albany county school district strategic planning kickoff

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Albany County School District Strategic Planning Kickoff MeetingMay 3, 2017

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Agenda

I. Welcome and Introductions• Strategic planning process overview

II. Community Feedback Survey Results and Committee Organization• Review strategic planning and priorities survey results• Committee responsibilities and norms of collaboration

III. Committee Breakouts• Review current data, programs, and initiatives• Identify focus area topics• Draft goal statement(s)• Draft strategies and key performance indicators• Generate questions and needed information

IV. Report Out and Closure• Report summary of committee’s completed tasks • Identify next steps • Adjournment

2

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Phase 1: Data Gathering and Feedback

Develop District Profile

Review District Initiatives and

Programs

Administer community-wide

strategic plan survey

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Phase 2: Design and Develop Strategic Plan

Conduct Focus Area

Workshops

Establish 3-5 long-term goals with strategic

objectives

Develop strategic

objective action plans

Craft strategic plan and seek

approval

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Phase 3: Monitoring and Tracking Progress

Establish accountability metrics

for approved goals and action plans

Assign owners and responsibility

Determine frequency for reporting progress

internally and externally

Strategic Planning Activities and Timeline

Phase Activity Timeline

1 Administer a School Climate Survey (Parents, Staff, Students) Fall 2016

1 Conduct Board and District Leadership Workshop to review results, identify

district priorities, and draft goals and create strategic objectives (focus areas)

January

2017

1 Administer community-wide Strategic Planning and Priorities Survey to gather

community feedback

Feb-March

2017

1 Create Strategic Plan Let’s Talk! Landing Page with an interest area for each

focus area – Not Yet Launched

February

2017

2 Conduct Strategic Planning Committee Workshops by strategic objectives to

review feedback and develop action plans, metrics, and reporting process

May 2017

2 Draft strategic plan and monitoring plan May 2017

2 Collect feedback on draft strategic plan, make revisions and develop a reporting

plan

June 2017

3 Design and deliver final strategic plan and roll-out strategy with monitoring

process

July 2017

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Community Feedback and Strategic Plan Survey

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Participation

Respondent GroupNumber of Invitations

Delivered (NMax)

Number of Responses (N)

Unique Access Response Rate

Public Access LinkResponses

Total Responses

ACSD#1 Stakeholders

4,963 1,112 22% 31 1,143

8

33%

73%

1%

13%

2%

0% 20% 40% 60% 80% 100%

ACSD#1 Employee (N=376)

Current ACSD#1 Parent (N=831)

Current ACSD#1 Student (N=7)

Community Member (N=149)

Other (N=19)

What is your relationship to Albany County School District #1? (N=1,143)

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ACSD#1 Vision Statement

A vision statement serves as a school district's road map. The vision indicates both what the district wants to become as well as guides programs and initiatives by setting a direction for the district. The ACSD#1 vision statement reads:supports"Albany County School District #1 supports a positive learning community built upon achievement, empowerment, and excellence for all."

On a scale of 1-5, to what extent do you share this vision with ACSD#1? For this question, 1 is don't share, and 5 is fully share. (N=1,121)

9

50% 32% 14%

0% 20% 40% 60% 80% 100%

Label

5 - Fully share 4 3 2 1 - Don’t share

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ACSD#1 Vision Statement (Continued)

On a scale of 1-5, to what extent do you share this vision with ACSD#1? For this question, 1 is don't share, and 5 is fully share.

10

50%

53%

50%

44%

32%

29%

33%

29%

14%

14%

14%

18% 7%

0% 20% 40% 60% 80% 100%

Overall (N=1,211)





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ACSD#1 Mission Statement

A mission statement describes the district's goals and philosophies and defines purpose for existing. The ACSD#1 mission statement reads:

"Our purpose is to prepare and empower all students for lifelong learning through effective teaching and successful learning in order to thrive in an ever-changing world and to be responsible citizens."

On a scale of 1-5, to what extent do you share this mission with ACSD#1? For this question, 1 is don't share, and 5 is fully share. (N=1,114)

11

52% 32% 12%

0% 20% 40% 60% 80% 100%

Label


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ACSD#1 Mission Statement (Continued)

On a scale of 1-5, to what extent do you share this mission with ACSD#1? For this question, 1 is don't share, and 5 is fully share.

