Goal 1:
The Superintendent will continue to meet expectations of Board of Education regarding student achievement.

• CRCT – Continue to make progress toward target goal in system average results of CRCT (Target: above state average on 95% of all categories in Grades 3, 5, and 8)
• SAT - Continue to make progress toward target goal for system wide average SAT scores (Target:1600 by 2011-12)
• ACT – Continue to make progress toward target goal for system wide average ACT scores (Target: of 23 in 2011-12)
• Graduation Rate – Continue to increase system average (Target: 80% of the class of 2011)
• Investigate availability of grant funding to establish alternative and/or non-traditional routes to a high school diploma
• GHSGT – Target:  Continue to make progress toward target goal in system average for 11th Grade first time regular program  test takers (Target: above 90%)
• AYP – Target: Make progress toward 100 % AYP at school and system level (Target: 100% by  2014)

Goal 2:
The Superintendent will use the System Strategic Plan to guide the implementation of the Charter System goals.

• Update the Strategic Plan to include all charter goals
• Update the Strategic Plan relative to the most current student achievement data
• Develop the Balanced Scorecard and present to the Board for approval at the November, 2010 Board Meeting
• Incorporate the System Strategic Plan Goals into the school improvement planning and staff evaluation process
• Integrate Strategic Plan goals into the Board meeting agendas, administrative staff meeting agendas, and appropriate meeting agendas at the building levels

Goal 3:
The Superintendent will increase involvement of all Stakeholders in the implementation of the Charter System goals.

• Develop and carry out election process for Local School Governance Teams
• Establish Local School Coordinating Council and conduct a minimum of 4 meetings during the school year
• Complete Tier I of LSGT training:  Overview of Roles and Responsibilities of the LSGT and Legal   Requirements- September/October 2010; Group Dynamics and Team Building-February/March 2011; Strategic Planning Process-April/May 2011
• Complete Tier I training for Administrative staff (building and central levels): Sessions incorporated into monthly Administrative Staff meeting agendas (Principals/Directors and Assistant Principals)
• Share established Goals and Plans with Board and post each school’s achievement vs. plan on E-Board
• Utilized community partnerships to further enhance the local school governing process and the involvement of all stakeholders.
• Continue to develop opportunities to build leadership capacity at School level

Goal 4: 
The Superintendent will maintain a balanced budget for 2010-2011.

• Continue the excellent work of keeping expenses under revenues and at or under budget.
• Continue Budget Planning process using the established structure of the Budget Steering Committee in an advisory role
• Continue regular meetings with Administrative Staff to evaluate and monitor line item expenses and share accountability
• Continue SPLOST Reconciliation Report to Board on a regularly scheduled basis
• Make sure Budget Planning information is updated on EBoard Strategic Plan site  for public review
• Determine other ways for the employees, parents and the public to provide input in ways to save money and streamline operations
• Investigate availability of federal, state, and private grant funding and funding through community partnerships to assist in implementation of charter goals

Goal 5:
The Superintendent will implement further stages of the new organizational structure at the central office.  The purpose of the new structure is to improve delivery of services to schools, control budget expenditures, and advance employee talent effectiveness.  The primary goal of the FCCS is to support student learning and achievement by providing “Quality Education for Quality Life.”

• Continue to improve effectiveness at the central level to provide excellent delivery of services to the schools and school communities and evaluate personnel assignments at the central level, recommending changes as needed.
• Work with central level administrative team and principals to develop more effective, timely, and systemic documentation of all employee evaluations to include developmental needs and commendations
• Develop a reporting system to Board on: Employee Evaluation Summaries, Referrals to Professional Standards Commission, and use of part-time employees
• Add Superintendent Evaluation Module to Strategic Planning

• Research and implement as needed and appropriate, research-based programs to encourage parent involvement in their children’s education
• Implement Superintendent’s Communication Plan designed to provide two-way communication between Superintendent and Stakeholders
• The Superintendent will continue to seek ways of being involved in national, state and local organizations/leadership opportunities pertinent to the progressive movement of Floyd County School System