Pathways Opportunities for Student Success Family and Community Partnerships Successful Workforce ​​Safe and Secure Environment
Pillar II: Strengthen Productive Family and Community Partnerships
OBJECTIVE II.i:    Communication between CCPS and the community demonstrates transparency, trust, and respect.
OBJECTIVE II.ii:   CCPS seeks out, welcomes, and engages parent and community volunteers to enhance student achievement.
OBJECTIVE II.iii:  CCPS partners with local government, businesses, and agencies to support student learning.
Priority Focus Areas for 2018-19
Baseline PerformancePerformance ​ ​ ​ ​Targets ​ ​
20192020
2021
20222023
Communication between CCPS and the community is meaningful, informative, timely, respectful, two-way, and multimodal.
  • 35% average of schools participating at CAC meetings
52%
​65%
​ 70%75%​ 100%
Intentional and appropriate communication outreach to our families of minority students, students living in poverty, special needs students, and English learners.
  • MSDE Climate Survey

 

 

  • 6,500 international telephone line and email requests

     

     
  • 428 participated in the Culture Expo

4.87%

 

6,500 requests

 

 

428

​N/A

 

8,400

 

 

817


​N/A

 

9,185

 

 

No Event

​ ​

5.0%

 

10,000

 

​TBD

 

12,180

2021 - 2023: Post Expo evaluation for attendees and EOY reflection on the implementation of the Expo. ​ ​
 

•     74 families participated in Special Education Family Support Nights

 

•     2017-18: Historically 20% of Title I families have taken advantage of at least one family engagement activity throughout the school year.

89



35%

​151

 


42%

​200

 


65%

220



65%

250

 


60% of Title I families will take advantage of at least one family engagement activities throughout the school year.

 •     CCPS continues to increase, document, and leverage the number of established partnerships with local government, businesses, and agencies in support of student learning aligned to specific pillars of the CCPS Strategic Plan.Presently CCPS has developed over 71 formal MOUs with a number of community partners. Each partner has been aligned with a Pillar of the Strategic Plan and has an internal relationship manager. In addition to meeting the goals of increasing our partnerships, staff will be developing measures of effectiveness of each relationship. ​ ​ ​ ​