Florence-Carlton Public Schools Strategic Plan Overview

Transcription

1 Florence-Carlton Public Schools Strategic Plan Overview The Florence-Carlton Public Schools (hereinafter referred to as District ) has created a new direction for the school district to strategically focus its resources on identified wants, preferences, and needs of its community. As part of this process, the District has begun a strategic planning and thinking process that will lead to a stronger and more vital school district. This process will be ongoing as the District moves into the future. This strategic plan is intended to help the District in focusing its resources in a manner that will best benefit the children enrolled in the District. The Florence-Carlton Board of Trustees and staff began the strategic planning and thinking process necessary to fit with its commitment to children, to community engagement and to knowledgebased decision making processes. As part of its preparation for strategic planning, the District brought in Debra Silk of the Montana School Boards Association to help facilitate the strategic planning process. On March 8, 2016, the Florence-Carlton Public Schools Board of Trustees formally adopted its new strategic plan. The District views the process of strategic planning as an ongoing process within the school system. This is not a "strategic planning project" that is completed. Adoption of a plan is an affirmation of the general intent and direction articulated by the Core Ideology, Envisioned Future and Goals and Strategic Objectives. It is understood that progress toward achieving plan strategic objectives will be assessed at least annually, and the plan will be updated based on achievements and changes in the needs of the children served by the District. Strategic Planning Framework The framework used by the District for its strategic planning process was adapted from a model developed by Jim Collins, author of Built to Last and Good to Great. The Board focused on five different planning horizons, starting with the long term issues first to provide focus to shorter term efforts. Strategic Planning Process of the Florence-Carlton Public School District Page 1 of 10

2 Timeless 30 years year Core Ideology* Core Purpose Core Values Envisioned Future* Big Audacious Goal Vivid Description * Adapted from Built to Last, Collins and Porras, 1994 Critical Factors Scan Conditions, Trends & Assumptions Mega Issues Strategic Principles Strategic Planning Value Proposition Goals Objectives Strategies Operational Strategy Action Planning Annual Strategic Plan Review Priority Setting Program Planning Action Planning KNOWLEDGE-BASED Decision-Making Strategic Planning Process of the Florence-Carlton Public School District Page 2 of 10

3 Core Ideology of the Florence-Carlton Public School District Core ideology describes a school district's consistent identity that transcends all changes related to its relevant environment. It consists of two elements - core purpose - the school district's reason for being - and core values - essential and enduring principles that guide a school district. Envisioned future conveys a concrete yet unrealized vision for the school district. It consists of a big audacious goal - a clear and compelling catalyst that serves as a focal point for effort - and a vivid description - vibrant and engaging descriptions of what it will be like to achieve the big audacious goal. The Core Purpose of Florence-Carlton Public Schools is to provide a high quality education where each student reaches his/her highest potential to succeed as a responsible and productive member of society. Core Values of the Florence-Carlton Public Schools: Honesty, Integrity and Responsibility We believe in the value of honesty, integrity, and responsibility in everything we do. Compassion We always put kids first. We are compassionate, care for and help one another. Respect We believe that having and showing respect towards others at all times is vital to our success. We value the differences and opinions of others and view these differences and opinions as an asset and not a barrier to our growth and success. Loyalty and Pride We are loyal to the community and students we serve and take great pride in our community, our school, our students and our accomplishments. Academic Excellence, Hard Work and Continual Improvement We have high academic expectations of our students and our staff. We believe that with hard work, dedication and a commitment to continuous improvement we can excel as a school and a community. Strategic Planning Process of the Florence-Carlton Public School District Page 3 of 10

4 15-20 Year Planning Horizon Envisioned Future of the Florence-Carlton Public Schools Big Audacious Goal: We have a new state-of-the-art facility that provides students with vast educational, vocational, extra-curricular, music, art and other opportunities. This facility will meet the contemporary and ongoing needs of our students and our community and will include but not be limited to: An infrastructure that supports contemporary technologies; Commons area with small group settings; Areas that support the arts and vocational courses; Labs where kids can work on hands-on projects; A performing arts center; and Separation between our younger students and our older students. A Vivid Description of the Desired Future: Our small, safe community and expansive opportunities and activities sets us apart from other education systems. Through our philosophy of enrichment of each student and our committed focus on adaptive and responsive educational programming, our students are fully engaged in their individual education planning and goals that will set them on a path for success in life. Parents know the value of having their children educated in our schools. Likewise our students are excited about their education and opportunities in our schools. The education and overall well-being of our students is and will remain our priority. We have implemented a diverse culture of learning with a team approach to educating our students. We have effectively incorporated contemporary technologies into all aspects of our educational environment. We have a comprehensive vocational program that gives students experiences and credentials with the goal of having students ready for the workplace before they leave our system. We set high expectations for our students. As a result, our students take ownership of their education and excel to their highest potential. We offer vast opportunities for students in our educational programming and our extracurricular activities. We have outstanding programs and opportunities that meet the educational needs of our special needs students. We have the best band program of similarly-sized schools in the state. Our phenomenal facilities and excellent programs have attracted the best and brightest staff. We offer dual enrollment college and vocational opportunities for our students. Strategic Planning Process of the Florence-Carlton Public School District Page 4 of 10

