Goal 1: By 2026, CCS will see and increase in the number of staff and students will become engaged and actives learners who are self-aware, caring, respectful, responsible, decision makers and academic achievers with a 90% or higher satisfactory rate on the Student Learning Conditions Survey and the NC Teaching Conditions Survey.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

All school staff will be trained in: Adverse Childhood Experiences (ACES), Culture Awareness Training, Mental Health Training

ACES - Three schools (TCES, TCMS, EES) currently receive training. In the fall of 2021, two schools will be added. Culture Awareness Training provided to all staff provided by Vector Solutions. Trillium and other mental health agency partners will provide mental health training for all staff.

During each academic year

ESSER, Local Funds, KBR Grant-NC Resilience Project

Staff Development/MTSS Coordinator, Superintendent, Associate Superintendent, Student Support Services Director, Counselors, Behavior Support/PBIS

​

Provide targeted SEL professional development for leadership teams, principals, assistant principals, teachers and support staff

Create an SEL professional development timeline

that includes all stakeholders

2021-2022

ESSER, Local Funds, KBR Grant-NC Resilience Project

Staff Development/MTSS Coordinator, Superintendent, Associate Superintendent, Student Support Services Director, Counselors, Behavior Support/PBIS

​

Create a budget for SEL Professional development

Summer prior to each school year

​

​

​

Determine format of SEL professional development and those who will facilitate

At the conclusion of the previous year after data analysis

ESSER, Local Funds, KBR Grant-NC Resilience Project

Staff Development/MTSS Coordinator, Superintendent, Associate Superintendent, Student Support Services Director, Counselors, Behavior Support/PBIS

​

Goal 1: By 2026, CCS will see and increase in the number of staff and students will become engaged and actives learners who are self-aware, caring, respectful, responsible, decision makers and academic achievers with a 90% or higher satisfactory rate on the Student Learning Conditions Survey and the NC Teaching Conditions Survey.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Adhere to MTSS Protocols

Establish MTSS Teams at each school. Provide a framework of operation for SEL implementation and monitoring.

At the beginning of each year

ESSER, Local Funds, KBR Grant-NC Resilience Project

Staff Development/MTSS Coordinator, Superintendent, Associate Superintendent, Student Support Services Director, Counselors, Behavior Support/PBIS

​

SEL committee will revisit the SEL planning and implementation to determine progress and changes or adaptations that might be needed.

Review data sources (Panorama Screeners and daily check-ins) CASEL (Collaborative for Academic, Social, and Emotional Learning)

Monthly

ESSER, Local Funds, KBR Grant-NC Resilience Project

Staff Development/MTSS Coordinator, Superintendent, Associate Superintendent, Student Support Services Director, Counselors, Behavior Support/PBIS

​

Goal 2:By 2026, 100% of CCS students and staff will utilize health and wellness strategies and action steps that will result in each school attaining a school performance grade of "C" or higher.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Implement and adhere to the guidelines identified within the CCS Mental Health/SEL plan SBOE Policy SHLT-003 with fidelity.

*Utilize staff and student evidenced based practices/protocols and required yearly trainings per SHLT-003. *Coordinate,Monitor,and Link resources.

*CCS staff training that aligns with the SEL/MH policy with Core modules with 6hrs/2hrs alternating years with refreshers

*MOU and MH agency partners and collaboration, for school based services for students and staff

SB 199

*Encourage administrative support for staff involvement in school employee wellness

*Wellness campaigns and challenges for employees (walking clubs, yoga, zumba)

Yearly. (Completion of each school year)

​

Administration,Staff,Mental Health Partners,Nurses

​

Implement wellness strategies that are

beneficial for staff and students.

*Practice mindfulness for staff and students

to identify relaxation techniques and how to

avoid or lessen stressors.

