BOWLING GREEN CITY SCHOOLS

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Francis Scruci

Superintendent

BOWLING GREENCITY SCHOOLS

Strategic Plan2018-2021

Exhibit 9

http://www.bgcs.k12.oh.us/

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BGCS Board of Education

Ginny Stewart, PresidentWilliam Clifford, Vice-PresidentPaul Walker, MemberNorm Geer, MemberJill Carr, Member

TABLE OF CONTENTS

Superintendent’s Message…………………………………………………….. 3

Strategic Planning Process……………………………………………………… 4

Vision, Mission, and Core Values……………………………………………. 5

Strategic Plan Goals

Academic Achievement………………………………………………………….. 7

School Finance……………………………………………………………………….. 9

Communication……………………………………………………………………… 10

Human Resources………………………………………………………………….. 11

Operations……………………………………………………………………………… 12

Technology…………………………………………………………………………..... 13


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The Bowling Green City School District is found in Northwest Ohio and is a 118 square mile district

(ranked 98th largest in Ohio) located in Wood County. The District shares its location with Bowling

Green State University. The community is made up of approximately 30,000 full and part-time

residents. Of this population, approximately 19,000 are full-time residents, while the remaining 11,000

are BGSU student residents.

As a district we are committed to high achievement and providing educational opportunities that will

help prepare our students for college and career readiness. We are focusing on finding innovative

ways to create learning environments that will engage all students. We will continue to abide by the

mandates that have and continue to direct education.

We will encourage our teachers to find ways to creatively meet student needs driven by data and

implementing best practices. The Goals found in this document are not in any particular rank order

because we believe that each are inter-related. However, our main focus will be on high academic

standards and providing a safe nurturing environment while maintaining fiscal responsibility.

The purpose of this document is to share the vision, mission, core values, and the direction the district

intends to move towards. A strategic plan, while focused on the present and the future, is subject to

change based on government legislation that may change funding and/or curriculum. This document

becomes somewhat of a fluid document due to the above mentioned influences, but generally will be

valid for 3-5 years.

This strategic plan began in the 2013-14 school year with a series of meetings and surveys with

various stakeholders. The data collected was used to create an initial plan. Each year the plan is

revisited and is updated to reflect any changes based on completion or needs due to external factors.

The work found within this document reflects the discussions held with the community, staff, students,

and administrators. This plan provides a summary of the process and its desired outcomes.

Variables could exist that would have a direct impact on this document would include funding from

Local, State, and Federal entities. This would include any legislation that is passed directing our

school district’s business. In addition, the results and summary of the Community task forces will give

direction to the district’s facilities framework and financing options. Other factors that could impact this

plan would be all property reassessments that will occur along with any new construction of housing or

new housing developments.

Francis R. Scruci, Superintendent

BGCS STRATEGIC PLANNING PROCESS


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Conduct Research and Develop Strategic Plan Develop Implementation

Gather data Plan

Phase I Phase II Phase III

Document the current state ofreality and the desired future of

the District.

Create a framework for broaddirection and priorities for the

future in a formal Strategic Plandocument.

Develop and document specificsteps that will be taken in order to

accomplish measurable goals.

Conduct individual

interviews with

stakeholder groups

Reviewed mission, vision,

and core values of the

District

Reviewed archival data

and reports provided by

the district

Administer survey with

stakeholder groups and

review data

Conduct rigorous analysis

of student achievement

data

Document mission, vision,

core values, and the future

direction of the learning

community

Facilitate school board work

session to review all facets of

plan

Developed the Strategic Plan

document to serve as an

outline to guide the direction of

the school district. The

Strategic Plan includes goals

in the following areas:

Academic Achievement

School Finance

Communication

Human Resources

Operations

Technology

Conduct individual

interviews with stakeholder

groups

Reviewed mission, vision,

and guiding principles of

the District

Reviewed archival data

and reports provided by the

district

Administer survey with

stakeholder groups and

review data

Conduct rigorous analysis

of student achievement

data


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BGCS VISION, MISSION, and CORE VALUES

VISION

Provide excellent instruction and equitable opportunities for each student.

