Reimagine Caddo The Plan For Excellence-Watermark

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The Plan for Excellence

www.caddoschools.org
Re-Imagine Caddo: The Plan for Excellence

TABLE OF CONTENTS
INTRODUCTION .......................................................................................................3-6
LETTER FROM THE SUPERINTENDENT......................................................................................... 3
ROLE OF DISTRICT LEADERSHIP ................................................................................................ 4
DEVELOPMENT OF RE-IMAGINE CADDO .................................................................................... 5
QUICK REFERENCE GUIDE ....................................................................................................... 6
RE-IMAGINE CADDO: THE PLAN FOR EXCELLENCE ................................................... 7-38
GOAL AREA 1: ACADEMICS ................................................................................................ 8-10

GOAL AREA 2: FAMILY AND COMMUNITY ENGAGEMENT ....................................................... 11-12
GOAL AREA 3: FISCAL RESPONSIBILITY ............................................................................... 13-14
GOAL AREA 4: HUMAN RESOURCES AND PROFESSIONAL DEVELOPMENT .................................. 15-18
GOAL AREA 5: INNOVATION AND TECHNOLOGY ................................................................... 19-23
GOAL AREA 6: OPERATIONS AND SUPPORT SERVICES............................................................ 24-32
GOAL AREA 7: MARKETING AND COMMUNICATIONS ............................................................ 33-36
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Role of the District in Leading Education

The mission of Caddo Parish Public Schools is dedicated to preparing students for the future,
developing the whole child academically and socially -- in collaboration with families and the
community. That collaboration is critical to district and school-level success.
In fulfilling the districts mission, the Caddo Parish School Board has established policies and
procedures designed to provide a framework for success. The Caddo Parish School Board
believes that an aligned and cohesive educational system is required in order to ensure that all
Caddo Parish students are prepared for life beyond the K-12 spectrum. Caddo Parish Public
Schools must focus on student achievement and mastery of the skills needed to succeed as
lifelong learners, workers, and citizens.
To accomplish the delivery of a sound, high-quality education to every student, the Board must
ensure that policies are connected and directed toward the common purpose of improving
achievement for all students.
The district acknowledges that implementing a cohesive system aligned to one Caddo
requires a longterm investment in building the capacity of individuals, institutions, and
communities to develop the knowledge, skills, and resources for effecting continued
improvement. At every level of the district, the standards must never waiver from improving
outcomes for students.
The Caddo Parish School Board, the Superintendent and Caddo Parish Public Schools staff fulfill
their commitment to the students of Caddo Parish by carrying out the following functions:
Providing rigorous, well-founded instructional programs that accelerate academic

opportunities for every child by closing the achievement gap so that every student
graduates college and/or career ready.
Increasing the success of students and schools by leveraging community resources that
strengthen and promote family and community engagement.
Addressing responsibly the needs of the school system to maximize utilization of resources
and ensure financial stability.
Developing and implementing a multi-year plan that will address recruitment and retention
of personnel.
Re-imagining and reinventing learning environments that prepare all learners with the skills
and capacities for 21st century citizenship, global awareness, creativity, collaborative
problem solving, and self-directed learning.
Providing a safe, clean, and efficient environment enriching the neighborhoods and
ensuring an excellent educational and operational experience for all students, staff, and
visitors.
Utilizing a multi-year marketing plan to communicate positive perception of Caddo Parish
Public Schools.
Development and Intent of Re-Imagine Caddo

