A Strategic Vision for Results









A Strategic Vision for Results

“A Strategic Vision for Results” is intended to communicate, internally and externally, Gwinnett County Public Schools’ strategic direction. As such, it provides the foundation for the strategic goals that guide the school system’s work now and seven-to-ten years forward.

The document is divided into eleven major components of the organization. It lists for each of them the desired qualities and characteristics we believe are essential in a system of world-class schools. The document captures the desired state toward which we continuously strive. It also reflects our ongoing commitment to excellence, instructionally and operationally, through continuous quality improvement and accountability for results.


Vision for GCPS. . .

As a highly regarded school system that is committed to being world class, Gwinnett County Public Schools will strive to become:
a. A system that is acknowledged, accepted, admired, and emulated by customers, stakeholders,
professional peers, and competitors alike as a school system that is the best in its class.
b. A system of world-class schools where students demonstrate the knowledge and skills to be
successful as they continue their education at the postsecondary level and/or enter the work
force.
c. A system that is the school system of choice, worthy of the public’s support and confidence.
d. A practicing Quality organization.


Vision for Leadership. . .

As internal stakeholders in a system of world-class schools, leaders in Gwinnett County Public Schools, regardless of position or job area:
a. Are passionate about the vision, mission and goals of the school system.
b. Effectively and consistently communicate to those they supervise how their work links and
contributes to excellence in teaching and learning in the school system.
c. Model the principles of “Quality-Plus Leadership” by being focused on results, valuing
accountability, exhibiting high energy, energizing others, executing to turn vision into reality, and leading by example.
d. Encourage and inspire others to develop the characteristics of Quality-Plus Leadership.
e. Are committed to being lifelong learners.
f. Accept that leadership is responsibility, not position, titles, or money.
g. Believe that every employee in every area of the school system has the capacity to be a
leader.
h. Continually improve their own job performance so that the organization will continually
improve.
i. Clearly understand what constitutes effective performance in the organization in order to
achieve the desired results.
j. Nurture and promote a performance culture within their areas of the organization.
k. Understand that communication is an indispensable, primary responsibility of leadership.


Vision for Employees. . .

As key players in our quest to become a system of world-class schools, GCPS employees will be:
a. Committed to high expectations for student learning and willingly accountable for the results
achieved.
b. Respectful of the cultural differences among groups of students and employees.
c. Caring, competent, and passionate in carrying out their responsibilities in an ethical manner.
d. Committed to continuous improvement-- customer focused, internally and externally; results
oriented, and accountability driven.
e. Effective communicators within the organization and with the community.
f. Loyal to Gwinnett County Public Schools and supportive of its vision, mission, and goals.
g. Exemplary users of technology.
h. Role models for all students, the community, and those in the education profession.
i. Lifelong learners committed to high standards of personal and professional growth.
j. Recognized for superior skills and overall job performance.


Vision for Students. . .

As customers of a system of world-class schools, our students will:
a. Perform on or above grade level as measured by the standards set in our essential curriculum,
the Academic Knowledge and Skills (AKS), and evidenced through various local, state,
national, and international assessments.
b. Take responsibility for their own learning and achievement.
c. Be successful after high school, whether they continue their formal education or immediately
enter the workforce.
d. Learn in classrooms that are safe, orderly, and free from violence or disruption of any kind.
e. Demonstrate traditional values and good work habits.
f. Value and appreciate their school experience.
g. Develop and exhibit leadership and teamwork skills through their daily studies and
participation in extracurricular activities.
h. Become effective problem solvers and communicators through the proficient use of
technology.


Vision for Parents/Guardians. . .

As the child’s first and foremost teachers, and essential, expected partners in a system of world-class schools, the parents/guardians of our students will be:
a. Involved in appropriate and meaningful ways at the local school and system levels.
b. Engaged with the child and the teacher(s) in the process of teaching and learning in the
school, home, and community.
c. Proponents of setting high academic and behavioral expectations for their child, and active
participants in helping the child meet or exceed them.
d. Partners in accountability for their child’s achievement.
e. Comfortable in all interactions with school personnel on behalf of the child.
f. Supportive of the school’s goals and initiatives in order to contribute to the school’s
effectiveness and the child’s academic success.
g. Diligent in communicating with the teacher and the school on a regular, ongoing basis,
making use of oral, written, and electronic means of sharing information, concerns, and ideas
regarding the child’s learning.
h. Well-informed advocates for the school system’s direction and initiatives.


Vision for Curriculum, Instruction, and Assessment. . .

