Pasco county schools

2022-2027

Success Plan


2021-22 District Vision and Success Plan Committee

Fern Aefsky, Ed.D. Professor, Graduate Education St. Leo University

Nikki Alvarez-Sowles Clerk and Comptroller, Pasco County Clerk of Circuit Court and Comptroller Colleen Beaudoin Pasco County Schools, School Board Member, District 2

Kurt Browning Superintendent of Schools, Pasco County Schools

Damien Cabrera MS ELA/Reading Content Specialist, Pasco County Schools Stacy Capogrosso Executive Director, Pasco Education Foundation

Rocky Contreras Knowledge Points

Brian Corley Supervisor of Elections, Pasco County

James Class Director, Purchasing Services, Pasco County Schools

Glenn Cote Operating Partner, Joe to Go Coffee, LLC

Kristine Fewox Assessment Coordinator, Cypress Creek High School

Sunny Hall Vice President of Client Services, Crisis Center of Tampa Bay

Rachel Hatten Director of Professional Development, Anchin Center for Advancement of Teaching, University of South Florida

Stephen Hegarty Public Information Officer, Pasco County Schools Kristine Hensley Career Specialist, Wiregrass Ranch High School Hugh Herndon Teacher, Cypress Creek Middle/High School

Vanessa Hilton Chief Academic Officer, Pasco County Schools

Heather Howell Parent, multiple Pasco County Schools

Peggy Jones, Ph.D. Director, Office for Accountability, Research, & Measurement, Pasco County Schools Brett Litak Publix Supermarkets

Cheryl Macri Assistant Principal, Gulf High School

Mary Martin Director, Human Resources and Educator Quality, Pasco County Schools Kara Merlin Principal, Sunlake High School

Kim Moore, Ed.D. Assistant Superintendent, Career and Innovative Programs Chrissie Parris C.H.A.T. Coordinator, BayCare Behavioral Health

Major Jeff Peake Bureau Commander, Pasco County Sheriff’s Office

Brianne Reck, Ph.D. Area Program Coordinator in Educational Leadership and Policy Studies, University of South Florida

Lisa Richardson, Ed.D. Vice President of Alumni and College Relations, Pasco-Hernando State College Holly Rockhill Assistant Director, Student Support Programs & Services, Pasco County Schools Kathy Scalise Director, Employee Relations, Pasco County Schools

Jomary Schulz Assistant Principal, Longleaf Elementary School

Denise Sosulski Parent, Land O’Lakes High School

Stephanie Spicknall Director, Food & Nutrition Services, Pasco County Schools

Suzanne St. Clair, Ed.D. Supervisor, Office for Accountability, Research, and Measurement, Pasco County Schools Tammy Taylor Chief Finance Officer, Pasco County Schools

Matt Wicks Supervisor of Athletics, PE, Health, and Drivers Ed


Superintendent’s Staff

Kurt Browning, Superintendent Ray Gadd, Deputy Superintendent

Tom Barker, Assistant Superintendent of Elementary Schools Cortney Gantt, Assistant Superintendent of Elementary Schools Stephen Hegarty, Public Information Officer

Marcy Hetzler-Nettles, Assistant Superintendent of Middle Schools Vanessa Hilton, Chief Academic Officer

Dr. Monica Ilse, Assistant Superintendent of High Schools Elizabeth Kuhn, Assistant Superintendent for Support Services

Dr. Kim Moore, Assistant Superintendent for Career and Innovative Programs Kimberly Poe, Assistant Superintendent of Elementary Schools

Kevin Shibley, Assistant Superintendent for Administration T2ammy TaPyalsocro, CCohuienftyFiSncahnocoelsOSufficcceesrs Plan


CoNTENTS

4 Mission, Vision & Key Priorities

6 Pasco County School Board

8 Anatomy of a Success Plan

12 Work Plan: Tactics

31 Performance Plan: Metrics


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Pasco Schools Mission

To provide a world-class education for all students.

Pasco Schools Vision

All our students achieve success in college, career, and life.

Key Priorities High Impact Instruction Data-Driven Decisions Collaborative Culture

District programs include traditional pre-k through 12th grade standards instruction, virtual instruction, career academies, adult education, magnet themes, and charter schools. The district is governed by an elected superintendent and five elected school board members.

Pasco County Schools earned a five-year district-wide accreditation in 2021 from Cognia, an international agency accrediting 34,000 schools and systems in more than 70 countries serving 20 million students. To earn accreditation, the district underwent an Engagement Review by a team of Cognia evaluators from Florida and around the country.

The Cognia team interviewed nearly 200 employees, school board members, students, parents, and community members, and reviewed thousands of documents and artifacts.

The Cognia Engagement Review results in an Index of Educational Quality rating, a listing of strengths, as well as opportunities for to enhance effectiveness. Pasco County Schools received an overall IEQ score of 379 which is above the Cognia average of 280.

Pasco County Schools’ Success Plan reflects the input from the Cognia team as well as feedback from the community and various stakeholder groups. The Success Plan is comprised of four important pillars: Excellence in Student Achievement, Employee Success, Taxpayer Value, and Connecting to the Community, which support the work of the school district and enable us to deliver on our mission and vision.

Pasco County School Board


Allen Altman District 1

Allen Altman was elected to the School Board in 2006, and was re-elected in 2010, 2014, and 2018.

He has served as vice- chairman and chairman of the board.