Since his appointment in October 2013, and taking the position on December 1, 2013,
Superintendent Dr. T. Lamar Goree has steadfastly committed to improving academic
achievement for all students who call Caddo Parish Public Schools home. Dr. Gorees vision was
clear: transform each school into a cutting edge center of innovation and student success. That
vision is echoed in the coming pages and was a guiding force which fostered the development
of the strategic plan. Re-imagine Caddo: The Plan for Excellence was developed with extensive
input from community members, parents, students, educators, staff and the Caddo Parish
School Board. After determining the unique needs of Caddo Parish, Dr. Goree and his staff
worked with a team of community members from a variety of stakeholder groups to develop
goals, key objectives, impact statements and measures of success as well as our districts new
vision and mission statement. Each priority area was created based upon current local, state,
and national research.
Initial findings from community members outlined the districts strengths and weaknesses and
were shared with Caddo Parish for feedback at several pivotal points through community
forums and were placed on the Caddo Schools website.
This plan was designed to communicate what is possible in Caddo Parish Public Schools as well
as each school. The objectives and strategies contained within this plan are based on those
specific responsibilities and roles and the hope of a community for a better tomorrow in which
every child is equipped with the knowledge and skills needed to be successful in both college
and career. The timeframe for realizing these goals, objectives and measures outlined in the
plan is 2015 through 2020.
This plan represents our best attempt to state our goals and priorities, articulate the action
steps that will meet our objectives, and establish impact measures to monitor our progress. It is
a living document that will be reviewed, modified as needed, and will be utilized as a roadmap
for Caddo Schools as we progress further in fulfilling our vision of transformation.
We will hold ourselves accountable for results and practice the utmost transparency along the
way. Fulfilling the vision expressed in this plan will not be easy. Yet, we accept responsibility for
making it happen. We will need our community and all stakeholders to work with us and do
even more to support the future of our children and our community.
GOALS/MEASURABLE OBJECTIVES/ACTION STEPS

GOAL AREA 1: ACADEMICS
GOAL:
Provide rigorous, well-founded instructional programs that accelerate academic opportunities for every child by reducing the
achievement gap, ensuring every student graduates college and/or career ready.
MEASURABLE OBJECTIVE 1.1
The percent of K-2 students performing at or above grade level in reading

will increase by 9 percent based on the district reading assessment
(DIBELS) in 2020.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
56%
58%
60%
61%
63%
65%
ACTION STEPS FOR MEASURABLE OBJECTIVES 1.1

2015-16 SCHOOL YEAR
Action Steps
Person(s) Responsible
1. Improve the quality and accessibility of early learning

programs available for children from age three to
kindergarten through a universal application process.
Pre-K District Supervisors
2. Have an up-to-date Individualized Learning Plan (ILP)

to guide Response to Intervention (RtI) for all students
scoring below benchmark.
Instructional Coordinator
3. Provide guidelines for instruction in reading, writing,

and mathematics that identify time/content
requirements, teacher action requirements, and
profiles of students who are successful.
4. Provide appropriate professional development related
to the components of effective reading instruction (i.e.,
phonemic awareness, phonics, fluency, vocabulary,
comprehension, and writing).
Timeline
Beginning
End
8/2015
8/2018
8/2015
8/2017
8/2015
8/2016
8/2015
5/2020
Principal
Classroom Teacher
Curriculum Specialists
RtI District Coordinator
Principal/Coordinator/Teacher
Professional Development
Director/Specialists
Principal/Coordinator/Teacher
Page 8

GOAL:
Baseline
Data
2014-15
2015-16
2016-17
2017-18
2018-19
2019-20
ELA
62.8%
63.8%
65%
66.5%
68.3%
70.3%
Math
62.1%
63.1%
64.4%
65.9%
67.6%
69.6%
The percent of students in Grades 3 through 8 scoring proficient in

English-language arts and mathematics will increase by 7.5
percent by 2020.
Targets/Actual

2015-16 SCHOOL YEAR
Action Steps
1. Implement RtI (Response to Intervention) with fidelity

including frameworks for Tier 1 (core instruction) and
intervention model at Tier 2 and Tier 3 focused on
data-based, scaffolded instruction.
2. Implement district interim assessments for ELA and
mathematics in grades 3 through 8.
3. Implement data-driven instruction (DDI) practices
including assessment item analysis, teacher data
meetings, instructional action plans and feedback
loop.
4. Align professional development to DDI practices,
curriculum and instructional frameworks, RtI model,
and the district assessment calendar.
Timeline
Beginning
End
8/2014
5/2016
8/2014
5/2016
CAO
School Directors
Director of PD
Principals
5/2015
8/2018
CAO
Director of PD
Director of Curriculum
School Directors
5/2015
8/2017
Academic Directors
Principal/Asst. Principal
Instructional Coordinator
Teachers
Director of Curriculum
Principals
Page 9

GOAL:
Increase high school graduation rates by 5 percent by 2020.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
69.7%
71%
72%
73%
74%
75%

