CURRITUCK COUNTY SCHOOLS

DISTRICT STRATEGIC PLAN & IMPLEMENTATION MAP

2016-2019
Currituck County Schools Mission:
Connecting with students, parents, and community, Currituck County Schools will provide a world class
educational system that produces students of character, prepared for the future.

Currituck County Schools Vision:

"Our goal is to teach and assess skills students will need to be productive and successful learners, workers, and
globally aware citizens." Students will be:
Growth minded and academically prepared;
Effective communicators and collaborators; and
Critical thinkers and problem solvers.

Currituck County Schools Beliefs:

Student learning and decisions will be:

Student Centered;
Data Driven;
Personalized; and
Collaborative.

Year 1 Plan
Transforming Initiative 1: Implement MTSS processes for defining and delivering effective core
instruction, analyzing common assessment data to provide differentiated instructional
opportunities and problem solving for interventions needed for students academic and
behavioral success.
MTSS employs a problem-solving process that helps match instructional resources and focus to educational
needs; makes the instructional adjustments necessary for continued improvement in both student academic
performance and students rates of progress; and assesses the effectiveness of instruction/interventions on
student outcomes. (American Institutes for Research, Using a Response to Intervention Framework to Improve
Student Learning May 2013, weblink)

Key Cabinet Members Responsible:

Mark Stefanik, Superintendent

Sandy Kinzel, Assistant Superintendent
Paul OBriant, Chief Information Officer
Virginia Arrington, Secondary Director
Doug Towle, EC/504 Director
Don Monroe, CTE Director

Alignment to State Board of Education Goals:

Every student graduates from high school prepared for work, further education and citizenship
Every student has a personalized education
Every student is healthy, safe, and responsible
Alignment to Currituck County Schools Beliefs and Goals:
Students will be:
Growth minded and academically prepared;
Effective communicators and collaborators; and
Critical thinkers and problem solvers.
TOOLS:
MTSS Implementation Plan/Resources
TIPS Problem Solving Framework
EVAAS (Growth and Proficiency Data)
Test Data
Educator Handbook

SchoolNet Benchmarks
NCDPI K-2 Reading 3D/Math Benchmarks
ScootPad/TestPrepUSAEOG/EOC/NCFE
BAGT (Behavioral Assessment)
IMC Test Data (CTE)
Page 1 of 7

CURRITUCK COUNTY SCHOOLS

DISTRICT STRATEGIC PLAN & IMPLEMENTATION MAP
2016-2019
PHASE I (YEAR 1)
In Year 1 (2016-17), we will be successful if we accomplish:

Reduce the number of data points falling below the 60% mark (collected from district and school accountability
results) by 80%; with no data points falling below 50%.
School performance on achievement and growth components of the school performance grade will increase by 58%.

STRATEGIES:

Analyze state assessment results and EVAAS data for strengths and areas in need of improvement, and use to
create a plan for improvement through the School Improvement Process;
Hold monthly MTSS Implementation Team Support meetings (District MTSS Implementation Team and School
Leadership Teams), sharing/supporting implementation strategies and goals with school level implementation
teams;
Administer District Benchmarks and school based Common Assessments, followed by data team analysis and
interventions planning;
Monitor and coach data conversations and action planning at the school level as part of the School Improvement
Process.

Strategies/Actions detailed here:

KEY ACTIVITY

PERSON(S)
RESPONSIBLE

TARGET DATE

ARTIFACTS

Focus on and support the

implementation of the school
improvement process, linked to
MTSS problem solving (TIPS model)
process

Superintende
nt
Assistant
Superintende
nt
Directors
MTSS Team

SIP
Development
Timeline
Monthly MTSS
Meeting Dates
February SIP
Review with
BOE

School Improvement
Plans;
MTSS Implementation
Goals and SAM
results;
Progress Reports

Provide data and assistance on

interpretation of subgroup and
growth data for use in setting
grade/department goals for
improvement

Chief
Information
Officer

September,
2016
October, 2016

WinScan Reports
School Improvement
Goals
MTSS Action Plans

Administer district benchmarks and

school level common assessments,
analyzing data to formulate action
plans for improving student
learning throughout the school year

Assistant
Superintende
nt
Secondary
Director
CTE Director

BOY, MOY, EOY

Assessment
Schedule
(memo)

Completion Rates
SchoolNet/TestPrepUS
A/ Reading 3D/CTE
benchmark data
reports
School level PLC plans

Define rigor at each grade span,

developing a rubric for teachers
and administrators to utilize during
walk-through visits and subsequent
discussions with PLCs and
individual teachers

