Breckenridge Community Schools 2016-2020 …...Breckenridge Community Schools 2016-2020 Strategic...

Breckenridge Community Schools 2016-2020

Strategic Plan Summary Document

Submitted for Board approval by the Michigan Association of School Boards January 2016.

Letter from the Board President and Superintendent

Breckenridge Community Schools 2016-2020 Strategic Plan: Participants Help Shape the Vision and Goals for the Future of Breckenridge Community Schools.

This document contains the 2016-2020 Breckenridge Community Schools Strategic Plan. We’re excited about this plan and the possibilities it provides for our students, parents/guardians and community to improve education at Breckenridge Community Schools.

Community, parent/guardian, students and staff forums and an electronic survey resulted in 620 people providing input for the planning process. A Strategic Planning Team of 37 community members, parents/guardians, staff and students participated in an all-day planning retreat on November 21, 2015 and developed the District’s strategic goals.

Throughout the planning process the community expressed high expectations of Breckenridge Community Schools becoming a world class school district and having all students graduate college and career ready from high school. Even though some of the goals are extremely high, they reflect the strong desire that has been expressed to embrace significant change and dramatically improve the school system.

There were several clear and consistent themes that emerged from this process.

1. While much more work needs to be done; Breckenridge Community Schools is headed in the right direction with positive momentum behind the academic growth and instructional reforms.

2. The future of growth and success of Breckenridge Community Schools must be a top community priority that requires support from all stakeholders (students, parents/guardians, taxpayers, businesses, non-profits, foundations, government agencies, etc.).

3. As a district, we must do a better job of positively engaging and aligning internal (students, parents/guardians, staff and the school board) and external (taxpayers, community organizations, businesses, non-profits, government agencies, elected officials) stakeholders around common goals and objectives to significantly improve academic achievement.

We look forward to continuing to work in partnership with all sectors of our community to implement these goals and suggested objectives.

Royce Humm, President of the Board Kimberly Thompson, Superintendent

Breckenridge Community Schools –

Introduction

Strategic Planning is the process of determining what an organization wants to be at some point in the future, and how it will get there. In

the current environment where schools are challenged to do more with scarce resources, planning for the future is more important than

ever. An effective strategic planning process results in stakeholders focusing on critical priorities that will meet the mission of a quality

educational program for all students.

In July of 2015 the Breckenridge Community Schools Superintendent and the Board of Education made a commitment to create a three

to five-year strategic plan. The School Board entered into a partnership with the Michigan Association of School Boards to serve as

facilitators for this project. The district, under the leadership of the School Board President and Superintendent, completed a process that

was data-driven, inclusive of district stakeholders and focused on the priorities that will help the district succeed.

There were several criteria relative to the strategic planning process established by the School Board and the leadership team:

• The process must be inclusive where all stakeholders have an opportunity to provide structured input.

• The School Board must be an integral part of the process providing input, support and commitment.

• There must be clarity in the respective roles of the School Board, administrators, staff, parents/guardians and community.

• There is alignment between the strategic planning process and current strategic initiatives, and critical issues facing the district.

• Timelines, responsibilities and reporting schedules must be built into the planning processes.

• There must be ongoing communication about the planning process with all internal and external stakeholders.

This strategic plan is a living document. It will serve as a ‘road map’ to future planning, resource allocation, staff development and

decision-making over the next several years.

As part of the planning process, the mission, vision and belief statements were reviewed and updated. Based on qualitative and

quantitative data and with new mission, vision and belief statements, strategic goals and objectives were developed. Regular monitoring

of progress and renewal is critical to the plan’s success.


The Strategic Plan Process

This overview describes the planning process, including the survey, data analysis, planning team roles and responsibilities, and timelines.

Stakeholder Input

Input from students, parents/guardians, community and staff were gathered through a comprehensive electronic survey as well as a series of community, student and staff forums. The community engagement process was conducted to:

• Identify and assess strengths • Gauge values and perceptions of the community • Provide an opportunity for input • Identify areas for improvement • Gather data to use as a decision making tool • Develop communication plans and tools

The response rate of 620 indicates that the school community cares about the future of the district and desires to engage in the process of creating the future (see Attachment 1 for input summary).