12

52%

52%

52%

44%

32%

32%

32%

35%

12%

11%

12%

15% 5%

0% 20% 40% 60% 80% 100%

Overall (N=1,114)





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Suggested Revision to Vision Statement

Current Vision Statement:

"Albany County School District #1 supports a positive learning community built upon achievement, empowerment, and excellence for all."

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Suggested Revised Vision Statement:

ACSD#1 will be recognized as a premier school district for their high-quality and innovative programs.

Suggested guiding principles to reach the ACSD#1 vision, such as…

• Family-school partnerships are essential to student success.• Excellent educational programs require high-performing staff.• Community engagement and support are fundamental to meet the needs of every student.

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Suggested Revision to Mission Statement

Current Mission Statement:

"Our purpose is to prepare and empower all students for lifelong learning through effective teaching and successful learning in order to thrive in an ever-changing world and to be responsible citizens."

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Suggested Revised Mission Statement:

ACSD#1 prepares all students to be positive, contributing members of society.

Suggested draft commitments to guide how the mission will be fulfilled, such as…

ACSD#1 is committed to• Ensuring every child attends a school that has a respectful, inclusive learning environment.• Providing resources and services that meet the needs of each student to maximize his or her potential. • Innovating and enhancing curriculum, instruction, and assessments to ensure student success. • Transparency, accountability, and evaluating the quality of each school and the district annually.

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Perceived Strengths of ACSD#1

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Comments (N=668)

High standards and expectations for all students: Participants said teachers and staff believe that all students can learn and meet high standards.

Caring and effective leaders, teachers, and support staff: Participants overwhelmingly expressed that one of ACSD#1’s strengths is its staff. Common characteristics include a passion for teaching, love of kids, love of their subject, strong work ethic, and a willingness to work collaboratively.

Supportive learning environment: Participants shared that students feel respected and connected with the staff and are engaged in learning. In addition, they said instruction is personalized in small learning environments.

Sufficient resources: Participants shared that schools and classrooms are adequately equipped for teaching and learning.

What are the strengths of ACSD#1?

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Suggested Areas for Improvement

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Comments (N=659)Community partnerships and engagement: Participants said they want to see community partnerships and family engagement as a fundamental part of achieving and sustaining student success and improvement in ACSD#1.

Operations and system assessments: Participants stated there is a need to look at current districtwide systems that support academic outcomes (e.g., lunch services, school calendar, transportation, grading, technology resources/PowerSchool, and school start times).

Teacher morale and culture building: Participants indicated that teacher morale and building a collaborative, positive working environment could be improved.Program evaluations: Participants referenced a need to conduct annual program evaluations. Programs such as instruction, special education, gifted and talented, and STEM were highlighted.

Rigorous coursework: Participants said the district should provide opportunities such as honors, advanced placement, dual enrollment, and international baccalaureate programs and courses to improve the district’s challenging coursework.

Teaching and learning: Participants said there is a need to improve teaching and learning. Identified topics include:• Providing equitable access, closing the opportunity gaps, and ensuring excellence in education for every student• Providing every student with a high-quality, 21st century education and ensure they graduate prepared for college, career, and life• Offering a rigorous and relevant curriculum that is aligned to standards, measurable outcomes, positive relationships, and appropriate

professional development• Setting high expectations for all students and staff built on a culture that respects individual differences

How can ACSD#1 improve?

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Awareness of Priorities and Programs

Below is a list of current priorities and programs that ACSD#1 is pursuing to prepare all students to succeed. How aware are you of these priorities?

17

35%

12%

25%

35%

47%

35%

40%

28%

18%

53%

35%

36%

0% 20% 40% 60% 80% 100%

Broaden opportunities for dual language immersion (N=1,133)

Increase dual credit and Career and Technical Education (CTE)certification programs (N=1,133)

Review curricula and strengthen instructional framework(N=1,131)

Establish and/or strengthen professional learning communities(PLCs) to improve teaching and learning (N=1,129)

Fully Aware Somewhat Aware Not Aware

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Awareness of Priorities and Programs (Continued)

Below is a list of current priorities and programs that ACSD#1 is pursuing to prepare all students to succeed. How aware are you of these priorities?

