Revisit the division’s literacy plan

Revisit the division’s literacy plan, and ensure that schools have the tools, resources and staffing for struggling readers to receive appropriate intervention and instruction.

Progress Notes

WORK GROUP FORMED to examine K-5 literacy. The work group developed a K-5 Literacy Plan to guide literacy instruction in the division. Feedback and input being sought before the plan is finalized and brought to the School Board. Goal is to ask schools to begin implementing the Literacy Plan in 2019-20.

TOOLS ACQUIRED: In elementary, the division moved to Chromebooks in grades 2-5 to help support personal-ized learning and reading. In addition, iPads in grades K-1 were refreshed in summer of 2018 in preparation for the 2018-19 school year to support apps that would no longer run on the older iPads.

Reading teachers

Staff elementary and middle schools with a reading teacher who possesses expertise in teaching reading (a specialization/master’s degree in reading) to serve as the school’s literacy leader to coach and model literacy strategies for teachers, and to work directly with students.

Progress Notes

ADDED FIVE READING SPECIALIST positions for the 2019-20 school year. PRELIMINARY CONVERSATIONS on how to best use current resources to staff additional reading specialists in future years; vacancies are posted and professional learning plan being developed to support new reading specialists into next school year and beyond.

Robust library of guided reading materials

Develop a plan to ensure a robust library of guided reading materials at the elementary and middle school levels to meet a wide range of reading levels.

Progress Notes

ESTABLISHED A PLAN for classroom libraries, and purchased Literacy Footprints and additional guided reading materials during the 2018-19 school year as funds have allowed. The 2019-20 budget places a priority on adding additional funds to the textbook line item and additional materials will be purchased for classrooms for the 2019-20 school year to support small group literacy instruction.

Align curricula to deeper learning model

Ensure that the curricula for pre-K through grade 12 are aligned to the Deeper Learning model with an emphasis on the six Cs of the Henrico Learner Profile: Quality Character, Global Citizen, Communicator, Collaborator, Critical Thinker, Creative Thinker. Provide teachers the tools they need for instruction aligned with these attributes, and make sure that students and teachers have an understanding of what mastery looks like.

Progress Notes

WORKING COLLABORATIVELY to audit the curriculum, identify gaps and develop a plan to ensure Henrico Learner Profile components are embedded throughout the curriculum. Furthermore, a plan for ongoing professional learning experiences for teachers and administrators is being developed. Additionally, the HCPS formal observation tool for principals to use in evaluating teachers has been revised to align with the HLP, including the 6 Cs and pillars.

Provide personalized learning pathways

Ensure that the curriculum provides personalized learning pathways and opportunities, and not only meets student academic needs but also builds student agency, and allows for student voice and choice.

Progress Notes

PRELIMINARY CONVERSATIONS about the design of personalized learning pathways in the newly revised curriculum. Schoology and other digital resources will be explored and used to leverage personalized learning experiences for students.

Streamlined, balanced assessments

Examine the division’s assessment system for redundancy of purpose and overall adequacy, and work to ensure a streamlined, balanced system of assessments that does not place an overemphasis on traditional, multiple choice testing formats.

Progress Notes

FORMED AN ASSESSMENT WORK GROUP. This group, which includes teachers, will be integral in organizing work around performance assessment and authentic learning opportunities while illustrating a vertical progression. The group reviewed the current assessment plan, and reviewed current formative and summative assessments. The assessment work is also being aligned to the Deeper Learning Working Group. By the end of June the work group will share recommendations for any revisions for the 2019-20 school year.

Establish teacher design teams

Establish teacher design teams that will create a vision to shape what is expected for lesson plans, lesson delivery and assessments in every classroom, every day.

Progress Notes

FINALIZING A K-12 VISION FOR CONTENT AREAS. Each area has been tasked with creating a curriculum committee composed of teachers ranging from new to veteran to provide feedback on curricular materials and to discuss needs/gaps in the curriculum. Work is set to begin in summer 2019. Recommendations will inform practice for the 2019-20 school year.

Measure progress toward deeper learning

Design a way of measuring the division’s progress toward implementing the Deeper Learning Model, which holds that learning is anytime, anywhere; authentic and connected; student-owned; and community-supported.

Progress Notes

PROGRESSION CHART DEVELOPED: Further work to align the curriculum to the progression chart and develop assessment mechanisms for capturing progress is underway.

Redesign academic and career planning

Redesign the academic and career planning process for pre-K through grade 12 to ensure that students and families have a clear understanding of pathways and prerequisites.

