Welcome to this page of the Muscogee County School District designed to provide you with important information and enhanced transparency. Here you will find updates relative to our district’s re-accreditation, the revised Strategic Plan, progress on capital improvement projects funded by the Educational Special Purpose Local Option Sales Tax (ESPLOST) and district expenditures below the $15,000. Board of Education approval threshold.

The revised Strategic Plan is based on the Superintendent’s Initial Assessment and Recommendation Report (see link) completed during the first 120 days of Dr. Lewis’ tenure. The report’s format is comprised of overarching areas of focus followed by district accolades and attributes, primary challenges and barriers, and recommendations for immediate, near and long-term initiatives relative to each finding. The full execution of the plan is expected to span ten years to reach full fruition. The designated tab provides insight into progress to date.

Similarly, the ESPLOST tab provides updates on capital improvement projects graciously funded by the 1 percent sales tax passed by local voters in 2015. The ESPLOST has afforded improvement opportunities in technology infrastructure, security measures, transportation upgrades and capital improvements via renovations and new construction projects that would not have been possible otherwise.

To further increase transparency with respect to district expenditures, a tab has been designed to list all expenditures under $15,000. School district policy requires al expenditures above $15,000 to be approved by the Board of Education. In the interest of increased transparency, a tab has been designed to list all expenditures that fall below the $15,000 threshold. It should be noted that the funding notices of many such expenditures are not by tax dollars but rather through donations, interest on internal accounts and district enterprise funds in accordance with state laws and guidelines.

Thank you for taking the time to visit this website page. Should you have questions, I invite you to contact us.

Dr. David F. Lewis

AdvancED Accreditation Status

1

Contact an AdvancED managing office and complete an application

Application has been completed and submitted to AdvancED. The External Review Team will be in Muscogee County on October 29 –November 1, 2017.

100% Complete

2

Collect student performance data

Student performance data will be collected based on self assessment to gain a comprehensive picture of student performance.

0% Complete

3

Conduct the Self Assessment

A self assessment will be completed by analyzing data and using supporting evidence to rate performance against a series of evaluative criteria.

0% Complete

4

Conduct stakeholder surveys

Stakeholder surveys will be utilized as part of the Self Assessment process to get feedback from representative parents, students, and staff. Results will be analyzed and a stakeholder feedback diagnostic will be completed.

0% Complete

5

Write an Executive Summary

The Executive Summary will describe and celebrate the schools and system, define purpose and direction, and identify achievements and challenges.

0% Complete

6

Create a quality improvement plan

A quality improvement plan will be created based on analysis of data that aligns improvement goals with diagnostic results, communicates purpose and direction, and builds shared commitment.

0% Complete

7

Demonstrate compliance with AdvancED, government and partnership requirements

Compliance is demonstrated by:

  • Reporting substantive changes
  • Sharing crisis/security management plan
  • Demonstrating effective financial audit system
  • Engaging in continuous improvement
  • Verifying that across systems all schools meet accreditation standards

0% Complete

8

Work with AdvancED to conduct and host an External Review

Led by an AdvancED certified Lead Evaluator, a rigorously trained review team will visit the school system. The team will:

  • Perform classroom observations using the AdvancED Effective Learning Environment Observation Tool (eleot)
  • Review student performance and stakeholder feedback
  • Conduct internal and external stakeholder interviews
  • Determine the extent to which your institution meets AdvancED Standards for Quality and other evaluative criteria as compiled in the AdvancED Index of Education Quality (IEQ)
  • Examine additional artifacts and evidence

0% Complete

9

At the end of the External Review, findings are presented, and the initial IEQ score is announced, pending further review by the AdvancED Accreditation Commission

The AdvancED Accreditation Commission meets and grants an accreditation status in January and June of each year.

0% Complete

10

Following accreditation, institutions should maintain momentum for continuous improvement

Continuous improvement is maintained by:

  • Engaging in ongoing self-reflection, internal review and stakeholder communication
  • Responding to Improvement Priorities for ongoing improvement
  • Submitting their Accreditation Progress Report within two years of the External Review
  • Celebrating the reward of hard work, success and dedication

0% Complete

Immediate

Initiative Progress
Standardize internal email communication format to promote clear and concise messaging

100%

Work to ensure two-way flow of information to stakeholders

50%

Establish distinct systems and expectations for collaboration within each region and throughout the district

100%

Expect all MCSD employees to adhere to the District’s core values

0%

Define minimum expectations for district and school websites

100%

Establish an extension of the Superintendent’s Cabinet to periodically include director level positions and above in order to enhance communication and broaden vision

100%

Continue to use student, principal and teacher advisory committees as a means of providing two-way communication between schools and the district

50%

Near-Term

Initiative Progress
Communicate the expectation that schools act in alignment with the District’s commitment to narrowing gaps and hold schools accountable for doing so

