Strategic Plan

Early College High School

Learn more about earning a high school diploma and two-year college degree…

ECHS Website

District of Innovation

What is a District of Innovation?

The District of Innovation concept is part of Texas House Bill 1842, passed during the 84th Legislative Session in 2014, and allows traditional school districts the opportunity to utilize flexible operation strategies similar to open­-enrollment charter schools.  Learn more on the District of Innovation page.

 

Details

The Round Rock ISD Strategic Plan is a road map for developing programs and facilities over the next five to 10 years. The community-driven process includes a data collection, design and action plan creation phases involving all levels of the community through the assistance of a nationally recognized education consultant.

Round Rock ISD and partner Engage! completed the data collection for Strategic Planning on February 13 with the closing of its survey. The Strategic Planning process included 275 attendees at four community meetings, 250 participants in 14 focus groups and 13,000 responses on an online survey.

On February 26 and 27, the 43-member Design Team met to develop a framework for the Strategic Plan, completing a draft of the plan’s action statement, learner profile and eight district goals.

The Board of Trustees will host a workshop regarding the Strategic Plan in April, reviewing the findings of the Design Team and providing input. The Design Team will meet again to finalize the proposal that will go to the Board during the May regular meeting. In May, Board of Trustees will be able to adopt, reject or propose further revisions to the Strategic Plan.

SRS 2.2 Continue to improve device­ to ­student ratio and upgrade technology as needs exist.

SRS 2.5 Provide students opportunities to use technology to support their learning.

SRS 2.7 Develop programs for supporting parent access and understanding of instructional technology.

SRS 3.2 Identify and address the disparities that exist in academic achievement.

SRS 3.8 Create staff recruitment and retention programs at Title I schools.

SRS 5.1 Expand curriculum and offerings to provide students with varied options earlier in life.

SRS 5.4 Expand access to early higher education opportunities.

SRS 7.6 Expand business externships as a component of professional development

SRS 8.1 Develop communication plan.

SRS 8.2 Use multiple communication media.

SRS 8.3 Recruit key interest group leaders to communicate the strategic plan.

SRS 8.4 Create comprehensive marketing plan.

SRS 8.5 Create a network for feedback.

SRS 1.3 Recruit and hire teachers and administrators that demonstrate and articulate value in continuous professional learning and improvement
SRS 1.4 Student feedback and performance to identify student learning styles and structure instruction and assessment to support
SRS 1.5 Identify and study innovative instructional practices in and out of the district.
SRS 1.8 Ensure and enforce safe and secure learning environments for all students, staff, and community partners.
SRS 2.3 Establish a consistent core of knowledge and skill sets required of each pre-K-12 teacher to effectively integrate technology.
SRS 2.4 Provide professional development for teachers on how to effectively integrate technology and redefine the use of technology to provide real world experiences.
SRS 4.2 Design and deploy a professional development plan focused on differentiated learning, meeting the needs of diverse student populations, and embracing all cultures.
SRS 4.4 Expand course offerings that provide greater options and more flexibility for students
SRS 5.6 Expand or adjust school schedules to accommodate students with unique needs.
SRS 5.9 Provide more innovative professional development opportunities for staff that enhances flexible programs and learning environments.
SRS 6.2 Educate and train staff and students in the use of flexible learning spaces.
SRS 6.3 Design a district prototype and campus-by-campus plan  for flexible learning spaces,which include innovative furniture, use of unique indoor/outdoor resources, and design.
SRS 6.4 Communicate to the community the need for flexible learning spaces.
SRS 6.5 Investigate opportunities for funding to facilitate flexible learning at all campuses.
SRS 7.1 Expand mentoring opportunities.
SRS 7.4 Create a centralized resource for campuses to access and contact with business partnerships.
SRS 7.5 Create a process for businesses to partner with the district.

Why Strategic Planning?

It is critical to the fidelity and sustainability of public education that educators engage stakeholders in reflective dialogue about the purpose of education in a local context. In order to create readiness for transformation. This step is the necessary first step in the Engage! Transformation Model for moving from the teaching platform of the industrial model school to the learning platform model to ensure students are competitive and have the appropriate skills needed for the demands in our current society. It is essential to engage all stakeholders and gather input about the goals for the educational system that can inform the decision-making process in Designing Transformation. Engaging students, parents, teachers, administrators, and community members in this dialogue leads to the creation of systems to support the shift from teaching to learning and the strategic abandonment of systems that no longer serve learners well in the current environment. Finally, creating a shared Call to Action and a Profile for Learners in this 21st century context and establishing clear Learning Outcomes including the soft skills that are so critical to college and career readiness provides a meaningful target for educators and learners beyond a grade or a test.

What Is Strategic Planning?

The first part of developing a Strategic Plan involves engaging dialogue with stakeholders about why it is necessary to transform the system and gathers triangulated input to share with the Design Team.

Considerations

  • How will we create readiness with the students, parents, teachers, administrators, Board of Trustees, and community to think about the need for systems changes?
  • How can we provoke thinking about the context of the global job market and the types of skills today’s learners need to be competitive or to pursue their dreams?
  • Have we already been having these conversations?
  • How might we use the TASA Visioning work to facilitate our conversation?
  • How will we use the new initiatives/requirements in House bill 5 to align and coordinate district plans/programs of study?
  • What can we view, read, study that will inform our decision about learning outcomes for students?
  • How might we create a shared call to action for our district that includes beliefs about learning, outcomes for students, and norms for working in a learning platform or re-focus on goals in our current strategic plan as a vehicle for discussion about this transformation?

Do you have a specific question about this process? Please email us at Community Relations.

Creating the Destination District for Public Schools

Goal #5 Milestones Strategic Plan (All projects are pending further discussion and final approval from Board of Trustees)

2016-2017

  • Comprehensive High School #6 Design
  • Joe Lee Johnson STEAM Elementary Academy
  • Arts Integration Academies (K-5)
  • Early College High School

2017-2018

  • Pearson Ranch Middle School
  • STEAM Middle School
  • World Language Academies (K-5)

2018-2019

  • Career Tech High School
  • Early Childhood Center
  • Virtual School
  • Visual and Performing Arts Academy (6-8)

2019-2020

  • Comprehensive High School #6
  • Early College High School #2

2020-2021

  • Health Professions High School