PSS Overview

COMMONWEALTH OF THE NORTHERN MARIANA ISLANDS: PUBLIC SCHOOL SYSTEM (CNMI PSS)


OVERVIEW

Vision:

 

Students will graduate college and career ready to be productive in an independent global society.

 

Mission

 
  • To offer equal educational opportunity for all students by providing optimum curriculum, instruction, community service, and work experience in academic and career – technical education so that they become productive and contributing members of the Commonwealth and the global world,
  • To guarantee challenging, engaging, and intentional instruction to ensure curricular pathways to success by providing whole-child student support through the creation of high performance school cultures and data driven “high-reliability” systems,
  • To provide certified, qualified, and effective personnel,
  • To plan, build, and maintain school facilities conducive to learning, safe, orderly, and accessible to all,
  • To establish effective communication and collaboration of all stakeholders for meaningful and productive partnership, and
  • To allocate financial and technical resources to meet the educational needs of all students.

 

 

Strategic Priorities Plus

 

1. High Student Performance

 

The quality of instruction has a strong impact on student learning (Brophy & Good, 1986, Stigler & Heister, 1999). The PSS believes that although this may be a general statement, we have identified and implemented research based instructional strategies, best practices and intervention programs to support high student outcomes. The High Student Performance priority was established to ensure that the public school system develops and implements quality curriculum, instruction and assessment to help student achieve their academic goals and to be college and career ready by the time they leave the CNMI Public School System.

 

2. Highly Qualified and Effective Personnel

 

The quality of human capital in the Public School System is of utmost importance. This is due to the services and programs that must be delivered to our primary clientele which are our students, followed by parents and our school community partners. The public school system employs non-certified staff and certified staff. Regardless of this distinction, the public school system expects the highest performance of staff in exhibiting their effectiveness on the job and their ability to perform based on qualification. Studies have shown a positive correlation between employee effectiveness and organizational performance. The Public School System developed this priority as we pursue to be a top-performing organization in the Commonwealth.

 

3. Effective and Efficient Operations

 

The establishment of the effective and efficient operations strategic priority is to ensure the PSS staff and key leaders oversee and use the resources of the public school system to achieve the organizational goals. The resources of the public school system include personnel, knowledge, and skills of its staff, fiscal and other resources such as fixed assets. The Public School System staff continuously work together and coordinate their actions to achieve the goals as set forth by the State Board of Education and the Commissioner of Education in consultation with the stakeholders.

 

4. Safe and Orderly Schools

 

Safety, orderliness, and caring in schools today cannot be assumed but must instead be explicitly addressed (Riley, P.L. 2013). The Center for the Prevention of School Violence views the establishment and maintenance of these conditions in schools as essential in efforts directed at creating excellent schools. The Safe and Orderly School committee continues to collaborate with all key stakeholders within the public school system and in our community to develop and implement sound policies and procedures. Our goal is to ensure that PSS has policies and procedures that will ensure the health, safety, orderly school environment.

 

5. Parental Engagement and Community Partnership

 

Research is very clear that parental engagement and community partnership does have an impact on high student performance and school improvement. The engagement of parents in their children’s schoolwork correlates with high grades in schools, positive attitude towards school and good attendance in school. Community partnership is also another positive and key aspect of school improvement wherein resources are leverage and wherein community businesses and public sector members partner with the school district to make available educational programs, services, and resources to support student achievement. The Parental Engagement and Community Partnership were strategically added to the priorities in our effort to continuously reached out to key stakeholders to make a difference in our children’s educational goals.

 

6. High Performing and High Reliability Systems

 

The CNMI PSS endeavors to fulfill its vision by ensuring high instructional quality while reducing variability in the quality of education for every student. In a high reliability educational system, the CNMI PSS aims at achieving the strategic priorities goals, improve standard operating procedures, design effective structures and processes for defined autonomy and constrained improvisation; and create and maintain safe reporting cultures for continuous high performance by all stakeholders within the organization. Through research and development cycles driven by data, PSS seeks to function in failure free conditions by improving system operations, detecting potential problems and solutions; and by discovering new innovations which will have greater impact on student performance

 

 

Guiding Principles

 

1. Purposeful

 

We are rooted with our Vision, Mission, and Strategic Priorities PLUS, reflecting and continually review new and current needs, priorities, goals, and focus appropriately

 

2. High-quality meaningful teaching and learning is every student’s right – STUDENTS First

 

We continue to build, develop, capacity for learning and leading

 

3. Accountability

 
  • We are responsible and accountable for our work, the way we behave and our relationship with each other, our students.
  • We account our actions and decision in the service we give to our students
  • In the end, we all want to improve student learning. Through feedback and honest, genuine sharing, we can learn and grow to better serve our students

 

4. Integrity

 
  • We continue to create a “sense of connectedness” by maintaining an environment of respect, trust, dignity and fairness with our students and each other.
  • Our actions should speak of who we are and being able to accomplish our goals, consistent with our principles.
  • We are mission-driven.

 

5. Equity

 
  • We hold ourselves responsible to ensure that our decisions reflect services for all students.

 

6. Transparency/Openness

 
  • We openly share knowledge, expertise and professional learning, a desire for continuous improvement personally and professionally.
  • We are open to sharing our decision-making process to our stakeholders so they understand how decisions are made

 

7. Quality

 
  • We take responsibility and hold ourselves accountable for the quality of our work, at the highest professional standard
  • We create meaningful and quality learning experiences for all students.
  • We render high-quality performance exemplifying competence and ability throughout our work
  • We model effective practices and beliefs to promote diversity, collaboration, shared responsibility towards a personalized learning system that prepares every student for college, work, and global citizenship

 

8. Ethics

 
  • We are ethically responsible in our work, being fair, just and serve our students following our policies

 

9. Collaboration

 
  • We work together as a system, each has a significant role to contribute in the making and being sensitive and responsive to the desires of the community
  • Collaboration is about teamwork, galvanized effort, diversity, honoring culture and being adult-models for our students