18

16%

27%

21%

49%

51%

49%

35%

22%

30%

0% 20% 40% 60% 80% 100%

Build stronger partnerships with UW and LCCC (N=1,128)

Increase communication with and engagement of students,parents, staff members, and community members (N=1,130)

Remain good stewards of ACSD#1 resources (N=1,128)

Fully Aware Somewhat Aware Not Aware

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ACSD#1 Suggested Priorities

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Comments (N=395)Strong family/school partnerships: Participants expressed a need to ensure that every student and family feels welcome and understood.Participant themes included feedback to elevate professional practice by investing in and retaining effective, culturally responsive teachers.

Looking beyond test scores: Participants expressed concerns about the amount of standardized testing in ACSD#1 schools. They suggested the district consider other measures to assess students that look at creativity, critical thinking, collaboration, leadership, or empathy.

Evidence of success: Participants want the district to collect and analyze meaningful data about students, programs, and staff.

Cultural practices: Participants said the district should do whatever it takes to ensure that every child, regardless of race, gender, socioeconomic status, language proficiency, learning style, or disability, achieves at their highest potential.

Contribution to the community: Participants want to make a priority of establishing a learning community that is safe, healthy, caring, productive, and develops responsible citizens that give back to the local community.

Communication and transparency: Participants want to see proactive and transparent communication with all stakeholders to foster trust and collaboration.

What other priorities should ACSD#1 focus on over the next five years?

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Preferred Method of Communication

Which of the following means would be your preferred method of communication and would increase your level of participation/engagement? Please rank 1 to 10, with 1 being you most preferred method. (N=1,126)

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ResponseOverall Rank

EmployeeRank

ParentRank

Community Member Rank

Email information 1 1 1 1

Posted News and Information via District and School websites (Online)

2 2 2 2

Online Newsletter (District) 3 3 4 3

Automated phone calls 4 4 3 5

Attend In-Person Meetings 5 6 5 4

Watch live streamed board meetings (Online) 6 7 7 7

3-4 Minute News and Information Videos 7 5 9 9

Town Hall Meetings via Phone or Online with question and answer session

8 9 6 6

Interaction Online via Social Media Platforms (e.g., Facebook and Twitter)

9 8 8 8

Live Streaming of ACSD#1 Board Meetings (Online) 10 10 10 10

Note: Top four responses are in bold.

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Potential Strategic Plan Focus Areas

ACSD#1 continues to analyze our strengths and challenges as we develop a five-year strategic plan that will meet the educational needs of all our students. The school board has drafted a list of potential strategic plan focus areas. Please select the five areas that most reflect your priorities for ACSD#1. (N=1,118)

21 Note: The sum of percentages may exceed 100 because participants could select more than one response.

68%

60%

59%

49%

46%

0% 20% 40% 60% 80% 100%

Relevance (Connecting curriculum, teaching and learning tothe world outside of the classroom)

Rigor (The depth and quality of student work, teacherinstruction, and overall employee engagement.)

High-quality Employees (Professional development,employee retention)

Equity (Ensuring students receive services and supportsbased on their need)

Relationships (Building strong, trusting working relationshipsbetween and among all stakeholders)

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Potential Strategic Plan Focus Areas (Continued)

ACSD#1 continues to analyze our strengths and challenges as we develop a five-year strategic plan that will meet the educational needs of all our students. The school board has drafted a list of potential strategic plan focus areas. Please select the five areas that most reflect your priorities for ACSD#1. (N=1,118)

22

43%

37%

35%

29%

23%

23%

0% 20% 40% 60% 80% 100%

4Cs – Creativity, Collaboration, Critical Thinking, and Communication

Community of Academic Excellence (Holding each otheraccountable for the quality of work)

Diversity (Being respectful of each other’s differences)

Communication and Community Engagement (Parent andcommunity involvement)

Citizenship and Involvement (Foster awareness of andresponsibility to serve the community)

Stewardship (Management of human, capital, and financialresources)

Note: The sum of percentages may exceed 100 because participants could select more than one response.

