Forsyth County Schools
Strategic Plan
Board of Education
Nancy Roche – Chairman
Tom Cleveland – Vice Chair
Ann Crow
Luke Haymond
Ronnie Pinson
Superintendent of Schools
Paula Gault
Annual Update: December 2006
Strategic planning in Forsyth County Schools is a community-based process. The current strategic plan,
VISION 2010, was developed with the assistance of over 300 school and community leaders and work
began in the fall of 2002. Seven areas of focus were established: (1) Utilization of Time; (2) Effective
Communications; (3) Technology; (4) Meeting the Diverse Needs of Learners (Academic, Extra-Curricular
and Co-Curricular: (5) Talent Management (Staff Development, Professional Development, Personnel, and
Community and Parent Involvement); (6) Providing for Expansion (Facilities, Transportation and Safety);
and (7) Finance. Each area was chaired by at least one community member and one school system
employee.
VISION 2010 is comprised of five strategic goals and is aligned with the system Vision, Mission, and
Beliefs. The strategic plan is updated on an annual basis and presented to the Board of Education and other
system and community stakeholders. Archived action steps, evidence and artifacts for are available through
the Superintendent’s Office.
The primary goal of VISION 2010 is to engage community and school stakeholders in developing a shared
road map for system decision making and continuous improvement. The strategic plan is a critical
component to Forsyth County Schools Accountability Framework in which the district and all schools are
held to performance standards and accountable to all stakeholders.
Vision Statement
Quality Learning and Superior Performance for All
Mission
Forsyth County Schools is a learning organization that believes students are volunteers, staff
members are leaders, and parents and the community are essential partners.
Beliefs
1.
2.
3.
4.
5.
6.
Trust among all stakeholders is vital
Everyone has capacity to learn
Change creates opportunity
Expectations influence accomplishments
A school-community partnership is essential
Leadership makes visions reality
Strategic Goals
1. Increase student achievement even as rapid change impacts the system
2. Recruit, maintain, enhance, and nurture a highly qualified work force
3. Pursue and effectively incorporate multiple alternate resources
4. Enhance the educational program through increased community involvement
5. Improve internal and external communication
Goal 1: Increase student achievement even as rapid change impacts the system
Key Strategies:
1. All students will learn a dynamic world class curriculum that is relevant, meaningful, and
engaging
2. Establish extra- and co-curricular opportunities that engage ALL students in school
3. Use a variety of strategies to improve student completion rates and reduce dropout rates
4. Use a variety of current and emerging technologies to support quality student work
5. Promote and maintain physical and emotional health in a safe learning environment in every
school
Action Steps for Key Strategy 1.1
 Provide profiles of district and school data
(demographics, student learning, school process, and
perception) to identify student strengths and needs
 Train and support teachers to:
o Design quality student work
o Utilize student profiles
o Collect, interpret and utilize classroom assessment
data
o Utilize appropriate district curriculum standards
and benchmarks
o Plan and prioritize instruction for all students
o Differentiate assessment and instruction
o Implement research-based best practices
o Assess and report student progress against
standards
o Serve as Teacher Leaders
Evidence and Artifacts 2006
 Data Profiles published annually
 View 2006 Data Profiles
 Decision Support Library developed for
class and student level data analysis
 Focused Choice – six half days of
professional learning focused on system
priorities
 Professional Learning focused on
implementation of the new Georgia
Performance Standards.
 View Professional Learning web page
 Conducted New Educator Orientation (with
400+, this was our largest to date).
 School Level Curriculum Maps developed
 Provide comprehensive professional learning focused on
instructional leadership and the Forsyth County
Professional Appraisal Cycle (PAC)
 Annual WOW III and Digital Schoolhouse
Conferences
 School-based Professional Learning Plans to
support school improvement and standardsbased teaching and learning
 Implement, evaluate, and monitor instructional plans for
student success using the Student Support Team Process
 Student Support Team Process revised based
on audit recommendation
 Implemented health services and
modifications through Individual Health
Care Plans
 New for 2006: View Pyramid of
Interventions
 SST supporting and tracking documents
available electronically to teachers and
administrators through student information
system.