Progress Notes

MEASURED STAKEHOLDER PERCEPTIONS of being informed about pathways and prerequisites for college and career readiness. Data from 2019 stakeholder surveys will serve as a baseline to monitor perceptions of progress. A work group will be formed to review the data and to redesign the academic and career planning process.

Improve course planning guide

Improve the middle and high school course Planning Guide to be a resource for students and families to better understand the course offerings, resources and programming available throughout their pre-K through grade 12 experience. Ensure that prerequisites for special programs and specialty centers are communicated clearly, and as early as possible in a student’s academic career.

Progress Notes

REDESIGNING PLANNING GUIDE to address equity and accessibility. Initial discussions around revising the current academic and career planning process to ensure it is more user-friendly and intuitive. As part of the academic and career planning process redesign, the development of a new, digital planning process is being developed.

Infuse coding and computer science concepts

Infuse coding and computer science concepts into the kindergarten-grade 5 curriculum in alignment with the Virginia Department of Education computer science standards and ensure that kindergarten-grade 1 classrooms have adequate access to the tools and technology needed to engage in regular technology-infused lessons.

Progress Notes

ESTABLISHED COMPUTER SCIENCE WORK GROUP to facilitate implementation of the new standards and assist with professional learning coordination. Additional innovative learning coaches at the elementary level will assist in coaching teachers and creating lessons that support the infusion of coding in the elementary program.

Elementary health and physical education curriculum

Examine the elementary health and physical education curriculum and delivery model to ensure that the program allows students the full benefit of a regular wellness and physical activity routine that meets or exceeds state requirements. Ensure that the health curriculum includes early content about substance-abuse awareness in a developmentally appropriate way.

Progress Notes

TRANSITIONING: Newly hired health and physical education specialist briefed on the division’s goals related to wellness as articulated in this passport. Priorities include the review of the health and P.E. Standards of Learning and Standards of Quality.

More opportunities to cover mental health and wellness

Examine the middle and high school health and physical education curriculum with an eye toward adding more opportunities to cover mental health and wellness topics, including suicide prevention and awareness.

Progress Notes

INCLUDING MORE OPPORTUNITIES to cover mental health and wellness topics. Division’s Technology and Safety teams moving forward for 2019-20 school year with a “safety app” and related website (replacing Silence Hurts) for submission of concerns.

Expand opportunities for higher level, rigorous courses

Expand course offerings and subsequent support structures at each high school so that each student is presented with opportunities to take higher level, rigorous courses before graduation (e.g., Advanced Placement, International Baccalaureate and dual-enrollment courses).

Progress Notes

COLLECTING PERCEPTIONS (in April 2019 stakeholder surveys) of encouragement to take advanced courses and enroll in specialized programs. Initial conversations have begun with high school principals to ensure there is equitable access and support systems for students. A plan for increased enrollment is being developed.

Re-imagine learning models to be more student-centered

Examine high school programs in an effort to re-imagine learning models to be more student-centered and innovative.

Progress Notes

SHAPING A VISION: Specialists, directors, teachers, librarians and principals visited schools and libraries in Virginia and North Carolina to inform ongoing innovations. This work has coincided with discussions with the Highland Springs High School and J.R. Tucker High School faculties as they prepare for new learning spaces as well as the Godwin High School and Freeman High School faculties as they move toward a block schedule.

Prototype for a “high school of the future”

Develop and implement a prototype for a “high school of the future” to guide the redesign of high schools across the division.

Progress Notes

DESIGN TEAM FORMED and working with a consultant to engage staff and community members in initial design work that identifies the desired outcomes in a high school redesign.

Re-examine structure of STEAM elementary teacher positions

Re-examine structure of STEAM (science, technology, engineering, arts and mathematics) teacher positions at elementary level; develop a model to provide quality lessons that infuse design thinking and purposeful use of technology across the core elementary curriculum, rather than as an isolated, standalone course. Develop a plan for STEAM teachers (or other staff members) to model, coach and support core content teachers as STEAM concepts are incorporated into the curriculum.

Progress Notes

TRANSITIONING: STEAM being integrated into elementary classroom learning rather than as a standalone “encore” course. Additional innovative learning coaches at the elementary level will enable the facilitation and inclusion of STEAM concepts across all classrooms.

Individualized Education Program (IEP) Meeting Process

Determine a model to capture parent input and suggestions related to the Individualized Education Program (IEP) meeting process, and re-examine IEP meeting protocols to ensure that all meeting attendees are valued members of the team.