2015-16 SCHOOL YEAR
Action Steps
1. Monitor and track all potential high school graduates

academic progress to ensure on-time graduation.
2. Foster the growth of Professional Learning
Communities focused on data-driven instruction and
student academic progress.
3. Plan for and launch, in collaboration with workforce,
post-secondary, and community partner agencies, a
virtual learning option that includes coursework,
training, and college elearning.
4. Certify targeted high school teachers to offer industrybased certifications.
5. Monitor and track all potential graduates on their
attainment of industry-based certifications.
Timeline
Beginning
End
8/2015
8/2016
8/2015
8/2017
CAO
School Directors
Director of IT
Director of PD
8/2015
5/2018
Director of CTE
8/2015
8/2017
School Directors
IT Designee
HS Principals
Counselors
8/2015
5/2016
Director of High Schools

Principal
Counselor
School Directors
Specialists
Principal
Page 10

GOAL AREA 2: FAMILY AND COMMUNITY ENGAGEMENT
GOAL:
Leverage community resources to strengthen family and community engagement in supporting student and school success.
Each school will develop and implement a parental involvement plan to

increase parent involvement as measured by an annual parent survey.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
TBD
TBD
TBD
TBD
TBD

2015-16 SCHOOL YEAR
Action Steps
Timeline
Beginning
End
1. Develop parent involvement plan at each campus.
Campus Teams
7/2015
12/2015
2. Develop a plan to increase participation of fathers and male

role models in all schools.
Campus teams
8/2015
12/2015
8/2015
5/2016
3. Establish an active parental involvement group, PTA or

equivalent, in all schools.
District PTA
Campus PTA
Campus Teams
4. Create campus based end-of-year programs to recognize

outstanding parent, community volunteers, and groups.
Campus Teams
5/2016
5/2016
5. Develop a plan to increase attendance and participation at

school events such as Back to School Nights, curriculum
nights, volunteer opportunities, etc. at all schools.
Campus Teams
8/2015
12/2015
Page 11

GOAL AREA 2: FAMILY AND COMMUNITY ENGAGEMENT
GOAL:
Leverage community resources to strengthen family and community engagement in supporting student and school success.
Baseline Data
2014-15
The number of meaningful and substantive opportunities for

community engagement and partnerships will be increased in the
district.
2015-16
2016-17
Targets/Actual
2017-18
2018-19
Data currently
being sent in
from principals

2015-16 SCHOOL YEAR
Action Steps
1.
Determine campus needs through a needs assessment.
Communications Department
2. Research and compile a list of agencies, faith-based

organizations, community groups, non-profits and
businesses geographically that Caddo can approach to
support schools.
Lincc.us
3. Determine which agencies, faith-based organizations,

community groups, non-profits and businesses are
assigned to each school.
4. Develop and implement formal training for community

partners.
District PTA
Superintendent
Timeline
Beginning
End
8/2015
9/2015
9/2015
10/2015
9/2015
10/2015
11/2015
1/2016
6/2016
7/2016
Principals
Academics
Title 1
Parent Resource Center
5. Evaluate and analyze effectiveness of partnerships.
Campus Teams
Page 12
2019-20

GOAL AREA 3: FISCAL RESPONSIBILITY
GOAL:
Address responsibly the needs of the school system to maximize utilization of resources and ensure financial stability.
Caddo Parish Public Schools will maximize efficiency and increase financial
stability throughout the district as measured by the percentage of total fund
balance (otherwise known as reserve funds or rainy day savings) to
total expenditures.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
13.0%
13.0%
13.5%
13.5%
14.0%
15.0%

2015-16 SCHOOL YEAR
Action Steps
1. Develop a balanced budget each year and spend within the

budget.
2. Realize cost savings through school consolidations and personnel
management.
Superintendent
Chief Financial Officer
Directors
Superintendent
Directors
Timeline
Beginning
End
6/2015
6/2020
4/2016
6/2020
3. Fully utilize state and federal grant dollars to reduce general fund
expenditures.

Directors
7/2015
6/2020
4. Review healthcare costs annually in an effort to manage costs,

reduce premium increases, and manage the total healthcare
liability.

Insurance Director
6/2015
6/2020
Page 13

GOAL AREA 3: FISCAL RESPONSIBILITY
GOAL:
Responsibly address the needs of the school system to maximize utilization of resources and ensure financial stability.
The District will maintain Standard & Poors (S&P) bond rating of AA-.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
AA-
AA-
AA-
AA-
AA-
AA-

2015-16 SCHOOL YEAR
Action Steps
1. Develop a balanced budget annually reflecting sound financial

decisions.
Superintendent
2. Continue to increase the balance of the Other PostEmployment Benefits (OPEB) Trust to reduce liability.