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Potential Strategic Plan Focus Areas (Continued)

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Response Employees ParentsCommunity Members

Rigor (The depth and quality of student work, teacher instruction, and overall employee engagement)

57% 62% 56%

Relevance (Connecting curriculum, teaching and learning to the world outside of the classroom)

64% 68% 66%

Relationships (Building strong, trusting working relationships between and among all stakeholders)

67% 39% 52%

4Cs – Creativity, Collaboration, Critical Thinking, and Communication 36% 46% 44%

Community of Academic Excellence (Holding each other accountable for the quality of work)

33% 38% 35%

Equity (Ensuring students receive services and supports based on their need) 53% 48% 47%

Diversity (Being respectful of each other’s differences) 32% 34% 31%

Communication and Community Engagement (Parent and community involvement) 28% 29% 31%

High-quality Employees (Professional development, employee retention) 63% 59% 59%

Citizenship and Involvement (Foster awareness of and responsibility to serve the community)

20% 24% 26%

Stewardship (Management of human, capital, and financial resources) 25% 22% 23%

Note: Top five responses are in bold.

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Additional Topics

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Comments (N=148)Effective and efficient use of resources: Participants would like to see sufficient resources and updates to district materials for improved student achievement, such as digital literacy, classroom technology, textbooks, and additional student devices.

A safe learning environment: Participants would like to include topics about safety and anti-bullying as part of developing and sustaining a healthy, respectful, caring, and safe learning environment for students, faculty, staff, and the community.

Special education: Participants discussed a need to add priorities, goals, strategies, and action steps to improve inclusive student-centered programing for students with special needs.

Curriculum revisions and course offering updates: Participants expressed a critical need to assess the rigor of current curriculum and course offerings. Some suggested topics:

• Increase advanced course options;• Investigate additional course offerings to support college and career success• Pursue local business and university partnerships• Share information about the skills and knowledge students need to be successful in college and/or the workplace

Please share any other topics you think should be part of the five-year strategic plan.

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Performance Indicators

Below is a list of some common ways school districts measure success of students, staff, and the district overall. Which indicators are most important to include in ACSD#1’s five-year strategic plan? (N=1,121)


71%

60%

45%

44%

42%

39%

37%

35%

31%

24%

22%

0% 20% 40% 60% 80% 100%

Academic growth (year-over-year)

Reading proficiency (Grade level)

Graduation rates

Staff retention rate

Parent involvement

College and vocational placement

Dropout rate reduction, including among subgroups

College readiness indicator (ACT)

College course offerings/dual or concurrent course offerings

Student participation in extracurricular activities

Post-graduate achievement/performance

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Performance Indicators (Continued)

Below is a list of some common ways school districts measure success of students, staff, and the district overall. Which indicators are most important to include in ACSD#1’s five-year strategic plan? (N=1,121)


21%

20%

17%

15%

15%

13%

11%

9%

4%

4%

0% 20% 40% 60% 80% 100%

Student volunteerism in the community

Parent access to PowerSchool

Attendance at parent-teacher conferences

Number of National Board Certified Teachers

Parent volunteer opportunities in schools

Wyoming Accountability in Education Model (Growth/Equity)

Post-graduate success (WY tracks cohorts); National Clearinghouse;Perkins (CTE graduates)

National Assessment of Educational Progress (NAEP) scores

Program for International Student Assessment (PISA) scores

Other

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Academic growth (year-over-year) 74% 70% 70%

Attendance at parent-teacher conferences 15% 18% 15%

College and vocational placement 32% 40% 41%

College course offerings/dual or concurrent course offerings 21% 35% 30%

College readiness indicator (ACT) 23% 41% 36%

Dropout rate reduction, including among subgroups 48% 32% 41%

Graduation rates 49% 43% 47%

National Assessment of Educational Progress (NAEP) scores 6% 10% 11%

Number of National Board Certified Teachers 9% 18% 12%

Parent access to PowerSchool 15% 21% 16%

Parent involvement 46% 40% 43%

Program for International Student Assessment (PISA) scores 2% 5% 5%

Note: Responses selected by more than 40 percent of participants are in bold.