IN PROGRESS: A survey was developed to gather feedback from parents/guardians on their experiences with the IEP process. Survey results will inform divisionwide and school-specific needs.

NEW NORMS AND PROTOCOLS DEVELOPED: Revised and updated special education meeting norms and protocols in collaboration with the Special Education Advisory Committee to ensure an emphasis on student-centered and person-first language. Posters are being printed for posting in schools. Collaboration underway on the development of a post-special education meeting survey, anticipated to be ready for fall rollout. Our priorities for survey development are that it be anonymous, convenient and accessible.

Multiyear plan for Special Education

Develop a multiyear plan with clearly stated desired goals and outcomes that will address the recommendations from 2018’s independent special education review.

GOALS DEFINED: To examine comprehensive and effective services; Instructional alignment and access to a viable curriculum; Reimagining the Virginia Randolph Education Center; Optimize communication to maximize engagement.

MEETING AND PLANNING: First iteration of comprehensive plan is in progress. Five subcommittees formed and each provided the School Board an update on progress that was posted to the division’s website. Subcommittee leaders will draft a plan to achieve short- and long-term goals/action steps for our school division and community to include budget impact.

Conflict management and relationship restoration

Develop a plan for key staff in all schools to participate in professional development on conflict management and relationship restoration.

Progress Notes

280+ STAFF TRAINED TO DATE and working with Virginia Commonwealth University to present a systemic and sustainable plan for implementation.

Tools and expertise for mediation

Develop a plan to ensure that all schools and key staff members have tools and expertise to facilitate student-to-student and teacher-to-student mediation.

Progress Notes

DISCUSSING RESTORATIVE PRACTICES to include a Youth Ambassadors Program. In process of submitting proposal to align the work with student Equity Ambassadors.

Evaluate behavior intervention programs

Evaluate behavior intervention programs, which provide additional services to students outside the classroom setting.

Progress Notes

BEHAVIOR INTERVENTION AUDIT: Work underway to develop an inventory of all behavior intervention programs. The audit will address what currently exists both centrally and at the individual school levels. Upon conclusion of the audit, recommendations for program modifications will be made.

Examine trauma-informed-care support systems

Examine the current model for mental health and trauma-informed-care support systems to ensure sufficiency.

WORK GROUPS CREATED to support implementation and maintenance of professional learning and resources. All administrators and Central Office leaders received professional learning on self-care and were provided a presentation for school staff. Social, Emotional and Academic Learning (SEAL) team is working to identify a vision and mission for sufficient mental health and trauma-informed-care systems in schools. A rubric of need for equitable allocation of social-emotional support personnel will be developed. Sanford Harmony Social-Emotional Learning Curriculum is currently in place in all elementary schools and programs.

ONGOING PROFESSIONAL LEARNING: A guide for administrators for ensuring a trauma-responsive school has been developed. Professional learning options as identified by the Trauma-Informed Advisory Committee include self-care of staff, daily classroom integration of brain breaks, health and wellness curriculum, and other resources that promote social, emotional and academic development.

Ensure buildings are safe and conducive to learning

Develop a long-range plan for the Henrico County capital/meals tax revenue to ensure that buildings are safe and conducive to learning.

Progress Notes

CAPITAL IMPROVEMENT PLAN addresses needs identified through 2024.

School climate survey

Implement an annual school climate survey to include components that relate to student, staff and parent perceptions on safety, equity and inclusiveness.

Progress Notes

SURVEYS COMPLETED: Stakeholders surveyed in spring 2019 to assess key areas of the division’s strategic plan. Results are expected in June 2019 to support summer planning for school and division administrators. Leaders will be provided a “dashboard” to support data interpretation and future planning.

Promote multicultural awareness

Ensure curricula are relevant, authentic and provide resources that promote multicultural awareness.

IN PROGRESS: Specialists are including culturally relevant experiences into updated curricular materials.

FRAMEWORK DEVELOPED: A Culturally Responsive Education Model was developed based on research and best practices. The CREM framework includes six identified areas: culturally responsive practices, content integration, prejudice reduction, equity pedagogy, knowledge construction and school empowerment. Professional development was provided this year for teachers. Plans call for additional training sessions during the #LifeReady conference and throughout the summer.

PARTNERSHIP DEVELOPED: Partnering with the Metropolitan Educational Research Consortium to engage in action research programming for two middle schools in support of CREM. In addition, this partnership includes efforts to support the development of a microcredential in the use of CREM.

