2015-2020
Miami-Dade County Public Schools
Strategic Blueprint

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Introduction

At the start of the 2008-2009 school year, fiscal, operational, and academic structures for Miami-Dade County Public Schools (District) were facing seismic shifts. There were $158 million in “technical deficiencies” in the District’s budget, the General Fund revenue was $2.6 billion which was $400 million less than just two years prior, the fund balance was at $4 million, and central office staff exceeded 2,000. Additionally, as the District entered the height of the recession, health insurance costs were expected to increase by $72 million within a year and the capital budget was tumbling by nearly 40%. Unmet facilities needs were approaching $1.8 billion and growing and there were serious inequities in physical plant conditions and access to technology among older and newer schools. Multiple schools were facing state closure due to poor student performance and a full cross-section of stakeholders were voicing serious concerns for the future of the fourth largest school district in the country.

Under strong policy guidance and leadership from the Board and newly appointed Superintendent Alberto M. Carvalho, changes were undertaken with a laser-like focus on students and their needs. By 2009, after comprehensively engaging stakeholders, a Strategic Framework was created that set the strategic trajectory for M-DCPS’s successes through 2015. This framework was built on a singular goal – Student Achievement and a new foundation for decision making emerged based upon four strong pillars of work. These pillars included Education, School/District Leadership, Student, Parent, and Community Engagement and Financial Efficiency/Stability. This work was vital to the organization’s success because it established a common language across all facets of the District, underscoring the belief that students always come first.

Over the last five years, even in the face of extreme economic challenges, M-DCPS not only reset the course but has emerged as a national leader on numerous fronts including earning AdvancEd System Accreditation, being recognized as the College Board Advanced Placement Equity and Excellence District of the Year, and receiving the Broad Prize for Urban Education to name just a few; however, the most compelling reflection on progress is noting the progress achieved in the last 5 years. Some of the most notable highlights include:

  • A 15 percent increase in the federal graduation rate to nearly 77%;
  • In 2010-11, 144,080 students were availing themselves of choice options and in 2014-15 rose to 200,388;
  • Through the Digital Convergence Initiative we deployed 61,000 mobile devices to schools, 11,500 promethean boards, and 45 million square feet of Wi-Fi access;
  • Central office operating staff has been reduced by 58 percent;
  • In 2009, M-DCPS was fully insured and now M-DCPS is self-insured leading to $327 million cost avoidance; and
  • The passage in 2012 of a $1.2 Billion General Obligation Bond approved by voters by a margin of nearly 70% based on our promise of improvements to every school in the District.

Together, the Board, the administration and the full M-DCPS community have achieved many great accomplishments; however, the landscape has not become any less complicated. State accountability systems are evolving, business industry needs are shifting and the competitive tenor of public education necessitates a focus not only on quality instruction, but on effective marketing strategies. The development of Vision 20/20 - 2015-2020 Strategic Blueprint for M-DCPS (Blueprint) has provided an opportunity to consider the District’s successes, lessons learned and areas for continued growth. It also provides us a unique opportunity to establish a Blueprint that will position the District towards its continued evolution into a world class education system.

Over the last seven months, a strategic planning process was employed that included two Board workshops, focus groups, community meetings, and stakeholder working groups. Baseline survey data and exit information from Broad, Stanford Leads and most recently AdvancED were reviewed to ensure research-based content informed the plan development. This Blueprint builds upon the strengthhs of the 2009-2014 Strategic Framework. The proposed plan will remain rooted in student achievement; however, its reach and approach will be closely aligned with the AdvancED accreditation process which will run on a parallel timeline through 2020. This Blueprint will also be used at the school site level during the development of school site School Improvement Action Plans. Finally, it is the intent of the administration to provide an annual update on districtwide progress toward meeting the established objectives delineated within this document.

Vision

We provide a world class education for every student.

Mission

To be the preeminent provider of the highest quality education that empowers all students to be productive lifelong learners and responsible global citizens.

Values

Excellence - We pursue the highest standards in academic achievement and organizational performance.

Equity - We foster an environment that serves all students and aspires to eliminate the achievement gap.

Student Focus - We singularly focus on meeting our students’ needs and supporting them in fulfilling their potential.

Innovation - We encourage creativity and adaptability to new ideas and methods that will support and improve student learning.

Accountability - We accept responsibility for our successes and challenges and seek to transparently share our work in an ethical manner, as we strive towards continuous improvement.

Singular Goal

Student Achievement:

Each student succeeds academically, personally, and civically as measured by:

  • demonstrating age/grade level appropriate knowledge mastery,
  • having a post-secondary plan,
  • graduating, and
  • successfully entering higher education arena and/or the workforce.

Pillars Overview

The pillars for the 2015-2020 Strategic Blueprint have evolved from the successful implementation of the 2009-2014 Strategic Framework. Over the next five years, the District’s work will be centered on Relevant, Rigorous and Innovative Academics targeting the singular goal of Student Achievement. This central pillar will be supported by four others. Highly Effective Teachers, Leaders and Staff and a Safe, Healthy and Supportive Learning Environment will envelope and facilitate the academics at M-DCPS school sites; while Informed, Engaged and Empowered Stakeholders and Effective and Sustainable Business Practices will strengthen external support systems and resources that will enable student achievement.

pillars-circle pillar-1 pillar-2 pillar-3 pillar-4 pillar-5

Note: Click on each area of the previous graph in order to go over the content of the pillars.


Each of the following pillar sections include key priorities with objectives and strategies cascading from each Priority. These elements define the course for the District’s work through 2020.

Pillar I


Priority 1 - Ensure all students graduate college and career ready

    Objective

  1. At least 90 percent of students will graduate with a standard high school diploma by 2020.
  2. The percentage of students enrolled in remedial courses at the college level will decrease by at least 5 percent by 2020.
  3. The percentage of students attaining industry certifications in one or more areas of study will increase by at least 5 percent by 2020.
  4. The percentage of student concentrators in Career & Technical Education (CTE) Career Pathways will increase by 10 percent by 2020.

