2020-21 Enrollment Information

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Superintendent’s 2019-2020 Action Plan


The Superintendent’s Action Plan is designed to guide the action steps and priorities that Superintendent David Glasner will take in his new role. The plan is based on information gathered by Dr. Glasner during his pre-entry transition period as well as during his initial tenure as superintendent. Dr. Glasner will provide updates for the Shaker Heights Board of Education on findings from this work and the progression of this plan. Please note that the plan is a living document that will change and evolve as needed.

Overarching Action Plan Goals
  1. Implement District equity policy and create future strategic planning framework based on District equity policy
  2. Foster growth, improvement and stability in key student metrics, including those related to graduation rate and identified priority areas of focus
  3. Address District long-term facilities needs and financial security through the implementation of intentional and proactive planning structures

Goal One: Implement District equity policy and create future strategic planning framework based on District equity policy

Outcomes

  • Engage in multiple opportunities to discuss District equity work and to listen to stakeholder input related to equity work and disparities in achievement
  • Hire equity partner or consultant to support the implementation of District equity policy and to identify next steps moving forward, including the hiring of a permanent equity officer position, identifying an equity tool and providing additional support related to promoting equity throughout district operations
  • Provide training and professional learning for District leadership, including Board of Education, Superintendent, other District leadership and key community stakeholders
  • Regularly review, develop and recommend effective District policies (example: support the maintaining of an up-to-date Board policy manual)
  • Create a diversity recruitment and retention plan to address long-term District needs around the recruitment and retention of a diverse and well-qualified applicant pool for all positions
  • Implement strategic planning process that integrates District core values and equity policy

Goal Two: Foster growth, improvement and stability in key student metrics, including those related to graduation rate and identified priority areas of focus

Outcomes

  • Compile a comprehensive five-year strategic plan metrics data document in order to review areas of progress and continued growth related to current strategic plan
  • Develop a shared understanding of areas of curricular and instructional priority and areas of strength by collecting and soliciting input from groups of stakeholders
  • Provide staff, faculty and District leadership with multiple opportunities throughout the school year to learn from and about student achievement measures and to identify and reflect on areas of strength and areas for continued improvement in relation to student achievement metrics
  • Identify two specific priority areas of focus related to student achievement based on review of quantitative data and qualitative experiences
  • Expand Shaker’s First Class (SFC)  to serve a greater number of students in high quality pre-kindergarten programming
  • Identify metrics that will serve as benchmark assessments for measuring progress on future strategic plan goals and related to equity goals, in compliance with the District equity policy
  • Engage all students in rigorous teaching and learning through the development and refinement of curricular units across grade levels that align to the IB framework
  • Implement consistent social and emotional learning curriculum and practices across buildings and grade levels
  • Maintain and establish structures to measure school progress in meeting current Strategic Plan goals and to assess school quality

Goal Three: Address District long-term facilities needs and financial security through the implementation of intentional and proactive planning structures

Outcomes

  • In conjunction with the Treasurer and Chief Operating Officer, refine five-year financial forecast and capital project schedule and commitments
  • Create a long-term facilities planning advisory group that includes input and participation from a wide range of stakeholders
  • Successfully create and maintain hiring practices that balance the reality of limited community resources, declining enrollment trends, delivery of the strategic plan, greater flexibility to serve students and parents equitably, and increased student achievement
  • Create structures for input and dialogue on long-term facilities planning from Shaker Heights taxing authorities and a wide range of community stakeholders through the auspices of Forward Together Joint Task Force
  • Develop a proposed timeframe for putting an operations levy and potential capital bond issue on the ballot
    Identify key potential long-term facilities needs related to expansion of Shaker’s First Class, ongoing support of the Innovative Center for Personalized Learning, expansion of CTE educational opportunities for Shaker students and continued enhancement of athletic offerings
  • Identify key potential long-term facilities needs related to expansion of Shaker’s First Class, ongoing support of the Innovative Center for Personalized Learning, expansion of CTE educational opportunities for Shaker students and continued enhancement of athletic offerings
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