 Diversity Council created to address
professional learning needs and to
 Increase understanding of diversity and cultures
collaborate with community agencies on
current issues
 Extensive professional learning targeting
English Language Learners
 Continued collaboration with CLASE
(Center for Latino Achievement and Success
in Education) at UGA
 Continued contract with Visiting
International Faculty (VIF) for cultural
exchange
 Received VIF certificate of achievement for
exemplifying excellence in international
education
Action Steps for Key Strategy 1.2
 Research, develop, implement, and monitor an
articulated plan to provide extra- and co-curricular
opportunities and auxiliary services that meet the interests
of diverse learners
Evidence and Artifacts 2006
 Extra-Curricular Task Force established
2006
 Establish and fill a position at the system level for an
administrator of extracurricular programs
 Part-time administrator on special
assignment added in 2006 with duties
including system coordination of
extracurricular programs
 Bi-annual student survey to determine
interests as part of gender equity study
 Extra-Curricular Task Force established
November 2006
Evidence and Artifacts 2006
 Forsyth Academy, non-traditional charter
school opened fall 2005
 NOBLE development
 Hired Coordinator of Online Learning
 Implement enterprise version of the online
learning system (Blackboard) in order to
facilitate learning at anytime and any place.
 High School Improvement
Recommendations 2006
 Continuation of elementary alternative
education program and Piedmont Learning
Center
 Prevention Services
 Partnered with numerous community and
county agencies to host nine Community
Adolescent Issues Panel Meetings
2006/2007
 Referrals and Resources for parents
 View Student Support website
 High School Improvement
 Evaluate extracurricular offerings for purpose,
participation, and equity
Action Steps for Key Strategy 1.3
 Develop alternatives to traditional schools
 Utilize support services to link parents to solutions
 Explore calendars and schedules that address student
learning needs and interests
Research “best practices and exemplary educational
systems” as part of ongoing improvement efforts
Action Steps for Key Strategy 1.4
 Implement a comprehensive, interactive, data-based
driven application that integrates standards-aligned
instruction, lesson planning assessment, grading and
reporting and educational content
 Develop and implement specific student technology
competency skills and benchmarks for each grade level
that support seamless integration of technology with the
curriculum
 Develop and implement a process for evaluating
technology (software / hardware) in the district
 Develop online portfolios of quality student work
 Investigate distance learning among schools to increase
offerings to students without additional staff
 Provide a “laboratory” where technologies are tested for
compatibility and application in an instructional setting
Action Steps for Key Strategy 1.5
 Identify and implement appropriate innovative service
alternatives to provide nutritious meals
Recommendations 2006:
 7-period academic day beginning 2007-2008
with a zero and eighth period for flexible
scheduling and an Evening School
 Forsyth Academy Calendar
 Surveyed over 1500 stakeholders on
proposed two-year calendars
 High School Improvement
Recommendations 2006: Research and data
provided on the website
Evidence and Artifacts 2006
 Blackboard Learning System training and
implementation with a focus on secondary
schools.
 Implemented NetTrekker, an Internet-based
instructional resources, Safari Montage
Video resources, both aligned by GA
Standards.
 In progress
 System-wide Technology Committee
convenes as needed using a protocol for
software review. (Policy IFA Policy /
Procedures)
 Staff web pages include samples of student
work through the Academic Portal.