*Partnership with NC Resilience & Learning Project

​

​

​

Yearly. (Completion of each school year)

​

Administration,Staff,Mental Health Partners,Nurses

​

Goal 2:By 2026, 100% of CCS students and staff will utilize health and wellness strategies and action steps that will result in each school attaining a school performance grade of "C" or higher.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Provide health safety protocols that support an optimal educational

environment that is conducive to teaching and student learning.

​

​

​

*Provide and ensure physical activity that will be motivated through positive reinforcement by staff.

*Utilize sick room when dealing with contagious illnesses.

*Provide staff instruction on appropriate PPE use and symptoms that indicate exclusion.

*Ensure provider orders are followed & students/parents understand the importance of compliance.

*Complete annual review of health & safety policies and procedures.

*Increase the number of social workers and school counselors to ensure a more intense service delivery can be provided.

Yearly. (Completion of each school year)

​

Administration, Staff, Mental Health Partners, Nurses

​

*Provide a nurse at each school to ensure the health needs of all students is met on a daily basis.

2025-2026

​

Administration, Staff, Mental Health Partners, Nurses

​

Goal 3: Beginning with the 2021-2022 school year Columbus County Schools will improve facilities, security, and safety measures resulting in a decrease in the number of discipline referrals, reportable offenses, and out-of-school suspensions by 10% annually.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

CCS will increase measures on safety protocols for schools, and develop partnerships with local agencies to support these protocols.

Begin annual training for crisis interventions utilizing Table Top Exercises for all schools.

2021-2022

​

Associate Superintendent, Appropriate Directors, Principals

​

Institute annual site visits by Sheriff's Office and EMS personnel at each school to evaluate safety protocols and needs.

2021-2022

​

Associate Superintendent, Principals, Sheriff's Office, EMS Directors

​

Work with the Sheriff's Office to ensure that each school is assigned a full time SRO.

2021-2022 SY

Local Funds??

Associate Superintendent, Sheriff's Office

​

Goal 3: Beginning with the 2021-2022 school year Columbus County Schools will improve facilities, security, and safety measures resulting in a decrease in the number of discipline referrals, reportable offenses, and out-of-school suspensions by 10% annually.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Increase security measures and preventative education strategies on all campuses.

Develop a security camera lifecycle plan to establish areas of coverage and security equipment replacement.

2025-2026 SY

ESSR Funds

Associate Superintendent, Principals, Maintenance and Technology Department

​

Upgrade and install secure and keyless entry on all external doors at each school district facility

2021-2022

Capital funds

Associate Superintendent, Principals, Maintenance and Technology Department

​

All buses will be equipped with video

2020-2021 (36 of 82) 2021-2022 (45 of 82) 2022-2023 (55 of 82) 2023-2024 (65 of 82) 2024-2025 (75 of 82) 2025-2026 (82 of 82)

ESSR Funds

Associate Superintendent, Principals, Bus Garage

​

Each school will fully implement PBIS and MTSS program to ensure we are teaching positive behaviors for all students, and meeting individual learning needs.

2025-2026

​

Principals, District PBIS Coordinator, Teachers, Support Staff

​

Each school will progress monitor PBIS and MTSS data, and meet with PBIS and MTSS teams monthly to determine changes needed based on the data.

2021-2022 SY for schools using full implementation

​

Principals, District PBIS Coordinator, School Based PBIS Team, Support Staff

​

Goal 3: Beginning with the 2021-2022 school year Columbus County Schools will improve facilities, security, and safety measures resulting in a decrease in the number of discipline referrals, reportable offenses, and out-of-school suspensions by 10% annually.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Increase security measures and preventative education strategies on all campuses.

Include Social/Emotional Learning goals in counseling program at each school.

2021-2022 SY

​

Principals, Guidance Counselors, Support Staff, Social Workers

​

Continue partnership with Sheriff's Office and the DARE program

Yearly

​

Principals, DARE Officer

​

Update County Discipline Policy to include referrals to school based counseling services for certain types of offenses.