Mr. Altman has lived in Pasco County almost all his life, and graduated from Pasco High School. He is an agency manager for Farm Bureau Insurance Companies, for which he has worked most of his adult life. He is also involved in real estate, agriculture, and banking.

Mr. Altman is a longtime member of the Dade City Kiwanis Club, Hardy Benevolent Trust and Winter


Haven Citrus Growers Association. He has served on the Pasco High School Advisory Council, the

Pasco Education Foundation, the Story Dads Reading Program at Lacoochee Elementary School and as a trustee member of Bayfront Hospital in Dade City.

Mr. Altman is a member of the Leadership Tampa Bay Class of 2005. He has received the Business Recognition award for Outstanding Support of Education from

the Florida Education Foundation, the CARE award for Service to Children from the Pasco Pediatric Foundation, the Florida Agency Manager of the Year

award from Farm Bureau Insurance Companies, and the Kiwanian of the Year award.

Mr. Altman is married to Laura and has two daughters and five grandchildren.


Colleen Beaudoin District 2

Colleen Beaudoin was elected to the School Board in 2016 and 2020.

Mrs. Beaudoin earned her Bachelor’s Degree from University of South Florida and her Master’s Degree from The University of

Tampa. She was a public high school mathematics teacher for 17 years. Since leaving the classroom, she has provided professional development, instructional support, and mentoring to mathematics teachers.

She has also written mathematics curriculum and developed resources and hosted podcasts for mathematics instructors at the Florida Center for

Instructional Technology. Mrs. Beaudoin has worked on several grants with mathematicians and educators across the state of Florida to improve content knowledge of mathematics teachers. At The University of Tampa,

Mrs. Beaudoin was a member of the team that implemented the Science Math Masters grant in

partnership with the Florida Department of Education. She is currently a Lecturer II of Mathematics at The University of Tampa.

Mrs. Beaudoin is a member of the Mathematics Association of America, National Council of Teachers of Mathematics, National Society for Experiential Education, and is a Florida School Board Association Certified Board Member. At The University of Tampa, Mrs. Beaudoin serves on the Faculty Senate,

Accessibility and Accommodations Committee, Online Teaching and Learning Committee, and is the chapter advisor for Kappa Delta Pi National Education Honor Society. Her State of Florida teaching certificate is active through 2024. In her capacity as a School Board

Member, Mrs. Beaudoin serves on the Early Childhood, District Vision & Success Plan, Legislative, and Student Progression Plan committees. In the community,

she serves as Treasurer on the Board of Directors for Alliance for Healthy Communities.

Mrs. Beaudoin is married to Douglas Beaudoin and has three sons.

Cynthia Armstrong District 3

Cynthia Armstrong was elected to the School Board in 2010, and was re-elected in 2014 and 2018.

She has served as vice-chairman and chairman of the board. She also served as a Pasco Mosquito Control Board Commissioner from 1993

to 1997.

Mrs. Armstrong earned her Bachelor’s Degree in Biology from Wake Forest University and her Master’s in Education from the University of South Florida. Her career in education began in Pasco County as a science teacher at Ridgewood High School in 1978. Mrs. Armstrong taught science in 7th through 12th grades, and has been an adjunct professor at Pasco Hernando State College and St. Petersburg College.


Mrs. Armstrong is a business owner who has remained involved with education by serving as chairman of the Chamber of Commerce Education committee, judging for Odyssey of the Mind and senior projects in the high schools, and serving as a Rotary member working with the high school Interact Clubs.

Her community service and activities include membership on the Pasco Metropolitan Ministries Program Committee, past director and secretary of the West Pasco Chamber of

Commerce, founding director of Leadership Pasco, past director and current member of the Rotary Club of Seven Springs,

and member of the Restore Act Advisory Committee for Pasco County.

She is married to Gregg Armstrong.


Alison Crumbley District 4

Alison Crumbley was elected to the School Board for a two-year term in 2010, and was re-elected in 2012, 2016, and 2020. She has served as vice-chairman and chairman of the board.

Mrs. Crumbley has been a Pasco County resident since 1967.

She is a graduate of Gulf High School and the University of Florida. She was an account executive and office manager for an international advertising agency for many years followed by PR/marketing director for a local commercial real estate firm.

Mrs. Crumbley co-founded the Cinderella Project of Pasco


and the Prince Charming Project for Pasco’s young ladies and men desiring to attend their prom but needing financial help. She serves on the Sunshine Kids Foundation, attends Trinity Presbyterian Church of Seven Springs, and is a former Athletic Booster Club board member at River Ridge High School.

Mrs. Crumbley served as PR Chairman for Super Playground in Sims Park, and is a past member of the River Ridge School Advisory Council, Junior Service League of West Pasco, All Children’s Guild of West Pasco, and the Citizens Advisory Council. Mrs. Crumbley also has been an Odyssey of the Mind coach.

Mrs. Crumbley is married to Allen Crumbley, and all three of their children graduated from Pasco County high schools.


Megan Harding District 5

Megan Harding was elected to the School Board in November 2018.

The value of education and the desire to impact children -

passions inspired at a very young age by her first-grade teacher - have been driving forces for

Mrs. Harding throughout her life, first as a young student herself, and then as a sister, teacher, volunteer, and actively engaged citizen.