Insurance Director
Page 14
Timeline
Beginning
End
7/2015
6/2020
7/2015
6/2020

GOAL AREA 4: HUMAN RESOURCES AND PROFESSIONAL DEVELOPMENT
GOAL:
Develop and implement a multi-year plan that will address recruitment, development and retention of personnel.
Vacancies will be reduced by 10 percentage points annually using the

October 1 counts of the school year.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
100
90
81
73
66
60

2015-16 SCHOOL YEAR
Action Steps
1. Visit surrounding universities for continued

recruitment.
Timeline
Beginning
Human Resources administrators

Teacher/Administrative alumni
trained to recruit
8/2015
End
8/2016
Chief of Staff
2. Organize and facilitate semi-annual job fairs to
increase the number of attendees by 2 percent each
year. Continue promotions in newspapers, websites,
Talent ED, etc.
Human Resources Administrators

Information Technology Director
8/2015
Representatives of professional
organizations
Principals
3. Increase early commitments from potential employees.
8/2016
School directors
8/2015
8/2016

Chief of Staff
4. Consistently use data and workforce indicators to align
resources.
Designees from Academic Affairs

and Communications departments
Representatives of professional
organizations
Page 15
8/2015
8/2016
BAFB Liaison
5. Devise plan to increase applicant pool to include
certified, out-of-state and non-HQ eligibility for hire.
Page 16
5/2015
8/2016

GOAL:
Highly-qualified applicants hired will increase by 5 percent annually.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
50%
55%
60%
65%
70%
75%

2015-16 SCHOOL YEAR
Action Steps
End
5/2015
Ongoing
8/2015
Ongoing
5/2015
Ongoing
5/2015
Ongoing
Human Resources
1. Connect with local colleges/universities to enter MOUs to

place student teachers in Caddo schools.
Chief Academic Officer
2. Create a forum with universities for input on teacher

preparation, certification requirements and staffing needs.
3. Provide an internal teacher certification program (Caddo

Teacher Academy grant-funded).
Timeline
Beginning
School Directors
Human Resources
School Directors
Human Resources
School Directors
Human Resources
4. Provide a Praxis preparatory program for prospective

teachers and recertifications.
School Directors
Representatives of
professional organizations
Page 17

GOAL:
The District will increase retention of certified personnel within the 0-3
category of employment and increase skill-level of classified personnel
through professional development opportunities.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
TBD
TBD
TBD
TBD
TBD
TBD

2015-16 SCHOOL YEAR
Action Steps
1. Develop evaluation instruments to collect and analyze

participation data and evaluations of professional
development offerings.
Human Resources
Information Technology
Timeline
Beginning
End
7/2015
6/2016
8/2015
Ongoing
8/2015
6/2016
12/2015
Ongoing
Superintendents Cabinet
2. Establish mentor/mentee relationship in workplace
settings for all new hires.
Principals
Supervisors
Managers
Superintendents Cabinet
Principals
3. Implement district-wide professional development plan

for all certified and classified employees.
Supervisors
Managers
Human Resources
Professional Organizations
4. Develop and routinely survey new employees on

matters of needs and climate satisfaction.
Human Resources
Professional Organizations
Page 18

GOAL AREA 5: INNOVATION AND TECHNOLOGY
GOAL:
Re-imagine and reinvent learning environments that prepare all learners with the skills and capacities for 21st century
citizenshipglobal awareness, creativity, collaborative problem-solving, and self-directed learning.
A quality 4-8 STEM program initiative will be developed and implemented in

grades 4-8 beginning with five Pilot schoolsreaching 50 percent
implementation within five years.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
0-Planning
5 Schools
10 Schools
15 Schools
20
Schools

2015-16 SCHOOL YEAR
Action Steps
1. Research, study, and visit three successful STEM

models.
District Transformation and

Innovation Officer
Science and Math Representatives
from C and I
2. Follow development and launch cycle for STEM roll

out. This includes developing definition and vision of
program, identifying core stakeholders, creating and
presenting proposal that includes needs and expected
outcomes, communication of plan, and launch.
3. Provide training, support, and coaching to STEM
program school personnel.

Innovation Officer
Timeline
Beginning
End
8/2015
11/2015
8/2015
5/2016
Spring 2016
Ongoing
Spring 2016
Ongoing
District Representatives
Innovation Officer
District Trainers
4. Design system to monitor and track progress toward

standards and outcomes using consistent processes,
walkthroughs, rubrics, and program evaluation.