5 Our staff are certified in a plethora of dual enrollment courses offered online. Because of our use of contemporary technologies, we are a magnet for students who thrive in a technology-driven environment. We take an individualized approach to education at the student s own level, but age appropriate for developmental levels. We have a 100% graduation rate Year Planning Horizon Assumptions Regarding the Relevant Future for the Florence-Carlton Public Schools In order to make progress against the 20 year Envisioned Future, Florence-Carlton Public Schools must constantly anticipate the strategic factors likely to affect its ability to succeed, and to assess the implications of those factors. This process of building foresight about the future will help the District to constantly recalibrate its view of the relevant future, a basis upon which to update the strategic plan on an annual basis. As the outcome-oriented goals that will form the basis of the long-range strategic plan will be based on this foresight, annual review of these statements will be an appropriate method of determining and ensuring the ongoing relevance of the strategic plan. Creating the Assumptions - during the Strategic Planning meetings held in 2015, the Florence- Carlton Public Schools Board of Trustees, Staff Leadership Team, and faculty made many assumptions about the future. While many different assumptions were made, see Appendix A to this Plan for those assumptions that are likely to have the greatest influence on the success of Florence-Carlton Public Schools. Five-Year Planning Horizon Outcome-Oriented Goals and Strategic Objectives The following thinking represents goals for the next five years. They are areas in which Florence- Carlton Public Schools will explicitly state the conditions or attributes it wants to achieve. These outcome statements will define, "what will constitute future success." The achievement of each goal will move the school district toward realization of its Envisioned Future. Strategic Objectives provide direction and actions on how the school district will accomplish its articulated goals. All strategies included in the strategic plan should be considered accomplishable at some point in the future. Strategic Objectives are reviewed annually by the Florence-Carlton Schools Board, Staff Leadership Team, faculty and community members. Strategic Planning Process of the Florence-Carlton Public School District Page 5 of 10

6 Goals of the Florence-Carlton Public Schools Goal Area 1: Technology and Innovation Statement of Intended Outcome, Five years: As a result of our efforts, we have effectively incorporated technology into all aspects of the District to enhance our educational opportunities for students. We have also effectively utilized technological advancements to improve our communications. 1-2 Year Strategic Objectives: We will increase our technology connectivity to enhance student learning opportunities. We will enhance the individualized technology available to each student. We will enhance technology training for both staff and students. We will enhance the technology and innovative learning opportunities for students. We will enhance our relationships with educational institutions and others to provide enriched, innovative opportunities for our students. We will enhance our website and other technological application (e.g., social media, mobile applications, etc.) with the goal of increasing the effectiveness of our communication and knowledge of our District and our initiatives by parents and the community. Goal Area 2: Community Relations Statement of Intended Outcome, Five years: As a result of our efforts, our community and our District have a strong, supportive and mutual relationship. 1-2 Year Strategic Objectives: We will enhance the promotion of our District to educate our community and others on the great things that are happening in our schools. We will enhance the communication with the community with the goal of educating the public about our short-term and long-term initiatives. We will enhance the community events that are held at school with the goal of making the school the focal point and heart of our community. We will enhance District-wide advanced educational opportunities for the community. We will enhance the opportunities for community recognition at our board meetings and in our communications with the public. Goal Area 3: Facilities/Safety/Security Statement of Intended Outcome, Five Years: We have adequately maintained and upgraded health, safety and security measures of our existing facilities while making significant progress on our long-term envisioned future of having a new facilities that meet the contemporary needs of our students, staff and community. Strategic Planning Process of the Florence-Carlton Public School District Page 6 of 10

7 1-2 Year Strategic Objectives: We will increase our knowledge of and awareness of what has already been developed by CTA to determine whether we need to make adjustments to our longterm envisioned future of a new state-of-the-art building(s). We will enhance the safety and security of existing buildings using the flexibility that currently exists under the School Safety Bill. We will enhance the efficiency of our buildings (e.g., installing the boilers that have already been purchased). We will make the necessary health and safety enhancements and improvements to our facilities. Goal Area 4: Broaden Student Opportunities Statement of Intended Outcome, Five Years: Through our efforts in focusing on students, we have significantly improved student opportunities. 1-2 Year Strategic Objectives: We will enhance student opportunities in the governance of the Board. We will enhance the educational, vocational, extra-curricular and co-curricular opportunities for students. We will collaborate with educational organizations and utilize other resources, including community resources, to give our students enhanced opportunities. We will enhance our individualized approach to meeting the educational needs of each student. We will enhance the opportunities for student recognition at our board meetings and in our communications with the public. Goal Area 5: Staff Statement of Intended Outcome, Five Years: Through our collective efforts, we have improved staff opportunities for professional development, growth and recognition. As a result, we have an enthusiastic staff whose focus is on the interests of students and student achievement. 1-2 Year Strategic Objectives: We will enhance the professional development opportunities for our staff. We will enhance staff opportunities for certification in dual credit subject areas. We will enhance the opportunities for staff recognition at our board meetings and in our communications with the public. Strategic Planning Process of the Florence-Carlton Public School District Page 7 of 10