The oldest of four children, Mrs. Harding grew up in Pasco County, attending Hudson Elementary School, Dayspring Academy, and Hudson High School. She holds a Bachelor’s Degree in Elementary Education K-6 from the University of South Florida with certifications in Exceptional Student Education K-12, English as a Second Language (ESOL), and


Reading. She also earned a Master’s Degree in Reading K-12 from Saint Leo University.

Mrs. Harding taught in Pasco County Schools for seven years before deciding to run for the School Board. Once elected, she resigned her teaching position to dedicate herself fully to her School Board position and today she is actively involved in the schools and wider Pasco community. She spends her time inside schools and working within the district as an advocate and volunteer, as she believes in the importance

of building positive relationships and sharing her passion for education. Along with being on the school board, Mrs. Harding teaches as an adjunct professor in the Elementary Education Department at Saint Leo University.

She is married to Jeromy Harding, and the couple lives in New Port Richey with their dog, Piper.

The anaTomy of a success plan



MISSION VISION

MISSIoN

An articulation of why we exist.


    VISIoN

How we define what we strive to become.


STRATEGIC PILLARS

STRATEGIC PILLAR

STRATEGIC PILLAR

STRATEGIC PILLAR

STRATEGIC PILLAR

In order to bring each success moment to life, overarching management strategies are identified. They become the strategic pillars that support work tactics and connect

work with results through performance metrics.



TACTIC TACTIC TACTIC


TACTIC TACTIC TACTIC


TACTIC TACTIC

TACTIC


TACTIC TACTIC TACTIC

TACTICS

Tactics are specific projects and

programs that teams work on over the course of the year. A project

manager and teams are assigned to

PERFORMANCE METRICS


PERFoRMANCE METRICS

Performance metrics are developed to reflect progress relating directly to each strategic pillar. These are the metrics that correlate to achieving success for the year and are contained within a performance scorecard.

each tactic, and milestones are developed to ensure the tactic remains on target for time and

budget.

success plan elements:



Strategic Plan

MISSIon STATeMenT

To provide a World-class education for all students


Excellence in Student Achievement

Employee Success


TACTICS

TACTICS

MeTrICS

  1. Employee Engagement

  2. Employee Wellness


strategic pillars. Tactics. performance metrics.


VISIon STATeMenT

all our students achieve success… In college… career… and life



Taxpayer Value Connecting to the Community



TACTICS


TACTICS

MeTrICS

  1. Family Engagement

  2. Community outreach


Pasco County Schools Success Plan 11

TACTICS


Introduction

Each and every tactic detailed on the following pages contributes in some way to the district’s success goals.

The Success Plan focuses on four key areas:


  1. Excellence in Student Achievement

  2. Employee Success

  3. Taxpayer Value

  4. Connecting to the Community


The following pages outline tactics, their objectives, which members of the district staff are responsible for their oversight, and quarterly milestones to be achieved.


EExxcceellellnecnecIneSitnudSentut AdcehnietveAmcehnitevement

Employee Success Taxpayer Value

Connecting to the Community


The district’s mission to provide a world- class education for all students is the driving force behind this plan and the goals articulated for the year. To fulfill

those goals, the following tactics have been identified to ensure we provide world-class learning moments for every student every day.


STUDENT LEARNING ExPERIENCES MATCH THE RIGoR oF THE STANDARDS


Description: A unifying definition of instructional excellence for pre-k through adult education in Pasco County will serve as the guiding vision of instruction in all schools, ensuring that there is a guaranteed and viable curriculum, equitable practices and continuous improvement of instruction aligned to the standards in all classrooms. Professional development will be carefully planned

in order to build the knowledge necessary in all leaders and teachers for these stakeholders to engage in planning, delivering, and reflecting on instruction with focus on Pasco’s Common Vision of Instructional Excellence, grounded in college and career ready standards.

Tactic owner: Director of Accountability, Research, and Measurement

Tactic Team: Offices for Accountability, Research, and Measurement; Career and Technical Education; Leading and Learning; Student Support Programs and Services; and Early Childhood Programs


Tactics

  • District teams will provide curriculum resources and materials highly aligned to the rigor of the standards with recommended pacing and tiers of support resources that enrich and intervene student learning.

  • District teams will provide training and coaching to school teams and individual stakeholders aligned to the teaching-assessing cycle (including essential standards), the instructional shifts (core actions), and best practices.

  • District teams will identify and provide exemplars of components of the teaching-assessing cycle including essential standards charts, common formative assessments, intervention entry/ exit criteria, etc.

  • District teams will provide rigorous assessments for schools to monitor student progress towards the standards.

  • District teams will conduct walkthroughs in schools to monitor implementation of rigorous instruction using the Instructional Practice Guides.

  • District teams will expand the number of courses and programs offered in the middle school so that alignment to high school CTE courses and programs of study is increased.


INCREASE SySTEMS To SUPPoRT STUDENTS

Description: The district and school teams use data over time to inform important instructional decisions as part of the collaborative problem-solving process. The systematic review of implementation and outcome data will ensure systems are built to ensure the quality and appropriateness of our instruction and intervention processes, all in support of the whole child.

Tactic owner: Director of Accountability, Research, and Measurement

Tactic Team: Offices for Accountability, Research, and Measurement; Career and

Technical Education; Leading and Learning, Student Support Programs and Services; and Early Childhood Programs

Tactics

  • District teams will provide critical data and support to school teams in monitoring student cohorts (ie: MyGradSuccess, EoS).