Innovation Officer
District Trainers and Administrators
Page 19

GOAL:
citizenship global awareness, creativity, collaborative problem-solving, and self-directed learning.
Baseline
Data
2014-15
Virtual school opportunities that provide enrichment, acceleration, and

remediation services will be increased by 10 percent annually.
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
Planning to
establish
baseline
targets
Increase
student
participation
by 10%
Increase by
10%
Increase by
10%
Increase
by 10%

2015-16 SCHOOL YEAR
Action Steps
1.
2.
3.
Identify model virtual school programs that enrich, accelerate,

remediate, and develop common vision for virtual schooling in
Caddo Parish.
Follow design and implementation schedule that includes
visioning, development of proposal, planning for desired
outcomes, communication and launch.
Implement first level of rollout with monitoring and evaluation
of outcomes.

Committee
Timeline
Beginning
End
5/2015
10/2015
11/ 2015
5/2016
5/2016
Ongoing

Committee
Principals
Page 20

GOAL:
A district assessment data management system will be

implemented to track student progress towards standards
mastery.
Baseline
Data
2014-15
Targets/Actual
No current
system
2015-16
2016-17
2017-18
2018-19
2019-20
In place by July
2015 and used
for interim
assessment
data
Average increase
in achievement
of at least 3
percentage
points
Average
increase in
achievement of
at least 3
percentage
points
Average increase
in achievement of
at least 3
percentage points
Average
increase in
achievemen
t of at least
3
percentage
points

2015-16 SCHOOL YEAR
Action Steps
1. Purchase data management system to be used for interim

assessment analysis, RTI, focus quiz analysis in connection
with data-driven instructional practices.
Timeline
Beginning
End
1/2015
7/2015
3/2015
5/2016
8/2015
Ongoing
8/2015
Ongoing

Curriculum Director
Director
2. Train users of data management system to ensure

proficiency.
3. Use data-driven instructional practices to analyze assessment
results and improve instruction.
Curriculum Director
Director
Curriculum Director
Director
4. Monitor and evaluate system and results.

Curriculum Director
Page 21
Director
Page 22

GOAL:
Baseline
Data
2014-15
Computer devices at school sites will be reduced from a

student/computer ratio of 7:1 to a 5:1 ratio in a lab or testing environment.
Greater
than 7:1
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
7:1
6.5:1
6:1
5.5:1
5:1

2015-16 SCHOOL YEAR
Action Steps
1. Address strategies for procurement, refreshment,

maintenance, adequate technical support, and
upgrading of hardware and software.

Instructional Supervisor
Timeline
Beginning
End
1/2015
5/ 2016
6/2015
8/2016
9/2015
Ongoing
10/2015
Ongoing
Purchasing Director
2. Conduct site surveys to verify computer inventory.
Technical Manager
Principals
3. Determine and purchase computers needed to ensure

all schools are moving toward 5:1 ratio for 2019-20.

Technical Manager
Principals
4. Deploy technology in schools assuring sites are moving

toward 5:1 ratio.

Technical Manager
Principals
Page 23

GOAL AREA 6: OPERATIONS AND SUPPORT SERVICES
GOAL:
Provide a safe, clean, and efficient environment enriching the neighborhoods and ensuring an excellent educational and
operational experience for all students, staff, and visitors.
Transportation will provide 98 percent daily average on-time delivery of

students to and from school.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
93%
94%
95%
96%
97%
98%

2015-16 SCHOOL YEAR
Action Steps
Timeline
Beginning
End
Garage Foreman
9/2015
Ongoing
7. Reduce at-fault bus accidents.
Transportation Supervisor
9/2015
Ongoing
8. Maintain 13 percent available substitute bus drivers.
9/2015
O-going
9. Report weekly on-time delivery.
9/2015
Ongoing
6. Reduce bus repair backlog.
Page 24

GOAL:
At-fault bus accidents will be reduced from 34 to 17 (50%) by year 2020.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
34
31
28
25
22
17

2015-16 SCHOOL YEAR
Action Steps
5. Form a safety committee to review all accidents.
Director of Transportation
Risk Manager
Timeline
Beginning
End
9/2015
11/2015
6. Identify high-risk bus drivers.
9/2015
12/2015
7. Increase ride-alongs with supervisors.
9/2015
Ongoing
8. Provide random safety reminders and safety talks at