MISSION

Bowling Green City Schools is committed to high academic expectations and

extracurricular opportunities in an inclusive, caring, safe, and healthy

environment. We empower and support our teachers to be responsive to each

student through a challenging and engaging curriculum. We partner with

families and community to ensure student success.

CORE VALUES

Accountability

Compassion

Courage

Creativity

Honesty

Integrity

Respect

Responsibility

Service


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STRATEGIC PLAN

GOALS


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GOAL 1: ACADEMIC ACHIEVEMENT

BGCS will prepare all students to be contributing members of their community by equipping them with

the 21st Century skills of communication, collaboration, creativity, and critical thinking, resulting in

college and/or career readiness.

Desired Outcomes Actions TimelineEvaluate current instructionaland intervention programs tomake recommendations toimprove overall academicachievement and close theachievement gap by no lessthan 3% each year inReading and Math betweenspecial education and allstudents. Review K-3 literacy(Ed Choice)

Continue the work of the Math Committee that will use theplan, do, study, act, reflect model of school improvement tocontinue further work and make recommendations foradditional Secondary courses to be added and sequenced.

Explore additional courses and pathways of mathematics forstudents to meet graduation requirements beginning with theclass of 2019

Train teachers on new online mathematics platforms forenrichment and remediation K-12. Create a plan forimplementation and expectations of use of the Red Bird andAleks

Explore and analyze Math RTI universal screeners; Startest/assessment results

Educate and provide professional development and depth ofknowledge for administrators and teachers

Evaluate and reflect on new implementation and makerecommendations for refinement with the goal of improvingTier I instruction from:

Literacy Task Force Math Committee Science Differentiation PD for teachers

2019

2019

2019

2020

2021

2019202020212019-2021

Continue using curriculumreview committees todetermine effectiveness andselection of district programsand curricular materials

Review new curriculum standards, documents, and materialsas well as recommendations from curriculum reviewcommittees:

Science World Language or Social Studies - data dependent

Explore additional funding options for materials and textbookadoptions both internal and external community

2020

2020

Finalize RTi processes inorder to provide Tier 2 andTier 3 intervention forstudents K-12

Use the following district assessments to identify studentswho are at risk in primary academic skills, behavior, orcontent acquirement K-12:

AIMS Plus K-3 as a universal screener to identifystudents for intervention for Reading.

Redbird or ALEKS K-5 as a universal screener toidentify students for intervention in Math

PowerSchool Summative Assessments as baselinedata for Math and Reading Grades 3-10 to informinstruction and plan for enrichment or remediation

Behavior Screener in primary to determine servicesor interventions

On-going

On-going

On-going

2019


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Behavior Screener for at risk students in Secondary

Develop and use a Pyramid of Interventions and processforms for staff as a resource and provide professionaldevelopment as needed

Continue implementation of PBIS and refine program asneeded based on school data

Implement and refine quarterly data review meetings K-5 toinclude action planning for each student performed by theschool RTi team

Formative and Summative assessment data to be evaluatedat Teacher Based Team meetings to assess student progressand response to interventions K-12

2020

2019

2020

On-going

On-going

BGCS will evaluate andimplement comprehensiveschool counseling programsto meet the needs of thewhole child ultimatelyincreasing academicachievement and improvingsocial experience of students.