During the summer prior to each year and submitted to the board for approval at the July meeting.

​

Principals, Student Support Services Director, Guidance Counselors, Support Staff

​

Initiate a Character Education Plan and Conflict Resolution Plan for all students at all schools.

Review current plans at each school during 2021-2022. Revised plan ready for implementation by 2022-2023.

​

Principals, Guidance Counselors, Support Staff, Student Support Services Director

​

Goal 3: Beginning with the 2021-2022 school year Columbus County Schools will improve facilities, security, and safety measures resulting in a decrease in the number of discipline referrals, reportable offenses, and out-of-school suspensions by 10% annually.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Develop and follow county maintenance plan to upgrade facilities.

Develop and implement a preventative maintenance schedule.

2021-2022

​

Associate Superintendent, Maintenance Director

​

Review maintenance plan annually, and make adjustments as necessary or as funds become available.

Beginning 2021-2022 SY Quarterly

​

Associate Superintendent, Maintenance Director

​

Increase air quality through facility improvement

Replace older window units with cleaner mini-split units

2022-2023

ESSER Funds

Associate Superintendent, Maintenance Director

​

Install Ionizing infusers in existing ventilation systems

2021-2022

ESSER Funds

Associate Superintendent, Maintenance Director

​

Goal 1: By the end of the 2025-2026 school year, each school in Columbus County, including central office, will make an 10% increase with new hires, in certified positions, that reflect the culture and diversity of the student population they represent.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Each campus, including central office, will assemble a team to recruit and retain underrepresented certified staff

Create a list that contains tentative dates and locations (job fairs, colleges - tradition and HBCUs) for each year, giving schools the opportunity to choose from a more diverse hiring pool. The recruitment effort should begin as early as the Spring of 2021 and take place each Spring thereafter.

March 2023, Continued Annually

N/A

School Administrator/Staff

September 2021: Google sheet of job fairs have been created and shared with administrators.

Include qualified underrepresented staff for interviews for leadership positions to include school administration and central office leadership positions (directors, administrators, etc.)

March 2023, Continued Annually

N/A

School and Central Office Administration

​

Each location will meet twice yearly to review current demographics that make up their cultural environment and reflect on progress made towards goals.

October 2023/March 2024

N/A

School and Central Office Administration

October 2021: Staff/student demographics compiled for and presented at town hall meetings.

Goal 1: By the end of the 2025-2026 school year, each school in Columbus County, including central office, will make an 10% increase with new hires, in certified positions, that reflect the culture and diversity of the student population they represent.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Each location will create mentoring groups for new staff and administrators with the goal of retaining qualified and diverse hires.

Mentors will meet with mentees weekly for reflection and discussion.

June 2023

N/A

Selected Staff with Administration

​

Mentors will make themselves available to assist new hires with acclimating to the new position.

June 2023

N/A

Mentor Staff

​

Mentoring should include professional development opportunities that align with NCDPI mentor training/beginning teacher standards (https://sites.google.com/dpi.nc.gov/ncref/mentor-training).

June 2023

N/A

Selected Staff with Administration

​

Goal 1: By the end of the 2025-2026 school year, each school in Columbus County, including central office, will make an 10% increase with new hires, in certified positions, that reflect the culture and diversity of the student population they represent.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Each location will collect data on retention, mobility, and turnover to include teachers/administrators experiences as it relates to race, diversity and inclusion.

Departing teachers/administrators will be surveyed to determine the departure reason(s).

June 2023

N/A

School and Central Office Administration

Anonymous exit surveys are sent to all staff when they leave the district.

The districts exiting survey will be updated and used by each location.

June 2023

N/A

School and Central Office Administration

Anonymous exit surveys are sent to all staff when they leave the district.

Data from the NC Teacher Working Condition Surveys will be used to to assess progress.