SUPPORT SYSTEMS INSTITUTED: Developed a Windows and Mirrors Resource Center for middle and high school educators to check out diverse books for classroom instruction. Coordinating the purchase of diverse books for all elementary school libraries in direct alignment with our newly designed early literary instructional curriculum.

Cultural sensitivity; implicit and explicit bias

Require training for all staff, delivered online annually, that covers cultural sensitivity and implicit and explicit bias. This would be tracked by site supervisors and school division leadership.

ALL STAFF ARE NOW REQUIRED to complete online training on cultural sensitivity annually as of the 2019-20 school year.

Race, equity, access and cultural responsiveness

Develop a multiyear professional development plan for working with all school administrators and instructional staff to engage all schools in courageous conversations about race, equity, access and culturally responsive practices.

Progress Notes

MULTI-YEAR PLAN DEVELOPED: A professional development specialist was hired and will provide culturally sensitive training for staff and administrators in support of the multiyear professional development plan. The plan includes an elementary coalition to engage staff in dialogue related
to equity, access and culturally responsive practices. Staff equity teams will be established in all high schools. These teams will support the professional learning efforts within their schools. The program will be instituted at middle schools the following year.

Recruit and retain a diverse workforce

Develop a plan to actively recruit and retain a diverse workforce.

Progress Notes

RESEARCH ONGOING: Human Resources is examining current practices to identify gaps. Equity and Diversity Advisory Committee provided recommendations for further consideration based on research and best practices. Staff are developing a prototype for a career ladder system.

Equity Ambassadors

Create a group framework for new Equity Ambassadors serving in our high schools. The Ambassadors elevate student voices about equity issues in their schools and develop leadership skills.

Progress Notes

CREATED THE EQUITY AMBASSADOR PROGRAM to elevate student voice in the area of equity and diversity. More than 150 students participated in five events where topics such as cultural sensitivity, daring dialogue, volunteerism and more were held. Each high school’s ambassador team was required to host two events to promote equity and inclusivity within their school communities.

Full-service community school model

Research best practices for the full-service community school model, which is an instructional philosophy that seeks to serve the whole child inside and outside the classroom setting.

Progress Notes

GRANTS SUBMITTED for two additional Community Learning Center sites (L. Douglas Wilder Middle School and Ratcliffe Elementary School). Best practices were observed during multiple site visits, both in-division and in other localities. Partnered with the Henrico Education Foundation to secure two additional 21st Century Grants that can be used to support the academic components of the CLC program.

Communicate measures and progress toward strategic goals

Create a mechanism for community stakeholders to easily understand the division’s work toward meeting the strategic goals outlined in the division’s strategic plan. Communicate measures and progress on attaining those goals.

Progress Notes:

REVISED AND ALIGNED the 2018-2025 Strategic Plan with Amy’s Passport, and identified overarching measures of progress. A Strategic Plan Steering Committee also provided input on methods of communicating the division’s work, which is expected to take place in Fall 2019 and beyond.

Teacher Retention

Develop a comprehensive approach to teacher retention that includes: personalized/differentiated pathways for teacher professional development and increased classroom support systems.

Progress Notes

DEVELOPMENT OF A CAREER LADDER is ongoing and will provide personalized learning pathways for teachers. Work is underway on a preliminary framework for microcredentialing and badging that would allow teachers to increase compensation throughout one’s career. FY19 and FY20 budgets funded additional classroom support positions such as instructional coaches, special education teachers and instructional aides, and staff to increase elementary planning time.

Stronger structure for school improvement

Examine and create a stronger structure for school improvement.

Progress Notes

STREAMLINED SCHOOL IMPROVEMENT PROCESS for 2019-2020 based on feedback from a focus group of principals and administrators. Revised process will serve as a meaningful tool for managing and tracking measurable goals. Implemented a professional development plan for administrators and coaches related to evidence-based feedback within a coaching model.

Professional learning pathways for all employees

Develop professional learning pathways for all employee groups (e.g., clerical, pupil transportation, construction and maintenance and instructional assistants).

Progress Notes

ONGOING: Staff in Professional Learning and Leadership will begin conversations with employee groups to determine professional learning needs. Once data is gathered, PLL will begin to explore professional pathways for each group.

Consistent staffing models for elementary schools

Examine, audit and subsequently establish consistent staffing models for elementary administrators, and consider what the standard model should be, related to resource teachers and assistant principals.

Progress Notes

ANALYZING ELEMENTARY ADMINISTRATIVE STAFFING MODELS: A work group of elementary administrators is analyzing staffing models of HCPS and other school divisions with similar enrollments. The group has identified like-division staffing thresholds and standards for Principals, Assistant/Associate Principals, and other staff with administrative responsibilities.