    5. Strategies

    • Develop and implement an annual professional development plan in all academic areas that addresses the needs of students, teachers and administrators and promotes quality instructional practices.
    • Consolidate district data in a way that would assist schools in maintaining a graduation tracker that would monitor progress towards graduation for each student.
    • Provide on-going professional development to school counselors in areas such as semesterizing, grade forgiveness and overall graduation requirements.
    • Promote the introduction of college/career readiness options to students beginning in 6th grade through comprehensive collaboration between teachers and counselors. Increase PD opportunities for teachers and counselors at the MS and K-8 level.
    • Continue to emphasize college readiness via ACT, SAT, and PERT preparation.
    • Recalibrate intervention resources and support for students not meeting assessment graduation requirements.
    • Increase the use of instructional resources in Algebra I to ensure individualized student learning by providing professional development, disseminating monthly model lessons, and referencing instructional and academic support resources within the pacing guides.
    • Integrate technology usage through the digital devices in Grade 10 English classes so students can learn and apply 21st century literacy skills to prepare them for college and career readiness.
    • Develop and implement a diversified World Language program that provides a continuum for grades two through five to prepare students to become bilingual and biliterate citizen in a global economy.
    • Expand vertical alignment with institutions of higher learning to ensure performance expectations are conveyed and aligned.
    • Increase collaboration between school counselors and transition specialists to target students with disabilities (SWD) who are at risk of dropping out and use a “Check and Connect” model to provide mentoring/support.
    • Increase SWD participation in CTE Career Pathways by providing enhanced support to CTE teachers who work with SWD.
    • Refine school funding streams to strategically allocate funds to initiatives supporting high-need students/schools.
    • Expand opportunities for middle school students to earn industry certifications during their 7th and 8th grade years.
    • Ensure that all senior high schools identify a minimum of one non-CTE career themed course that will lead to industry certification such as AP Micro/Macroeconomics with Excel.
    • Ensure that CTE programs of study align to the targeted industries identified by the Beacon Council.
    • Ensure that career pathway programs are implemented with fidelity to high standards for quality and have equitable student access to the curriculum, academic experiences and work-based opportunities in preparation for college and careers.
    • Establish innovative programs by continuing to engage business and higher education partners to strengthen the CTE curriculum and create a rich, work-based learning experience with real-world applications.

Priority 2 - Close achievement gap

    Objective

  1. Increase kindergarten readiness by expanding quality Pre-K programs, as measured by an increase in the participation of students in Pre-K by 10 percent over the next five years.
  2. Increase the percentage of students scoring at grade level in each individual student sub-group on state assessments by 2 percentage points annually.
  3. Decrease the number of low-performing schools as evidenced by Florida’s School Accountability Program by at least 10 percent over the next five years.
  4. Accelerate the entry of ELL students into the general curricula as evidenced by a decrease in the average number of semesters in the ESOL program annually.

    5. Strategies

    • Expand VPK monitoring to include determining students’ overall readiness for Kindergarten in addition to compliance-based observations, such as reviews of student data from VPK Assessments.
    • Revamp Pre-K ESE diagnostic process to reduce backlog, increase efficiencies, and enhance access to early interventions.
    • Develop a new cost-neutral early childhood program model to expand quality programs and serve more students.
    • Develop a marketing/branding campaign for the Pre-K programs (VPK Fee-Supported, VPK Title I, Pre-K ESE, Head Start/Early Head Start) offered.
    • Develop strategic plans with school-site administrators to increase student participation in the full-day fee-supported, VPK program.
    • Tier schools using the Risk Factor Analysis Model and provide support based on specified factors such as school data, leadership, environment, and early warning signs indicators.
    • Provide training to school sites on developing systems to appropriately recommend students to begin the RtI process. Monitor fidelity of RtI implementation.
    • Increase opportunities for STEAM supplemental curricula and enrichment in low-performing schools.
    • Conduct instructional reviews to develop school-specific action plans.
    • Redesign metrics and processes utilized in DATA/COM to monitor subgroup progress in participating schools.
    • Identify and support schools with a high number of students who have not exited the ELL program.
    • Redesign the ELL program to enhance instructional practices and resources.
    • Provide professional development to intensive reading teachers on strategies/ accommodations for SWD and ELL.

Priority 3 - Provide equitable access to quality instructional programs

    Objective

  1. Increase the percentage of students exercising School Choice in under-represented zip codes by 5 percent by 2020.
  2. Increase the percentage of economically disadvantaged students participating in accelerated coursework by 5 percent by 2020.
  3. Ensure that by 2020 every school has a team consisting of administrators and teachers that are able to support the effective use of technology and promote technology literacy through job-embedded PD.

    4. Strategies

    • Continue to work with schools and community partners to expand choice offerings through the creation of new and innovative programs.
    • Ensure middle schools offer Algebra 1 and Physical Science in Grade 8 to ensure requirements for School Choice Opportunities (i.e. Magnets) are met.
    • Leverage partnerships with local post-secondary institutions to increase dual enrollment participation through a variety of delivery models.
    • Track magnet applications by zip code and target marketing to underrepresented zip codes.
    • Assist school sites and regions with developing targeted marketing plans.
    • Train Community Involvement Specialists to inform parents of economically disadvantaged students to effectively utilize the Parent Portal and to encourage their children to enroll in accelerated coursework.
    • Conduct parent/community workshops to increase awareness of program offerings and benefits associated with accelerated coursework.
    • Establish the Title I NRC-North as an enrollment center to facilitate the completion and submission of School Choice forms during the Magnet enrollment period for parents from the urban corridor.
    • Increase the number of school support technicians to provide optimal delivery system of support.
    • Provide professional development to teachers and administrators through the Digital Convergence Program.
    • Provide ongoing job-embedded training and support to teachers.
    • Provide guidance and support to schools to create PLCs to promote teacher and student technology use and literacy.
    • Provide mobile technologies to schools in order to continue the progression towards one-to-one device empowerment for all students.

    Objective

  4. By June 2020, develop and implement a Districtwide model that ensures educational program parity and opportunities for all students.

    5. Strategies

    • In collaboration with the Office of Academic Transformation, Budget, ITS, Facilities, Human Capital Management, and OIAGA, School Operations will assess current educational programs with specific focus on location, participation, and quality.
    • Develop three centralized sites linked to an online database that will monitor demand, location, access, and program quality of all educational programs across the District.