Local Area and School Demographic Data

An analysis of district demographics and quantitative data was completed. The analysis included demographic, enrollment, educational, financial and personnel trends over the previous five years (2009-2013) in comparison with districts selected by the Board and Administration and state averages, where available (see Attachment 2 for the data analysis summary). The reference districts used for Breckenridge Community Schools are Carson City-Crystal Area Schools, Coleman Community Schools, Merrill Community Schools, St. Louis Public Schools, and Vestaburg Community Schools.

Strategic Planning Team

A Strategic Planning Team was formed to take a primary role in developing the strategic plan. The team, consisting of 37 parents/ guardians, community members, board members, students and staff members, was selected with input from the Board of Education and key stakeholder groups. The team participated in a retreat workshop to develop a renewed mission, vision, belief statements and strategic goals. During the retreat the team reviewed and discussed relevant quantitative and qualitative data as essential elements in the formation of goals and objectives contained in this document (see team members on page 6).


Collaborating with the Breckenridge Community Schools Board of Education, administration, staff and the entire community really illustrated their level of care for the school, the community, and

most of all, the students.

Debbie Stair, Board Development Manager MASB

Dave Briggs

Shelley Brittain

Kelly Bushre

Jody Cassady*

Lisa Christiansen

Sue Collins

Nora Colthorp

Lori Cross

Jacob Dayringer

Paul Gilbert**

Julayne Goward

Steve Gulick

Melissa Haworth

Erin Humm

Royce Humm

Emily Krenz*

Jena Laubscher

Kim Laurenz

Linda Laurenz

Malena Marr*

Kelli Mathers*

Gaynor McKenzie*

Wade Metcalf

Terry Northrup**

Jeff Ostrander

Sheila Pilmore*

Rich Ramereiz

Al Sanger

Sheryl Saunders

Christina Schaub

Chuck Seeley

Ryan Sklener

Wade Slavik**

Jamie Staley

Tammy Story

Bridget Suhr

Kimberly Thompson*

Jennifer Thrush*

Kim Vetter

Marcia Vetter Collins

*Indicates participation in the retreat and implementation workshop

**Indicates participation in implementation workshop only


Strategic Planning Retreat & Implementation Team Members

Retreat Workshop

A retreat workshop was held on November 21, 2015. The workshop included:

• An overview of the strategic planning process and timelines

• An environmental scan (see Attachment 3)

• Superintendent report of current and planned initiatives

• An analysis of demographic, quantitative and qualitative data (see Attachment 4)

• A review and renewal of the mission, vison and belief statements

• The establishment of strategic goal areas and suggested objectives (see Attachment 5)

• The development of the District’s strategic goal statements


Mission

Breckenridge Community Schools 2016-2020 Strategic Plan Outcomes

A mission establishes, in the broadest terms, the purpose of a school district. It should answer the question “What ultimate end will the district pursue and in the broadest sense, how?” The following mission statement was developed during the Strategic Planning Team Retreat:

Breckenridge Community Schools educates each student to achieve personal excellence.


Vision


A vision describes what you want to happen in the long term. It’s a statement about your hopes and expectations for the future. The vision statement below was validated during the Strategic Planning Team Retreat:

All students will have the opportunity to achieve academic excellence, personal success, and become productive members of their community.


Beliefs


The basic beliefs of the district—those things that we believe of utmost importance, providing guidance for how we behave and relate to others. The following beliefs were created during the Strategic Planning Team Retreat:

• We believe our priority is to provide positive educational experiences for all students.

• We believe education is a shared responsibility between students, families, staff, and community.

• We believe technology is a vital tool to foster 21st century skills.

• We believe in facilitating lifelong learning to create responsible citizens.

• We believe all individuals have the ability to achieve personal success.

• We believe well maintained facilities are a priority.

• We believe students can grow through a variety of extra-curricular activities.

• We believe a safe and positive environment is essential.

• We believe every individual at Breckenridge Community Schools is important and has a purpose.