Counseling programs K-12 will complete a beginning of theyear needs survey and design programs to address them.Define action steps with counselors,

All secondary students will engage in career exploration andlearning styles inventories

On-going

On-going

Ensure the needs of studentsidentified as gifted throughdifferentiated instruction ordistrict programming

BGCS will offer pathways for acceleration through CollegeCredit Plus, Advanced Placement, and Dual Enrollmentcourses at the secondary level

Perform grade level testing for identification grades 2 & 4

Create and implement process to review data andidentification at each elementary building to identify studentsfor differentiation or programming

Evaluate service delivery options for exceptionalstudents and make recommendations for futureprogramming

Create pathways or supplemental courses to meet the needsof identified students and write acceleration plans as needed

Continue Professional Development for Secondary Teachersto meet the gifted requirement to serve students in Honorsand Advanced Placements courses in Ohio Revised Code

Provide professional development K-12 for differentiatedinstruction to meet the needs of students in the generaleducation setting

On-going

On-going

2019

2019

2019

On-going

In light of the OIP Process,BGCS faculty and staff willengage in professionaldevelopment activities thatfacilitate equitableexperiences for all students.

All classrooms use Visible Learning strategies and continuedprofessional development on Making Student ThinkingVisible

All district staff will be trained in Trauma Informed Classroomand implement practices relative to their area of work

2020

Ongoing


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Increase opportunities and participation for underrepresentedstudents involved in advanced courses at the secondarylevel. Remove barriers of some prerequisites for students.

Continue to explore and implement equity evaluation tools toinform practices and programming

Continue the District Equity team to meet and reviewelements of this goal

High School administration will acknowledge and addressnuances of Graduation Rate

2020

2020

On-going

On-going

GOAL 2: SCHOOL FINANCE

BGCS will be good stewards of public funds, maximizing current state and local funding levels toprovide excellent educational opportunities for students.

Desired Outcomes Actions TimelineAnnual review of all staffinglevels to determine need

Each entity will develop an annual plan to be establishedby February of that academic year to include the following:creating list of vacant teacher positions, reviewing enrollmentnumbers, and monitoring potential openings foradministrative and support personnel. Include the Treasurer’sOffice in discussions.

Using current fiscal year as a baseline, compare the numberof staff members and positions as of September 1 eachyear to determine any changes

The annual review will take place December 1 throughJanuary 31 each year as well as each time a staff positionbecomes open throughout the year beginning immediately

On-going

On-going

On-going

Monitor expenditurescomparatively withappropriations annually

Continue regular review of reports

Treasurer will review appropriations reports regularlybeginning October, 2018 to determineany amendments that may be necessary in conjunction withrevenue availability

On-going

On-going

Monitor energy costs throughconservation efforts

Utilize inner and outer access doors

Turn off projectors, lights, and all other electronic deviceswhen not in use

Assess and analyze district-wide conversion to LED

Using prior fiscal year as a baseline, Treasurer will prepare aschedule of natural gas, electricity and water usage todetermine how much utility costs have increased/decreasedat the end of the fiscal year

On-going

On-going

2020

Investigate cost savingmeasures throughcollaboration with entities inNW Ohio

Continue to analyze health care costs in collaboration withconsortium members. Include information about Promedicanear-site clinic

Work with Wood County ESC and other NW Ohioprofessional agencies to provide services throughout

On-going

On-going


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the district only if it can provide a cost savings over whatBGCS would provide and if the services meet our educationalgoals. Each spring WCESC services will be analyzed andselected

Continue to work with other districts and entities to providecost effective professional development opportunities.

On-going

Update the 5 year forecasttwo times annually

Treasurer will update, give presentation at board meeting andfile forecast with ODE as required by law by November 30and May 31 each year

Yearly

Reduce supply costs Alternative methods for electronic workflow

Principals will review requisitions to determine necessity ofitems being purchased as well as buying local wheneverpossible to save shipping costs

Monitor inventory/supply management process for continuousimprovement initiatives

Whenever possible use HPS and EPC purchasingconsortiums; provide link and training for administrators andstaff

On-going

On-going

On-going

On-going

. GOAL 3: COMMUNICATION

BGCS will build and maintain relationships with all stakeholders by engaging in two-way, timely, andconsistent communication.