  • District will engage in professional learning, process, and practice work aimed toward ensuring access, deep engagement, and support for all students in advanced coursework.

  • District teams will identify and provide exemplars of supplemental and intensive intervention plans for academic standards.

  • District teams will refine School Intervention Team, School Leadership Team, and Professional Learning Community training modules to meet needs of school teams and individual stakeholders.

  • District teams will support the implementation of the Universal Screener for giftedness to each Pasco County second grade student.

  • District teams will expand services for mental health supports and monitor student response to intervention.

  • District teams will refine strategies and provide funding for student alternatives to suspension.


INCREASE STAFF AND STUDENT ENGAGEMENT

Description: The district and school teams foster a collaborative culture that cultivates positive relationships in an equitable, engaging environment for all stakeholders. The system will build the capacity of leaders and teachers to advance the identified practices of Compassionate Schools, within a Compassionate District, supported by collective commitments around the unifying vision of instructional excellence.

Tactic owner: Director of Accountability, Research, and Measurement

Tactic Team:

Assistant Superintendents for Elementary Schools, Middle Schools, and High Schools; Offices for Accountability, Research, and Measurement; Career and Technical Education;

Leading and Learning; Student Support Programs and Services; and Early Childhood Programs

Tactics

  • District teams will provide a variety of opportunities for family engagement supporting high levels of learning for every child.

  • District teams will provide Academic and Social Behavior standards, benchmarks and teaching practices resources, coaching and Professional Development to school staff (teachers, staff and leaders)

  • District teams will provide training and coaching to school teams and individual stakeholders aligned to positive behavior education and prevention (ie: Trauma Informed Care and Positive Behavioral Interventions and Support and youth Mental Health First-Aid).

  • District teams will provide culture training and coaching support to school leaders for building collective responsibility through mission, vision, and core values.

  • District teams will develop and support student academic, athletic and fine arts competitions, and performance opportunities.

  • District teams will provide students and families with resources regarding college and career opportunities through College and Career Expos.


Excellence in Student Achievement

EEmmpplolyoeyeeSeucSceuscscess

Taxpayer Value

Connecting to the Community

Providing a world-class education attract, support, and retain a world-class for all students is heavily dependent team to help students excel in college, upon Pasco’s entire workforce – both career, and life. The following pages educators and non-instructional staff outline tactics to drive the development members at schools and the district of Pasco’s world-class team.

office. Pasco County Schools strives to


PAsco Go HeAlTHy WELLNESS PRoGRAM

Description: Increase employee engagement in the services available through the District’s Pasco Go Healthy Wellness Program prior to the need for a sick visit to promote a culture of health and wellness. Support school site wellness partners to communicate health and wellness initiatives to district employees to increase engagement. Measure employee utilization of communication channels to determine percentage of employees accessing program and service information.

Tactic owner: Senior Manager of Benefits & Risk Management

Tactic Team: Office for Human Resources and Educator Quality

Tactics

  • Send electronic communication introducing the Board’s Pasco Go Healthy Wellness Program within 30 days of the employee becoming eligible to enroll in the Board’s group health plan.

  • Host on-site or virtual information sessions for worksites to increase participation.

  • Identify new employees not engaged in Pasco’s Go Healthy Wellness Program and communicate to worksite coordinator.

  • Collaborate with HREQ to develop communications regarding wellness initiatives utilizing the Pasco brand.

  • Survey worksite benefit coordinators to identify areas of opportunity to increase worksite coordinator effectiveness to increase participation.

  • Survey worksite benefit coordinators to identify areas of opportunity to increase worksite coordinator effectiveness to increase participation.

  • Collect, analyze, and report data utilization to identify trends.


EMPLoyEE ABSENTEEISM

Description: Measure the rate of absenteeism of employees who utilize physician services provided through the health and wellness centers in comparison to eligible employees who do not access services through the health and wellness centers. Absenteeism is defined as an employee missing a whole day of work due to personal illness, personal business, or other reasons (excluding paid vacation). These absences may be avoidable or unavoidable.

Tactic owner: Senior Manager, Benefits & Risk Management

Tactic Team: Office for Human Resources and Educator Quality

Tactics

  • Collect, analyze, and report rate of absenteeism.

  • Evaluate and analyze data in comparison to established absenteeism baseline.

  • Analyze and communicate data to all stakeholders.


EMPLoyEE DEPARTURES

Description: Utilize termination and transfer data to analyze departures on a quarterly basis. Collaborate with the Office of Leading and Learning to analyze exit interview data to support and improve retention strategies.

Tactic owner: Senior Manager Talent Acquisition & Recruitment

Tactic Team: Office for Human Resources and Educator Quality

Tactics

  • Analyze termination and transfer data district-wide quarterly.

  • Analyze termination and transfer data and compare year-over-year to identify trends.

  • Analyze exit survey data to identify trends and targeted areas for improvement.

  • Evaluate outcomes and make recommendations for improvement.

  • Communicate results to all stakeholders and celebrate success.


STRATEGIC RECRUITMENT INITIATIVES

Description: Develop and execute new strategies to increase the recruitment of teachers to Pasco County Implement innovative recruitment strategies to address the state-wide teacher shortage and the decreased amount of educational degree seeking applicants. Proactively seek individuals outside of the educational field at colleges and universities. Continue to focus on virtual recruitment strategies to network with potential applicants. Build and develop the Pasco brand to attract applicants to Pasco County Schools. Expand new teacher prep programs to support the advancement of non-instructional employees to become certified teachers.

