The district has obtained a technology readiness evaluation. The district is addressing the areas of need in technology in three ways. 1) A technology director was recruited to oversee the organization, development, and implementation of information technology functions and support of student learning. 2) New computers were purchased for every elementary classroom and for the computer lab; middle school students have access to four chromebook carts to support one-on-one initiative. 3) The high school has access to virtual classes and CATE lab resources.
The McCormick School District has partnered with Lander University, University of South Carolina, and other rural districts to develop the first Rural Teacher Residency Program. The McCormick Rural Teacher Residency (MRTR) is a an innovative, clinically-based, teacher education model for preparing novice teachers to successfully meet challenges associated with teaching in rural, high-needs schools. Some of the benefits of MRTR is job placement in a rural district, tuition assistance, living expenses, and most of all, extensive time to expand upon pedagogical practices.
Standard 4: RESOURCES AND SUPPORT SYSTEMS
STANDARD: THE SYSTEM HAS RESOURCES AND PROVIDES SERVICES IN ALL SCHOOLS THAT SUPPORT ITS PURPOSE AND DIRECTION TO ENSURE SUCCESS FOR ALL STUDENTS.
McCormick County School District, strives to provide resources and services to all schools to support the purpose and mission of the district to ensure optimal opportunities for success for all of our students. The district has set a high priority on the recruitment, employment and retention of qualified/certified professional and support staff. This is an area of strength in terms of our efforts to ensure a great staff for our school district, but also a weakness in that the lack of housing and other amenities in our community make recruitment a challenge. The district does try to recruit from the local and area universities and colleges; working to ensure that the staff is culturally diverse.
First year teachers participate in Induction classes and have a mentor assigned to assist them with the transition from college graduate to teacher. As a district, we make a concerted effort to use data from all assessments to help drive professional development and instruction to meet the needs of students and staff. The district provides staff development for all teachers through in-service days, early release days, and use of the TAP model. All employees have an opportunity to participate in staff development that is relevant through online services, conferences, and other events.
Every attempt is made to ensure that staff are placed according to their expertise and the needs of the district. Mentor and Master Teachers are in each of the schools to assist teachers with the implementation of the best practices for teaching and learning of students and staff. One area of concern has been the lack of consistent leadership at the district level to ensure continuity of a vision, mission and implementation of the strategic plan.
McCormick County School District provides a safe, clean and healthy environment. The PK-12 Complex allows for the sharing of custodial and maintenance staff as all three schools are located on the same property. There is one school resource officer to serve the needs of the complex. When more security is needed, the district contracts with local law enforcement to provide services on an as needed basis.
The district has one nurse who serves the PK-12 complex and the Health Sciences Instructor at the High School serves as a back-up for the nurse. We have an agreement with the local family practice which provides a health care professional on-site twice a week. The district has recently been approached about a tele-health services provider service with the Medical College of South Carolina. This will assist the district and our families with specialized health care providers as needed.
The School Board and the Superintendent operate under policies and procedures reflecting state law and business protocol for procurement, expenditures, and financial accounting to establish internal controls and accountability in managing school and district finances. The district's budget process allows input from administrators and School Board members. Budget requests reflect the goals and strategies of each school and support the district's Strategic Plan.
The district's financial records are audited annually. Monthly expenditure reports to the School Board are provided by the district's Finance Officer. The district seeks to align the resources of the district with the goals and strategies addressed in the strategic plan.
Instructional time is given a high priority. Every effort is made to protect the valuable time that is allocated to teachers. Every effort is made to assure uninterrupted learning time. This has been a challenge for the district overtime, as we seek to fill vacancies in core subject areas and provide staff with professional development opportunities. Instructional time to educate students is a priority in the district. This is a strength and a weakness as we hold firmly to the belief that nothing should come before instruction time but are challenged in the area of teacher vacancies for some core subjects.
The district considers the coordination and evaluation of student support services an area of strength. The district has established agreements with community agencies to provide student and family supports. Beckman Mental Health provides on-site counselors through an agreement with the district to provide services for our students. Title 1 funds are used to provide a parenting/volunteer coordinator to work with families and schools to ensure that relationships are built and maintained.
Technology has been and continues to be an area of concern, the district is working to ensure that the infrastructure needed to run the One to One program planned for implementation is in place. A technology director has been hired to lead the district in this area of concern by assisting in the identification of strengths and weaknesses in the current infrastructure.
Input provided by stakeholders indicates that strategic improvements must be made in technology infrastructure and expansion of equipment to ensure that our students and staff are able to access the programs and activities needed to ensure the receipt of a quality education for all students.
STANDARD 5:USING RESULTS FOR CONTINUOUS IMPROVEMENT
STANDARD: THE SYSTEM IMPLEMENTS A COMPREHENSIVE ASSESSMENT SYSTEM THAT GENERATES A RANGE OF DATA ABOUT STUDENT LEARNING AND SYSTEM EFFECTIVENESS AND USES THE RESULTS TO GUIDE CONTINUOUS IMPROVEMENT.
The McCormick County School District (MCSD) employs a comprehensive student assessment system to monitor student achievement, provide accountability, and foster program evaluation. The assessment system is composed of state-mandated assessments as well as, formative and summative assessments chosen by the district. MCSD administered the following mandated assessments during the 2015-2016 school year.
- GOLD (4K) - DRA2 (5K) - SC READY, ELA and Math (Grades 3-8) - SC PASS, Science and Social Studies (Grades 4-8) - End-of-Course Examination Program (EOCEP) o Algebra 1 o English 1 o Biology 1 o US History and Constitution - ACT WorkKeys (Grade 11) - ACT (Grade 11) - ACCESS for ELLs (Grades K-12) - SCNCSC, ELA and Math Alternate Assessments (Ages 8-13 and 16) - SC-ALT, Science and Social Studies Alternate Assessments (Ages 9-13 and 16) - CogAT and IA, screening for the gifted and talented program (Grade 2)