Desired Outcomes Actions TimelineIncreased Community/ParentCommunication Outreach

Superintendent will modify the list and meet on a quarterlybasis with a Community Retiree Advisory Group asmeasured by attendance and group email list from October2019-April 2020

The Superintendent will meet with the PTO Presidents on aQuarterly basis measured by attendance and group email list.October 2019-April 2020

Principals and Athletic Director create a monthlycommunication (video, blog, newsletter, Facebook)evidenced by website postings

Principals will blog quarterly

Maintain social media presence utilizing device sensitiveplatforms such as Twitter, Facebook, and/or Instagram

Principals will encourage staff to tweet information ofbuilding news as well as classroom activities asmeasured by posting with a goal of a minimum 200district posts per month

BGCS employees will add twitter handle to all business cardsand outgoing communications (including email signature) aswell as promote them at open houses and building events.

On-going

On-going

September –April yearly

On-going

On-going

2019-2020

2019-2020


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Create and contribute to publications as requested

Pursue ability to contribute to BGCS column in BGIndependent News and/or Sentinel

Seek alumni to establish an alumni association

Reaffirm commitment to add items to the BG Communitycalendar to promote BGCS events

Encourage a bigger presence at community events (such asBSAF, Literacy in the Park, etc.) in Bobcat apparel

2019-2020

2019-2020

2019-2020

On-going

On-going

Increased StaffCommunication& Outreach

The Superintendent and other members of CentralAdministration will meet with staff quarterly in each buildingand department from September 2019-April 2020

Maintain Friday Message/YouTube video productions on aregular basis during the school year to showcase schoolevents and academic lessons or as needed if timely event ortopic arise

Sept – Aprilyearly

September –April yearly

Maintain the appearance andcontent of the District web-site with increased staffcontributions

Maintain the district website and encourage staff to promoteand present relevant building information.

Encourage parents to visit Flyer Board to view upcomingschool and community events.

Administrators encourage submission of website content todesignated staff for timely release of information.

On-going

On-going

On-going

Increased promotion of thesuccesses of students, staff,and school programs

Monthly recognitions at regular board meetings, within theFriday message and district staff social media posts

On-going

GOAL 4: HUMAN RESOURCES

BGCS will successfully recruit and retain staff by providing a supportive and positive workenvironment; creative teaching opportunities; quality professional development, and a competitivecompensation package.

Desired Outcomes Actions TimelineIncreased recruiting anddiversity recruiting efforts

Attend college recruitment fairs at BGSU and University ofToledo. Registration Jan/Feb, Job Fairs April

Host Annual BGCS recruitment fair in March to Put notification on Applitrack Jan/Feb to Involve HR

and school based personnel to complete screeninginterviews Meet with Principals to develop Interviewteams.

Complete interview notes in Applitrack system toinform candidate pool for interview teams April/Mayafter respective job fairs

Target hard to fill vacancies Oct/Nov Encourageteachers to notify of retirements by Dec boardmeeting (OTES requirement)

On-going

March -yearly


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Continue hiring practices that were instituted the previousyear.

Each building creates an interview team that includesvolunteer teacher representation Jan/Feb to coincidew/job fair timelines to Building teams will interviewcandidates from HR provided list March/April

Top candidates will be recommended to CA forinterview and approval April/May and ongoingdependent upon openings

Foster positive workingenvironment

Develop informal, voluntary induction/mentoring program thatbegins prior to school to help build relationships andknowledge throughout the district for new staff through groupemail invitation. Implement a two day new staff institute toprepare new staff with information and direction in the district

Follow Resident Educator guidelines

On-going

On-going

Increased efforts to retainhigh quality staff

Human Resource Director and Principal will meet with eachnew staff member once a month for the first three months ofemployment

Human Resources, principals and colleagues willdemonstrate and foster success of new principals, teachersand staff

Collaborate with BGSU to develop attractive education andtuition programs for teachers

Create a comprehensive and responsive professionaldevelopment program that meets the needs of teachers andstudents throughout the school year

Continue to implement refresher trainings on currentinitiatives and practices

Implement a standardized training program for support staffdepartments (i.e. paraprofessionals, food service, custodialand transportation).