    Objective

  5. By June 2017, provide a high quality educational choice for at-risk students and their parents which in turn will serve as a model that can be replicated nationally and enhance the District’s choice offerings.

    6. Strategies

    • The office of Charter School Support and Division of Innovation, Opportunity and Access, will issue a RFP to engage in a collaborative public/private partnership to provide an educational choice for targeted students, in grades 3-12, in targeted communities in the District.
    • Through this public/private partnership, develop an effective educational program model, inclusive of a positive behavioral program, that ensures positive academic achievement and wrap around services that extend beyond the classroom.

    Objective

  6. By June 2017, the Department of Transportation will develop and implement a demand-driven transportation model to maximize program access for all magnet students, increasing non-eligible magnet riders by 15%.

    7. Strategies

    • Assess and evaluate parent/student demand to determine the current transportation needs of non-eligible riders.
    • Develop a system of transportation HUBS and FLEX STOPS to ensure optimization of non-eligible magnet student ridership.

    Objective

  7. Due to an increase in choice offerings across the District, School Operations, in collaboration with various District offices, will develop and implement quality professional development at least twice a year geared towards effective marketing strategies, positively shifting public perception, demand driven customer service, and FTE forecasting and fiscal management in a competitive environment.

    8. Strategies

    • In collaboration with the offices of Public Relations, Human Capital Management and Professional Development, School Operations will develop and facilitate a single PD module that focuses on student recruitment, student retention, customer service, and branding (e.g. strategic planning, competition strategies, advertising, positive public relations, leveraging the community).
    • Continue to enhance administrator training on matters related to FTE forecasting and fiscal management.
    • In collaboration with the Office of Public Relations, School Operations will assist with the development of user friendly school specific marketing collateral and communication mechanisms.
    • In collaboration with the newly developed Department of Strategic Educational Marketing, provide ongoing administrator training for responsible use of social media tools as a way to reach current and potential new stakeholders.
Pillar I top

Pillar II


Priority 1 - Ensure a consistent standard of excellence for school maintenance and food service at all schools

    Objective

  1. By December 2020, a comprehensive, web-based tool will be developed that will enable School Operations and Facilities to monitor and track the cleanliness and sanitation status at all schools to achieve an annual decline of negative findings, violations, and/or sanctions through Sanitation Audits and Health Department inspections by 10%.

    2. Strategies

    • School Operations, Facilities and Plant Operations will coordinate with Information Technology Services (ITS) to develop an Electronic Inspection Platform that will allow monitoring and communication between all sectors of the District relative to the cleanliness and sanitation status at all schools.
    • School Operations will collaborate with Facilities and Plant Operations to develop cleaning standards and protocols to guide the work and training of custodians and site administrators to ensure healthier and cleaner schools which will result in compliance with health and sanitation regulations and positive inspections and audits.
    • School Operations, in collaboration with Facilities and Plant Operations, will expand the Scrub Plus online tool to include District and non-school facilities to ensure and promote healthy working environments.

    Objective

  2. By June 2017, Food and Nutrition will expand wellness and nutritional education and services to increase the quality of life for students and their families.

    3. Strategies

    • In collaboration with the Office of Academics and Transformation, through the department of Life Skills & Special Programs, School Operations will develop and implement a comprehensive academic module on healthy choice and healthy living which will be incorporated into grade-specific curriculum.
    • Provide students with adequate information to make sensible decisions about diet by redesigning school menus with an at-a-glance view of nutritional facts for popular items (e.g., calories, fat, sodium, protein).
    • Through community partnerships and resources, increase education program offerings to students and families (e.g., afterschool, Parent Academy courses, community gardening).
    • Enhance consistency of food presentation districtwide through the effective delivery of mandatory food service staff trainings and the development of presentation protocols.

Priority 2 - strengthen and enhance safety and support networks for all students

    Objective

  1. By August 2019, School Operations will strengthen and enhance Alternative Education programs and the Code of Student Conduct and related reporting practices/protocols, resulting in a 1% increase in school attendance and a 2% decrease in outdoor suspensions annually.

    2. Strategies

    • Use data-driven models assessing early warning indicators, benchmarks and metrics (i.g, attendance, behavior, and course performance) to identify students who are in need of interventions beginning in the primary years.
    • Develop school climate improvement plans to assess appropriate behavior.
    • Continue to research best practices relative to effective educational programs for specialized students and further redesign alternative education programs and practices.
    • Increase student opportunities related to disciplinary/non-disciplinary assignments, by leveraging community partnerships and grant opportunities.
    • Align alternative options, behavioral support systems and protocols to effectively implement progressive discipline and provide behavioral interventions.
    • Realign all related reporting practices and protocols to more accurately relay data at the student, school, and district level.
    • Continue to re-brand the functions of the Alternative Education department, starting with positively shifting the public perception by changing the name to the Division of Innovation, Opportunity and Access.
    • Coordinate with School Police to deliver educational programs (e.g., Gang Resistance Education and Training, Anti-Bullying and Mentoring programs) to schools.

    Objective

  2. By October 2019, implement staff professional development opportunities which will focus on positive behavioral supports, evidenced by the development of school climate improvement plans, resulting in a 2% decrease in suspensions.

    3. Strategies

    • Identify indicators of positive school climate and develop a District climate improvement plan.
    • Monitor and support designated schools based on results of climate improvement plan.

    Objective

  3. By June 2017, coordinate the delivery of annual professional development to school leaders which focuses on issues such as social media, transgender awareness and violence in the community in order to effectively manage issues that arise at school sites.

    4. Strategies

    • School Operations, in collaboration with the offices of Public Relations, Human Capital Management and Professional Development, will identify effective training modules related to social media, transgender rights, and community violence.
    • Coordinate with the Office of Human Capital to disseminate training districtwide.

    Objective

  4. School Operations and the Office of Community Engagement will develop a centralized database to track all organizations and partnerships (local and national) providing resources and educational services that will be closely monitored and evaluated to assist in the maximization of resource deployment, provide adequate support, and ensure equity and parity of the distribution of funding, resources, and support services across all schools by June 2017.