June 2026

N/A

School and Central Office Administration

​

Goal 2: By 2025-2026, 100% of CCS leadership and staff will participate in annual trainings and discussions on cultural diversity and how to implement strategies to overcome inequities in their schools.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Monthly training/discussions at Principal and Assistant Principal meetings

Guest speakers, trainings on cultural awareness

June 2022, Continued Annually

Possible Funding Needed

School and Central Office Administration

​

Group discussions/collaboration at leadership meetings of success and failures on strategies being implemented in schools

June 2022, Continued Annually

N/A

School and Central Office Administration

​

Goal 2: By 2025-2026, 100% of CCS leadership and staff will participate in annual trainings and discussions on cultural diversity and how to implement strategies to overcome inequities in their schools.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Provide training choice to district faculty and staff members on topics relevant towards advancing cultural diversity within CCS structures.

Hold a beginning-of-the-year convocation, involving a multiple qualified speakers trained to discuss cultural diversity within education. Each staff member will choose sessions to attend.

June 2023, Continued Annually

Possible Funding Needed

School and Central Office Administration

​

Conduct workshops held each semester at each campus, led by faculty and staff members, regarding ways to implement cultural diversity into classrooms.

June 2023, Continued Annually

Possible Funding Needed

School and Central Office Administration

​

Diversity & Inclusion training for teachers and staff

June 2023, Continued Annually

Possible Funding Needed

School and Central Office Administration

​

Goal 2: By 2025-2026, 100% of CCS leadership and staff will participate in annual trainings and discussions on cultural diversity and how to implement strategies to overcome inequities in their schools.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Provide opportunities for students to learn the importance of cultural sensitivity

PBIS lessons and Celebrations

June 2024, Continued Annually

N/A

PBIS Committee

​

Culture/diversity days (Lessons focused on divers groups)

June 2024, Continued Annually

N/A

Selected Staff with Administration

​

Rubrics to ensure inclusion of diverse groups in school activities

June 2024, Continued Annually

N/A

Selected Staff with Administration

​

Goal 3: All Columbus County Schools will create a yearly goal in their school improvement plan that addresses inclusive cultural needs utilizing a diverse group of school personnel and community stakeholders, with an 80% success rate, by the end of the 2025-2026 school year.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Each location will conduct a needs assessment to address inclusive cultural needs within each school improvement plan.

Monthly SIT meetings to reflect on the progress of diversity goals

June 2022, Continued Annually

N/A

School Improvement Team

​

Yearly review to reflect on the progress of goals, and what may be needed to carry over to the approaching year

June 2022, Continued Annually

​

N/A

School Improvement Team

​

Provide data collected from the needs assessment to each department for guidance within PLC collaborative meetings.

June 2023, Continued Annually

N/A

Selected Staff with Administration

​

Community outreach to find parent and community members that represent the schools demography to serve on Parent Advisory Council.

Emails, Newsletters, Phone Calls, and visits to local churches and community centers to recruit parents and community stakeholders for PAC.

June 2023, Continued Annually

N/A

Selected Staff, Community Stakeholders, and Board Members

​

Goal 3: All Columbus County Schools will create a yearly goal in their school improvement plan that addresses inclusive cultural needs utilizing a diverse group of school personnel and community stakeholders, with an 80% success rate, by the end of the 2025-2026 school year.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Share with each schools' community how inclusivity is being prioritized within each campus culture.

Information regarding the school's inclusivity plan/activities will be shared at open house, curriculum events, and other school functions.

June 2024, Continued Annually

N/A

Selected Staff with Administration

​

Update district teacher and school websites so more parents have access to important information at each campus.

June 2024, Continued Annually

N/A

Webmasters and Administration

​

Goal 1: By 2024, all students will be provided comprehensive academic advising and career counseling services that include career and college exposure as evidenced by school personnel schedules and focused student surveys.

Strategies

Action Steps

Timeline (expected completion)

Funding (if additional is needed)

Responsible Positions

Completion (for later use)

Provide age appropriate career and college exposure

Counselors and CTE teachers, in collaboration, will create grade-level appropriate materials and activities for college and career exposure.