o Ivan Zeitlin
o Meg Killingsworth
 NOBLE Online Education
 Exploration of special education inclusion
model in a virtual setting is in progress
 Video conferencing equipment (BOND
funded) review in progress
 DRIVE Laboratory design developed 2006 Laboratory creation 2007 at the Professional
Development Center
 Exemplary Science Team continued to
provide information on new technologies
Evidence and Artifacts 2006
 Breakfast in the Classroom continued; Grab
and go breakfast alternative; Brunch on
early release days
 Expanded options (e.g. alternative milk
packaging, 3 choices of fruit and vegetable)
to increase healthy choices
 Wellness Policy approved 2006
 View Food and Nutrition web page
 Provide clean and attractive facilities with excellent
environmental quality to enhance learning
o Conduct GEMA All-Hazards Safety Assessment
(5/31/07)
o Facilitate writing of School Safety Plans for each
new school (10/1/06)
o Seek GEMA Certification (1/18/07)
o Facilitate Revision of School Safety Plans / Seek
GEMA Re-certification (10/1/06)
 Utilize research based violence prevention curriculum
 Implement the Threat Assessment Process
 Assess school climate/culture and implement strategies
for improvement
 Implement the national model for counseling
 CO2 and humidity sensors have been
installed in all facilities, and HVAC units
programmed to maintain below 60%
humidity
 Contract awarded to Vendor to change
HVAC filters every (6) weeks
 Athens Janitorial inspects buildings every
month and rates custodial staff in all
categories
 Dehumidification units installed in all media
centers
 Continued Second Step Program
(elementary schools)
 Certification and expansion of Olweus
Bullying Prevention Program (secondary
schools)
 View Prevention Services web page
 Continue to provide training on the FCS
Threat Assessment Process developed in
2002
 View Student Support web page
 Annual Stakeholder Surveys (October /
November 2006) for certified and classified
staff, parents, and students included
questions on school culture. Results will be
used for continuous improvement planning.
 ASCA Model for counseling initiated 2005
and development continued in 2006
 Counseling mission and beliefs approved by
the BOE 2006
Goal 2: Recruit, maintain, enhance, and nurture a highly qualified work force
Key Strategies:
1. Identify the talent needs of the system.
2. Maintain system capacity to support schools.
3. Recognize and reward excellence.
4. Nurture and maximize the talents of each individual.
5. Offer innovative benefit packages and attractive salaries.
6. Maintain positive work environment.
7. Provide up to-date training in technology.
Action Steps for Key Strategy 2.1
Evidence and Artifacts 2006
 Develop and utilize a plan to identify talent to match
 Continued use of MUNIS for personnel
program needs, specify critical areas, personnel attrition,
tracking
cultural diversity, and student growth
 Continued use of Subfinder application with
Webconnect
 Consolidated application process for
classified staff
 Created a certification/staffing decision
 Monitor the longevity and performance of new hires and 
analyze that information against recruitment data
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 Identify, develop and maintain strong, capable people
for leadership roles in all areas
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 Address system needs through the development and
implementation of a comprehensive continuity plan
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Action Steps for Key Strategy 2.2
 Establish a growth formula to add positions at the
school and central level to meet the district’s changing
needs, objectives, and growth
 Ensure that personnel allotment standards and allocated
positions are in line with the Board’s vision
Action Steps for Key Strategy 2.3
 Acknowledge exemplary performance, special licenses,
and certifications of school system staff
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 Review the salary structure at all levels annually,
promote from within when applicable, and recognize
quality work utilizing various rewards and incentives
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 Explore the feasibility of establishing career paths and
merit pay and/or pay for superior performance for ALL
employees
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library for administrator use in assignment
of highly qualified staff
Continued exit interviews and surveys
Utilize results to inform leadership and
develop research-based retention tools
Developed three-tier leadership
development through the Office of
Educational Leadership to include coaching,
mentoring, and study.
Annual updates to system continuity plan;
restructure of system organization July 2005
Developed a comprehensive Superintendent
search plan that involves community and
school stakeholder input through a variety of
methods.
Evidence and Artifacts 2006
Established allotment criteria and standards
at the school level
Projection and planning based on verified
data originating from student information
and GIS systems review annually
Annually review allotment standards and
criteria against legal and accreditation
requirements and the Board goals and
continuity plan
Evidence and Artifacts 2006
Annual acknowledgment of NBTS
certification 55 total in FCS to date
Awarded 2006 FCS Teacher of the Year and
recognized all school Teachers of the Year
Monthly administrative peer recognition
started June 2006
REACH Employee of the Month
Conduct monthly Board Special Recognition
for State and National accomplishments of
students and staff.
School Partners in Education programs
recognized at annual awards luncheon and
highlighted monthly in Cumming-Forsyth
County Chamber of Commerce newsletter.
Published a series of Principal Spotlights in
UpinCumming magazine.