    5. Strategies

    • Identify and evaluate current and future partnerships, services and resources to meet the mission specific needs of each region and/or school and identify gaps.
    • In consultation with Region offices and school sites, School Operations will identify 5 organizations per region to develop a matrix of organizations/partners that will provide appropriate wraparound services specific to the individual needs of schools and students within the District’s varying regions.
    • Develop a web based directory that identifies partnerships, services and resources to support schools and regions and easily identify gaps.
    • Develop a centralized electronic directory for schools to provide contact information to a wide variety of public community support services and resources, by zip codes.
    • Develop a plan to enhance recording and acknowledging monetary and in-kind contributions of partners for recognition purposes and future cultivation.

    Objective

  5. Reduce the amount of felony persons and property crimes, through the restructuring and reorganization of the existing Security Monitor job function into a new School Campus Aide Safety Program, by 10%, over the next five years, as measured by the District’s crime statistics in the Federal Bureau of Investigation’s (FBI) Uniform Crime Reports.

    6. Strategies

    • Conduct Job Analysis and develop new Job Description.
    • Collaborate with Human Capital Management, School Operations, and Bargaining units.
    • Train and deploy pilot program.
    • Assess and evaluate strategies for crime reduction.

    Objective

  6. Increase Community Oriented Policing efforts in schools by conducting a minimum of 500 district-wide law related educational programs annually to reduce the perceptions of violence, gangs, student drug and alcohol issues by 10%, over the next five years, as measured by the annual School Climate Survey.

    7. Strategies

    • Review current School Climate Survey and identify hotspots.
    • Collaborate with Schools Operations and Student Services.
    • Develop Action Plan.
    • Train officers, implement appropriate programs and monitor and assess progress.

    Objective

  7. Implement a districtwide single platform surveillance camera and visitor access system that will reduce the number of police service calls by 10% over the next five years.

    8. Strategies

    • Complete a Needs Assessment.
    • Determine fiscal impact and complete procurement process.
    • Implement single platform systems and pilot test.
    • Assess and monitor single platform systems to maintain effectiveness.

Priority 3 - Establish a superior customer service approach from school sites to central office

    Objective

  1. By 2020, establish and implement a quality districtwide customer service management approach that will underscore the organizational focus to an expectation of performance excellence.

    2. Strategies

    • Collaborate with schools, regions, and central office departments to analyze current policies, procedures, culture, and service delivery in an effort to identify strengthhs and weakness.
    • Establish and disseminate a set of guiding Core Values of Service Excellence.
    • Establish protocols and standards and develop metrics related to customer satisfaction.
    • Build a clear and coherent branding initiative to sustain progress and positively transform districtwide culture.
    • School Operations in collaboration with the Office of Community Engagement, Human Capital Management, Office of Communications, Budget, and Information Technology Services (ITS) will expand the “WeCare” customer service campaign, which will focus on customer service training and monitoring for all District employees.

    Objective

  2. Due to an increase in choice offerings across the District, School Operations, in collaboration with various District offices, will develop and implement quality professional development at least twice a year geared towards effective marketing strategies, strengthening public perception, demand driven customer service, and FTE forecasting and fiscal management in a competitive environment.

    3. Strategies

    • In collaboration with the offices of Public Relations, Human Capital Management and Professional Development, develop and facilitate a single PD module that focuses on student recruitment, student retention, customer service, and branding (e.g. strategic planning, competition strategies, advertising, positive public relations, leveraging the community).
    • Continue to enhance administrator training on matters related to FTE forecasting and fiscal management.
    • In collaboration with the Office of Public Relations, assist with the development of user friendly school specific marketing collateral and communication mechanisms.
    • In collaboration with the newly developed Department of Strategic Educational Marketing, provide ongoing administrator training for responsible use of social media tools as a way to reach current and potential new stakeholders.
Pillar II top

Pillar III


Priority 1 - Develop principals and district administrators as effective leaders of human capital

    Objective

  1. Beginning December 2015 and continuing on a consistent basis, train principals and district leaders on best practices in human capital (including interviewing, hiring, evaluation, retention, and dismissal) to provide clear expectations and a shared vision of the role of human capital management in school/district improvement. This training will result in:
    • Reduced employee turnover.
    • Increased number of new hires rated as effective/highly effective.
    • Increased retention of effective/highly effective employees.
    • Increased ability to exit low performers in a timely manner.

    Strategies

    • Implement professional development programs for principals and district administrators to build leadership capacity and train on best practices in human capital management. Professional development offerings will include:
      • Scaled Leadership training,
      • Instructional Rounds,
      • Principal and Assistant Principal Induction Academy.
      • Academy of Innovative School Leadership (principal preparation program),
      • Summer learning institutes,
      • Leadership conferences,
      • Methods to motivate and retain high performing employees, and
      • Procedures for dismissal of ineffective employees.
    • Develop data systems and processes by which to review and analyze human capital data for ongoing analysis and continued improvement.
    • Collaborate with Financial Services to improve practices such that the hiring timeline for school sites takes place earlier in the year with the goal of reducing school-site vacancies on first day of school to less than 5%.
    • Negotiate with labor unions to update policies regarding over-allocated employees so that collective bargaining agreements align with district priorities.
    • Analyze and, if necessary, update compensation structures for all employee groups.

    Objective

  2. Provide ongoing assistance and training to school-site administrators for evaluation of instructional personnel to ensure that the terms “Effective” and “Highly Effective” become clear and accurate reflections of performance. This will result in increased precision of observations and outcomes with the goal of doubling inter-rater reliability by June 2020.

    3. Strategies

    • Design and deploy a model that:
      • promotes a common lens through which principals and district administrators understand “Effective” and “Highly Effective”;
      • provides a timely exit for low performers; and
      • provides training and support for performance management including evaluation and feedback and inter-rater reliability.
    • Continued and expanded use of the IPEGS Certified Assessor Training Tool (CATT).
    • Ongoing IPEGS training

    Objective

  3. Provide structured training and support in performance management, evaluation, and feedback (both formal and informal) for supervisors in all employee groups by creating procedural handbooks, professional development, and training by June 2020.

    4. Strategies

    • Create and/or update procedural handbooks as necessary.
    • Provide training for District administrators on evaluation procedures fornon-instructional employee groups.
    • Develop and implement professional development for District administrators that addresses management skills including performance management and evaluation.

Priority 2 - Recruit and hire the most qualified people, develop them deliberately and retain them strategically

    Objective

  1. By July 1, 2016, expand hiring platform to non-instructional, administrative, and school police hiring to allow for targeted recruitment and selection, as well as, an enhanced hiring process.