50%

Benchmark and develop dashboards correlated to the District’s Strategic Plan

50%

Increase transparency in communications regarding the current budget allocation process

50%

Continue meeting with focus and advisory groups initiated in the first 120 days

50%

Continue to conduct Editorial Boards

0%

Enhance communication through radio and television broadcasts

25%

Provide a “State of the District” Annual Report to the School Board and public

0%

Develop and disseminate a report for each school summarizing progress toward meeting School Improvement Plan goals

0%

Incorporate social media at the school level, as appropriate

50%

Initiate the use of press conferences announcing major initiatives, awards, and events

0%

Strengthen capabilities of the MCSD parent portal

50%

Differentiate and enhance parent and community engagement strategies

50%

Long-Term

Initiative Progress
Complete Social Return on Investment (SROI) analysis

0%

Partner with community athletic leagues to reach out to parents and at-risk students

0%

Collaborate with Columbus Consolidated Government Television (CCG-TV) and the City Council

50%

Open parent advocacy centers throughout the district to assist parents in navigating the school district

0%

Review and revise the community engagement plan to involve all constituencies

0%

Increase transparency and involvement in future budgeting processes

25%

Immediate

Initiative Progress
Develop and launch an Early Warning System to track student milestones (grades, credits, attendance, and discipline) to alert school personnel and parents of the need to proactively implement additional student support and interventions

100%

Allocate a graduation coach to assist secondary schools within each proposed region

100%

Review pre-kindergarten program to determine cost effectiveness of current model versus other state allowable options

100%

Implement a drop-out retrieval program to re-engage at-risk students

100%

Near-Term

Initiative Progress
Develop non-fiction based pre-kindergarten curriculum aligned to the expectations of the Georgia Early Learning Standards (GELS)

0%

Establish an accelerated academic pipeline at the elementary and middle level

100%

Explore the expansion of additional career and technical programming in the areas of aviation/aerospace, engineering/manufacturing, information technology, healthcare, transaction/processing, and tourism

25%

Implement the Readistep (PSAT 8/9) assessment in eighth grade district-wide as a predictor for accelerated coursework at the high school level

100%

Establish a local virtual (on-line) franchise owned and operated by MCSD

0%

Explore the creation of a district-wide career and technical secondary school

100%

Utilize re-entry forms to monitor and ensure support for overage and under credited students as they return to the school system

25%

Elicit perspectives of students, educators, and parents to gain insight regarding barriers and potential solutions

75%

Long-Term

Initiative Progress
Expand access and utilization of graduation coaches for each secondary school within the proposed region

100%

Harness the power of non-profits to provide expanded student supports

100%

Develop Peer Leader programs at all high schools to train interested seniors to mentor freshman as they transition to high school

0%

Immediate

Initiative Progress
Examine the current elementary scheduling model to optimize student access to all subject areas and to afford a consistent approach for teacher common planning time

100%

Modify the middle and high school scheduling models to include dedicated time for teacher common planning and student Increased Learning Time (ILT)

100%

Fully implement regional reorganization to provide dedicated support to schools.

100%

Ensure evidence-based, collaborative, teacher common planning time is consistent and pervasive across the district

100%

Begin development of a comprehensive and aligned (horizontally and vertically) district-wide K-12 curriculum in all disciplines, seeking input from teachers, school-based administrators, and district leadership

25%

Revise and develop a comprehensive plan that outlines district policies, procedures, and practices as a student progresses from pre-kindergarten through twelfth grade

75%

Adopt district-wide elementary mathematics instructional materials

100%

Refine district formative and summative assessments to ensure validity and reliability

100%

Near-Term

Initiative Progress
Review the current School Improvement Plan (SIP) process to ensure alignment and determine potential enhancements

100%

Emphasize the utilization of high-probability instructional strategies that have the greatest impact on student achievement

25%

Explore software to assist with the identification of strategies and the development of an Individualized Education Program (IEP) for Special Education students

100%

Focus on instructional practices critical to raising achievement and reducing the achievement gap

100%

Assess the current degree of “soft skills” instruction (active listening, goal setting, self-initiative, time management, conflict resolution, etc.)