As the essential product and the core process of our system of world-class schools, curriculum, instruction, and assessment in GCPS will be distinguished by:
a. Clear alignment of the curriculum with instruction and assessment.
b. The continual review and revision of the Academic Knowledge and Skills (AKS) based on
input from faculty, staff, parents, and the community.
c. Widespread knowledge, understanding, and acceptance of the Academic Knowledge and
Skills (AKS) as a world-class curriculum.
d. A clear focus on desired results.
e. Teachers’ ability to access within and beyond the classroom the student data necessary for
planning instruction.
f. Assessments that are used as teaching and learning tools as well as measures of performance,
including Gateway tests that are used in making promotion decisions.
g. Instructional strategies that are effective, relevant, challenging, and engaging to the learner.
h. h. Teachers’ ability to teach and assess reading and mathematics as priorities and the
i. foundations for future learning.
j. i. A commitment to providing both academic extensions to challenge students and appropriate
interventions to help students who need more time and opportunity to learn.


Vision for Information Management and Technology. . .

As indispensable parts of the instructional and administrative infrastructure of any system of world-class schools, information management and technology in GCPS will:
a. Advance teaching and learning, with an emphasis on learning and problem-solving.
b. Provide learning opportunities through which students and staff receive, gather, analyze,
and/or present information.
c. Provide all users the information, skills, and tools they need to perform their jobs effectively
and make data-driven decisions.
d. Help teachers facilitate and evaluate student learning through a variety of methods with
anytime, anywhere access.
e. Facilitate communication between the system and its internal and external customers.
f. Enable the system to achieve operational and analytical excellence through the use of
progressive technology solutions.


Vision for Facilities. . .

As a system of world-class schools, GCPS’ facilities will include:
a. Classrooms within a standard school building for all students.
b. Continual improvement of schools so they conform to systemwide specifications and
standards.
c. Schools that are designed, organized, and managed to ensure flexibility so that small learning
communities may be created within large schools.
d. Appropriate spaces for alternative, nontraditional, or specialized programs that are necessary
in order to meet our students’ varying instructional needs at all school levels.
e. Learning arenas beyond the classroom that contribute to increased student achievement,
including system-level performing arts centers, an adult/teacher learning facility, and a
community stadium for each school cluster.
f. Schools and central support facilities that are equipped for the system’s standard technology
applications.
g. A central office facility to house all administrative and instructional personnel.
h. Attractive, well-maintained buildings and grounds.


Vision for Communication. . .

As a vital component of a system of world-class schools, a communication culture will be embraced throughout the organization that:
a. Acknowledges that communication is the responsibility of every internal and external
stakeholder.
b. Promotes honest, reliable, two-way communication that builds trust and meets the highest
standards of candor, openness, and accuracy.
c. Is grounded in a commitment to share accurate, timely, meaningful information with and by
stakeholders.
d. Is driven by the needs and wants of the intended audience and involves the use of multiple
communication channels.
e. Empowers stakeholders to be knowledgeable participants in the decision-making processes of
the school system.
f. Demands communication of best-in-class practices throughout the organization.


Vision for Public Image and Community Pride. . .

As a major factor in the economic vitality of the community at large, Gwinnett County Public Schools will constantly strive to be a system of world-class schools that:
a. Continually earns the trust of taxpayers and citizens through effective management of its
resources – financial, human, and physical.
b. Encourages the involvement of business partners in integrating instruction with workplace
experiences for students and teachers.
c. Actively engages parents and community leaders in the work of the school and the system for
the benefit of students.
d. Contributes to the county’s success and well-being through the leadership and contributions
of its employees in the community.
e. Attracts residents, as well as employers, to Gwinnett County because of the system’s
reputation for excellence in teaching and learning for all students.
f. Is regarded by the public as a school system of choice, worthy of the public’s support and
confidence.
g. Effectively communicates with all audiences, both internal and external.


Vision for Financial Stewardship . . .
As a leadership imperative in maintaining public confidence in a system of world-class schools, financial management in Gwinnett County Public Schools will:
a. Operate according to procedures that are transparent to citizen stakeholders and agencies whose regulatory authority extends to the state’s public schools.
b. Exceed the standards for accountability, integrity, and trust established by internationally recognized investor services and professional business organizations.
c. Ensure that all resources are acquired, expended, and accounted for in accordance with local, state, and federal laws and the financial industry’s recommended best practices.
d. Target the necessary resources toward activities that support the organization’s core business, teaching and learning.
e. Ensure that decisions regarding current funding are made with a long-term perspective to ensure adequate financial resources are available to meet future needs.
f. Constantly look for and pursue alternative sources of revenue as well as means to save scarce financial resources.