2022-2027
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
4 Mission, Vision & Key Priorities
6 Pasco County School Board
8 Anatomy of a Success Plan
12 Work Plan: Tactics
31 Performance Plan: Metrics
3
sunray
fox hollow
TOES
To provide a world-class education for all students.
All our students achieve success in college, career, and life.
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.
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.
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 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.
Strategic Plan
To provide a World-class education for all students
Excellence in Student Achievement
Employee Success
TACTICS
student learning experiences match the Rigor of the standards
Increase systems of support
Increase Staff and student engagement
TACTICS
Pasco Go Healthy
Wellness program
employee absenteeism
employee Departures
strategic Recruitment
leadership pipeline
MeTrICS
Rigorous Instruction
Equitable Practices
Compassionate Schools
MeTrICS
Employee Engagement
Employee Wellness
strategic pillars. Tactics. performance metrics.
all our students achieve success… In college… career… and life
Taxpayer Value Connecting to the Community
TACTICS
p-card payment program
cell Towers
Investment program
alternative fuel program
Breakfast in the classroom
compressed natural Gas station
maintenance projects
fund Balance establishment
Bond Rating
audits/program Reviews Requiring Reimbursement
penny for pasco program
TACTICS
Volunteer hours
social media engagement
community engagement
let’s Talk
MeTrICS
Financial Stewardship
Innovative Management Practices
Fund Balance
MeTrICS
Family Engagement
Community outreach
Pasco County Schools Success Plan 11
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:
Excellence in Student Achievement
Employee Success
Taxpayer Value
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 | |
| |
| |
| |
| |
| |
| |
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 |
|
|
|
|
|
|
|
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 |
|
|
|
|
|
|
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 |
|
|
|
|
|
|
|
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 |
|
|
|
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 |
|
|
|
|
|
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 |
|
|
|
|
|
|
|
|
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 |
|
|
|
|
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 |
|
|
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 |
|
|
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 |
|
|
|
|
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 |
|
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 |
|
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 |
|
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 |
|
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 |
|
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 |
|
|
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 |
|
|
|
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 |
|
|
|
|
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 |
|
|
|
|
|
|
|
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 |
|
|
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 |
|
|
|
|
|
|
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 |
|
|
|
|
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 | ||
7227 Land O’ Lakes Blvd. Land O’ Lakes, FL 34638 www.pascoschools.org
Twitter: @pascoschools www.facebook.com/pascoschools
Pasco County Schools does not discriminate on the basis of race, color, sex/gender, religion, national origin, marital status, disability, age or genetic information