Annual review of Metro RESA salary study
in comparison with FCS salary structure
Upgraded substitute salary for highly
qualified substitutes
In Progress
Action Steps for Key Strategy 2.4
Evidence and Artifacts 2006
 Expand and improve leadership development, mentor
 Created a Leadership Development Team to
training, induction process, and peer assistance program to
review Aspiring Leaders program and make
ensure success
recommendations for building capacity
 Continued to reassign / transfer assistant
principals to enhance leadership experiences
and ensure continuity
 Reduce staff turnover and its negative impact on student  Continued offering flexible work schedules
achievement by enhanced training, recruiting, and
 Support for Special Education staff
mentoring programs
continued through monthly consortium
 Offer programs locally for employees working for initial  Local endorsement and certification classes
or add-on certifications or fields
offered in FCS: pre-school special
education, gifted, reading, ESOL,
technology, and leadership
 Supported special education teachers in
expanding certification to meet highly
qualified teacher requirements.
 Facilitating Master Teacher application
process
 Establishing a collaborative relationship
with MRESA to offer a practicum for Permit
holders to convert to a clear renewable
certificate
 View the Human Resources webpage for
information on certification
 Adopt activities that nurture staff, encourage health and  Initiated health screenings, physical
well being and offer basic health services to all staff
conditioning programs, and nutritional
members
education programs.
 Expand the Leadership Academy to include a track for
 Classified Leadership Courses were
classified staff
developed and begin January 2007
 View the Leadership Academy web page
Action Steps for Key Strategy 2.5
Evidence and Artifacts 2006
 Monitor, compare, and adjust FCS compensation and
 Despite inadequately funded state mandates
benefit packages to be competitive with systems that
for employee raises, class size reduction,
compete with us for talent
and employer costs for health insurance, as
well as student enrollment growth and the
opening of two new schools, presented a
budget with little growth and well within
current millage rate, while still passing
along a 4% raise to all classification of
employees.
Action Steps for Key Strategy 2.6
Evidence and Artifacts 2006
 Establish a climate where high performance is a shared
 Annual Stakeholder Surveys (October /
responsibility
November 2006) for certified and classified
staff, parents, and students included
questions aligned to the Georgia School
Standards. Results will be used for
continuous improvement planning.
 Involve staff in decision-making
 Ensure consistency by adhering to the recruitment,
hiring and induction process for all personnel
 Cross train key staff to ensure operational continuity
 Review the number of personnel leaving the system in
each employment area to determine cause of attrition
Action Steps for Key Strategy 2.7
 Provide training for all personnel in the use of emerging
technologies as applicable to their specific work
 Superintendent meets with six advisory
committees, comprised of different
stakeholder groups.
 Annual improvement planning using the A+
Improvement Model (A.I.M.) involves all
school staff in making decisions about goals,
actions, and progress.
 Annual Stakeholder Surveys were open to
all staff, certified and classified, to provide
input for decision making.
 The High School Improvement Committee
included various administrative, teaching,
and counseling staff. The subsequent
Curriculum Review involved all high school
departments in decisions on curriculum and
instruction grades 9-12.
 VISION 2010 was reviewed by all district
and school administrative staff twice during
the year to review and update and is
reviewed by Cabinet members on an ongoing basis.
 As part of communications planning,
opportunities for staff input was provided
through various methods for system
initiatives and programs.
 Superintendent Advisory meetings held with
teachers, administrators, central office staff
and Cabinet.
 FY07 Budget developed based on feedback
from principals and central office
administrators; collective planning by
members of Cabinet and Board.
 Established allotment criteria and standards
at the school level
 Continued training on critical processes that
need to be understood by multiple staff
members.
 Continued exit interviews and surveys
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Evidence and Artifacts 2006
Technology Integration for Performance
Standards (TIPS) professional learning
program offered for all certificated staff and
instructional assistants.
Ongoing training provided by the school
level Instructional Technology Specialists
Ongoing training for administrators on data
analysis using online tools
DRIVE Laboratory design developed 2006 -
 Train all educators in the skills necessary to integrate all
available technology into the instructional process and
system initiatives
 Train educators, parents, and students in the skills
necessary in the use of Assistive Technology specified in
the IEP.
Laboratory creation 2007 at the Professional
Development Center
 Technology Integration for Performance
Standards (TIPS) professional learning
program offered for all certificated staff and
instructional assistants.
