of all electronic delivery and business rules for every aspect of financial reports and forms

 Provide quality data at the district, school administrator, and teacher levels  Provide online and other resources that enhance communication between all stakeholders  Continually look to the future for new resources that promote instruction and strong leadership

 Continued Implementation of the K-6 Comprehensive Balanced Literacy Plan  Expansion of K-12 STEM Initiatives  Institute School-wide Title I Program Delivery  Enhancements to current CTE Program  Implementation of a Magnet Program at LHS  Enhanced Programming for Advanced Learners  Increased Credit Recovery Opportunities

 Maintain a schedule of new construction and renovation to replace and update aging schools and support facilities as outlined in the Capital Improvement Plan (CIP)  Maintain a schedule of HVAC equipment replacement and upgrades as outlined in the CIP and budget request documents  Continue the use of the Maintenance Direct electronic work order system

 Develop strategies to encourage students and staff to make healthier choices  Build a plan for individual students who exceed a specific number of disciplinary referrals through School Improvement planning  Establish a task force that will review the Safety and Security District-wide Strategic Plan

 Implement an online staff development program  Provide training for all levels in areas of student engagement, active learning, and differentiated instruction  Build and train a team of in house experts to become future trainers of the Effective School Wide Discipline Program  Provide yearly training for schools’ staff on how to identify bullying and the procedures for handling bullying incidents

 Improve school-parent communication:  Establishing school-level expectations for family engagement  Continued improvement of the public website  Upgrading of Phone/Text/ automated notification alert system  Strengthening the Partners-in-Education Program and student mentoring  Implement outreach programs into the community for School Board members, Cabinet, and Principals.

Not inclusive of everything but brings focus to the work to be done and serves as a planning document that represents a model of continuous and in-depth assessments of current progress and future considerations of school division improvement.