Assistant
Superintende
nt
Secondary
Director
School Leads
Teacher
Teams

Draft: August,
2016

Rigor Graphics and

Descriptions
Rubrics
Walk Through
Protocols and Tools

Meet with key stakeholders to

Superintende

September,

Updates:
January, 2017
Revised/Final:
June, 2017

Meeting Notes

Page 2 of 7

CURRITUCK COUNTY SCHOOLS

DISTRICT STRATEGIC PLAN & IMPLEMENTATION MAP
2016-2019
monitor strategic plan
implementation and plan
strategically

nt
Executive
Cabinet

2016
January, 2017
June, 2017

*****

Transforming Initiative 2: Strengthen teacher effectiveness through high quality professional

development opportunities and provide sustained support in implementing teaching/learning
strategies aligned with district goals.
More than two decades of research findings are unequivocal about the connection between teacher quality and
student learning. Indeed, What Matters Most: Teaching for Americas Future (1996), the influential report of the
National Commission on Teaching and Americas Future, made teaching the core of its three simple premises
in its blueprint for reforming the nations schools. They are:
What teachers know and can do is the most important influence on what students learn.
Recruiting, preparing, and retaining good teachers is the central strategy for improving our
schools.
School reform cannot succeed unless it focuses on creating the conditions under which
teachers can teach and teach well. (weblink)

Alignment to State Board of Education Goals:

Every student graduates from high school prepared for work, further education and citizenship
Every student, every day, has excellent educators
Every student has a personalized education
Alignment to Currituck County Schools Beliefs and Goals:
Student Learning and Decisions will be
Student-Centered
Data Driven
Personalized, and Collaborative
Key Cabinet Member Responsible:

TOOLS:
EOG/EOC/NCFE Data
Digital Learning Competencies
Beginning Teacher Support Survey

Mark Stefanik, Superintendent

Sandy Kinzel, Assistant Superintendent
Paul OBriant, Chief Information Officer
Virginia Arrington, Secondary Director
Doug Towle, EC/504 Director
Don Monroe, CTE Director
Anne Mackin, Human Resource Director
NCEES Teacher/Administrator Evaluation Instrument
Staff Surveys of Professional Development Interest
School Level Data Sources

PHASE I (YEAR 1)
In Year 1 (2016-17), we will be successful if we accomplish:

Teachers will apply knowledge gained through professional development offerings into classroom instruction, as
evidenced through the teacher evaluation process (professional growth plan) and NCEES instrument.
All school level PLCs will develop and implement plans detailing instructional strategies to address needs
identified through the data analysis process, evaluating plans throughout the year and modifying strategies as
part of a continuous improvement cycle.
Increase the number of AIG certified/locally endorsed teachers by 10%;
Increase the number of Nationally Board Certified Teachers by 5%

Page 3 of 7

CURRITUCK COUNTY SCHOOLS

DISTRICT STRATEGIC PLAN & IMPLEMENTATION MAP
2016-2019

School performance on achievement and growth components of the school performance grade will increase by 58%.

STRATEGIES:

Create an instructional framework for district implementation, providing support for teachers through
instructional coaches and the PLC structure;
Utilize workdays and early release team time days to provide professional development targeting needs of
departments and district goals;
Provide training and support for all instructional staff on data analysis and use for instructional planning and
differentiation;
Schedule ongoing teacher support meetings to focus on EngageNY district wide implementation;
Schedule and conduct district training focused on teachers earning an AIG Local Endorsement;
Select and support teachers seeking AIG licensure;
Schedule and conduct support sessions for teachers pursuing National Board Certification or Recertification .

Strategies/Actions detailed here:

KEY ACTIVITY

PERSON(S)
RESPONSIBLE

TARGET DATE

ARTIFACTS

Create an instructional framework

that provides a continuum for
defining rigor; expectations for
essential components for balanced,
differentiated literacy instruction,
and guides professional
development for instructional staff.

Assistant
Superintendent
Secondary Director
EC Director
Instructional
Coaches/Coordinat
or
Lead Teachers

1st Draft by
November,
2016

Team Meetings
Draft
Documents
Feedback from
Stakeholders

2nd Draft by
February,
2016
Final Draft by
April, 2016

Suggest/Determine topics for

school level team time early
release days;
Schedule district PLC meetings on
ER/PD days or after school where
topics relate to instructional
framework construction and
implementation

Assistant
Superintendent
Secondary Director
School
Administrators
Instructional
Coordinator/Coache
s

Survey:
September,
2016
Implement
Schedule:
October, 2016May, 2017

Survey data

Provide EngageNY/Eureka
implementation support and
training (face to face and virtual)
for K-5 math teachers

Assistant
Superintendent
Instructional
Coaches
Project Lead
Teachers

Monthly
2016-17

Weebly
Meeting Signin
Edmodo/Meeti
ng Burner

Provide training to instructional

staff to earn Local AIG
Endorsement focusing on tools for
differentiation and higher level
thinking

Secondary Director
AIG Leads
Instructional
Coordinator

August - May,
2016-17

Online
participation
log;
Meeting SignIn
Certifications
List

Training
Schedule/Topic
s
Sign-In

Page 4 of 7

CURRITUCK COUNTY SCHOOLS

DISTRICT STRATEGIC PLAN & IMPLEMENTATION MAP
2016-2019
Create an incentive plan for
teachers wishing to participate in
AIG Licensure Coursework,
increasing the number of AIG
certified teachers in the district