 View the Instructional Technology webpage
 The Assistive Technology Committee
started training for staff in collaboration
with the Georgia Project for Assistive
Technology
Goal 3: Pursue and effectively incorporate multiple alternate resources
Key Strategies:
1. Provide effective hardware, software and maintenance of technology.
2. Investigate sources for private donations.
3. Explore creative methods of facilities use, maintenance, and financing.
4. Pursue local, state, and national grants.
5. Work with local government to maximize resources for schools.
Action Steps for Key Strategy 3.1
Evidence and Artifacts 2006
 Establish a lease cycle for all classroom and
 Complete
administrative computers
 Update and upgrade instructional and administrative
 Decision Support Library enhanced to
software and applications to meet and enhance the needs
include teacher access to Classroom
and initiatives of the system
Dashboards
 Upgraded the media center automation
system to Follet’s Destiny to consolidate a
legacy system into a single database, and
provide for student/web access from home.
 Safari Montage video streaming library
 Complete the migration from existing ATM based
 Complete
WAN connectivity to Gigabit Ethernet electronics
 Provide a one-to-one ratio of computer-to-student
 In Progress
access
 Purchase instructional resources that are aligned with
 System-wide Technology Committee
Standards and Benchmarks and include well-designed
convenes as needed using a protocol for
technology components
software review and alignment to standards.
 Review current software holdings and student
 System-wide Technology Committee
achievement data to determine specific curriculum needs
convenes reviewed software purchases and
alignment to standards.
 Pursue access to subscription-based applications
 Failure Free Reading for Special Education
accessible on the internet
 Nettrekker for K-12 students
 Edusoft for middle schools
 Renzulli for individual schools
 Install an upgraded student management application that  Implemented Infinite Campus 2005 and
provides a better solution for grade book and curriculum
continue to expand use to support teaching
management
and learning
 Develop interoperability framework including system
 Design and implementation of data quality
standards and implement solutions to reduce data entry
and increase data reliability
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Action Steps for Key Strategy 3.2
 Promote developers’ donation of land for construction
of schools when reviewing zoning applications for large
developments
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 Develop a procedure for accepting donations and
recognizing donors
Action Steps for Key Strategy 3.3
 Partner with local government and outside agencies in
developing facilities with joint financing and use
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processes in conjunction with GDOE GSIS
system
Design and implementation of enterprise
information systems model; development of
enterprise architecture plan
View the Information Systems web page for
more information
Design and implementation of life-cycle
processing of student data through
registration process, active student
operational system, and archival of student
data.
Design and implementation of enterprise
records system in accordance with industry
standards and compliance with local, state,
and federal law. (By the term "enterprise,"
we are directing that all departments will use
the Trim records Management System as
applicable for their area's records and
archive requirements.)
Evidence and Artifacts 2006
The Facilities Department prepares written
response to all zoning applications with
impact on existing schools noted.
View responses on the Facility Planning
web page
Mashburn Estate donated 40 acres to
Forsyth County Schools on Mount Tabor
Road
Board authorized procedure
Accepted family donation for seller to
reserve naming rights for new school by
reducing sell price by $225,000. (Future
Elementary # 7.E.S.)
Evidence and Artifacts 2006
 SPLOST/BOND Passed November 2006
with 73% approval
 Partnership with Forsyth County
Government to build Park on excess land at
Daves Creek.
 Partnered with Forsyth County Water and
Sewer Government to provide sewer to
Silver City Elementary based on adjusted
tap fee agreement
 Partnered with Forsyth County Water and
Sewer to provide sewer to North Forsyth
Campus (3) schools, based on adjusted tap
fee agreement
 Partnered with other Developers to share
cost for Lambert High School sewer and
entire basin.
 Partnered with the Forsyth County Water
and Sewer and adjoining Developer to
transfer pump station and force main at
South Forsyth High to Forsyth County
Government Sheriff’s Office.
 Completed $2,689,873 in Capital
Improvements in 2005 and 2006.