    2. Strategies

    • Expand existing hiring systems to include non-instructional, administrative, and school police hires. This will require project planning and mapping of current and desired hiring processes and specifications, as well as, collaboration with the vendor to integrate these specifications into the hiring platform.
    • Continued collaboration with ITS will ensure that the system expansion is fully integrated with ITS and the single sign-on platform.

    Objective

  2. By July 1, 2017, create and employ data-driven constructs of talent development, management, and sustainability. These analyses will allow us to determine areas of need for recruitment, placement, development, and retention resulting in decreased time to fill positions and increased hiring manager satisfaction.

    3. Strategies

    • Design and deploy data systems for the review and analysis of district-wide talent development, management, and sustainability.
    • Review data to determine needs with regards to recruitment, placement, development, and retention.
    • Develop plans to address identified needs and capitalize on areas of strength. This will include identifying candidates to “build a bench” of highly qualified replacements as well as surveying current administrators on their professional interests to determine areas for potential placement. In addition, for cabinet and senior staff level positions, potential successors should be identified and begin training 1-2 years prior to an anticipated vacancy.

    Objective

  3. By June 2017, create and implement data systems that will allow human capital outcomes to be measured at the school/department level.

    4. Strategies

    • Determine key human capital data elements that can be measured at school/department level and that are linked to student outcomes.
    • Leverage existing data systems (SAP, TeacherMatch) to compile and analyze data.
    • Create methods for sharing this data with appropriate staff from OAT, School Operations, and Financial Operations. Data sharing could take place via web-based applications and/or dashboards, regular data meetings, and regular email updates.
    • Based on data gathered, develop plans to improve outcomes as necessary. This may include changing processes at the District or school level, increasing training for principals/administrators on how to improve key metrics, and/or developing outreach initiatives targeting applicants.

    Objective

  4. Over the next five years, expand recruitment efforts to ensure that M-DCPS is hiring the most qualified teachers, leaders, and staff members available with the following goals:
    • Increase the percentage of effective and highly effective new hires in all employee groups.
    • Reduce average number of school-site vacancies.
    • Increase the number of high caliber applicants per vacancy in high needs schools.
    • Increase the number of high caliber applicants per vacancy for leadership positions in high needs schools.

    Strategies

    • Expand recruitment efforts to ensure M-DCPS hires the most effective teachers, leaders, and staff members through:
      • Enhanced and proactive outreach to applicants.
      • Targeted recruitment of STEM majors.
      • Expanded university partnerships.
    • Leverage the use of technology and the updated hiring platform to interact with and attract applicants.
    • Employ historical hiring data as well as data analytics to make more informed recruitment and hiring decisions.
    • Create and implement targeted recruitment efforts for high needs schools and areas of critical need. This will include targeted applicant outreach via phone and email, increased marketing via social media featuring key openings, specialized hiring fairs, and partnerships with post-secondary institutions to encourage applicants to work in high needs schools.

    Objective

  5. Over the next five years, employ data-driven metrics and deployment strategies to:
    • Reduce the percentage of effective/highly effective teachers transferring out of high needs schools.
    • Increase the percentage of effective/highly effective teachers transferring/placed in high needs schools.
    • Increase the percentage of effective/highly effective principals in high needs schools.

    Strategies

    • Explore methods to motivate and incentivize teachers to be placed in and remain in high needs schools.
    • Create and implement training for principals on how to make strong human capital decisions in order to positively affect the school environment.
    • Reevaluate and, if necessary, revise the Principals Differentiated Compensation Model (PDCM) to incentivize high performing administrators to work in high needs schools.

    Objective

  6. By June 2017, establish programs and incentives to facilitate:
    • An increase in the percentage of employees rated less than effective who are remediated and exited from the system.
    • An increase in the percentage of highly effective employees promoted and retained.
    • An increase in retention of effective/highly effective teachers with 0-3 years of experience to 85% or higher.

    Strategies

    • Create programs to incentivize the development and retention of effective/highly effective teachers.
    • Increase retention of early career teachers rated effective or highly effective through the Mentoring and Induction for New Teachers (MINT) program and Teachers Elevating Achievement for All Children (TEACh Strong).
    • Provide avenues through which highly effective employees are promoted/ retained.

    Objective

  7. By December 2015, create and implement teacher performance pay salary schedule consistent with state statute.

    8. Strategies

    • Design salary schedule that complies with state statute and fits within District budget.
    • Collaborate and negotiate with UTD to incorporate this salary schedule into the collective bargaining agreement. Once agreed upon, market this salary schedule to impacted employees.
    • Implement salary schedule (requires programming by Compensation).

    Objective

  8. Through 2020, School Operations, in collaboration with Human Capital Management, will build a strong leadership pipeline to ensure continuity and concentrate resources on talent development to build capacity and maximize return on investment.

    9. Strategies

    • Analyze workforce data to determine areas of liability with regard to succession management by December 2015. This includes identifying the number of retirees, positions, and job requirements as well as the depth of the existing talent pool.
    • Analyze and expand both internal and external talent pools and create recruitment, retention, and development plans to meet identified needs by June 2016.
    • Identify existing high performing administrators and assign mentorships to provide shadowing experiences and assist in building a bench of qualified replacements.
    • Develop and implement leadership training tailored to administrative assignments and needs.
    • Employ additional outlets (including social media) to market job opportunities with M-DCPS. Align job descriptions and creating clearly defined career pathways by June 2017.

Priority 3 - Plan, facilitate and monitor impact of human capital development opportunities

    Objective

  1. Beginning during the 2015-2016 school year, conduct onboarding orientations for new employees on a regular basis.

    2. Strategies

    • Create onboarding plan that addresses key issues and needs for new employees.
    • Utilize onboarding plan to create schedule and training plan for onboarding sessions.
    • Message this new system to employees and begin training sessions.

    Objective

  2. Enhance the District’s professional development management system to ensure quality teaching and promote professional learning.