• We believe that the education of the staff and the implementation of progressive teaching methods are essential to developing 21st century learners.


2016-2020 Strategic Goals

Strategic Goals: Areas of priority importance in which the district will focus their work (1-5 years). Strategic goals achieve the organization’s mission, vision and beliefs. Objectives and action plan initiatives are SMART—Specific, Measurable, Achievable, Relevant and Timely

The Strategic Planning Team, at the November 21st retreat, developed goal areas, goal statements and suggested objectives. The goal areas are categorized below.

2016-2020 Goal Areas

Academics/Programs

Learning Environment/Culture

Personnel/Leadership

Communication/Community Engagement

Operations


Goal Statement & Objectives

Following the retreat, an implementation workshop was held in January 2016 with a team selected by the superintendent. The team was charged with developing specific year-one objectives based on strategic goal statements identified by the retreat planning team. The workshop was facilitated by MASB staff to assist in the development of the in-depth planning needed for successful execution of the new strategic goals.

Goal Area 1: Academics/Programs

Goal Statement: Breckenridge Community Schools will increase diverse learning opportunities that foster student engagement, achievement, and growth.

Priority Objectives:

• Promote and recruit enrichment programs for students.

• Increase Math/Science scores, identify universal exams for classes based on standards, determine a common vocabulary K-12.

• Determine if the district will create an Early Childhood Center.

• Investigate AP, IB, dual enrollment opportunities.

• Integrate life skills/project based learning in current offerings.


Goal Statement & Objectives Continued

Goal Area 2: Learning Environment/Culture

Goal Statement: Breckenridge Community Schools will provide an optimal student-focused learning environment.


• Address class size concerns at the elementary level.

• Address students' basic needs by establishing a closet/pantry.

• Improve current peer to peer mentoring and coaching program.



Goal Area 3: Personnel/Leadership

Goal Statement: Breckenridge Community Schools will continually recruit and retain “Highly Qualified” personnel to support the educational and social needs of every student.


• Determine desired level of counseling services to best meet student needs.

• Determine desired level of instructional and support staffing to best meet student needs.

• Analyze current wage structure and levels.



Goal Area 4: Communication/Community Engagement

Goal Statement: Breckenridge Community Schools will use multiple sources to provide timely and consistent district communication between community, staff, students, and families.


• Improve communication system and delivery methods.

• Research cost/need of additional childcare options.



Goal Area 5: Operations

Goal Statement: Breckenridge Community Schools will provide facilities and transportation to meet the needs of our students and community.


• Investigate the possibility of a sports complex.

• Identify upgrades needed for media center, cafeteria, and auditorium.

• Research, analyze need, use, runs, and create design to maximize efficiency.


Steps to Success

Strategic Plan Implementation

The implementation plan will be developed collaboratively by the superintendent and key staff members. Alignment with current school improvement plans will be an integral part of the implementation plan. The district priority goals/objectives identified during the strategic planning retreat will be translated into action plans with measurements, timelines, responsibilities and a board monitoring calendar.

Recommendations for keeping the momentum of the process are the following:

1. Finalize Goals/Objectives/Action plan

• Measurements

• Timeline

• Responsibility

• Resources

2. Develop reporting/board monitoring calendar

3. Develop communication plan

• Community

• Staff

4. Schedule mid-year progress report

5. Schedule Annual Plan update


Attachment 1 – Input Summary


Caring Staff

Strong teachers

Results oriented

Communition/Engagement

Communication

Supportive, involved

Small town feel

Programs/Academics

Technology

Variety of programs

Academics

Sports

FFA

Operations/Facilities

Well maintained

Support staff

Culture/Learning Environment

Student safety

Small class size

Extra-curricular choices


Strengths

Attachment 1 – Input Summary Continued


Keeping students connected

Secondary staff


Parental Involvement

Communication

Programs/Academics

College and Career ready

Offer more AP classes

Post-secondary options

Variety of offerings

Arts


Lunches

Improve sports facilities


Bullying

Discipline


Opportunities for Improvement



Low staff turnover

Resistance to change

Staff


Lack of involvement

Lack of communication

Community support

Programs/Academics

Mandates


Finances


Lack of time

Low enrollment

Playing favorites

Mandates


Barriers



Engaged & supportive staff


School/community collaborate

Community support

Programs/Academics

College & Career Ready

Move ahead with technology

Individualized learning

Good sports teams


Improve the Arts

Improve athletics

Good food


Increased enrollment

Positive learning

Safe & enjoyable environment


Vision

Attachment 2 – Data Summary

Data-Driven Strategic Planning: Breckenridge Community Schools

Based on analysis of data in this report, the following points are highlighted concerning Breckenridge Community Schools:

In general, the data revealed that when compared to statewide averages and the comparison districts selected for this report, Breckenridge Community Schools emerges as a district maintaining reasonable academic performance while facing fiscal challenges.

Demographics

• Enrollment at Breckenridge Community Schools has been decreasing steadily over the past five years, losing 72 students since 2011. (B-2)

• The percentage of the districts students eligible for lunch assistance in 2015 was one of the lowest within the reference districts but above the statewide average. The district has seen a 3.8% increase since 2011 in free lunches and over 7% in a combined eligibility of free and reduced. (B-3, B-4)

• The district’s 2014 4-year cohort graduation rate was the second highest of the reference districts, and nearly 10% above the statewide average. (B-5)

• Breckenridge has an educated citizenry, with over 20% of adults having an Associate’s degree or higher, and 23% having at least some college. (B-8)

• The percentage of district-resident children enrolled in Breckenridge Community Schools K-12 was the second highest of the referenced districts, and 4.5% above the state average. (B-9)

• The district’s 2013 average household income is near the top of the reference districts, still below the state average. (B-10) • The district’s demographics in the student population has changed very little within the past 5 years, most notably, a decline in

White of 5.7%; and an increase in the Hispanic community of 4.4%. (B-12)


Attachment 2 – Data Summary Continued

Academic Performance

• The 2013 MEAP/MME show that 3rd grade reading exceeded comparable districts as well as the State average. 4th grade reading was below the State average as well as the comparable districts but 5th grade reading exceeding the State average as well as all but one comparable. 5th grade reading experienced a setback in 2010 but showed dramatic improvement after that. 6th grade reading dipped below expectation in 2012 but bounced back in 2013 while 7th grade declined from 2010-2013. 8th grade in 2010 showed minor decline but continued to grow after that. (C-2, C-3, C-5, C-7, C-9, C-11, C-13, C-15, C-17, C-19, C-21, C-23, C-27)

• The 2013 MEAP and MME shows that the 4th grade students were below state average in writing. 7th grade students were above the state average in 2010 but beyond that the state average increased and Breckinridge decreased. Social studies data in all grade levels showed above the state level and continued to increase as the state declined. (C-6, C-7, C-14, C-15, C-18, C-19, C-25, C-25)

• The district’s students appear to be struggling in math on the MEAP, with 6th and 7th grade falling below state average, although 3rd grade math was above the state average. Students have steadily declined in this subject area. (C-1, C-12, C-15, C-16, C-19)

• The district’s students for 11th grade are below the state average in social studies and math but at a midpoint with the comparison districts on the 2013 MME. The ACT composite score for Breckenridge in 2014 was just below the state average as well as the comparison districts. (C-26-C-30, C-32)

• While the state average in all subjects on the ACT have remained consistent over the past 5 years, Breckinridge has consistently increased with the exception of 2012. (C-33 - C-34)

• Less than 1% of Breckenridge students have participated in dual enrollment from 2011-2015. (C-35)


Attachment 2 – Data Summary Continued

Finance & Personnel

• The district spends more on Instruction Spending than all other reference districts, and is above state average, despite a drop in 2012. (D-1, D-2)

• As a comparative average, the district’s Instructional Support spending is in the bottom half of the reference districts, though slightly over 50% under the state average, and has in general, seen a decrease from 2010 spending levels except for 2012. (D-3, D-4)

• Business and administration spending is below the comparative and state average, and had also seen an increase from 2010-2012 but a decrease in spending levels since then. (D-5, D-6)