 Contract with an energy savings company to provide
alternate sources of financing for capital improvements to
be repaid from energy savings
 Consider lease of new equipment
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Action Steps for Key Strategy 3.4
Evidence and Artifacts 2006
 Investigate lease-purchase program for new construction 
 Search for grants to implement future programs
 Participating in State Funded Pre-K Grant
program for inclusion of students with
disabilities
 Provide support to pursue and assist all sites and
 Business and Community Relations secured
divisions with finding and applying for grants
donation of $100,000 to the Forsyth
Academy; $25,000 to Daves Creek
Elementary and South Forsyth Middle
School; Scientific Games grant for high
schools, teacher gift certificates and
attendance incentives
 Establish Forsyth County Schools' foundation
 Board approved a resolution to support the
formation of establishing the Forsyth
County Educational Foundation, Inc.
Action Steps for Key Strategy 3.5
Evidence and Artifacts 2006
 Coordinate future school sites with local governments to  See: Partner with local government and
maximize resources, improve roads (e. g. turn lanes), and
outside agencies in developing facilities
provide water and sewer through shared planning and
with joint financing and use above.
costs
 Currently working with City of Cumming
and two (2) Developers to develop sewer for
Haw Creek Elementary, Lakeview Middle
School, and Mashburn Elementary
 Tap Fee for Daves Creek Sewer included in
Parks and Rec. agreement for new park.
 Worked with Forsyth County Government
on providing sewer availability to three
schools in North Forsyth.
 Establish / Maintain a good working relationship with
 GEMA
local and state emergency responder age
 FCEMA
 The School Safety and Discipline Director
attends monthly meetings with local law
enforcement, fire, and other emergency
response agencies
 Add Pandemic Plan info here
 Establish / Maintain a School Resource Officer Program  Continue collaboration with the Forsyth
County Sheriff’s Department to provide
 Train key personnel to utilize the new security and
camera systems effectively and efficiently
several school resources officers housed at
schools and at no cost to the system
 FCS assists in writing and revising the
Forsyth County Emergency Operations Plan
(FCEOP) and provides key resources and
services during the implementation of the
plan.
Goal 4: Enhance the educational program through increased community involvement
Key Strategies:
1. Embrace the community as a valuable resource for effective learning.
Action Steps for Key Strategy 4.1
Evidence and Artifacts 2006
 Identify current and untapped resources that will be
 Mentors
maintained in a comprehensive, searchable data base
 Referrals Sources
 Resources for Parents
 Engage stakeholders in reciprocal partnerships with
 Created new Business and Community
local, state, and national organizations and agencies
Advisory Committee
 Created Board-level Citizens Finance and
Operations Task Force and Legislative
Committee
 Continued partnership and participation in
Leadership Forsyth and Youth Leadership
Forsyth.
 Continued partnership with LEADER and
CLCP.
 Staff presented at numerous state and
national association conferences, as well as
serve on committees and boards.
 Communicate opportunities for partnerships and
 Organized an informational campaign for
involvement to all stakeholders
SPLOST/BOND - Passed in November
2006 General Election with 73% approval
(first time referendum was placed on general
election ballot).
 Restructured Partners in Education office to
Business and Community Relations
 Board approved comprehensive 2006-07
Community Involvement Plan
 Continued Educator Discount Program
 Developed print Alumni Directory and an
online alumni community
 Expanded System Job Fair and NEO vendor
sponsorship opportunities
 Involved Partners in Education in Discover
program and Special Olympics
 Created and distributed a list of stakeholder
opportunities for involvement and methods
of communication.
 Expand liaison relationships to governmental agencies
 System and all schools committed to a
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 Increase opportunities for staff and community mentors
to become involved in meaningful, public engagement
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Platinum Level Partnership with the
Cumming-Forsyth County Chamber of
Commerce 2006
Communicated with city, county and state
officials on SPLOST III 2006
Collaborating with Metro Atlanta Chamber
of Commerce’s Teacher Recruitment &
Retention Campaign
Established annual legislative priorities and
increased communication with legislatures
Collaborate with Forsyth Community
Connection to support students and their
families
Established a network with PIOs from
Forsyth County Sheriff’s Office, Forsyth
County Government, Forsyth County Fire
Department and Cumming-Forsyth County
Chamber of Commerce.
Worked with the Cumming-Forsyth County
Chamber of Commerce and Forsyth County
Government on economic development
prospectives.