Transportation in-service meetings.
Risk Manager
8/2015
Ongoing
Page 25

GOAL:
The substitute bus driving personnel assigned to cover short-term daily

absenteeism will exceed 13 percent (40) of the permanent bus driving staff
at all times.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
3%
5%
7%
9%
11%
13%

2015-16 SCHOOL YEAR
Action Steps
Timeline
Beginning
End
Bus Driver Trainer
9/2015
Ongoing
2. Increase recruitment at career fairs.
9/2015
Ongoing
3. Consider possible job sharing with existing personnel.
9/2015
Ongoing
4. Encourage all mechanics, office personnel, and coaches to

obtain a bus drivers license and certification.
9/2015
Ongoing
1. Provide a training class every six weeks.
Page 26

GOAL:
School facility repair work orders will be kept at a level below 50 percent.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
80%
70%
65%
60%
55%
50%

2015-16 SCHOOL YEAR
Action Steps
Person(s)
Responsible
Timeline
Beginning
End
1. Develop preventive maintenance schedules.
Director of
School Plants
9/2015
12/2015
2. Utilize School Dude maintenance to monitor purpose code percentages of

work orders received i.e., reactive 50%; preventive, predictive, planned
50%.
Director of
School Plant
9/2015
Ongoing
3. Augment shifts for evening and night maintenance schedules.
Supervisor of
Maintenance
9/2015
12/2015
Page 27

GOAL:
Baseline
Data
2014-15
Annual energy cost will be reduced by 10 percent (normalized for weather

and economics).
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
220
215
210
205
202
$225/
student

2015-16 SCHOOL YEAR
Action Steps
1. Select energy service provider.

2. Identify 10 highest energy users.
3. Assign data-entry duties for Utility Direct.
4. Establish a formal energy management plan complete with
goals, objectives and guidelines as recommended by a third
party engineering evaluator.
5. Establish a formal process for conducting energy audits of each
school plant. Provide audit information to school principals and
head custodians.
6. Analyze/review energy audit recommendations.
7. Implement a confirmation plan to ensure schools are following
proper shutdown procedures during holiday periods.
8. Confirm all utility billing and meter locations, and eliminate all
unnecessary ready to use service locations.
9. Institute the next seven computer-based energy control systems.
Timeline
Beginning
End
10/2014
12/2015
10/2014
12/2014
7/2014
10/2014
Director of School Plant

Storer
1/2015
1/2016
7/2014
Ongoing
1/2015
Ongoing
1/2015
Ongoing
1/2014
Ongoing
3/2015
8/2015
Chief Operations Officer

Storer
Director Of School Plant

Storer
Energy Manager
Energy Manager
Director of Construction
Page 28

GOAL:
Develop action plans for the use or disposal of all abandoned school
structures.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
0%
25%
50%
75%
100%
100%

2015-16 SCHOOL YEAR
Action Steps
Assess annually all vacant buildings for any adverse conditions or detriment to
the neighborhood. Any buildings or structures that meet this description will be
presented to the School Board and, if approved, will use the following process
for repurposing or elimination.
1. Identify building of question; evaluate the structural integrity.
2. Determine future use of the property within 24 months.
3. Identify possible community use by meeting with community groups (i.e.

neighborhood associations, etc.) for suggestions.
4. Present to Board for transfer of asset approval if group has a viable plan. If
not, advertise for sale or lease or demolish following applicable laws.
Director of
Construction
Superintendent
Chief Operations
Officer
Director of
Construction
Superintendent
Superintendents
Cabinet
Chief Operations
Officer
Director of
Construction
Page 29
Timeline
Beginning
End
Fall 2015
Ongoing
9/2015
Ongoing
9/2015
Ongoing
Ongoing
Ongoing
12/2015
Ongoing

GOAL:
The district will attain an 85 percent minimum student capacity level at all
school facilities.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
75%
80%
85%
90%
95%
100%