Tactic owner: Senior Manager Talent Acquisition & Recruitment

Tactic Team: Office for Human Resources and Educator Quality

Tactics

  • Increase online presence locally and through universities to target student recruitment.

  • Increase communication with applicants through online media and texting campaigns.

  • Continue to develop Pasco branding strategy to drive recruitment.

  • Continue to build the number of interns each semester. Host intern sessions for graduating interns each semester.

  • Attend educational, non-educational, and minority recruitment fairs in-person and virtually.

  • Host district sponsored recruitment events.

  • Continue to build internal recruitment strategies: New Teacher Academy, SRP to Teacher Program.

  • Provide targeted recruitment supports to schools with high number of instructional vacancies.


LEADERSHIP PIPELINE

Description: Development of school leaders to improve student outcomes, reduce turnover, and promote excellence in schools. The Leadership Pipeline is a comprehensive process including leadership standards, preservice preparation opportunities, selective hiring, and placement, and on the job support and mentorship.

Tactic owner: Director, Human Resources and Educator Quality

Tactic Team: Office for Human Resources and Educator Quality

Tactics

  • Develop criteria for measurement for new leaders placed in administrative positions.

  • Evaluate retention rate of new leaders retained after 1 year, 3 years, and 5 years.

  • Develop Leadership onboarding process.

  • Develop Leader Tracking System.


Excellence in Student Achievement

Employee Success

Taxpayer Value

Connecting to the Community


The district takes its role and planning process has provided a platform responsibilities very seriously in for the district to identify tactics aimed balancing the delivery of a high quality at enhancing the value the district can educational experience for its students provide through its facilities

and providing value to the taxpayers of and innovative business practices. Pasco County. To that end, this success


superintendent Kurt Browning interacts with students during an engaging sTem lesson.


P-CARD PAyMENT PRoGRAM

Description: Purchasing and Finance Services will continue to manage the P-card Program and increase participation.

Tactic owner: Chief Finance Officer

Tactic Team: Purchasing Services and Finance Services

Tactics

  • Report P-card participation.

  • Report P-Card annual rebates.


CELL ToWERS

Description: Pasco County Schools will strive to increase revenue from existing and future cell towers.

Tactic owner: Chief Finance Officer

Tactic Team: Director of Planning Services

Tactics

  • Report annual revenue from cell towers as compared to previous years.

  • Report progress on additional cell tower opportunities.


INVESTMENT PRoGRAM

Description: The District cash must be invested according to the Board’s policy #6144 to ensure safety of principal, maintenance of liquidity, and return on investment.

Tactic owner: Chief Finance Officer

Tactic Team: Director, Finance Services

Tactics

  • Monitor investment to ensure compliance with investment policy.

  • Perform cash flow analysis to minimize cash in bank account and maximize cash invested

  • Monitor quarterly performance to make sure it exceeds the average 3-month T-Bill rate.

  • Allocate investments to provide for diversification among investment pools.


ALTERNATIVE FUEL PRoGRAM

Description: Use of alternative fuel program to reduce transportation costs.

Tactic owner: Chief Finance Officer

Tactic Team: Director, Transportation Services and Senior Manager, Finance Services

Tactics

  • Application for fuel and vehicle rebates will be submitted and funds received will offset the overall cost of transportation.


BREAKFAST IN THE CLASSRooM

Description: Food and Nutrition Services will operate Breakfast in the Classroom at all school sites in an effort to increase breakfast participation.

Tactic owner: Chief Finance Officer

Tactic Team: Director of Food and Nutrition Services

Tactics

  • Reports will be prepared to determine participation levels at each school participating in the Breakfast in the Classroom Program and to evaluate if participation levels have increased.


CoMPRESSED NATURAL GAS STATIoN

Description: Pasco County Schools operates a compressed natural gas station to reduce fueling costs.

Tactic owner: Chief Finance Officer

Tactic Team: Director of Transportation Services

Tactics

  • The district will report the operational cost of the new CNG station as compared to the operations of a diesel/propane bus garage.


MAINTENANCE PRoJECTS

Description: Maintenance and Facilities Services regularly analyzes efficiencies of their projects. Each quarter, Maintenance will identify a project completed internally or externally and the efficiencies and savings realized as a result.

Tactic owner: Chief Finance Officer

Tactic Team: Director, Maintenance and Facilities Services

Tactics

  • Identify project completed internally or externally along with efficiencies and savings.


FUND BALANCE ESTABLISHMENT

Description: The total dollar amount of the fund balance and the fund balance expressed as a percentage of all expenses.

Tactic owner: Chief Finance Officer

Tactic Team: Director, Finance Services

Tactics

  • The district will monitor expenses on an annual basis to make sure that the budgeted fund balance remains the same throughout the year, as well as, monitor expenses and revenue to the projected budget.


BoND RATING

Description: We will maintain the current bond rating as reported by designated rating agencies.

Tactic owner: Chief Finance Officer

Tactic Team: Director of Finance Services

Tactics

  • The district will monitor Debt Service Ratio.

  • The district will monitor interest rates for opportunities for refunding and savings.


AUDITS/PRoGRAM REVIEWS REQUIRING REIMBURSEMENT

Description: We will review external audit reports on an ongoing basis throughout the year.

Tactic owner: Chief Finance Officer

Tactic Team: Director of Internal Audit

Tactics

  • Determine if financial audits are unqualified so that bond ratings are not adversely affected.