August 2022

Summer stipend pay if work can't be completed during instructional year.

Counselors CTE Teachers CTE, Curriculum, and Student Support Services Directors Career Development Coordinators

​

Schools will develop a schedule for school-wide biannual age-appropriate opportunities for college and career exposure.

June 2022

Summer stipend pay if work can't be completed during instructional year.

School Administrators Counselors Career Development Coordinators

​

Schools will develop and implement a plan for career and college exposure opportunities during specially scheduled periods of the school day.

Developed by December 2021 Implemented beginning January 2022

​

Career Development Coordinators Counselors School Administrators

​

Schools will develop and implement a plan to allow for students to participate in career and college experiences.

June 2023

Summer stipend pay if work can't be completed during instructional year.

Career Development Coordinators Counselors School Administrators

​

Goal 1: By 2024, all students will be provided comprehensive academic advising and career counseling services that include career and college exposure as evidenced by school personnel schedules and focused student surveys.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Provide age appropriate academic counseling to all students

Schools will collaborate to develop and implement an academic counseling plan that provides academic counseling on a regular basis for all students

June 2024

Summer stipend pay if work can't be completed during instructional year.

Counselors Teachers Administrators

​

Schools will collaborate to develop and implement a system that allows for timely responses to requests for assistance concerning career and academic needs.

June 2024

Summer stipend pay if work can't be completed during instructional year.

Counselors Teachers Administrators

​

Goal 2: By 2024, all students will receive explicit instruction and assistance in development of necessary self-advocacy skills to make them more competitive in career and college pursuits as evidenced by participation in school-related sessions and student response surveys.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Provide assistance in the development of needed self-advocacy and soft skills

Counselors and CTE teachers will develop and share a schedule for implementation of instruction that addresses self-advocacy and soft skill development

June 2023

Summer stipend pay if work can't be completed during instructional year.

Counselors CTE Teachers CTE, Curriculum, and Student Support Services Directors

​

Selected representative teams from schools, instructional coaches, and district-level curriculum administrators will collaborate to review curriculum resources and documents to ensure self-advocacy and soft skills are embedded or select separate curriculum resources to implement for these areas

December 2022

Funding possibly needed for separate program if not found in curriculum resources already used Summer stipend pay if work can't be completed during instructional year.

Selected review teams MTSS teams MTSS Coordinator Curriculum Director

​

Provide opportunities for students to be a decisive voice for their school, the district, and their community

Selected representative teams from schools and district-level administrators will collaborate to develop and publicize opportunities for students to contribute to the improvement of the district

February 2021

Summer stipend pay if work can't be completed during instructional year.

Selected development team and associated directors Public Information Officer Superintendent's Student Advisory Council

​

Schools will develop and publicize opportunities for students to contribute to the improvement of the school and community

December 2022

Summer stipend pay if work can't be completed during instructional year.

School team School Information Officer School Administrators All staff

​

​

​

Provide opportunities for students to experience actual career pathways.

High school students will have the opportunity to select Teacher Cadet as an elective course offering.

Teacher Cadet teachers will be trained during the summer.

August 2022

​

June 2022

Summer stipend pay.

Principals, Counselors, Teachers, CTE, Curriculum and Support Services Directors

Course offering available August 2022

Teachers

Goal 1: District/schools will utilize weekly home communications to include paper, phone, email, video, text and mobile applications by SY 22-23.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Develop a district/school communication plan outlining protocols and expectations for all communications.(see attached for suggested components of plan)

Survey Parents

9/21

​

PIO

​

Develop Communications Committee

9/21

​

PIO, Leadership, Select Principals, Select Stakeholders

Create Plan

1/22

​

PIO, Leadership, Select Principals, Select Stakeholders

Goal 2: Schools will increase parent engagement by a level of 20% annually with parent engagement being established by baseline survey in 21-22.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Survey parents to determine a baseline level of engagement with school.