0%

Adopt district-wide K-12 literacy instructional materials

100%

Finalize performance pattern analysis for both high performing and underperforming schools

100%

Continue to examine variance in performance across schools by student subgroup and match with identified “best practices” from high achieving schools

100%

Continue to enhance data team review protocol for school-based leadership teams and district level administrators to problem-solve collectively and allocate necessary resources

100%

Continue tiered support and intensive interventions to high priority schools

100%

Establish model classrooms to restructure K-3 environment for transitional regrouping of retained students with a proven highly effective teacher (differentiated pay)

25%

Address issues of underrepresentation and overrepresentation in specific programs

100%

Strengthen special education and English language learner instruction through tiered support for teachers and students

25%

Reform and restructure alternative education programs for at-risk and overage students

25%

Improve literacy (reading and writing) and mathematics instruction while targeting intervention for deficiencies throughout the district

25%

Collaborate with Columbus Technical College toward initiation of high-quality career and technical pathway programming with local partners, including internships in alignment with the regional industry cluster analysis provided by the greater Columbus Chamber of Commerce

50%

Long-Term

Initiative Progress
Becoming a STEAM (Science, Technology, Engineering, Arts, and Math) district to foster innovation and creativity

0%

Procure updated standards-aligned science, social studies, fine arts, CTAE, physical education, and world language instructional materials

0%

Develop a repository of video lessons aligned to College and Career Readiness Standards

0%

Seek to balance leadership workloads among job-alike leaders and provide additional supports, resources, and recognition

50%

Expand partnerships with universities

100%

Increase student participation and performance in high school accelerated mechanisms (Advanced Placement (AP), Dual Enrollment (DE), International Baccalaureate (IB), etc.)

50%

Expand promising early literacy programs and practices

0%

Expand dual language opportunities

0%

Immediate

Initiative Progress
Revisit the school district mission, vision, and core value statements

100%

Establish a proactive, problem-solving vision with a focus on children

25%

Develop and communicate a commitment for equity, excellence, and high expectations for all

25%

Near-Term

Initiative Progress
Integrate interventions such as Positive Behavioral Interventions and Supports (PBIS) into the Behavior Code and Discipline Policy and communicate expectations for use

50%

Revisit the Behavior Code and Discipline Policy with stakeholders and actively inform teachers, parents, students, and administration on implementation

50%

Increase articulation with Fort Benning in order to facilitate student transition

50%

Re-engage at-risk students through Service Learning and mentorship opportunities

0%

Celebrate individual and group leaders who actively promote, celebrate, recognize, and reinforce a culture of servant leadership

25%

Long-Term

Initiative Progress
Shift the district from compliance to systemic change agent

0%

Assess and align the District’s equity-based initiatives

25%

Develop a long-term plan dedicated to narrowing the gap and eliminating racial predictability and disproportionality

25%

Clarify the role of district office as Servant Leaders in support of schools

25%

Infuse a “college and career readiness” culture in all secondary schools, starting at the middle level

0%

Support “family friendly” workplace practices and policies

0%

Develop and conduct surveys to measure cultural elements

0%

Immediate

Initiative Progress
Repurpose current district staff to serve as regional professional learning and subject-specific content specialists to effectively support, coach, and mentor teachers

100%

Completion of Formative Instructional Practices (FIP) professional learning by school-based administrators and academic coaches

100%

Create a succession management plan that proactively builds a diverse pool of future district leaders, principals, and assistant principals

50%

Near-Term

Initiative Progress
Building upon the work previously begun relative to standards-based classrooms and provide support and training in moving from a behaviorist to constructivist theory of learning in alignment with newer, higher performance standards and assessments

50%

Develop a professional learning plan focused on high-yield instructional strategies and practices

100%

Completion of Formative Instructional Practices (FIP) professional learning by all teachers and select district personnel

100%

Recruit and retain high performing teachers, administrators, and senior staff

25%

Affiliate with colleges and universities to establish adjunct credentialing process, to recruit interns and recent graduates, and to address diversity needs

50%

Examine current evaluation practices and align professional learning initiatives with School Improvement Plans, Teacher Keys Effectiveness System (TKES), and Leader Keys Effectiveness System (LKES)

50%

Continue professional learning focused on technology integration (teacher and student)

25%

Leverage additional support and resources for first-year and developing teachers and school-based administrators

25%

Identify and develop model classrooms across grade levels for teacher observation

0%

Create more opportunities for teachers to visit one another’s classrooms and collaborate with one another

0%

Establish a focus on ongoing, job-embedded professional learning for all

0%

Evaluate the cost effectiveness of increasing access to professional learning through an virtual (on-line) professional learning system

100%

Long-Term

Initiative Progress
Establish Assistant Principal and Principal Internship Program

0%

Broaden the implementation of Lesson Study to all schools

0%

Establish research and development evaluator position to strategically analyze innovative programs and practices

100%

Work with realtors to establish a teacher village

0%

Analyze the effectiveness of professional learning on student achievement by teacher

0%

Match principals with community CEO’s to enhance social and professional capital

0%

Immediate

Initiative Progress
Develop and implement a district-wide Staffing Plan to ensure equitable personnel allocations

100%

Complete assessment of all district level staff, job descriptions, and functions

100%

Initiate process and performance management to promote efficiency and effectiveness

50%

Establish district-wide progressive discipline policies and procedures

50%

Create proposal for taking small measures to begin addressing Hay Study salary disparities