  • Determine whether or not compliance audits are without findings that would require any type of repayment or fine. If an audit requires any type of repayment or fine, procedures and controls will be established to eliminate future repayment of fines.

  • NoTE: There may not be completed audits to review each quarter. As they become available, the analysis will be completed and the results reported.


PENNy FoR PASCo PRoGRAM

Description: Moneys collected from the Penny for Pasco initiative will be expended in accordance with the project list approved by the citizens of Pasco County.

Tactic owner: Chief Finance Officer

Tactic Team: Director, Finance Services

Tactics

  • Monitor sales tax collections versus projections and planned expenditures.

  • Review project budgets and actual expenditures.

  • Maximize interest earned on cash investments.

  • Make adjustments to project budgets, as needed.


Excellence in Student Achievement


Employee Success

Taxpayer Value

Connecting to the Community



Pasco schools are an integral part of the Tactics outlined on the following pages larger Pasco County community, and are designed to create and maintain

it is essential to our success that we stronger relationships between the engage with families of students, as well district and the Pasco community that as the business community, community we serve.

leaders, and the community at large.



VoLUNTEER HoURS

Description: It is important to keep track of the number of volunteer hours performed by approved volunteers at our schools. Research has shown that when parents and community members are meaningfully engaged in student education there is an increase in student achievement and/or success.

owner: Public Information Officer

Tactic Team: Communications and Government Relations Department, School Volunteer Coordinators, and Athletics Program Coordinator

Tactics

  • Provide updated training to all volunteer coordinators on volunteer procedures and Raptor features.

  • Train newly hired volunteer coordinators throughout the year on the Raptor system, to include signing volunteers in and out, volunteer reports, and best practices.

  • Maintain training logs from volunteer coordinators to ensure all employees have received the volunteer training.

  • Review volunteer procedures with athletic directors and coaches.

  • Update resources for coaches to provide to parents/guardians during meetings to explain volunteer roles and responsibilities.

  • Work with secondary volunteer coordinators to maintain best practices when working after-hours athletic events.

  • Track volunteer hours using the Raptor system at each school.



SoCIAL MEDIA ENGAGEMENT

Description: Social media is a valuable tool for engaging our community. By monitoring the number of comments, likes, shares, and retweets, we can judge whether or not we are presenting information that is engaging and relevant. An effective communications effort looks at the kinds of posts that generate the most engagement and uses this information to guide communications planning. our goal is to increase the sharing of information and celebrate the successes of our district and schools, and reduce the opportunities for irrelevant and negative comments.

owner: Public Information Officer

Tactic Team: Communications and Government Relations Department

Tactics

  • Maintain social media budget for promoting specific district messages to highly targeted audiences.

  • Focus on posting best performing content and topics.



CoMMUNITy ENGAGEMENT

Description: Community engagement efforts will be aimed at building strong communications

and outreach efforts, increasing family and students agency within our district, and developing part- nerships with community members, organizations, and businesses.


owner: Public Information Officer

Tactic Team: Communications and Government Relations Department

Tactics

  • Utilize cross departmental family and community engagement team to support implementation of plan.

  • Host the Citizens Academy with changes to the format and sessions based on member feedback.

  • Develop and launch family dashboard on website.

  • Create and publish family and community partner newsletter with a regular cadence.

  • Establish and publish a district calendar of involvement events on website.

  • Create and publish a “Get Involved” tab on the website to provide easy access to multiple pathways for families and community members to engage with our schools and district.



LET’S TALK

Description: Let’s Talk provides parents/guardians, students, teachers, staff members, and the public with an easy tool to get answers to their questions, even if they aren’t 100% sure whom to ask. When the submitter receives a response, they have the opportunity to rate the response on a scale of 1 (negative response) to 10 (positive response). The promptness of the response is also recorded.

owner: Public Information Officer

Tactic Team: Public Information Officer and Director of Student Support Programs and Services

Tactics

  • District (tactic owners) train staff to effectively use the Let’s Talk tool.

  • Assign Let’s Talk categories to appropriate staff, both school-based and departmental.

  • Monitor and compare overall response scores over time, as well as among schools and departments. Provide constructive feedback to schools/departments with exception or lackluster scores.

  • Monitor and compare average response time among schools and departments. Provide constructive feedback when appropriate to schools/departments.

MeTrICS


Introduction

Just as a student’s progress is monitored throughout the year, so will the efforts of our district departments and schools.

All schools will develop a plan for success that aligns with the priorities of the District Success Plan including focus areas in one or more of the four strategic pillars; Excellence in Student Achievement, Employee Success, Taxpayer Value and Connecting with the Community.

The District Scorecard will be used to track performance toward goals, throughout the year, at both the district and school level. Metrics

were carefully chosen as priorities within

our work, and will be monitored each quarter, each semester or on an annual basis. District and school level metrics are included for each of the four strategic pillars mentioned above.

An important objective of the scorecard is to increase every staff member’s understanding of his/her individual & collective contributions to the overall performance of the District. The data reported through the scorecards will inform decisions at both the district and school level, and will ensure a continuous reflection of practices.


Monitoring performance in a consistent manner across all school levels is a vital component to our success as a system.