Create survey

(annually)

​

PIO/Leadership/Principals

​

Distribute survey

(annually)

​

PIO/Leadership/Principals

Analyze survey

(annually)

​

PIO/Leadership/Principals

Goal 2: Schools will increase parent engagement by a level of 20% annually with parent engagement being established by baseline survey in 21-22.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Establish Parent/Volunteer Academies to communicate specific information to parents regarding curriculum and SELneeds of their children so parents can support them at home; creating opportunities for parents to learn about how to help the school as it relates to their child and to the community at large.

Survey parent need

10/21

​

Principals, SIT Team

​

Design curriculum for academy meetings

12/21

​

Principals, SIT Team

Schedule monthly topics

1/22

​

Principals, SIT Team

Refine based on feedback

Annually

​

Principals, SIT Team

Goal 2: Schools will increase parent engagement by a level of 20% annually with parent engagement being established by baseline survey in 21-22.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Establish Parent Visitation days to encourage parents to see a typical day in a classroom.

Determine Calendar and Protocols

1/22

​

Principals, SIT Team, Key teachers

​

Parent Notifications

2/22

​

Principals, SIT Team, Key teachers

Review and Refine Process

Ongoing

​

Principals, SIT Team, Key teachers

Establish Parent Bill of Rights outlining what parents can expect from schools and what schools need from parents; also establishes a process for sharing concerns.

Create Committee

9/22

​

PIO/Leadership Team

​

Draft Bill of Rights

10/22

​

BOR Committee

​

Public Input

3//22

​

PIO/Leadership Team

​

Release of BOR

7/23

​

PIO/Principals

​

Goal 2: Schools will increase parent engagement by a level of 20% annually with parent engagement being established by baseline survey in 21-22.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Host Annual Regional Parent Nights K-12 so that parents can be exposed to staff from feeder schools, and parents can network and establish support systems.

Planning among Feeder schools

4/22

​

Principals, SIT Team

​

Calendar Schedule

5/22

​

Principals, SIT Team

Announcement of regional parent nights

8/22

​

Principals, SIT Team

Develop a Mobile Application so parents can have instant information even if their contact information is not up to date.

Obtain quotes/bids

7/21

20,000

PIO/Technology

​

Design/Layout

7/21

​

PIO/Technology

​

Implementation/Rollout

8/21

​

PIO/Technology

​

Goal 2: Schools will increase parent engagement by a level of 20% annually with parent engagement being established by baseline survey in 21-22.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Establish PTO/Councils so each school has a parent organization and select members serve on a council that advises the Superintendent and School Board.

Form PTO

12/21

​

Principals

​

Establish Rules and Bylaws

1/22

​

PTO, SIT. Principal

Elect New Officers

5/22

​

PTO

Form District PTO Council- 1st meeting

9/22

​

PIO/Superintendent

​

Goal 3: District/Schools will increase the amount of publicized success through video, print, social media, in person celebrations and other means by 20% every two years as defined by documented sources, with the 21-22 year used as a baseline.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Establishment of a Publicity Plan that will contain common guideline for all schools to follow when sharing information.

Confer with stakeholders regarding best practices for consistent communication

9/22

​

PIO, SIT Teams

​

Draft of publicity plan

9/22

​

PIO, SIT Teams

Approval

10/22

​

PIO, Principals

Goal 3: District/Schools will increase the amount of publicized success through video, print, social media, in person celebrations and other means by 20% every two years as defined by documented sources, with the 21-22 year used as a baseline.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Installation of signage at schools to reflect the mission and vision, and provide support for schools wishing to use digital signage to increase student awareness of significant information and share student success.

Obtain Quotes

3/22

20,000

PIO, Director of Technology

​

Plan Installation

4/22

​

Director of Technology

Installation

6/22

​

Director of Technology

Training and Guidelines

8/22

​

PIO

​

Establish a process by which all school events are recorded for later viewing by parents and for archiving.

