RCSD Strategic Plan - Rochester City School District

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GOAL 3: We will recruit, develop, and retain highly effective, diverse people dedicated to student success.OBJECTIVE I: Develop and Support Highly Effective School LeadersWe are establishing a comprehensive system to recruit and equip schoolleaders to assume increased autonomy and accountability for school andstudent performance. We will continue to recruit highly effective schoolleaders locally and nationally to ensure we have a strong pipeline of talent.Existing and aspiring school leaders will be developed through the RochesterLeadership Academy (RLA), an innovative professional developmentinstitute created in partnership with St. John Fisher College and theWallace Foundation through the New York State Education Department’sCohesive Leadership initiative. RLA’s purpose is to strengthen our existingleaders and build their capacity to assume greater autonomy and accountability.Hold school leaders accountable and organize central office supportsaround their needs. This is a critical step we’re taking to manageand support school performance and prepare school leaders to transitionto the Autonomous and Dream Schools structure. Over the course of ourmulti-year transition to the new structure, our Chiefs of Schools will continueto supervise principals and serve as liaisons between principals andcentral office to coordinate the supports they need to succeed.“Highly qualifiedadults, given adequateresources and safeschool environments, canproduce superb resultswith children.”-Public input from the strategic plan surveyExamine, strengthen, and align principal evaluation, tenure, andcompensation structures. In high-performing organizations, peopleknow what they are expected to do, are evaluated on how well they do it,and are given rewards or consequences based on their performance. TheChiefs of Schools will conduct rigorous evaluations of principals, groundedin data and their expert observation of principals over the school year.Principals will be held accountable for performance. Schools that haveweaker performance and school leader capacity will receive fewer freedoms,while those with stronger performance and more effective schoolleaders will get more. The school district will also continue to explore innovationsin school leader compensation and performance management.OBJECTIVE II: Develop and Support Highly Effective TeachersThe district will continue to recruit and support talented and effective newteachers. We use the term “highly effective,” not “highly qualified.” Efficacygoes beyond having the right certification or qualification to teach astudent. It extends to commitment, capacity, and a belief in every student.We will continue to recruit diverse, effective teachers capable of providinghigh-quality instruction to every child. Our teachers will be committed toacknowledging the link between their practice and student outcomes andbe willing to adjust their practices based on what will move their studentsforward. Based on the high retention rates of teachers supported throughour nationally recognized Career in Teaching (CIT) Mentor program, we willcontinue to support first-year teachers through the program.20Equip teachers to deliver effective instruction to support student andschool performance. The district will manage and support instruction byproviding job-embedded professional development in using the RochesterCurriculum Framework. We will help also schools to embrace their role inour learning organization by supporting the establishment of professionallearning communities (PLCs) that center around the Rochester Curriculum
Framework. The PLCs will provide teachers with structures and supports so theycan focus on learning and the use of data to support learning, results, and workingcollaboratively to support effective instruction.Examine, strengthen, and align teacher evaluation, tenure, and compensationstructures. As with school leaders, teachers must be held accountable forstudent performance. In the entire school system, they have the most direct relationshipto and impact on students. School leaders will support and hold teachersaccountable for providing rigorous instruction for every student and for theiroverall performance. School leaders will conduct rigorous and timely evaluationsof teachers grounded in data and their expert observation of teachers over theschool year. The school district will also continue to explore innovations in teacher-distributedleadership, teacher compensation and performance management.GOAL 4: We will use world-class operational standards and practices to continuously improve how wesupport student successOBJECTIVE I: Create Learning Environments that Support Student SuccessImprove transportation safety and efficiency to reduce disruptions toinstruction. In making changes to our transportation system to achieve costsavings, we have remained focused on ensuring that students arrive at schoolsafely and on time so they are ready to start the academic day.Provide students with high-quality, age-appropriate food to promote healthand wellness. Student health and wellness are intimately tied to academicachievement. The level of satisfaction with our food service was low and costswere high; it was clear that we needed to change. Working in partnership withFinger Lakes Health Systems Agency, we will provide high-quality food in an efficientand effective manner that promotes student health and wellness.Modernize, maintain, and right-size our facilities portfolio to support studentlearning. Research shows that clean, safe, and well-maintained facilitiespromote student learning. They also promote a sense of pride in our communityand acknowledge the value we place on education in our community. Our workover the next five years involves continuing our work and partnership with theJoint School Construction Board to modernize, maintain, and right-size ourportfolio of schools.OBJECTIVE II: World-Class Standards of Efficiency and Customer ServiceOrganize central office (CO) around school and student needs. As weanalyzed our district in 2008, it was clear that our central office to student ratiowas larger than any of the other NYS Big 5 districts. That fact combined withthe strategies we developed to focus our agenda for change motivated us tosignificantly reorganize the central office in the fall of Year One. We will continueto focus and align our central structures and functions to school and studentneeds. This will likely continue to involve further reorganizations that reduce thesize of central office.Continuously improve district processes, procedures and systems to betterserve schools and students. As a learning organization, we must examineour systems and processes and identify areas for improvement. This applies toeverything from our Human Capital systems like PeopleSoft to food services totransportation. The goal is not to reinvent the wheel, but to rely on proven methodologiesto improve our service to schools and students.21
Page 1 and 2: Every Child is a Work of ArtCreate
Page 3 and 4: From the Board of Education Preside
Page 5 and 6: What This Plan Means to YouThis str
Page 7 and 8: Achieving Our VisionIn January of 2
Page 9 and 10: Change Is Possible: Year OneWhile o
Page 11 and 12: Key Themes across the Strategies an
Page 17 and 18: Early Childhood Education, from Pre
Page 19: GOAL 2: We will create safe, engagi
Page 23 and 24: lum Framework, to Response to Inter
Page 25 and 26: SUB-STRATEGIES 08-09 09-10 10-11 11
Page 31 and 32: OBJECTIVE II: Use Data to Inform De
Page 33: Monitoring ImplementationThe purpos

RCSD Strategic Plan - Rochester City School District

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