Elementary clerical staffing numbers

Examine the adequacy of the elementary clerical staffing numbers.

Progress Notes

SETTING ELEMENTARY CLERICAL STAFFING RATIOS: A focus group of elementary staff and administrators is evaluating office clerical staffing ratios of HCPS and other school divisions with similar enrollments. Elementary office clerical responsibilities and staffing models for all office staff are being assessed.

New employee orientation

Revamp new employee orientation to be less paper-intensive and to clearly reflect the innovative qualities and excellence of the school division.

Progress Notes

FRESHENING THE ORIENTATION PROCESS: A new streamlined and welcoming experience launched in June 2019. Highlights include: Two Saturday orientations, locations throughout the county, a more welcoming environment through videos, banners, and refreshments, inclusion of benefit partners.

Teacher licensure and microcredentialing

Develop a coordinated process and system for monitoring teacher application, licensure and relicensure, and microcredentialing.

Progress Notes

WORK BEGINNING to define and purchase a professional development management system to monitor teacher applications, licensure and relicensure, and microcredentialing.

Bus communication for parents

Improve bus communication for parents, guardians and students; add staff for dispatchers, move to a mobile app that provides real-time bus information to families.

Progress Notes

ADDITIONAL DISPATCHERS have been added to the budget for 2019-20. These 10-month positions should be filled over the summer of 2019. Exploring a parent app that displays school bus locations in real-time for potential implementation in 2021.

Programming for English as a second language

Add educational specialists to oversee programming for English as a second language (currently combined with oversight of world languages).

Progress Notes

SPECIALIST HIRED for 2019-20 school year.

Compliance on internal policies and regulatory requirements

Add a staff member dedicated to compliance on internal policies and regulatory requirements as well as federal laws and regulations.

Progress Notes

SPECIALIST HIRED for 2019-20 school year.

Policies are current, transparent and easily accessible

Ensure that policies are current, transparent and easily accessible to employees and community stakeholders.

Progress Notes

SPECIALIST FOR POLICY AND CONSTITUENT SERVICES HIRED for the 2019-20 school year. Secured a consultant to identify best practices and prioritize next steps.

Eliminate student laptop fees and other instructional fees

Develop a financial plan that eliminates student laptop fees and other instructional fees for items and materials essential to course participation in core academic programming.

Progress Notes

FEE PHASING OUT: Funding reallocated to reduce laptop fee to $25 in the 2019-20 and 2020-21 school years. The fee will be eliminated in 2021-22. The Secondary Fee Schedule is being reviewed to determine if the division can include funding in the five-year plan to ultimately eliminate fees associated with core programs.

Restore prerecession funding levels

Restore prerecession funding levels that more accurately meet the division’s needs for textbooks, instructional materials and digital resources to ensure equitable access to resources across all schools.

Progress Notes

FUNDS ALLOCATED: Funding has been reallocated for textbooks and other supplies in the 2019-20 school year and will remain a priority in the budget development process over the next three years.

Eliminate the burden and reliance on PTAs and other fundraising efforts

Eliminate the burden and reliance on PTAs and other fundraising efforts to provide schools with access to basic instructional resources.

Progress Notes

GATHERING INFORMATION to fully understand the unmet needs of schools that are currently being supported by PTAs. Baselines of core materials and resources have been established and funds are being prioritized to ensure all school needs are met.

Twice-a-month pay structure for employees

Move to a twice-a-month pay structure for employees instead of once a month.

Progress Notes

REPROGRAMMED PAY STRUCTURE: Converting staff paid monthly to a semi-monthly schedule. Full implementation planned for Sept.1, 2019.

Long-term financial strategy

Develop a long-term strategy, such as a five-year financial plan instead of year-to-year planning.

Progress Notes

FIVE-YEAR FINANCIAL PLAN DRAFT DEVELOPED: Staff continues to identify financial priorities aligned to division needs and goals.

Examine facilities for replacement or renovation

Engage with a third-party expert to examine facilities and determine a course for either replacement or renovation, and communicate to the public a plan for ensuring equitable capital improvement planning for facilities across the county.

Progress Notes

FACILITIES STUDY COMPLETED: Results are being analyzed and a proposed Capital Improvement Plan for fall 2019 public review is in development.

Annually examine employee compensation matters

Establish a joint government and schools committee to annually examine employee compensation matters.

Progress Notes

SCHOOL BOARD APPROVED: A resolution for a standing joint committee to meet annually was approved on January 24, 2019