31

SEEK-12 2022-2023

Scorecard for educational excellence K-12 D IST r ICT SC ore CA r D


Quarter Metrics

Q1

Q2

Q3

Q4


Excellence in Student Achievement

Rigorous Instruction

First Graders on Level for Reading






Compassionate Schools

Out of School Suspension - Elementary School





Out of School Suspension - Middle School





Out of School Suspension - High School






Employee Success

Employee Engagement

Employee Departures






Employee Wellness

New Employees Registering to Access Health and Wellness Centers (HWC)





New Employees Accessing Health and Wellness Centers (HWC)






Taxpayer Value


Innovative Management Practices

Amount of Non Taxpayer Revenue Created





Amount of Expenses Controlled and Costs Avoided





Financial Stewardship

Penny for Pasco Funds






Connecting to the Community


Community Outreach

Let’s Talk Customer Service Rating





Let’s Talk Response Time






Semester Metrics


S1


S2


Excellence in Student Achievement


Rigorous Instruction

PreK STAR Early Literacy





PreK STAR Early Literacy for Students with Disabilities





Course failures in 6th grade





Course failures in 9th grade





Equitable Practices

Advanced Academic Course Enrollment





Connecting to the Community

Family Engagement

Volunteer Hours






SEEK-12 2022-2023

Scorecard for educational excellence K-12 D IST r ICT SC ore CA r D


Annual Metrics




A


Excellence in Student Achievement


Rigorous Instruction

Learning Experiences Matching Rigor of Elementary ELA Standards





Learning Experiences Matching Rigor of Elementary Math Standards





Learning Experiences Matching Rigor of Secondary ELA Standards





Learning Experiences Matching Rigor of Secondary Math Standards





Third Grade Proficiency in ELA





Third Grade Proficiency in Mathematics





Sixth Grade Proficiency in ELA





Sixth Grade Proficiency in Mathematics





Eighth Grade Proficiency in ELA





Eighth Grade Proficiency in Mathematics





Eighth Grade Proficiency in Science





Tenth Grade Proficiency in ELA





Tenth Grade Proficiency in Algebra 1






Compassionate Schools

Model Schools for positive behavior systems





Youth Mental Health First-Aid (YMHFA) Training





Grand Mean of Students Engaged according to Gallup Survey






Equitable Practices

Students Earning Industry Certifications





College Credits Earned by Students





Federal Uniform Graduation Rate





Employee Success

Employee Engagement

Grand Mean of Employees Engaged according to Gallup Survey






Taxpayer Value

Innovative Management Practices

Amount of Non Taxpayer Revenue Created





Amount of Expenses Controlled and Costs Avoided





Fund Balance

Fund Balance Dollar Amount





Financial Stewardship

Bond Rating (Moody’s/Fitch Ratings)







Community Outreach

Social Media Engagement





Pasco Schools Citizens’ Academy Knowledge Gains





METRIC INFoRMATIoN

Strategic Pillar

Metric Title

Metric Definition

End of 2021-2022

2026-2027

Goals

excellence in Student Achievement

First graders on level for Reading

Percentage of 1st grade students whose reading performance meets or exceeds the expected level


63%

> 3% in- crease from prior year

out of School Suspension- Elementary

Number of days elementary school students are suspended out of school for discipline reasons

1,377

Decrease 5%

out of School Suspension- Middle

Number of days middle school students are suspended out of school for discipline reasons

4,188

Decrease 5%

out of School Suspension- High

Number of days high school students are suspend- ed out of school for discipline reasons

3,579

Decrease 5%


PreK STAR Early Literacy

Percentage of Head Start and/or voluntary Pre-K children whose performance is demonstrated to be on target

95% (PreK GoLD)


Annual 95%

PreK STAR Early Literacy for Students with Disabilities

Percentage of Head Start and/or voluntary Pre-K children with disabilities whose performance is demonstrated to be on target

58%

(PreK GoLD


Annual 60%


Course Failures 6th Grade


Percentage of 6th graders with 1 or more course failures


14%

>3%

decrease from prior year


Course Failures 9th Grade


Percentage of 9th graders with 1 or more course failures


26%

>3%

decrease from prior year


Advanced Academic Course Enrollment


Percentage of students enrolled in 1 or more Advanced, Honors, AICE, AP or DE course


41%

>5%

decrease from prior year

Learning Experiences Matching Rigor of Elementary ELA Standards

Percentage of elementary ELA classrooms aligned to the standards as evidenced on the Instructional Practice Guides


30%


100%

Learning Experiences Matching Rigor of Elementary Math Standards

Percentage of elementary Mathematics classrooms aligned to the standards as evidenced on the Instructional Practice Guides


36%


100%

Learning Experiences Matching Rigor of Secondary ELA Standards

Percentage of secondary ELA classrooms aligned to the standards as evidenced on the Instructional Practice Guides


29%


100%

Learning Experiences Matching Rigor of Secondary Math Standards

Percentage of secondary Mathematics classrooms aligned to the standards as evidenced on the Instructional Practice Guides


36%


100%


Third Grade Proficiency in ELA


Percentage of 3rd grade students achieving proficient or better on the Grade 3 ELA FAST


53% (FSA)

>3

percentage pt. increase from prior year


METRIC INFoRMATIoN

Strategic Pillar

Metric Title

Metric Definition

End of 2021-2022

2026-2027

Goals

excellence in Student Achievement


Third Grade Proficiency in Mathematics


Percentage of 3rd grade students achieving proficient or better on the Grade 3 Math FAST


52% (FSA)

