OFFICE OF ELEMENTARY, MIDDLE,

SECONDARY AND

CONTINUING EDUCATION

President of The University and Commissioner of Education
Richard P. Mills

Chief Operating Officer
Richard H. Cate

Deputy Commissioner, Elementary, Middle and Secondary Education
James A. Kadamus

The State Education Department does not discriminate on the basis of age, color, religion, creed, disability, marital status, veteran status, national origin, race, gender, genetic predisposition or carrier status, or sexual orientation in its educational programs, services and activities. Portions of this publication can be made available in a variety of formats, including braille, large print or audio tape, upon request. Inquiries concerning this policy of nondiscrimination should be directed to the Department's Office for Diversity, Ethics, and Access, Room 152, Education Building, Albany, NY 12234. Requests for additional copies of this publication may be made by contacting the Publications Sales Desk, Room 309, Education Building, Albany, NY 12234.

Under the direction of the Board of Regents, the State Education Department's Office of Elementary, Middle, Secondary and Continuing Education (EMSC) is responsible for improving the quality of education programs and services provided to:

#       more than 2.8 million public school students in 4,200 schools, 704 school districts,
         and 38 BOCES (boards of cooperative educational services);

#         more than 480,000 private school students in 2,175 schools; and

#        more than 200,000 adult learners.

EMSC works to involve all of the school community in efforts to improve student achievement. All 704 public school districts and all 38 BOCES now have plans that require parents, teachers, administrators, and others in each school building to take part in decisions affecting the quality of education in each of their buildings.

In support of the New York State Education Department's Strategic Plan, EMSC has developed a Strategic Plan to guide its contribution to the overall Department goals.

As part of the strategic planning process, EMSC developed a vision statement, a mission statement, and a strategic goal directed at raising student performance. Four strategic objectives set forth the ways in which this single goal will be accomplished. The performance indicators for the strategic objectives will be assessed at least annually and will be periodically revisited throughout the year. Key strategies describe the broad activities that will lead to the accomplishment of the strategic objectives as measured by the performance indicators, consistent with the graphic depiction that follows.

The strategic goal and objectives are designed to cut across all EMSC offices with the intent of decreasing departmentalization and increasing collaboration and cooperation in support of low performing districts and schools in order to assist them in closing the performance gap. This strategic plan is designed to guide the various EMSC units in refining workplans, reviewing key products and services, determining key performance indicators at the operational level and identifying which critical tasks to continue and which tasks to discontinue.

To be the State's leader in the creation of an educational system which will produce the best educated people in the world.

To raise the knowledge, skill and opportunity of all people in New York State by strengthening local capacity to develop and implement quality education and support services which promote the intellectual, physical, cultural, economic and social/emotional well being of diverse students, families, adults and communities.

Direct staff and resources to implement high standards, measure results and build local capacity. Our efforts will focus on high need, low performing and schools in crisis, so that they can close the performance gap, thereby assuring that all students will meet or exceed the standards at elementary, middle, secondary and continuing education levels.

II. Build Local Capacity: Raise the achievement level of all students, especially those in high need, low performing schools and schools in crisis, by creating a safe, nurturing learning environment.

Performance Indicators:

III. Report Results and Promote the Effective Use of Strategic Data: Report results in ways that are useful in district and school decision making that will lead to all students meeting the Regents standards.

Performance Indicators:

15. Increase in percentage of EMSC customers using State reports on student performance to make program decisions.
16. Increase in local capacity to maintain and effectively use data for decision making.

IV. Support A High Quality Workforce: Create a mutually supportive, safe, productive and diverse environment in which we can fulfill our work assignments efficiently with challenging opportunities for professional and personal growth.

17. Increase in percentage of EMSC staff who feel their work is aligned within the EMSC strategic plan and priorities.
18. Increase in percentage of EMSC staff who feel they have the tools, technology and information to carry out the strategic plan.
19. Increase in percentage of EMSC staff who feels they work in a safe and supportive environment.
20. Increase in percentage of EMSC staff who feels that EMSC recognizes, supports and values the diversity that EMSC staff bring to the team effort.

  In order to accomplish our goal and objectives, we have identified the following key strategies:

• Develop and disseminate curriculum resource guides and other products to help school districts interpret, understand and apply learning standards and best practices.
• Provide assessments at elementary, intermediate, secondary and adult levels that accurately measure the degree to which the students are achieving the standards

• Promote and monitor school improvement, focusing on high need, low performing schools and schools in crisis to assist them in closing the performance gap.
• Promote and support comprehensive district educational planning;
• Identify, develop and disseminate essential elements of effective research-based instructional models;
• Provide timely and focused technical assistance using a system of regional school support centers;
• Assist districts by brokering research-based solutions;
• Promote and share best practices through focused professional development;
• Ensure that fiscal resources are used effectively to support the achievement of high standards for all students;
• Assist SURR schools in developing plans of corrective action;
• Help districts strengthen their services to English language learners;
• Assist districts in improving attendance rates and reducing school violence, disciplinary incidents, suspensions and dropouts;
• Improve the learning environment through assistance, training and monitoring regarding student health, nutrition and safety;
• Assist districts and schools to improve the quality, safety of and access to facilities; and
• Expand and strengthen early childhood initiatives.
• Build and maintain strategic alliances:
• Engage networks and professional associations in activities that support high standards;
• Involve families and communities in school decision making;
• Conduct curriculum reviews in low performing schools with the assistance of outside experts;
• Maintain and expand partnerships with various government agencies and other organizations; and
• Coordinate interagency initiatives and statewide school-linked services, e.g., welfare reform, Task Force on School and Community Collaboration, Partners for Children, interagency forums.
• Develop and support leadership and professional capacity at State and local levels:
• Train teachers, administrators and families in effective leadership skills in support of high standards
• Conduct leadership academies, focusing on high need, low performing schools, and schools in crisis;
• Promote professional development regarding research-supported best practices in educational leadership at all levels; and
• Increase the number of appropriately credentialed professionals working in New York State public schools.

3. Promote the effective dissemination and use of data, e.g., school report cards, Chapter 655 report and other community data for:

• State policy making;
• Local planning and decision making, e.g., in support of comprehensive education planning at the district level; and
• Evaluation of progress at State and local levels.

• Establish clear expectations for staff;
• Foster shared work ethics and practice;
• Recruit new staff to fill current vacancies and vacancies created by attrition/retirement in order to ensure continuity of work;
• Increase diversity in EMSC’s workforce, its networks and advisory councils, and its programs and services;
• Provide professional development to existing and newly recruited staff to enhance effectiveness;
• Provide opportunities related to job responsibilities and opportunities for personal growth;
• Promote equity of work assignments and appropriate delegation; and
• Improve productivity and communication through the application of technology and the streamlining of work processes.