    3. Strategies

    • Implement the OASYS platform which will link relevant professional development opportunities to observations and evaluations. Collaboration with the vendor has already begun. Moving forward, training for all administrators and instructional personnel must occur.
    • Utilize the existing MyLearningPlan platform to monitor ongoing compliance with state requirements, foster professional growth, and assess professional development needs.
    • Through ongoing, relevant job-embedded professional learning opportunities, shift the district focus from compliance to growth and collaborative reflection. This will facilitate the flow of information and analysis regarding teacher effectiveness as it relates to student performance.
    • Work in collaboration with other departments to coordinate and facilitate relevant PD.
Pillar III top

Pillar IV


Priority 1 - Sustain strong lines of communication with students, families and employees

    Objective

  1. By August 2015, develop a comprehensive, formalized Crisis Communication Plan (CCP) to keep parents informed of situations at their children’s schools and to assist principals with accurate and timely dissemination of information.

    2. Strategies

    • In collaboration with School Operations and Schools Police, the Office of Communications will develop action steps for immediate parent communication that will be aligned to and consistent with the District Emergency Procedures.   
    • Draft crisis messaging templates to be used in emergency/crisis communication.
    • Collaborate with School Operations to ensure that school sites are acquiring parent SMS numbers and loading the information to the Student Information System.
    • Survey parents and principals at the end of the school year to gauge stakeholder satisfaction of communication action steps related to implementation of the CCP in response to a crisis/emergency situation.
    • Baseline will be collected during the first year of implementation.  Success will be measured after collecting until the second year survey at the end of the 2016-2017 school year.

    Objective

  2. By June 30, 2016, collaborate with School Operations to keep parents informed of school news by ensuring that 100 percent of school principals are using automated messaging features (voice record and email). 

    3. Strategies

    • Create and distribute periodic Weekly Briefings reminding principals of messaging features available with the District’s automated messaging system. 
    • Create and distribute Weekly Briefings providing principals with suggested scripts for potential messaging to students, parents, and employees.
    • Quarterly monitoring of analytics/data generated by the District’s automated messaging system.
    • Collaborate with School Operations to ensure that schools are acquiring email addresses for parents and loading the information to the Student Information System. 

    Objective

  3. By June 30, 2016, increase the number of followers in district-wide social media accounts, by 25 percent.

    4. Strategies

    • Implement advertising/promotional campaigns on Social Media (Facebook, Twitter and Instagram).
    • Increase tagging of organizations with a substantial number of followers, to augment the District’s presence on social media.
    • Increase tagging of schools and administrators to expand exposure of activities, initiatives and events at school sites.
    • Increase presence on social media platforms such as Instagram, YouTube, a District Facebook page and others, which were activated in January 2015.

    Objective

  4. Create greater opportunities for student involvement in digital citizenship.

    5. Strategies

    • Beginning August 2015, offer two social media journalism forums per school year, during Digital Citizenship in October and in February.
    • Expand the number of schools participating in Digital Citizenship, and the “Think before You Click” video contest by opening the contest district wide. Previously, only selected schools with TV Production programs had been invited to participate.
    • In collaboration with OAT, continue to develop educational activities related to Digital Citizenship.

    Objective

  5. Beginning August 2015, increase opportunities for teachers and parents to provide feedback by offering quarterly online and face-to-face activities. This will include online chats. Goal will be measured by number of people participating in activities.

    6. Strategies

    • Host Twitter chats with Superintendent.
    • Create an interactive environment during press conferences, media events showcasing new programs, community meetings, GOB events, allowing teachers/parents to offer feedback and comments through a designated hashtag, such as #GOBProgress. During event, parents, teachers and audience will be asked to provide comments/suggestions through this hashtag, encouraging engagement. Feedback will then be analyzed by team and forwarded to appropriate departments, i.e. an idea/concern related to academics will be forwarded to OAT.
    • Promote community events through media advisories and social media to encourage greater stakeholder engagement and provide opportunities for face-to-face meetings with M-DCPS administration and stafe.

    Objective

  6. Beginning August 2015, reach larger audiences by providing live streaming and live tweet walls during important events.  Apps such as Periscope and TintUp will be used. Goal will be measured by number of people viewing live streams and participating during event (analytics).

    7. Strategies

    • Livestream meetings that aren’t being covered by the media, utilizing Periscope, which provides direct link on Twitter/FB. Meetings  such as events with outside organizations (such as REALTORS meeting held this year), GOB meetings, community chats or special presentations for scholarships and partnerships with the business community. This will allow the District to educate stakeholders about the latest news, programs and information regarding our schools.
    • Develop unique hashtags for events with Tweetwall/TintUp, social media screens to encourage general public to join the conversation and to follow Superintendent and M-DCPS accounts.

    Objective

  7. By June 2016, increase the number of Spanish-language and Haitian-Creole radio interviews and programming by five percent over the previous school year (2014-2015).

    8. Strategies

    • Monitor Spanish and Haitian-Creole language radio programming to determine programming focus and appropriate school and district news stories that may be of interest to listening audience.
    • Monitor the local media market to identify new Spanish and Haitian-Creole language radio programs.
    • Establish and maintain relationships with new and current radio program hosts and program directors.

    Objective

  8. By June 2016, keep current and potential new stakeholders informed of news, programs and services in the district by producing and distributing six e-Newsletters to local, state, and national database of stakeholders. Goal will be measured by number of people opening and reading newsletter. 

    9. Strategies

    • Publish 2 additional iNews e-newsletters for the 2015-2016 school year.
    • In collaboration with Office of Community Engagement, help increase database of community/business stakeholders to expand circulation of iNews.
    • Publish e-Marketing communications, e.g. iNews on social media (Twitter, Facebook and Instagram) for increased readership and community awareness of District initiatives, programs and events.
    • Office of Communications currently works with the Office Community Engagement to access and utilize their community database.

Priority 2 - strengthen awareness of District initiatives, activities and programs

    Objective

  1. By August 2015, full-service marketing department available to meet the needs of the District and other departments to further promote our programs.

    2. Strategies

    • Produce videos/promotional materials for specific M-DCPS departments based on need.
    • Craft social media marketing campaigns to help promote new programs or initiatives.
    • Provide training and helpful tips as a support function to help M-DCPS increase their reach of targeted audiences.

    Objective

  2. By June 2016, increase stakeholder awareness of district initiatives, activities, and programs, expanding the district’s reach via the media, increasing the volume of district and school-generated stories by 10 percent over the previous school year (2014-2015) in order to strengthen the public’s perception of M-DCPS. 