On-going

On-going

On-going

On-going

August-Septyearly

On-going

GOAL 5: OPERATIONS

BGCS will provide optimal learning environments for students by building and/or maintaining safe,high-quality facilities and transportation services while demonstrating fiscal responsibility.

Desired Outcomes Actions TimelineComplete and Review FacilityStudy through thedevelopment of communitytask forces

Create community task forces to determine the direction inregards to new construction, renovation, combination, or donothing at this time

Board determined community elementary school to be bestoption, based on task force recommendation, for November2019 ballot.

2018

2019


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Update and Purchase newbuses

The Superintendent, transportation director and Treasurershall annually review the replacement schedule for agingbuses by January 31 of each school year

Secure bids from multiple vendors, select and submit winningbid to the Board of Education

2018-19 purchases complete

Use replacement schedule to determine needs forfuture purchases and present information to theBoard by February of each year

On-going

2018-2021

Cut energy costs by 5%through conservation efforts

Continue site work with Energy Efficiency consultant Revisit talks with Energy Efficiency consultant and

discuss possible cost of energy saving measures.Superintendent, Treasurer, and Buildings andGrounds Director

After review, re-submit the plan to the board forapproval

Explore the potential for installing an energy managementsystem for all buildings

Building and Grounds director will invite a companyto present information to the Superintendent andTreasurer on the cost and benefit of havingautomation in the buildings

If it is determined to move forward, the plan will bepresented to the Board

2020

On-going

2020

2021

Explore options forexpansion, includingadditions to current buildings,modular units, gradeconfiguration changes, andseparate new construction

Based on needs presented determine classroom/buildingoptions by February of 2019

Inform the board of findings and possible solutionsby March 2019

Develop a timeline for implementation and funding

2018-2019

Explore and choose optionsto improve the safety andsecurity of each building inthe district

Install ballistic shields, modify Middle School and all otherbuilding windows and add cameras

The board reviews the safety assessments and develops anaction plan to improve the safety and security in each building

summer2019

On-going

GOAL 6: TECHNOLOGY

BGCS will build and maintain technology tools and infrastructure to optimize student learning, districtoperations, productivity, and communications.

Desired Outcomes Actions TimelineBuild a replacement cycle fortechnology providingadequate access for studentsand staff

The district-wide technology planning team will continue tocollaborate on needed resources for student learning

Cost analysis will be done based on priority of technologyneeds for student learning

Technology Coordinator discussion and analysis of BYODpolicy

On-going

On-going

2019-020


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Technology Coordinator will provide group technologytraining for support staff 2019-2020

Create a 3 year rollout plan tosupport the adoption of thePowerSchool platform as wellas maximize tools for studentlearning

Expectations by grade level and student learning needs

Provide professional development for staff and parents

Principals will communicate and monitor usage ofPowerSchool

Continue exploring and using Class Pages per curriculumdepartment

Continue migration of classroom management systems(Google Classroom) to PowerSchool Class Pages with fullmigration at end of year

On-going

On-going

On-going

2019-2020

2019-2020

To create seamlesscommunication betweenparents and instructional staffusing PowerSchool parenttools

Parent access to online portal for PowerSchool will beprovided by end of September 2019

Continued parent education that aligns with 3 year rolloutplan

Fall 2019

On-going

Replace Blizzard Bags with24/7 learning offered byPowerSchool

Using Class Pages in PowerSchool, teachers will provideaccess to lessons for students during calamity days

Students will have access to class materials at all timesthrough use of Unified Classroom and Class Pages

2019-2020

2020

BOWLING GREEN CITY SCHOOLS

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