2015-16 SCHOOL YEAR
Action Steps
Timeline
Beginning
End
6/2015
7/2015
2. Digitize current attendance zones and geo code student

addresses.
Demographer
9/2015
Ongoing
3. Develop a web-based portal for student information.
Demographer
9/2015
5/2016
4. Conduct analysis of student origins.
Demographer
12/2015
5/2016
5. Identify the location of all school age students in Caddo Parish

and develop a 5-year and 10-year enrollment forecast for
projecting areas of changing demographics that may affect
school capacity.
Demographer
9/2016
Ongoing
6. Review mobility rate.
Demographer
9/2016
Ongoing
7. Cohort survival rates.
Demographer
9/2016
Ongoing
8. Update Parsons Facility report.
Director of Construction
9/2015
5/2016
9. Annual Report presented to Board.
Director of Attendance
9/2016
5/2016
1. Hire a demographer.
Page 30

GOAL:
Participation for breakfast food service will be increased to 50 percent and

lunch to 75 percent.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
B-30%
35%
40%
45%
47%
50%
L-56%
60%
65%
70%
72%
75%

2015-16 SCHOOL YEAR
Action Steps
Timeline
Beginning
End
10/2015
1/2016
Food Service Buyer
9/2015
Ongoing
Director of Child Nutrition
9/2015
Ongoing
9/2015
Ongoing
Superintendent
Chief of Staff
1. Establish a committee to formulate guidelines for Community
Eligibility Provision participation.

Director of Title I
Director of Child Nutrition
2. Provide other food service options that students like and meet
USDA standards through outside vendors.
3. Review menu options provided for current meals.
4. Review impact on budget if no monthly growth.
Page 31

GOAL:
The physical security of each site will be upgrade and improve, leading to a
10 percent reduction of property related crimes and security incidents.
Baseline
Data
2014-15
Targets/Actual
2015-16
2016-17
2017-18
2018-19
2019-20
48
43
39
35
31
27

2015-16 SCHOOL YEAR
Action Steps
1. Assess needs.
Timeline
Beginning
End
Security Department
6/2015
12/2015
2. Add access control at all school levels.
Security Department and

Capital Projects
6/2015
Ongoing
3. Upgrade alarm systems.
Security Project Manager

and Technician
6/2015
Ongoing
4. Upgrade and add cameras.
Security Project Manager

and Technician
6/2015
Ongoing
Page 32

GOAL AREA 7: MARKETING & COMMUNICATION
GOAL:
Develop and utilize a multi-year marketing plan to communicate a positive and realistic view of Caddo Parish Public Schools.
Baseline
Data
2014-15
MEASURABLE OBJECTIVE: 7.1
Increase the number of positive stories regarding CPPS as measured by

media outlet coverage.
30% of
coverage
deemed
positive.
Targets/Actual2
2015-16
2016-17
2017-18
2018-19
2019-20
40%
45%
50%
60%
70%

2015-16 SCHOOL YEAR
Action Steps
Timeline
Beginning
End
1. Develop and implement We are Caddo! marketing

plan.
Communications Director
8/2015
12/2015
2. Consult with marketing firm to develop appropriate

measurement tools for public perception of CPPS.
8/2015
10/2015
8/2015
12/2015
7/2015
8/2015
1/2016
Ongoing
3. Increase awareness of and engagement in Caddo

Schools social media platforms.
Assistant
4. Develop and implement written procedures for district

communication messages (flyers, j-calls, j-texts,
announcements, etc.).
5. Utilize best practices as established by the National

School Public Relations Association to ensure quality
and consistency in message.
Assistant
Assistant
Page 33
6. Expand upon current methods used to raise

awareness of the districts profile by creating and
deploying multi-faceted promotional strategies
designed to reach internal and external stakeholders.
7. Engage district staff in annual customer service
training designed to meet the needs of all
stakeholders.
Assistant
Communications
Department
Executive Cabinet
Page 34
8/2015
8/2015
8/2016
Ongoing

GOAL AREA 7: MARKETING & COMMUNICATION
GOAL:
Gain community trust and support for Caddo Parish Public Schools.
Baseline
Data
2014-15
MEASURABLE OBJECTIVE: 7.2
Build trust in Caddo Parish Public Schools as measured annually

through a survey of parents and stakeholders.
Targets/Actual
2015-16
2016-17
2017-18
2018-19
TBD
through a
survey