50%

Conduct work flow analysis of departments to determine peak intervals necessitating the shifting of human resources

100%

Analyze student hardships and magnet program transfers to determine their impact on school enrollments and the transportation budget

100%

Near-Term

Initiative Progress
Establish a strategic, aligned, prioritized, and balanced budget

100%

Solicit advice from local credentialed financial professionals regarding budgetary matters

100%

Review insurance benefit plans to determine cost avoidance

100%

Present recommendation of prioritized capital projects

100%

Establish minimum design parameters for the construction of new schools

50%

Standardize minimum specifications for purchasing new furniture, fixtures, equipment, and uniforms

50%

Repurpose resources to highest priority schools

100%

Allow greater autonomy for schools and administrators with proven success

100%

Long-Term

Initiative Progress
Restore fund balance (district reserves) equivalent to a minimum of two months

100%

Rethink the design, alignment, and investment of operations and budget with the District Strategic Plan

100%

Phase 1

Proposed Project Progress eSPLOST Projected Expense
Replace Spencer High School

5%

2015 $56,000,000.00
New Fine Arts School

55%

2009 $29,000,000.00
Seed Money for New Fine Arts School

100%

2003 $1,000,000.00
New Gymnasium at Fort Middle School

30%

2015 $4,100,000.00
Jordan High School Autism Center

100%

2015 $1,050,000.00

Phase 2

Proposed Project Progress eSPLOST Projected Expense
Cafeteria Expansion at Northside High School

0%

2015 $500,000.00
Building Additions and Alterations at Shaw High School

0%

2015 $4,000,000.00
Adequate Space for Weight/Wrestling Rooms (Columbus, Jordan, Kendrick, Northside, Shaw)

0%

2015 $5,000,000.00
Double Churches Middle School Autism Center

0%

2015 $1,200,000.00

Phase 3

Proposed Project Progress eSPLOST Projected Expense
North Virtual E-Library

0%

2015 $400,000.00
South Library Branch Addition

0%

2015 $600,000.00
Elementary School Autism Center

0%

2015 $1,250,000.00

Ongoing

Proposed Project Progress eSPLOST Projected Expense
Athletic Equipment at Various Locations

40%

2009 $625,000.00
System-Wide Sports Renovations

0%

2009 $165,000.00
Cafeteria and Auditorium Upgrades (Arnold, Clubview, Columbus, Eddy, Hardaway, Kendrick)

0%

2015 $1,000,000.00
System-wide Furniture, Fixtures, and Equipment (FF&E)

10%

2015 $2,400,000.00
Museum Electrical/Mechanical Equipment Replacement and Upgrades

95%

2015 $3,350,000.00
Refurbish School Nutrition Outdated Kitchens

10%

2015 $4,000,000.00
Ongoing Replacement of Outdated Buses and Related Equipment

40%

2015 $5,000,000.00
Replacement of Outdated Buses

100%

2009 $1,700,000.00
Ongoing Re-Roofing

5%

2015 $8,160,000.00
Ongoing Re-Roofing

0%

2003 $5,500,000.00
Energy Upgrades at Various Locations

50%

2003 $500,000.00
General Facilities Needs: Parking Lots System-Wide

100%

2015 $500,000.00
General Facility Needs: Noise Reduction Project at South Columbus Elementary

100%

2015 $50,000.00
General Facility Needs: Water Main at Blanchard Elementary

100%

2015 $26,500.00
General Facility Needs: Storm Drain and Erosion Control at Britt David Magnet Academy

100%

2015 $75,000.00

Phase 1

Proposed Project Progress eSPLOST Projected Expense
Ongoing Security Improvements and Replacement of Outdated Communications Equipment

30%

2015 $1,500,000.00

Phase 2

Proposed Project Progress eSPLOST Projected Expense
Kinnett Stadium Upgrades (Field House, Press Box, Concessions, Restrooms)

10%

2015 $3,175,000.00
Transportation Facilities and Alternative Energy Sources Study

0%

2015 $250,000.00
PK-5 Playground Upgrades

30%

2015 $250,000.00
Softball and Baseball Fields (Columbus, Hardaway, Jordan, Kendrick, Shaw)

0%

2015 $7,200,000.00

Phase 3

Proposed Project Progress eSPLOST Projected Expense
System-Wide Stadium

0%

2015 $11,000,000.00

Ongoing

Proposed Project Progress eSPLOST Projected Expense
Continuous System-Wide Upgrades to 21st Century Technology & Infrastructure

30%

2015 $34,000,000.00

Phase 1

Proposed Project Progress eSPLOST Projected Expense
Program Enhancements for New Fine Arts School

0%

2015 $6,000,000.00

Ongoing

Proposed Project Progress eSPLOST Projected Expense
Financing of Bond Issue

30%

2015 $4,000,000.00