• The 2014 fund balance for Breckenridge is in the bottom 50% of the comparison districts.(D-9) • Student-teacher ratio at Breckenridge Community Schools is below state average and among the lowest of the reference districts

for 2014, and has remained below state average since 2010. (E-1, E-2) • Breckenridge Community Schools’ teacher salary had seen a steady increase since 2010, but declined again in 2014. Salaries are

slightly below the comparative average, but below state average by over $10,000.00. (E-3, E-4) • Over 50% of teachers at Breckenridge Community Schools have a Master's degree or better. (E-5) • Over half of Breckenridge Community’s teachers have been with the district thirteen years or longer. (E-6) Lastly, district personnel cooperated with our requests for data and analysis. We appreciate the time and effort expended by the Board of Education and staff of Breckenridge Community Schools in the preparation of this report.

Submitted: November 14, 2015

Cindy Gansen, MASB Consultant


Attachment 3 – Environmental Scanning

Emerging • Middle college • Standards based report cards • Project based learning • Return to vocational ed. Career • Student technology integration • M – Step • S.T.E.M. (2) • Early/Middle college • New SAT • Flip teaching • One to one technology • Alternative learning opportunities • Worldwide connectivity

Horizon

• Partnership or collaboration of resources

• Collaborative partnerships school/business

• S.T.E.A.M. (2)

• Balanced (year round) calendar

• Consolidation

• Crossing districts for (or specialty) Core Curriculum

• College Readiness

• Online collaboration globally

• Foreign languages in early elementary

• CTE/Job shadowing

• Online text books


The Wave – In the arena of education, what are incoming and outgoing trends, ideas, practices, paradigms, etc.?

Attachment 3 – Environmental Scanning Con’t

Established • Technology based learning • Extra-Curricular • Core Content • Direct Instruction • Flip/Goal directed learning • Dual Enrollment • Online learning • Vocational education • Established in common Core • State standards • Vocational education

Disappearing • Teachers teaching in isolation • Social & verbal skills • School Libraries • Text books • Chalk boards • Letter grades • Counseling • Memorization • District lines (school of choice) • Penmanship • Textbooks • Community Education • Life skills classes • Sage on the stage • Classrooms disappearing • ACT • MEAP


Attachment 4 – Comparable Data Considerations

Demographics Tab • Population (declining) appears to be correlational to poverty (increasing) F/R • Poverty rate similar to other districts but graduation rate improving (10% above State) • Lost 72 students in 5 years but increase in students in 2012-13 (37) Virtual? • 43-47% of residents with college or higher in all surrounding districts. 58% state avg. • St. Louis 359 more students=$2mill. (15 BCS residents) • Private Preschool 37% • 250 BCS residents attend other districts • Farming, generational & commercial (migrant) • Rental properties/housing opportunities

Academic Performance Tab Elementary

• +Overall great scores • +5 year trend on average with comparable districts • +78% of 3rd grade reading score • -Room for improvement to exceed the state average • -4th grade 2013 scores low math, reading, and science 1.Fall testing-3rd grade? 2.Staff, curriculum, standard changes? *We should use this data to determine target areas for improvement

Middle School

• 8th grade above average reading • Struggling in writing and math • Longevity in teaching staff despite lower pay • In line (testing) with other comparable local districts • All grade levels are above State level in Social Studies


Attachment 4 – Comparable Data Considerations – Con’t

High School

• 95% of students who took the AP exam over the past 3 years have achieved a 3 or better.

• Students outperformed the state average in all subjects on the ACT

• 11th grade students exceeded the statewide averages in all subjects (social studies not met by .2%)

• The 5 year trend in all subjects is impressive!!

• It’s clear across the data that social studies needs to improve

• Graduation rate for the 2014 4-year cohort is 2% below the state average and the lowest among the comparable districts

Finance & Personnel Tab

• Higher instructional spending per student , above state average and highest in area. Why? AIM costs?

• Lowest instructional support (counselor & support) per student $542/ State average $931, 5-year trend has decreased

• Lower cost on Business & Admin dollars/student, lowest in area. Why? Didn’t have full time Supt?

• Breckenridge has second highest Homestead value. Why? Mature community?