Secondary Director
AIG Leads
Cohort Lead: Diane
McDowell

August - May,
2016-17

Progress
Reports on
course
completion
Licensure
Reports

Provide ongoing support and

assistants to teachers seeking
National Board Certification (or
recertification) to increase the
number of highly skilled NBCTs in
the district

NBCT
Lead/Instructional
Coordinator
Assistant
Superintendent
Secondary Director

September May
2016-17

Meeting SignIns
Certification/R
enewal Report

*****

Transforming Initiative 3: Align and allocate resources to goals and needs based on data.
Effective school districts ensure that the necessary resources, including time, money, personnel and materials are
allocated and aligned to accomplish the districts goals. Once these resources are allocated, their use is
monitored and evaluated to determine their impact on student achievement. (Waters & Marzano, 2006)

Key Cabinet Member Responsible:

Mark Stefanik, Superintendent

Sandy Kinzel, Assistant Superintendent
Paul OBriant, Chief Information Officer
Laurie Trussell, Finance Officer
Anne Mackin, Human Resource Director
Alignment to State Board of Education Goals:
Every school district has up-to-date financial, business, and technology systems to serve its
students, parents and educators
Alignment to Currituck County Schools Beliefs and Goals:
Student Learning and Decisions will be
Student-Centered
Data Driven
Personalized
Collaborative
TOOLS:
NC School Executive Evaluation Instrument
NC Teacher Evaluation Instrument
Fiscal Management System
Comprehensive Needs Assessment
Master Schedule
Enrollment and ADM data
District Technology Plan
PHASE I (YEAR 1)
In Year 1 (2016-2017), we will be successful if we have evidence of:
Evaluate all resources (fiscal, time, personnel) based on data, to include team meetings to review programs,
products, or positions as opening occur throughout the year;
Evaluate budget savings and reallocate resources to support goals as changes occur in the current budget cycle;
Conduct internal audits to reduce the financial processing errors;
Investigate and implement processes and/or tools to reduce local expenses (school nutrition charges);
School performance on achievement and growth components of the school performance grade will increase by
5-8%.

Page 5 of 7

CURRITUCK COUNTY SCHOOLS

DISTRICT STRATEGIC PLAN & IMPLEMENTATION MAP
2016-2019
STRATEGIES:

Schedule and hold monthly Cabinet Meetings and Administrative meetings to discuss and create alignment in
practices and procedures;
Analyze data to evaluate programs for effectiveness, reallocating funds to programs with higher or potentially
higher effectiveness;
Research processes and tools to assist in communication and collection of meal charges.

Strategies/Actions detailed here:

KEY ACTIVITY

PERSON(S)
RESPONSIBLE

TARGET DATE

ARTIFACTS

Conduct monthly Cabinet

and Administrative
meetings where practices
and procedures are
reviewed and refined
through a collaborative
process.

Superintendent
Assistant
Superintendent
Cabinet Members

Monthly
2016-17

Meeting Agendas
Meeting Notes
Process
Documents

Analyze vacancies for

essential need for
potential cost savings to
the district.

Superintendent
As vacancies
Assistant
arise
Superintendent
Directors/Administrat
ors

Data and
Discussion notes
related to specific
program/need

Conduct year end

evaluation of programs
purchased by the district
to determine effectiveness
before renewing purchase.

Assistant
Superintendent
Chief Information
Officer
Directors

May- July,
2017

Survey
Data Collection
Review
Purchase Renewals

Conduct regular internal

audits of purchasing and
fiscal management
procedures; reporting
areas for improvement

Finance Officer
Assistant Finance
Officer
Finance Personnel

Rotating
Schedule
established

Internal Audit
Reports
Communication
with School
Administration and
Finance
Secretaries

Investigate programs/tools
for tracking and
communicating student
fees owed in an effort to
reduce uncollected fees or
charges

School Nutrition
Director
PowerSchool
Coordinator
Chief Information
Officer

Begin:
September,
2016

Quotes
Feedback from
Field

Review progress towards

goals at quarterly
intervals, reporting out
mid-year progress to the
Board of Education.

Superintendent
Assistant
Superintendent
Directors
School
Administrators
School Improvement

Quarterly
Reviews:
November
FebruaryBOE
April
June

Progress Reports
Notes from
Meetings
BOE Agenda and
Reports

Page 6 of 7

CURRITUCK COUNTY SCHOOLS

DISTRICT STRATEGIC PLAN & IMPLEMENTATION MAP
2016-2019
Chairs/Teams

COMMITMENT

TO THE

WORK

This document reflects the work of Currituck County Schools Superintendent,

Superintendents Cabinet, School Leadership Team and Board of Education. The plan will
serve as a guide as the district works toward increasing academic achievement for ALL
students. It will be continually monitored, evaluated and updated.
SIGNED BY:

_MARK STEFANIK_________________________
___10/6/16_________________________
SUPERINTENDENT

_DR. BILL DOBNEY___________________________

DATE

___10/6/16_________________________

CHAIRMAN, CURRITUCK COUNTY BOARD OF EDUCATION

_SANDRA KINZEL____________________________
ASSISTANT SUPERINTENDENT

DATE

____10/6/16____________________
DATE

Page 7 of 7