OUR MISSION

The mission of the Selma City School District is to provide a safe, structured, and supportive teaching and learning environment through collaboration with school, home and the worldwide community.

OUR VISION 

The vision of the Selma City School District is to empower and equip ALL students to thrive in learning, leadership and life.

Core Values/Beliefs

Students First – We prioritize the growth, well-being, and development of every student, ensuring each child is seen, heard, supported, and considered in every decision.
Excellence – We hold ourselves to high expectations and accountability, striving for excellence in teaching, learning, and leadership through continuous
improvement and purposeful effort.
Integrity – We act with honesty, transparency, and accountability, consistently doing what is right – even when no one is watching – to earn trust through
ethical behavior and a commitment to fairness.
Teamwork – We believe we are stronger together and achieve success through teamwork, respectful communication, and collaboration that values diverse
perspectives and supports everyone in reaching shared goals.
Safety – We are committed to creating safe, supportive environments where the physical and emotional well-being of all students, staff and stakeholders is valued, protected, and essential to our success.
Joy – We cultivate a joyful, hopeful culture where passion for our work is evident, accomplishments are celebrated, and every individual feels valued, connected, and inspired.

 

Focus Areas of the
Selma City School District Strategic Plan

 Focus Area 1

 Culture and Climate

The Selma City School District recognizes that a positive school culture and climate are foundational to student success and overall well-being. We are committed to creating and sustaining a positive, inclusive, and supportive culture where students, staff, and families feel valued, respected, and connected—leading to improved engagement, well-being, and academic success.

 Objectives:

1. Stakeholders are actively engaged and supportive of the district’s mission.
    
   • Launch a district-wide Stakeholder Engagement Plan
     • Schedule regular community forums, town halls, and listening sessions.
     • Publish annual stakeholder communication calendar.
   • Implement two-way communication tools
     • Utilize platforms or feedback polls to gather and respond to input.
     • Report back with “You said, we did” summaries.
   • Establish School-Based Family & Community Liaisons
     • Assign staff or trained volunteers in each school to facilitate partnerships and keep families connected to district goals.
        
2. Learners’ academic and non-academic needs and interests are a focus.
   o   Develop and implement a Whole Child Support System

§  Coordinate social emotional learning, mental health services, academic intervention, and enrichment opportunities.

§  Use survey tools to assess non-academic needs.

o   Create Student Voice and Choice platforms

§  Establish student advisory councils at school and district levels.

§  Incorporate student choice in instructional design, elective offerings, and enrichment programming.

o   Implement data-informed tiered supports (Multi-tiered Systems of Support)

§  Regularly review data to provide targeted academic, behavioral, and emotional interventions.

§  Ensure equity in access to gifted, extracurricular, and advanced learning opportunities.
 

3.      Stakeholders feel connected to the purpose and work of the district as well as behave in alignment with the stated values and beliefs.
 

o   Develop and embed Core Values Training

§  Facilitate onboarding and annual training on district values and beliefs for staff, students, and families.

§  Highlight values in celebrations, signage, and recognition programs.

o   Create a “Living the Mission” recognition program

§  Recognize students, staff, and families who demonstrate alignment with core values.

§  Share stories publicly through newsletters, assemblies, and social media.

o   Embed values into policy and decision-making

§  Review board policy and leadership decisions through the lens of core values.

§  Require each school to align their continuous improvement plan (CIP) goals to district mission and values.

 

 Focus Area 2

 

Accountability and Transparency

The Selma City School District is dedicated to establishing accountability and transparency at all levels of the school district to build trust, improve performance, and ensure responsible stewardship of resources.

 Objectives:

1. Define and communicate expectations for performance, behavior, and operations at every level of the system.
   • Create a Districtwide Clarity Framework for Expectations

§  Develop clear, written expectations for academic performance, student behavior, employee conduct, and operational efficiency.

o   Align all expectations with board policy, the Alabama Code, and district values.

§  Launch an "Expectations Playbook" for all staff, students, and families.

§  Provide annual professional development and onboarding on roles, responsibilities, and performance expectations.

§  Display expectations visibly in all schools and facilities; reinforce through routine communication.