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Post-graduate achievement/performance 16% 25% 18%

Post-graduate success (WY tracks cohorts); National Clearinghouse; Perkins (CTE graduates)

11% 11% 12%

Reading proficiency (Grade level) 61% 59% 56%

Staff retention rate 49% 42% 45%

Student participation in extracurricular activities 18% 26% 20%

Parent volunteer opportunities in schools 15% 16% 11%

Student volunteerism in the community 20% 21% 22%

Wyoming Accountability in Education Model (Growth/Equity) 18% 11% 11%

Other (Please specify) 4% 4% 4%

Note: Responses selected by more than 40 percent of participants are in bold.

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Comments (N=38)

Teacher and leader engagement and effectiveness: Participants expressed some common ways ACSD#1 could measure success. They suggested the following measures be included in the five-year strategic plan:

• Teacher attendance and retention rates of staff• Participation in collaborative decision making and planning time• Desire for and implementation of targeted professional development• Focus on student learning based on content and time on task• Value-added academic measures based on interim assessments of student progress• Use of data to improve the quality of teaching

Student performance: Participants suggested the following measures be included in the five-year strategic plan: • Rates of earning credits and grade-level advancement• Absenteeism and dropout rates• Numbers of students performing at grade level by subject area• Rates of proficiency on state assessments• Graduation and college attendance rates

Below is a list of some common ways school districts measure success of students, staff, and the district overall. Which indicators are most important to include in ACSD#1’s five-year strategic plan?

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Additional Suggestions

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Comments (N=112)

Communication: Participants expressed a need for continued regular communication about the strategic plan with all stakeholders during all phases of the process.

Engage all stakeholders: Participants said the district should continue to gain insight into the process by asking stakeholders how they prefer to review the plan.

Appreciation: Participants appreciated and were excited that the strategic planning process is underway. Participants are excited to hear the final results and are happy their voice is being included.

Budget constraints: Participants want to understand how a potential lack of funding or a budget shortfall would affect the strategic planning process and/or later years of the strategic plan.

Suggestions: Participants made the following general suggestions for the new strategic plan:• Keep the focus narrow• Make it measurable• Ensure everyone has a voice in the process

Please share any other thoughts or suggestion you have about ACSD#1’s five-year strategic planning process.

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Recommended Strategic Planning Focus Areas

ACSD#1: Journey Ahead

Rigor, Relevance, and Relationships

Equity and Excellence

Communication and Community

Engagement

Premier Workforce

Systems and Operations

31

Rigor, Relevance, and Relationships: Curriculum, Instruction, Family/school Partnerships, Innovation, STEM, CTE, etc.

Equity and Excellence: Student Support Services, Program Effectiveness, Student Achievement

Communication and Community Engagement:Internal/external communication, decision-making, transparency, and community involvement

Premier Workforce: Skills, Standards, Professional Development and Employee Engagement of all ACSD#1 Staff Members

Systems and Operations: Infrastructure and Resource Allocation – Finance, Technology, Transportation, etc.

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Committee ObjectivesCommittee’s MissionTo work as a team and reach consensus drafting goals, strategic objectives, and key performance indicators for each strategic plan focus area that will be forward looking over the next five years for Albany County Public Schools #1.

Roles and Responsibilities The committee chair is responsible for providing background information and data to the committee and support the committee’s work to develop goals, objectives, and key performance indicators to present to the school board.

K12 Insight will help facilitate and provide the process and activities so the committee can effectively work to achieve its mission.

Each committee members is responsible for active participation in the process, listening to different perspectives, and offering constructive suggestions to complete its mission.

Norms of Collaboration• Pausing• Paraphrasing• Posing Questions• Putting Ideas on the Table• Providing Data• Paying Attention to Self and Others• Presuming Positive Intention

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Committee Tasks

Task Steps

Draft focus area goal statement(s) • Brainstorm ideas/words that would describe what success looks like for your focus area

• Generate draft language for a goal or a couple of goals

Create a list of strategic objectives that will guide the district’s work to achieve the focus area goal(s)

• Review district profile SWOT and circle anything that aligns with your focus area/goal

• Determine what should be addressed as a strategic objective• Add other strategic objectives (current program/initiatives or a

new effort)

Identify key performance indicator(s) that could be used to measure progress of each strategic objective

• For each strategic objective identify one or two indicators to measure progress and success

Write draft goals and strategic objectives on chart paper to share with the whole group