FCS will attempt to improve data flow with
the Forsyth County government; working
with county on launch of government TV
channel.
Continued Forsyth County Mentor Program,
including mentors for the Forsyth Academy
Recruited members for Big Brother / Big
Sister
Hosted community Fall Bus Tour and
expanded one for realtors in the spring.
Incorporated students, parents and
community members in all task forces and
committees (e.g. High School Improvement,
Special Education Task Force, Textbook
Adoptions)
Goal 5: Improve all internal and external communications
Key Strategies:
1. Use the external audit to improve communication
2. Implement a wide array of communication techniques to address a diverse community
3. Educate the public on all aspects of education
Action Steps for Key Strategy 5.1
Evidence and Artifacts 2006
 Standardize communication procedures and tools to
 Utilized Communications Audit results to
engage all communities by:
develop system-wide communications plan
o Identifying effective media,
 Established and communicated a vision and
o Providing appropriate tools,
mission for department, as well as 11 areas
o Developing procedures,
o Educating stakeholders,
o Evaluating effectiveness of standardized process
 Enhance the communications office
of service and focus.
 System electronic and print publications
redesigned to focus on system vision and
beliefs
 Composed written history of the system and
its four high schools.
 FCS living tree video collection in
development.
 Continued Campus Messenger
 Redesigned The Communicator and Board
Briefs to interactive electronic formats that
track readability and forwards
 Launched electronic news clipping service
and Clip Mail summaries to staff.
 Produced 50,000 print copies of State of the
Schools (back-to-school annual report).
 Procedures have been developed for staff
contact with media, open records requests,
partner donations
 Standardized staff presentation guidelines
for Board meetings.
 Developed formal communications to use
with system initiatives, such as Grading and
Reporting and Redistricting
 Reformatted system website to be friendly
for individual staff designers; redesigned
branding of site to focus on FCS culture.
 Launch Video on Demand on website.
 Created evaluation tool for Superintendent
Advisory meetings.
 Created unanimous stakeholder contact us
email and phone service.
 Launched Campus Messenger
 Continued The Communicator, Board
Briefs, State of the Schools
 Procedures have been developed for staff
contact with media, open records requests,
PIE donations
 Developed formal communications to use
with system initiatives
 Implemented a new web content
management system, Academic Portal, to
better communicate with all stakeholders.
 Restructured Partners in Education office to
Business and Community Relations, and
evolved secretarial position to become
writing focused for electronic and print
mediums
 Utilized college interns
 Expanded collaboration with videographer
 Provide training for staff
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 Develop a bank of volunteer translators in a variety of
languages
 Increase opportunities for staff and community
members to become involved in meaningful public
engagement
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to increase video production (BOE meetings
and special purpose videos)
Conducted a Customer Service audit and
met with each school principal to work on
improvement
Launched Friday Notes and trained staff on
email consolidation.
Individual communications counseling for
schools and staff as needed or in emergency
situations.
Classified staff opportunities provided in the
area of communications.
In Progress
 Board included in the Chamber’s State of
the Community Address. Superintendent
and system/staff members spoke at
numerous engagements.
 System Teacher of the Year spoke to
community group and was the focus of a
welcome video, shown to new and returning
staff.
 Board approved comprehensive 2006-07
Community Involvement Plan
 Formalized process for feedback on
proposed and/or revised Board policies.
 Communicated the need for renewal of
SPLOST III, included meeting with every
school staff, LCS, parent organizations and
civic meetings.
 Partnering with numerous community and
county offices to host a series of Community
Adolescent Issues Panels
 Developed communications plans and tools
for redistricting, high school improvement,
grading and reporting, counseling services,
calendar, superintendent search, etc.
 Staff members serve on countless
community boards and committees.
 Hosted community Envision 2030 meetings
at middle school; staff served as facilitators
on steering committees; high school sessions
held to gain student voices.
 Hosted a Business After Hours at Shiloh
Point E.S.
 Introduced target audience buttons on
website to streamline audience specific
information.
 Worked with the FC Association of Retired
 Enhance Utilization of the website
Educators to dedicate the Hill Educational
Center.
 Implemented Academic Portal