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33 EXECUTIVE SUMMARY Page 110 Major initiatives and work for the 2021-22 school year include the creation of a district-wide professional learning plan that is data driven based on student needs, staff needs, and inclusive of classified employees and their succession planning goals/job-specific needs/district-wide priorities. This major work includes the development and growth opportunities for school and district administrators, which has not previously been a priority based on previous fiscal allocations. According to the newly released Wallace Foundation study on the impact of principals, "it is difficult to envision an investment with a higher ceiling on its potential return than a successful effort to improve principal leadership" (p. 43). Along with certified staff, classified staff serving schools and the District, will also be expected to participate in professional growth offerings. Optimizing school system efficiency and operational effectiveness will require streamlining stipend pay for presenters and participants and establishing a district wide professional learning platform that will communicate with HR and DPI while also documenting opportunities. District Senior Leadership Reorganization $65,000 (Strategic Plan Goals: Organizational Effectiveness) In order for our organization to operate effectively, efficiently, and communicatively we must examine our organizational structure to ensure there is consistency in titles for people operating at the same levels throughout the organization and a clear reporting structure. The next iteration of our strategic plan will assist us with the decision-making process by including diverse perspectives. As our district strives to move from talk to action with closing opportunity and achievement gaps with equity centered decisions in mind, we are merging our departments of Equity and Family and Community Engagement. In doing so, the current vacant Executive Director of Equity and Inclusion will be reclassified to a Chief Equity and Engagement Officer. This reclassification will create a need for a$65,000 increase, to cover salary and matching benefits, to the budget in place for the vacant Executive Director position. Magnet School/Dual Language Coordinator $80,000 (Strategic Plan Goals: Student Success and Organizational Effectiveness) Our three Magnet/Dual Language elementary schools (Carrboro, FPG, and Glenwood) highlighted a need for a Magnet/Dual Language Coordinator to support all three schools. This position will help close our enrollment gaps in our Magnet/Dual Language Programs by developing and implementing a comprehensive marketing and family outreach plan. Additionally, this position will support school and district leaders in implementing research- based practices for magnet programming and monitoring the magnets' impact on increasing diversity and decreasing opportunity and achievement gaps. The coordinator will serve as the liaison between schools and relevant district departments (Equity, DL/EL Office, Office of Student Enrollment, HR, PreK)to ensure clear and consistent communication and ongoing family engagement to enhance the educational experience for diverse populations. The total cost of implementing the Magnet/Dual Language Coordinator position will be $80,000 for salaries and matching benefits. Business and Financial Services Reorganization $80,000 (Strategic Plan Goals: Organizational Effectiveness) This reorganization plan addresses operational deficiencies in the Business and Financial Services Division brought forth by the Board's Financial External Review. The addition of a 00 Chapel Hill—Carrboro City Schools—FY 2021-22 Recommended Budget empower inspire