• Draft goal and strategic objective language using template• Transfer to chart paper• Select a person to share to the whole group

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Strategic Planning Template – Rigor, Relevance, and Relationships

Focus Area: Rigor, Relevance, and Relationships - Curriculum, Instruction, Family/school Partnerships, Innovation,

STEM, CTE, etc.Draft Goal:

Strategic Objectives: Person

Responsible

Resources Timeline Performance

Indicator(s)

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Strategic Planning Template – Premier Workforce

Focus Area: Premier Workforce - Skills, Standards, Professional Development and Employee Engagement of all

ACSD#1 Staff MembersDraft Goal:


Responsible


Indicator(s)

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Strategic Planning Template – Equity and Excellence

Focus Area: Equity and Excellence -Student Support Services, Program Effectiveness, Student Achievement

Draft Goal:


Responsible


Indicator(s)

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Strategic Planning Template – Communication and Community Engagement

Focus Area: Communication and Community Engagement - Internal/external communication, decision-making, transparency and community involvementDraft Goal:


Responsible


Indicator(s)

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Strategic Planning Template – Systems and Operations

Focus Area: Systems and Operations - Infrastructure and Resource Allocation – Finance, Technology, Transportation,

Facilities, etc.Draft Goal:


Responsible


Indicator(s)

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Committee Chairs and Breakout Location

Rigor, Relevance, & Relationships

Equity and Excellence

Communication and Community Engagement

Premier Workforce

Systems and Operations

School Board: Principles, Values and Commitments

Chair –John Weigel

Room 1020

Chair –Steve Slyman

Room 1022

Co-Chairs –Stuart Nelson and Tony Czech

Room 1019

Chair –Mike Hamel

Room 1024

Co-Chairs –Ed Goetz and Randy Wilkison

Room 1026

Facilitator –Jubal Yennie

Room 1021

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Internal Strengths and WeaknessesStrengths (+) Weaknesses (-)

• Low class sizes• High quality certified staff• Staffing follows state funding model• Community support• Local legislative support• Performance on state tests and ACT scores• Leadership (Admin fulfill board policy and vision)• Financial management• Schools of choice (opportunities)• Collaborative meet and confer process• Large applicant pool for positions• Facilities• Transportation• Communication between ACSD#1 and community• Teaching Staff• Visionary leadership team

• Curriculum and technology budgets• Transportation staffing challenges• District receptiveness for input and inquiry• Academic counseling• Communication to stakeholders• Pockets of poor customer service• Inequity of teaching load and planning time• Trust in past practices• Open communication• Inconsistent reporting of bullying• Policies are dated

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External Opportunities and Threats

Opportunities (+) Threats (-)

• LCCC Partnership• UW Partnership• Perception as quality district• Proximity to large metropolitan area• Community values education• Recreation (outdoor)• Partnerships• ESSA implementation• Community programs that support students• State of WY (Agencies have been supportive of

education) • National Guard, etc.• Economic growth (start ups)• Population growth

• Funding (state)• Pending operational budget cuts• Capital construction funding• Job market/employment• Mobility of staff (transitory nature of Laramie –

UW)• Lose continuity/parent involvement (mobility)• Lack of services due to size (medical/ mental

health services)• Want to stay but can’t find work (limited

opportunities)• Alcohol and drug use (proximity to CO)

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Current Programs/InitiativesHuman Resources

Curriculum/ Instruction

Special Education Business Technology Transportation

Job Classification Study

Review of Leave Policy

Professional Learning Communities

Early Literacy

Standards-AlignedMathematics Instruction

Assessment Program

Curriculum Maps

Dual Credit and CTE Program

Project Search

Fast ForWord

Co-Writer & Snap and Read

LifeSavers Coalition

Restorative JusticeTrauma Informed InstructionSingle Point of EntryMental Health and Substance AbuseCCSS & IEP Goal AlignmentEquine TherapyICARETransition Academy

New Slade Elementary Construction

Old Laramie High Abatement and Demolition

New Laramie Jr. High Construction

Hardware Upgrades

Technical Certification Curriculum Track

Increase spare bus fleet to 20%

Zonar 2020 electronic bus inspection

Install Bus Finder on all buses

Zonar Z-Pass+

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albany county school district strategic planning kickoff

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