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:
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.
We provide a world class education for every student.
To be the preeminent provider of the highest quality education that empowers all students to be productive lifelong learners and responsible global citizens.
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 foster an environment that serves all students and aspires to eliminate the achievement gap.
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.
Student Achievement:
Each student succeeds academically, personally, and civically as measured by:
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.
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.
Priority 1 - Ensure all students graduate college and career ready
Objective
Strategies
Priority 2 - Close achievement gap
Objective
Strategies
Priority 3 - Provide equitable access to quality instructional programs
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Priority 1 - Ensure a consistent standard of excellence for school maintenance and food service at all schools
Objective
Strategies
Objective
Strategies
Priority 2 - strengthen and enhance safety and support networks for all students
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Priority 3 - Establish a superior customer service approach from school sites to central office
Objective
Strategies
Objective
Strategies
Priority 1 - Develop principals and district administrators as effective leaders of human capital
Objective
Strategies
Objective
Strategies
Objective
Strategies
Priority 2 - Recruit and hire the most qualified people, develop them deliberately and retain them strategically
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Priority 3 - Plan, facilitate and monitor impact of human capital development opportunities
Objective
Strategies
Objective
Strategies
Priority 1 - Sustain strong lines of communication with students, families and employees
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Priority 2 - strengthen awareness of District initiatives, activities and programs
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Priority 3 - Enhance parent engagement, access and advocacy
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Priority 4 - Build, strengthen and sustain relationships with stakeholders
Objective
Strategies
Objective
Strategies
Priority 1 - strengthen District’s Financial Position
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Objective
Strategies
Priority 2 - Streamline and improve business operations
Objective
Strategies
Objective
Strategies
Objective
Strategies
Priority 3 - Align community needs with District’s Capital Plan
Objective
Strategies
Priority 4 - Implement renovation, replacement or capacity amplification – GOB projects
Objective
Strategies
Priority 5 - Promote efficiency and long-term sustainability
Objective
Strategies
Objective
Strategies