 

 

2. Ensure families, staff, and community members have timely, understandable access to data and district decision-making.
   • Establish a Transparent Communication and Data Access System

§  Develop a user-friendly data dashboard with key indicators (attendance, achievement, discipline, finances).

§  Publish regular “District in Review” reports using infographics and plain language.

§  Host quarterly community update sessions with opportunities for Q&A and feedback.

§  Translate data summaries and communications into multiple languages as needed.

§  Create a public-facing “Decision Tracker” that shows major decisions, rationale, and status.

 

3. Support principals and leadership teams in building data-informed school cultures.
   • Implement a School Data Leadership Support Model

§  Provide principals and school teams with training on data analysis, protocols, and action planning.

§  Launch a monthly “Data and Strategy Session” with each principal and their leadership team.

§  Require schools to maintain live data walls or dashboards visible to staff and used in professional learning communities (PLCs).

§  Embed data reflection protocols into walkthroughs, continues improvement updates, and coaching sessions.

§  Assign a district-level data coach or specialist to support struggling schools with intervention planning.

 

4. Make accountability a shared process by involving staff, students, families, and community partners in planning and reflection.
   • Build an Inclusive Engagement and Shared Accountability Structure

§  Form Site-Based Decision-Making Teams including teachers, families, students, and partners.

§  Integrate stakeholder input into School and District Improvement Plans using surveys and focus groups.

§  Launch a “Voices of the District” initiative to document and showcase stakeholder reflections.

§  Share monthly progress reports with stakeholders, followed by structured feedback loops.

§  Celebrate schools and teams demonstrating model collaborative practices.

 

5. Routinely assess progress toward goals, adjust strategies based on evidence, and communicate results.
   • Implement a Continuous Improvement Monitoring Cycle

§  Require quarterly progress monitoring meetings with schools, departments, and district leadership.

§  Use a red/yellow/green progress tracker for all continuous improvement plans and strategic plan goals.

§  Adjust budgets, professional learning, and personnel assignments based on data trends and needs.

§  Publicly communicate progress and adjustments through board updates and community bulletins.

§  Celebrate milestones and identify areas for collective problem-solving.

 

Focus Area 3 

 

Community and Stakeholder Relationships

The Selma City Schools District believes that active community involvement and strong stakeholder relationships are critical to the success and growth of our schools. We are committed to fostering meaningful connections and collaborations that support the educational and personal development of every student.

 Objectives:

1. Ensure consistent, transparent, and timely communication across all levels of the district.
   • Develop and implement a Districtwide Communication Framework

§  Launch a communication protocol guide that outlines who communicates what, when, and how across central office, schools, and the community.

§  Implement a communications calendar for all departments and schools.

§  Establish weekly or biweekly superintendent messages and principal newsletters.

§  Use consistent templates and branding across schools for parent updates.

§  Monitor communication responsiveness with service-level benchmarks.

 

2. Build meaningful partnerships between families and schools to support academic and social-emotional growth.
   • Implement a Family-School Partnership Engagement Model

§  Host monthly Parent Partnership Nights focused on academics, mental health, and digital literacy.

§  Align all family engagement events to school and district improvement goals.

§  Train teachers in effective two-way family communication strategies.

§  Establish Family Advisory Councils at each school that co-design school events and initiatives.

§  Regularly collect family input via surveys and focus groups to shape school policies and supports.

 

3. Position schools as trusted community anchors that foster collaboration with civic, faith-based, nonprofit, and business leaders.
   • Launch a Community Partner & School Collaboration Initiative

§  Map and recruit partners by region to address identified needs (mentoring, tutoring, wraparound services).

§  Develop a Community Partnership Toolkit with clear expectations, roles, and outcomes.

§  Assign a school-based liaison or partnership coordinator at each campus.

§  Host Quarterly Partner Summits to align efforts and share outcomes.

§  Publicly celebrate partnerships through school board presentations, newsletters, and media.

 

4. Use data to improve how the district communicates and engages with stakeholders.
   • Establish a Stakeholder Feedback and Analytics System

§  Implement a district-wide engagement dashboard (e.g., participation rates, response times, reach).