8 Appendix A Megatrend Analysis to Help Inform and Assess Florence-Carlton Public School District s Strategic Plan Assumptions about the future (5-10 years) Assumptions: The following are 5-10 year assumptions concerning the key external trends, challenges, or issues facing Florence-Carlton Public School District in the future. They may represent either future opportunities or threats to the District Year Planning Horizon Assumptions Regarding the Relevant Future for the Florence-Carlton Public School District In order to make progress against the 20 year Envisioned Future, Florence-Carlton Public Schools must constantly anticipate the strategic factors likely to affect its ability to succeed, and to assess the implications of those factors. This process of building foresight about the future will help Florence-Carlton Public Schools to constantly recalibrate its view of the relevant future, a basis upon which to update the strategic plan on an annual basis. As the outcome-oriented goals that will form the basis of the long-range strategic plan will be based on this foresight, annual review of these statements will be an appropriate method of determining and ensuring the ongoing relevance of the strategic plan. Creating the Assumptions - during the Strategic Planning meetings, the Florence-Carlton School Board, Staff Leadership Team, faculty and community made many assumptions about the future. While many different assumptions were made, what follows are those assumptions that are likely to have the greatest influence on the development of Florence-Carlton Public Schools' Strategic Plan. Assumptions about the future Demographics We anticipate that the trend of an aging and retired local population will continue. We anticipate that our local population will be more ethnically diverse. We anticipate that our out-of-district attendance will remain steady and perhaps increase. With technological advancements, we anticipate an increase in the number of people working for home. We anticipate that as Missoula grows, we might experience some of that growth. However, we anticipate that the growth in Missoula will continue to impact those districts to the west of Missoula (e.g., Hellgate Elementary, Frenchtown, etc.). Strategic Planning Process of the Florence-Carlton Public School District Page 8 of 10

9 Business and Economic Climate We anticipate that affordable housing in our local community will be an issue. If this issue can be resolved/addressed, we anticipate that the population of Florence- Carlton will increase. Although land prices have come down as a result of the recession, land prices are still not to a point where they are affordable for young families with children and we expect this trend to continue. We do not anticipate that there will be significant business growth in our local community. Without significant infrastructure development (water and sewer system), we anticipate that there will be limited opportunities for local business growth. Politics and Social Values We anticipate the trend of the political climate in Ravalli County as not being conducive to growth in our area will continue. We anticipate that the conservative nature of our community will continue. We have previously struggled with trust issues. We are now in a period of healing. We anticipate that if our community understands the needs of the school and the community, the community will support what is in all of our best interests. We anticipate that the School Board will continue to be instrumental in setting the stage for acceptable community social values. Technology and Science We anticipate that we will need to continue to educate the community about our technology needs moving forward to ensure that our students are receiving a worldclass education. We anticipate that we will need to be adaptable to ensure that students have access to technology, innovations and applications that support student achievement. We anticipate that we will need to improve our infrastructure and systems to meet the technology needs of our students and the staff. We anticipate that it will be a challenge to keep up with the fast pace of technology. The area of Bioscience is an emerging trend and we anticipate this trend to continue. As a result, we need to ensure that our students are prepared for this field as well as other emerging fields and we need to tap into available resources. We anticipate that we will need to improve our science labs and ensure that we are providing students with hands-on opportunities and experiences. We anticipate that technology is and will continue to have an impact in all areas of science. We will need increased funding and professional development for staff in order to keep up with this trend. Legislation and Regulation We anticipate ongoing issues with District boundary lines. We anticipate that the trend of increased federal mandates and regulations will continue. Strategic Planning Process of the Florence-Carlton Public School District Page 9 of 10

10 We anticipate that common core and the implementation of the same will continue to be an issue Year Planning Horizon Mega Issues facing the Florence-Carlton Public School District Mega issues are issues of strategic importance, which represent choices the school district will need to make in defining the ultimate direction of its long-range plan. These issues represent potential impediments to achievement of the Envisioned Future, and form a basis for dialogue about the choices facing the school district. These questions can serve as an ongoing "menu" of strategic issues that, using a knowledge-based approach in gathering insights relative to Florence- Carlton Public Schools strategic position and directional choices for each of the issues, can be used by the Board to create regular opportunities for strategic dialogue about the future issues facing the school district. Note: The questions are not necessarily arranged in priority order. Mega Issues for Consideration How do we gain the trust of our community, better communicate and collaborate with the community for the mutual benefit of our students, parents, staff and community and get their buy-in on our envisioned future? Strategic Planning Process of the Florence-Carlton Public School District Page 10 of 10