    3. Strategies

    • strengthen proactive efforts to encourage schools and district offices to share positive news stories with Office of Communications stafe.
    • Monitor school and district activities, initiatives, and programs to determine best stories to pitch to media for likely news coverage.
    • Maintain and update, as needed, the Office of Communications Planning Calendar to promote positive news stories.
    • A news monitoring service will be critical to tracking this goal. The estimated cost of the news monitoring service is $11,000 annually.

    Objective

  3. By June 2016, bring greater national exposure to the district by increasing by 5 percent the number of national media outlets receiving district press releases.

    4. Strategies

    • Research potential national media organizations (print and electronic) to add to media database.
    • Determine appropriate school and district news stories to pitch to national media organizations (print and electronic).
    • Identify through RFP or Bid process a qualified and experienced news monitoring service to track district and school news nationally.

    Objective

  4. By August 2017, redesign Dadeschools.net website to make it interactive, relevant, mobile-friendly, user-friendly and more cohesive and consistent with District’s image and messaging.

    5. Strategies

    • Identify, with IT’s assistance, the pages of M-DCPS website that are most visited, in order to work on their redesign first.
    • Create a frequency map that demonstrates the most common flow of visitors.
    • Research the websites of successful organizations to get ideas from the most logical and visually appealing ones and produce a plan to accomplish a similar website for M-DCPS.
    • In collaboration with IT, conceptualize a user-friendly design and links for easier site navigation.

Priority 3 - Enhance parent engagement, access and advocacy

    Objective

  1. By June 2020, develop and implement a parent-friendly, data-driven dashboard to present evidence of school performance (academic, operational, and financial) to provide heightened transparency and enhance parent and community awareness relative to district wide school performance and school choice, charter schools.

    2. Strategies

    • Research and identify best practices relative to metrics and data charter school performance.
    • Develop a web-based dashboard of performance indicators, accessible by all stakeholders.
    • Collaborate with the Parent Academy and the Office of School Choice to market and disseminate information about this tool.

    Objective

  2. By June 30, 2018, develop a business model to sustain and grow Parent Academy sites, resulting in three (3) new Parent Academy sites with a minimum of 1,000 parent visits within the first calendar year of opening, and positively impacting student performance.

    3. Strategies

    • Expand opportunities for free parent access to technology via internet cafes, skill-building workshops, and wrap-around services.
    • Collaborate with Budget, OIAGA, Facilities and Regions to strategically identify locations and actual facilities to optimize access and support operations and staffing.
    • Expand and strategically leverage external (community, business) partnerships to secure funding and free services.
    • Collaborate with ITS to develop a sustainable metric system that will correlate student performance and parent participation data.

    Objective

  3.    By June 2017, Enhance and expand program offerings for parents/guardians to further eliminate the barriers that interfere with effective parental involvement.

    4. Strategies

    • Establish a Parent Hotline (PC3 Hotline) which will provide a direct link between parents and the school system.
    • Develop and implement Educational Summits in collaboration with district offices and external partners to:
      • Address high interest topics requested by parents.
      • Include Q & A sessions with field experts.
      • Include Resource Fairs.
    • Develop Online Modules and monthly virtual workshops/courses, accessible through any mobile device, through collaborations with Beacon Educator and Informed Families.
    • Establish Parent Leaders Program to develop school ambassadors/advocates.
    • Establish Newly Arrived Immigrant Parent Program (NAIPP) to advocate for immigrant families and assist them with cultural barriers so both parents and children can be successful.

    Objective

  4. By June 30, 2020, assist schools in improving home-school communications with parents by increasing parental engagement at the school site by 20%.

    5. Strategies

    • Development of content for home-school communications for elementary and secondary levels in English, Spanish and Haitian Creole.
    • Disseminate content to all schools with recommendations for utilization.
    • Determine level of parental involvement at schools.
    • Provide guidance to identified schools with low parental involvement.

Priority 4 - Build, strengthen and sustain relationships with stakeholders

    Objective

  1. By June 30, 2020, increase number of business entities offering internship opportunities to students through enhanced web-based clearinghouse for online postings/placements by 50%.

    2. Strategies

    • Create “Academy-like” Internship Program tied to a structured curriculum that includes a Workplace Essentials preparation course prior to internship placement in conjunction with OAT.
    • Develop a job description for school-site coordinator (10-month instructional) in conjunction with Office of Human Capital.
    • Identify funding for school-site position above current allocation to instruct, monitor and coordinate students in Internship Academy in conjunction with Office of Budget Management (OBM).
    • Identify funding for Office of Community Engagement for recruitment of internship providers due to increased placements of students in conjunction with OBM.
    • Identify funding for Information Technology Services to support growth of web-based clearinghouse for online postings/placements in conjunction with OBM.
    • Identify funding for student transportation to work-site as this has been an obstacle for students in conjunction with OBM.
    • Develop marketing outreach to internship providers in conjunction with Office of Communications.
    • Communication to principals and school-site staff in conjunction with School Operations.

    Objective

  2. By June 30, 2020, increase number of individuals advocating on behalf of students by 75% through engagement of both internal and external stakeholders.

    3. Strategies

    • Roll-out Year 2 of Success Coach Initiative with increased participation from employee base.
    • Present Success Coach Models gathered during Year 1 at Opening of Schools Counselor and Principal Meetings.
    • Disseminate Success Coach Posters to schools to build awareness among students.
    • Develop survey instrument for participating schools.
    • Gather program data from participating schools.
    • Expand Everybody Mentors initiative with outreach to new community stakeholders (i.e., faith-based, alumni, etc.).
    • Identify additional mentoring organizations as potential partners.
      • Make presentations of Everybody Mentors Initiative.
      • Execute MOUs with leadership teams of organizations.
    • Develop outreach to alumni through Facebook.
    • Partner individuals and organizations with selected schools.
    • Provide mentors with Everybody Mentors toolkit.
    • Gather data from school sites regarding student and mentor participation.
    • Recognize Success Coaches and mentors annually during National Mentoring Month (January) and Community Partners Celebration (Spring).
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Pillar V


Priority 1 - strengthen District’s Financial Position

    Objective

  1. Increase funding for the District by attaining or superseding the per student statewide average.

    2. Strategies

    • Develop a consistent statewide message with other statewide associations and other advocacy groups to advocate for increased funding.
    • Identify opportunities to increase Miami-Dade County Public Schools’ funding.
    • Educate members of the Miami-Dade Delegation on the district’s funding needs.
    • Educate local stakeholder groups on the District’s funding needs and how to effectively advocate on behalf of the district for increased funding. 