>3

percentage pt. increase from prior year


Sixth Grade Proficiency in ELA


Percentage of 6th grade students achieving proficient or better on the Grade 6 ELA FAST


51% (FSA)

>3

percentage pt. increase from prior year


Sixth Grade Proficiency in Mathematics


Percentage of 6th grade students achieving proficient or better on the Grade 6 Math FAST


48% (FSA)

>3

percentage pt. increase from prior year


Eighth Grade Proficiency in ELA


Percentage of 8th grade students achieving proficient or better on the Grade 8 ELA FAST


45% (FSA)

>3

percentage pt. increase from prior year


Eighth Grade Proficiency in Mathematics


Percentage of 8th grade students achieving proficient or better on the Grade 8 FAST


58% (FSA)

>3

percentage pt. increase from prior year


Eighth Grade Proficiency in Science


Percentage of 8th grade students achieving proficient or better on the Grade 8 Science FCAT 2.0 Statewide Science Assessment


45%

>3

percentage pt. increase from prior year


Tenth Grade Proficiency in ELA


Percentage of 10th grade students achieving proficient or better on the Grade 10 ELA FAST


48% (FSA)

>3

percentage pt. increase from prior year


Tenth Grade Proficiency in Algebra 1


Percentage of Algebra 1 students achieving proficient or better on the Algebra 1 EOC


54%

>3

percentage pt. increase from prior year

Model schools for positive behavior systems

Percentage of schools recognized as model schools for positive behavior systems

41%

100%

youth Mental Health First-Aid (yMHFA) Training

Percentage of school personnel trained in the 6 hour youth Mental Health First-Aid (yMHFA)

26%

100%


METRIC INFoRMATIoN

Strategic Pillar

Metric Title

Metric Definition

End of 2021-2022

2026-2027

Goals

excellence in Student Achievement

Student Engagement

The grand mean of Pasco County students that are engaged in their school experience as defined by the annual Gallup student survey


3.63


3.88

Students Earning Industry Certifications

Number of students earning nationally recognized industry certifications as determined by an independent, third-party certifying entity


3,018

> 5%

increase from prior year

College Credits Earned by Students


Number of college credits earned by students


46,131

> 5%

Increase from prior year


Federal Uniform Graduation Rate

Percentage of students who graduate with a standard high school diploma within four years of their first enrollment in ninth grade


91%


95%

METRIC INFoRMATIoN

Strategic Pillar

Metric Title

Metric Definition

End of 2021-2022

2026-2027

Goals

employee Success

Employee Engagement Grand Mean

The grand mean of Pasco County school district employees that are engaged in their work experience as defined by the annual Gallup employee survey


3.89


Annual: 4.12


Employee Awareness and Engagement in Pasco

Go Healthy Services

Percentage of employees eligible to participate in the Board’s group health plan who register/are registered to access services provided by the Health and Wellness Center


17.02%


Annual: 85%

Percentage of employees who access services with a provider at the Health and Wellness Center

14.89%

Annual: 40%


Employee Departures

Percentage of employees (excluding temporary employees, substitute personnel, and student employees) who leave Pasco County Schools


6.10%


10%


METRIC INFoRMATIoN

Strategic Pillar

Metric Title

Metric Definition

End of 2021-2022

2026-2027

Goals

Taxpayer Value


Non-Taxpayer Revenue Created

The total amount of revenue generated by the P-card/ePayables purchasing programs, the alternative fuel program, the vending machine program, the cell tower program, and the investment program


$810,817.00


$917,365.00


Expenses Controlled and Costs Avoided

The total cost reduction and/or cost avoidance in the operations of the CNG station, the Breakfast in the Classroom Program, and the efficiency of our Maintenance Program


$75,000


$80,000

Fund Balance Dollar Amount

The total dollar amount of the fund balance

$43,914,278.00

$ 44,792,563.56

Bond Rating

The District’s bond rating as reported by Moody’s (or other designated rating agency)

AA3

AA2

Audits Requiring Reimbursement

The amount of money required to be reimbursed to funding agencies as a result of negative audit or program review results


Annual: 0


Annual: 0

Penny for Pasco Funds

The total amount of revenue generated by the Penny for Pasco program

Annual:

$44,559,495

Annual:

$49,849,867


METRIC INFoRMATIoN

Strategic Pillar

Metric Title

Metric Definition

End of 2021-2022

2026-2027

Goals

Connecting to the Community


Social Media Engagement


The number of followers of the District’s Facebook, Instagram, and Twitter accounts

61,367

Facebook followers, 24,200 Twitter followers, 11,600

Instagram followers


3% increase from prior year

Volunteer Hours

The number of volunteer hours performed by approved volunteers


79,594

3% increase from prior year

Pasco County Schools Citizens’ Academy

The percentage of participants ranking their level of knowledge after the academy as extremely knowledgeable


N/A


80%


Let’s Talk

The average customer service rating for similar size districts


8.2 days

Exceed National Median


The average response time for similar size districts


1.3 days

Below National Median

The Journey To Excellence...


7227 Land O’ Lakes Blvd. Land O’ Lakes, FL 34638 www.pascoschools.org

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Pasco County Schools does not discriminate on the basis of race, color, sex/gender, religion, national origin, marital status, disability, age or genetic information

in its educational programs, services or activities, or in its hiring and employment practices. For more information about equity policies, visit: https://www.pasco.k12.fl.us/er/page/equity/