Board of Education Core Values

1. The Board values collaborative, meaningful relationships with all stakeholders to include parents/legal guardians, students, teachers, staff, administrators, Board members, state and local elected officials, and members of the community at large.

2. The Board believes in equity for all students, understanding that some students require additional resources in order to receive a quality education.

3. The Board values equity as a personal and professional responsibility and will strive to create inclusive learning environments in which every child is able to achieve her/his highest potential.

4. The Board will maintain rigorous standards and high expectations for all students as keys to academic excellence and lifelong learning.

5. The Board believes there is value in diversity and all students and staff members are endowed with unique talents and entitled to mutual respect.

6. The Board values and promotes practices that ensure a safe and orderly learning and work environment.

7. The Board will responsibly advocate for funding to operate an outstanding school system, and expects to be held accountable for allocating that funding to meet system needs.

Mission

The mission of Charles County Public Schools is to provide an opportunity for all school-aged children to receive an academically challenging, quality education that builds character, equips for leadership, and prepares for life, in an environment that is safe and conducive to learning.

Vision

The vision of Charles County Public Schools is to create the best environment where all students experience academic success, develop personal responsibility and achieve career readiness for the 21st century.

Board of Education Goals 2021-2022

1. Increase student achievement by offering a continuum of learning opportunities utilizing the integration of best practices in technology and instruction and expanding virtual learning.

2. Provide a safe, orderly and caring environment for students and staff and improve their engagement by supporting mental wellness.

3. Recruit and retain a highly qualified and effective workforce that is reflective of the community. 

4. Collaborate, cultivate, engage and partner with our parents and community to ensure transparency.

5. Ensure quality pathways to prepare students for college and career success are available and include accountability measures.

6. *Support the use of environmentally sound practices in the construction, renovation and operation of our facilities and implement an equitable process for new construction and renovation projects. (*Superintendent to provide suggested edits to the BOE after re-examining the new construction policy).

7. Ensure responsible stewardship of taxpayer dollars by implementing effective practices to best utilize local, state and federal funding.

Superintendent Performance Indicators for 2021-2022

1. Increase student achievement through a continuous use of best practices in instruction and collaboration to improve student learning, including a focus on technology use and the expansion of virtual learning and innovative programs to support students. 

• Improve student achievement across student groups by demonstrating:
  • Improvements in MCAP Fall 2021 to Spring 2022.
  • Improvements in students on grade level target or above in grades 1-8 using i-Ready from fall 2021 to spring 2021 (Reading and Math).
• Institute systems to provide access to rigorous coursework for more students by:
  • Establishing of a process to identify and support a greater number of students ready to follow a trajectory of Algebra 1 by 8^th grade; specifically focusing on identification and supports in grades 3-7^th (currently, 34% take  Algebra I by 8^th grade).
  • Operationalizing a virtual school option for secondary students to start in Fall of 2022 that offers similar options as a comprehensive school.
  • Conducting an analysis that removes system barriers for students to access AP courses and increases the numbers of students taking AP courses; specifically in traditionally underrepresented student groups.

2. Provide a safe, orderly and caring environment for students and staff and improve their engagement by supporting mental wellness.

• Ensure the implementation of Move This World across all middle schools and implement a monitoring tool to track impact in elementary and middle schools.
• Utilize existing and additional resources to support increases in student-based trauma as a result of the Pandemic by following and responding to the number of student referrals, risk assessment, and threat assessments.
• Institute a pilot model to expand behavioral health for adolescents in conjunction with Charles County Department of Health. 
• Expand in-person mental health supports for our staff by increasing the use of visits to health professionals through the Employee Assistance Program. 

3. Recruit and retain a highly qualified and effective workforce that is reflective of the community. 

• Increase the number of conditional teachers that pass the Praxis to be eligible for teacher certification and full teacher employment with CCPS (Baseline is 51 in SY 2020-21).
• Develop a set of structures to track and support IAs and Substitute teachers interested in becoming CCPS teachers. 
• Develop a system to communicate and track TAM graduates on a quarterly basis and monitor recruitment back to CCPS as teachers.
• Improve capacity development of teachers and school leaders to use data to impact student achievement as measured by fall-spring improvements in i-Ready and College and Career Readiness metrics for high school students. 

4. Collaborate, cultivate, engage and partner with our parents and community to ensure transparency. 

• Launch a new district and school-based website that improves access and communication for families and the community and survey stakeholders for input and feedback.
• Develop community engagement surveys to compare fall to spring survey results of stakeholders’ satisfaction with communications from CCPS, ability to communicate with CCPS, and response time to inquiries or concerns.
• Develop various forums to intentionally involve families and community stakeholders in decision-making processes such as:
  • the use of funding (specifically, COVID relief funding and the school district budget that is presented to the BOE);
  • the expansion of innovative programs (specifically virtual school and early/middle college options); and
  • membership in district-wide committees (specifically the Equity Taskforce).

5. Ensure quality pathways to prepare students for college and career success are available and include accountability measures.

• Audit current pathways to ensure CCPS has a portfolio of options based on economic viability and workforce indicators.
• Develop an accountability system that monitors how CCPS utilizes resources to improve completion/certification rates across all student groups and addresses any institutional barriers for students to access programs.
• Develop a strategic plan to implement early and middle college programs in CCPS and have one pathway available to start in SY22-23 with CSM or other higher-ed institution.

6. *Support the use of environmentally sound practices in the construction, renovation and operation of our facilities and implement an equitable process for new construction and renovation projects. (*Superintendent to provide suggested edits to the BOE after re-examining the new construction policy).

7. Ensure responsible stewardship of taxpayer dollars by implementing effective practices to best utilize local, state and federal funding. 

• Certify that funding (local and grants) are on target for expenditures as reflected through monthly reports to the BOE and the county.
• Develop processes regarding pre-approval of purchases and guidelines for use of P-cards.
• Report on the district’s ability to maintain set-aside funding allocations and a robust investment portfolio to be on track to meet its long-term fiscal obligations such as benefits and fund balance.
• Ensure that transition to the Oracle cloud-based Enterprise Resource Planning (ERP) tool is completed by June 30, 2022, with only training of staff remaining over the summer to fully transition the district to the new system.