2015-16 SCHOOL YEAR
Action Steps
9. Gather data regarding needs based on survey results

and community feedback pertaining to individual
geographic areas and design multi-year plans targeting
those needs with a local third-party expert to oversee
process.
10. Identify key geographic areas and community
stakeholders.
11. Form parental and community engagement ad hoc
committees.
A. SAC (Student Advisory Council-SGA Leadership)
B. Teacher Task Force
Superintendent
District Staff
Superintendent
District Staff
Director Of
Communications
D. Young Professionals Community Group
Executive Cabinet
Financial Round Table
F.
Higher Education Round Table
12. Host an annual State of the District event that includes

the release of a published report on district progress and
a scorecard that reports trend and benchmark
information on student outcomes and key
End
8/2015
6/2016
8/2015
9/2015
8/2015
9/2015
5/2016
Ongoing
Superintendent
C. Business Round Table

E.
Timeline
Beginning
Superintendent
Page 35
201920
implementation measures of the district improvement

strategies
13. Improve internal communications among Central Office
divisions, departments, and schools through the
development and implementation of an internal
communications plan.
Director of
Communications
9/2015
11/2015
14. Develop and implement a transparent process for

community input regarding decisions that affect school
closings/consolidations, bond initiatives, etc.
Director of
Communications
Executive Cabinet
7/2015
Ongoing
Page 36

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The Plan for Excellence

Re-Imagine Caddo: The Plan for Excellence

GOAL AREA 1: ACADEMICS ................................................................................................ 8-10

Role of the District in Leading Education

Providing rigorous, well-founded instructional programs that accelerate academic

Development and Intent of Re-Imagine Caddo

GOALS/MEASURABLE OBJECTIVES/ACTION STEPS

The percent of K-2 students performing at or above grade level in reading

ACTION STEPS FOR MEASURABLE OBJECTIVES 1.1

1. Improve the quality and accessibility of early learning

Pre-K District Supervisors

2. Have an up-to-date Individualized Learning Plan (ILP)

3. Provide guidelines for instruction in reading, writing,

GOALS/MEASURABLE OBJECTIVES/ACTION STEPS

MEASURABLE OBJECTIVE 1.2

The percent of students in Grades 3 through 8 scoring proficient in

ACTION STEPS FOR MEASURABLE OBJECTIVES 1.2

1. Implement RtI (Response to Intervention) with fidelity

GOALS/MEASURABLE OBJECTIVES/ACTION STEPS

Increase high school graduation rates by 5 percent by 2020.

ACTION STEPS FOR MEASURABLE OBJECTIVES 1.3

1. Monitor and track all potential high school graduates

Director of High Schools

GOALS/MEASURABLE OBJECTIVES/ACTION STEPS

Each school will develop and implement a parental involvement plan to

ACTION STEPS FOR MEASURABLE OBJECTIVES 2.1

1. Develop parent involvement plan at each campus.

2. Develop a plan to increase participation of fathers and male

3. Establish an active parental involvement group, PTA or

4. Create campus based end-of-year programs to recognize

5. Develop a plan to increase attendance and participation at

GOALS/MEASURABLE OBJECTIVES/ACTION STEPS

MEASURABLE OBJECTIVE 2.2

The number of meaningful and substantive opportunities for

ACTION STEPS FOR MEASURABLE OBJECTIVES 2.2

Determine campus needs through a needs assessment.

2. Research and compile a list of agencies, faith-based

3. Determine which agencies, faith-based organizations,

4. Develop and implement formal training for community

5. Evaluate and analyze effectiveness of partnerships.

GOALS/MEASURABLE OBJECTIVES/ACTION STEPS

ACTION STEPS FOR MEASURABLE OBJECTIVES 3.1

1. Develop a balanced budget each year and spend within the

Chief Financial Officer

4. Review healthcare costs annually in an effort to manage costs,

Chief Financial Officer

GOALS/MEASURABLE OBJECTIVES/ACTION STEPS

ACTION STEPS FOR MEASURABLE OBJECTIVES 3.2

1. Develop a balanced budget annually reflecting sound financial

Chief Financial Officer

GOALS/MEASURABLE OBJECTIVES/ACTION STEPS

Vacancies will be reduced by 10 percentage points annually using the

ACTION STEPS FOR MEASURABLE OBJECTIVES 4.1

1. Visit surrounding universities for continued

Human Resources administrators

Human Resources Administrators

3. Increase early commitments from potential employees.

Human Resources Administrators

Designees from Academic Affairs

GOALS/MEASURABLE OBJECTIVES/ACTION STEPS

Highly-qualified applicants hired will increase by 5 percent annually.

ACTION STEPS FOR MEASURABLE OBJECTIVES 4.2