§  Distribute quarterly family and staff surveys measuring satisfaction, clarity, and effectiveness of communication.

§  Use data disaggregation to identify gaps in outreach by language, geography, or stakeholder group.

o   Conduct “Communication Pulse Checks” to monitor clarity and consistency across platforms.

§  Use survey and analytics data to adjust formats, content, and timing of outreach efforts.

  

Focus Area 4 

 Leadership Development

The Selma City Schools System recognizes the critical importance of leadership development in forming the backbone of our operational effectiveness and long-term sustainability.

Objectives:

1. School leaders communicate expectations for learning.
   • Establish a Clear and Consistent Instructional Expectations Framework

§  Develop a district-wide Instructional Vision Statement aligned to Alabama College and Career Ready Standards and district values.

§  Provide leaders with expectation walkthrough tools aligned to the vision (e.g., lesson planning, student engagement, formative assessment).

§  Require principals to clearly communicate expectations through staff handbooks, professional learning community (PLC) protocols, and opening of school presentations.

§  Monitor consistency of expectations through district learning walks and leadership coaching visits.

§  Share examples of high-quality teaching artifacts and feedback across schools.

 

2. School leaders influence and impact the culture in positive ways.
   • Implement a School Climate and Culture Leadership Framework

§  Train leaders in climate-building practices (social emotional leadership, restorative discipline, relational trust, equity).

§  Establish building-level Climate Teams that include student, staff, and parent voices.

§  Provide principals with data dashboards that include attendance, SEL, and climate metrics (e.g., climate surveys).

§  Recognize staff and student behaviors that reflect the school’s core values and mission.

§  Conduct quarterly “Pulse Checks” (focus groups, listening circles, surveys) to gather feedback on school climate and leadership visibility.

 

3. School leaders model and engage in learning while supporting others to do so.
   • Create a Culture of Collaborative Professional Learning Among Leaders

§  Implement Instructional Leadership professional learning communities across schools for principals and assistant principals to engage in shared learning and reflection.

§  Require school leaders to develop individual learning plans aligned to continuous improvement (CIP) priorities and Cognia standards.

§  Conduct “leadership labs” or peer observations where principals visit each other’s schools and debrief practices.

§  Provide release time or coaching for leaders to co-lead professional learning communities (PLCs) and model lesson debriefs or instructional rounds.

§  Monitor leader growth through reflective journals, coaching conversations, and shared presentations.

 

 Focus Area 5

 Learning Environment

The Selma City School District is dedicated to establishing a learning culture that is both challenging and supportive. We aim to create an educational environment where students are engaged, motivated, and inspired to achieve academic excellence and personal growth.

 Objectives:

1.        Learners’ needs drive the equitable allocation and management of resources.

o   Manage and allocate resources based on student needs and data.

 

2.        Professional staff members implement curriculum and instruction that is challenging, engaging and aligned for relevancy, inclusion and effectiveness.

o   Provide professional development and coaching on high impact teaching strategies.

 

3.        A multi-tiered system of support is in place to support the whole child.

o   Form and train dedicated MTSS leadership teams at both district and school levels

o   Implement universal screeners in reading, math, and behavior at least 3 times a year

o   Define and deliver high-quality core instruction (Tier I) and research-based interventions (Tier II and III).

o   Provide continuous PD on MTSS, evidence-based practices, and data use.

 

4.        Align professional learning opportunities for all staff based on data and identified gaps.

o   Conduct coaching cycles with teachers on the student engagement practices.

o   Schedule collaboration time for teachers to review data and share best practices.

o   Schedule regular professional development sessions on high impact teaching strategies.

o   Conduct walkthroughs/instructional rounds to identify commons gaps in teaching practices.

 

5.        Recruit and retain professional, competent staff.

o   Cultivate school and district leaders who are approachable, communicative, and supportive.

o   Implement robust onboarding, mentoring, and induction programs—especially for new teachers and staff.

o   Regularly review and improve salaries, stipends, and benefits packages.

o   Involve staff in decision-making and improvement efforts.

o   Build trust through honest, timely, and two-way communication.

o   Develop pipelines for leadership from within the district.

o   Create personalized, meaningful professional development pathways.