• Enrollment gain/loss=loss every year except 2013. Why? Where did they go? Need metrics

• Average teacher salary is low for area average. Over half have a Master’s or better

• Student/teacher ratio is at 20, State average is 23


Attachment 5 – Goal Statement Suggested Objectives

Academics/Programs Goal Area Goal Statement 1: Breckenridge Community Schools will: increase diverse learning opportunities that foster student engagement, achievement, and growth. • Life skills class (11) • Project based learning (10) • Balanced calendar (10) • Exceed state averages, lead locally (5) • Practical learning experiences (5) • Early/middle college (inform parents better) (4) • Foreign Language at elementary (4) • Service learning opportunities (3) • Shared sports program (co-op) (3) • New technology (3) • More electives (3) • Flexible schedule (2) • Increase dual-enrollment (2) • Standard based report cards (2) • Wrestling (1) • Articulation agreements (1) • Critical thinking (1) • AP classes (3) • Promote business clubs (1)

• EARLY Childhood Education ECEC • Huskie pups/pre-K • Shared teachers for incr. choices • Centralized FFA Program • Supported STEAM club • Before school latch keys • Business partnerships • Boys & girls SOCCER • New technology/high tech • Counselors • Robust AP program • Add

• Life skills • Curriculum • Ex: interview • Resume • Cooking • AP courses in class



Learning Environment/Culture Goal Area

Goal Statement 2: Breckenridge Community Schools will: provide an optimal student-focused learning environment.

• Smaller class sizes in Elementary - 22 or less (17)

• Safety Focus Drills (4)

• Community closet/pantry (2)

• Breckenridge promise (2)

• Peer to peer mentoring coaching

• Updated science lab

• Balanced school



Personnel/Leadership Goal Area

Goal Statement 3: Breckenridge Community Schools will: continually recruit and retain “Highly Qualified” personnel to support the educational and social needs of every student.

• Counselors at each level (20)

• Maintain “magic teachers” – pay for performance (7)

• Adequate staff (5)

• Competitive wages (5)

• Counseling mentors (3)

• Consistency overall & teacher grades (2)

• School nurse (2)

• Career mentoring (2)

• Staff follows the handbook – dress code (1)

• More training options – not 1 size fits all (1)

• Long-term admin contracts (1)

• Extended PLC time



Communications/Engagement Goal Area

Goal Statement 4: Breckenridge Community Schools will: use multiple sources to provide timely and consistent district communication between community, staff, students, and families.

• Daily announcement email pushed or posted daily on website (3)

• Communication (Exit interviews) (3)

• More information on website/Facebook for parents (3)

• Community Ed. Programs (3)

• Community engagement (2)

• Active/org. parent group (2)

• Parental graduate information pushed (2)

• Weekly news articles

• Up-to-date school calendar

• Community mentoring program

• Closed FB Pages for classes

• Market BCS positive examples: radio, paper, web

• School board meeting minutes published/accessible/more detail



Operations (Finance, Transportation, Food Service, Facilities, Technology) Goal Area

Goal Statement 5: Breckenridge Community Schools will: provide facilities and transportation to meet the needs of our students and community.

• Centralized Athletic Complex (20)

• Sports bussing for Middle Schools and Saturdays (15)

• Separate facility for A.I.M. (11)

• Longer lunch period elementary (9)

• Transportation (time on bus) (5)

• Climate controlled Facilities (5)

• Auditorium (4)

• Security cameras (3)

• Updated field (2)

• New high jump & pole vault mats

• Community center

• Update/Upgrade both the media center and cafeteria

• Online payment option

• Lifecycle tech plan

• Bus stop south side of town

• Transportation pickup/drop off concerns

• Indoor track

• Landscaping

• Finish upgrades for bathrooms

• Bus safety traffic cams on “stop” signs

• Maintain healthy fund-equity of at least 15%

• New school van

• Liaison officer

• Security drills

• Middle school transportation

• Multi-purpose athletic

• Complex (indoor/outdoor)

• A.I.M. in hall with middle school (move them)

• Sports complex

• Balcony in gym


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