Purchase Video Equipment for each school.

7/23

​

CFO

​

Training, Guidelines and Procedures

8/23

​

PIO

​

Goal 3: District/Schools will increase the amount of publicized success through video, print, social media, in person celebrations and other means by 20% every two years as defined by documented sources, with the 21-22 year used as a baseline.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Establish Social Media Ambassadors for each school creating a constant positive presence on social media.

Identify interested stakeholders

8/23

​

Principals

​

Training Sessions

9/23

​

PIO

Development of a Social Media calendar

10/23

​

PIO

Partner with CCCA to create regular programming consisting of interviews and information from all schools.

Outline parameters with CCCA Broadcasting

8/21

​

PIO CCCA Broadcasting Teacher

​

Student Training

9/21

​

PIO CCCA Broadcasting Teacher

​

Guest Scheduling Calendar

9/21

​

CCCA Broadcasting Teacher

​

Goal 4: District/Schools will increase transparency by 25% annual satisfaction rate as judged by parent/community survey by school year 22-23. (a baseline survey will be sent out for the 21-22 school year).

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Survey Parents to determine areas of needed improvement in order to establish a baseline of perceived transparency..

Develop Survey

3/22

​

PIO/Principals

​

Execute Survey

4/22

​

PIO

Assess Survey

5/22

​

PIO/Principals

Create a year-end report of all schools and the district detailing pertinent information.

Gather data and relevant materials

4/23

​

Principals

​

Layout/Proof Publication

4/23

​

PIO

​

Publish and advertise

6/23

10,000

PIO

​

Goal 4: District/Schools will increase transparency by 25% annual satisfaction rate as judged by parent/community survey by school year 22-23. (a baseline survey will be sent out for the 21-22 school year).

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Publicize updated information regarding staff- including photos, contact information, assignments etc.on school websites.

Create pages on website to organize staff information

8/23

​

Webmasters

​

Establish processes for updating information

8/23

​

Webmasters, HR

Establish processes for informing parents of staff change

8/23

​

Webmasters, Principals

Develop method to obscure email addresses from potential spammers

8/21

​

District Webmaster

​

Establish Bi-Annual Superintendent Town Halls to allow parents to voice concerns and receive information.

Establish format, dates and location

8/21

​

Superintendent, Leadership Team

​

Publicize/Invite

Ongoing

​

Superintendent, Leadership Team

​

Record and post for later viewing

Ongoing

​

Superintendent, Leadership Team

​

Goal 1: By 2025, 100% of teachers will use effective blended learning strategies and inquiry based instruction to enhance student engagement based upon Columbus County School walkthrough data.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Utilize district mandated core and supplemental programs for effective blended learning.

Provide print and/or digital forms of core and supplemental programs that align with district curriculum directives.

August 2021 and ongoing through June 2026

Varies depending on contract

District

​

Create and provide curriculum pacing guides to align district wide instruction.

August 2021 and evaluated annually through June 2026

No

Instructional Coaches and Teachers

​

Maintain a professional development calendar to outline trainings for all core and supplemental programs.

August 2021 and updated monthly through June 2026

No

District and Instructional Coaches

​

Ensure teachers are using blended learning correctly and effectively.

Provide professional development on effective blended learning practices in all classroom settings.

August 2022 and evaluated annually through June 2026

No

District Leadership, School Administration and Instructional Coaches

​

Conduct five teacher walkthroughs per day to monitor implementation of effective practices.

August 2021 and ongoing through June 2026

No

School Administration

Offer coaching feedback on weekly lesson plans to ensure implementation of effective practices.

August 2022 and ongoing through June 2026

No

School Administration

Use the coaching model to provide feedback and improve teaching practices.