    Objective

  2. Passage of legislation pursuant to the Board’s annual legislative platform.

    3. Strategies

    • Annually develop the Board’s legislative platform and identify at least three top priorities.
    • Aggressively pursue the sponsorship of the legislation, if appropriate, of a member of the Florida Legislature.  
    • Develop support for the issue/legislation by statewide, regional and local stakeholders.
    • Sheppard priority legislation through the committee structure and final passage in each chamber.
    • Obtain approval of the legislation from the Executive Brance.

    Objective

  3. Increase unassigned fund balance.

    4. Strategies

    • As part of budget balancing, high priority must be put on the strengthening of reserves each and every year.
    • Tight control of spending and decisions to make new investments.
    • Long-term fix of curing the cycle faced with Miami-Dade’s property tax collections processes.

    Objective

  4. By June 30, 2016, increase supplemental funding through the identification and pursuit of funding opportunities. 

    5. Strategies

    • Research potential funding opportunities.
    • Disseminate grant opportunity information. 
    • Develop partnerships to leverage opportunities. 
    • Develop and submit competitive grant applications.
    • Coordinate with the Foundation for New Education Initiatives in the development of strategic grant applications and partnership opportunities.

    Objective

  5. By June 30, 2016, increase supplemental funding through grant writing training of employees, District staff and parents.  

    6. Strategies

    • Provide basic and intermediate grant writing training.
    • Through Parents Get Grants initiative, provide specialized grant trainings and resources for parents.
    • Continuously update website so that is serves as a living tool for securing funds.
    • Publish and disseminate monthly funding newsletter.

    Objective

  6. Reduce Workers’ Compensation costs.

    7. Strategies

    • Loss Prevention/Safety training and education.
    • Worksite supervisors educated on the need to return injured workers to pre-injury positions.
    • Develop training for all worksites on promptly reporting injuries to 995-COMP.
    • Purchase safety equipment including ladders and proper shoes to avoid injuries.

    Objective

  7. Contain healthcare costs by increasing employee awareness and education regarding prevention and avoiding 2018 ACA Excise Tax Penalty.

    8. Strategies

    • Negotiate change from current defined benefit platform to defined contribution.
    • Add a Consumer Driven healthcare option to current healthcare options.
    • Develop alternative venues for Specialty pharmacy dispensing.
    • Identify specific Centers of Excellence to reduce costs and achieve best medical outcomes.

    Objective

  8. Maximize monetization opportunities relating to the School Board’s property portfolio known as the SBAB to create a long-term sustainable funding stream for the Board’s educational priorities – Project 20-1500.

    9. Strategies

    • Define viable options for use of assets based on current market opportunities.
    • Define most appropriate procurement vehicle(s) to achieve the best long-term financial outcome.
    • Develop action plan and timeling.
    • Seek Board approval of action plan and implement.

Priority 2 - Streamline and improve business operations

    Objective

  1. Upgrade finance technology.

    2. Strategies

    • Implement new accounting system for schools.
    • With new system providing the technical platform, implement an online payment program for school and District locations to collect funds via credit card web-based payments.
    • Implement ECC/SRM for Procurement.

    Objective

  2. Recalibrate Procurement Management Services.

    3. Strategies

    • Restructure the Procurement Management Services Department with new key management positions.
    • Align daily business practices with governmental procurement best practices so to increase strategic sourcing, vendor development and management and cost savings.
    • Create new key management positions, implementation of best practices for government procurement, and increased new vendor participation on various solicitations.
    • Create new job positions, advertising positions, finding qualified candidates, researching and utilizing governmental procurement best practices, and usage of more cooperative solicitations.

    Objective

  3. By December 2015, relocate and restructure Human Capital Management offices to create a “one-stop shopping” experience for employees and schools.

    4. Strategies

    • Finalize blueprints and floor plan layouts with School Facilities and architects.
    • Begin construction on first floor of SBAB.
    • Relocate impacted HCM offices to new space once completed and restructure as necessary.

Priority 3 - Align community needs with District’s Capital Plan

    Objective

  1. Maximize use of existing tools/outlets to gauge community priorities and formulate capital plan priorities.

    2. Strategies

    • Use Interlocal Agreements for Public School Facility Planning with 27 municipalities and the County to identify areas of potential expansion district-wide and opportunities to roll out new, unique products.
    • Use established outlets such as the Staff Working Group, Citizens Oversight Committee and the 21st Century Schools Bond Advisory Committee to gauge perceived/actual community needs and priorities and develop educational options that are responsive and unique.

Priority 4 - Implement renovation, replacement or capacity amplification – GOB projects

    Objective

  1. Further streamline processes and procedures.

    2. Strategies

    • Accelerate project implementation by using prototypical designs, bundling similar projects into groups to reduce project implementation time/costs and advancing critical scope.

Priority 5 - Promote efficiency and long-term sustainability

    Objective

  1. Energy efficiency through Guaranteed Energy Performance Contracting (GEPC).

    2. Strategies

    • Issue RFQ/RFP for qualified Energy Savings Companies (ESCO).
    • Select and implement GEPC program at qualified schools.
    • Reinvest over and above energy savings to address critical facility needs.

    Objective

  2. Collaborate with School Operations on school consolidation and resource optimization.

    3. Strategies

    • Establish protocol for identifying consolidation opportunities:
      • Consolidation Matrix weighing physical, programmatic and operational needs to identify candidate schools.
      • Rank possible sites based on locational factors and financials such as cost to operate (cost/FTE or cost/sq. ft.).
    • Identify co-sharing/co-location opportunities at underutilized facilities that reduce operating costs while maintaining a community presence.
    • Right-size facilities slated for replacement to match actual needs.
    • Offer underutilized space in schools to house businesses in exchange for internships and mentorships that can support industry certification within career pathways.
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