August 2021 and ongoing through June 2026

No

District Leadership, School Administration and Instructional Coaches

Goal 1: By 2025, 100% of teachers will use effective blended learning strategies and inquiry based instruction to enhance student engagement based upon Columbus County School walkthrough data.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Ensure students are utilizing technology to generate authentic products to demonstrate understanding.

Provide blended learning opportunities that allow for student-led activities and projects.

August 2022 and evaluated annually through 2026

No

Teachers

​

Utilize chromebooks for collaboration and generation of authentic products to demonstrate mastery.

August 2023 and evaluated annually through 2026

No

Teachers and Students

​

Participate in authentic audience opportunities demonstrating student mastery.

August 2025 and ongoing through June 2026

No

District Leadership, School Administration and Instructional Coaches

​

Engage students in authentic, inquiry based learning.

Conduct professional development training on inquiry based learning.

August 2023 and ongoing through June 2026

Yes for possible supplies

District Leadership and Instructional Coaches

​

Provide a framework for personalized learning that ensures instruction and content are diversified to engage and meet the needs of all students.

August 2023 and ongoing through June 2026

No

District Leadership, School Administration, Instructional Coaches and Teachers

Implement inquiry based learning projects into instruction to engage and teach students how to formulate authentic solutions to real world problems.

August 2024 and ongoing through June 2026

Yes for possible supplies

Teachers

​

Conduct professional development training on inquiry based learning.

August 2023 and ongoing through June 2026

Yes for possible supplies

District Leadership and Instructional Coaches

Goal 2: By June 2026, 100% of the schools in Columbus County Schools district will receive a letter grade C or higher based on the NC School Report Card.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Evaluate effectiveness of core and supplemental instruction.

Conduct five teacher walkthroughs per day to monitor implementation of core and supplemental instruction.

August 2021 and ongoing through June 20266

No

School Administration

​

Disaggregate universal assessment data in an effort to drive instruction for all students.

​

August 2021 and ongoing through June 2026

No

School Administration, Instructional Coaches and Teachers

Verify district data trackers are current and accurate in order to differentiate instruction.

​

August 2021 and ongoing through June 2026

No

District Leadership, School Administration, Instructional Coaches and Teachers

Apply MTSS framework to ensure that high quality core instruction and differentiation is provided to all students.

August 2023 and ongoing through JUne 2026

No

District Leadership, School Administration, Instructional Coaches and Teachers

Adhere to MTSS problem solving model to make important decisions regarding supplemental and intensive intervention in order to promote positive student outcomes.

August 2022 and ongoing through June 2026

No

District Leadership, School Administration, Instructional Coaches and Teachers

Goal 2: By June 2026, 100% of the schools in Columbus County Schools district will receive a letter grade C or higher based on the NC School Report Card.

Strategies

Action Steps

TImeline

Funding

Responsible Position(s)

Updates and/or Completion

Provide professional development in

core areas of instruction.

Conduct a professional development survey to guide differentiation at the school and district level.

June 2021 and will be evaluated annually through June 2026

No

District Leadership

AIG Booster Shots-Differentiation

https://drive.google.com/drive/folders/13kjiL5gqrtNIwFNQnhv7MaHBXFPOihYl?usp=sharing

​

​

Plan and provide differentiated professional development to enhance Tier One core instruction.

August 2022 and ongoing through June 2026

No

District Leadership and Instructional Coaches

Provide opportunities for teachers to deliver professional development to promote distributive leadership.

August 2023 and ongoing through June 2026

No

District Leadership and Instructional Coaches

Coach teachers within school settings to promote

and ensure strategies targeted in PD are

occurring with fidelity.

August 2022 and ongoing through June 2026

No

District Leadership, School Administration and Instructional Coaches

Participate in the Science of Reading and Foundation of Math PD, in cohorts of 25, to strengthen the fundamentals of reading and math.

First Cohort begins fall 2021 and will be completed by June 2023

Yes

District Leadership, Instructional Coaches, School Administration, PreK-8th grade teachers, EC teachers