Cheboygan Area Schools Strategic Plan Summary
Description: Cheboygan Area Schools Strategic Plan Summary Document 2023-2028 Vision: A thriving community with a collaborative culture that empowers every individual to realize their full potential. MICHIGAN ASSOCIATION OF SCHOOL BOARDS Letter from
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slide1. Cheboygan Area Schools Strategic Plan Summary Document
2023-2028 Vision:
A thriving community with a collaborative culture that empowers every individual to realize their full potential. MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide2. Letter from Board President and Superintendent MICHIGAN ASSOCIATION OF SCHOOL BOARDS Cheboygan Area Schools 2023-2028 Strategic Plan: Participants Help Shape the Vision and Goals for the Future of Cheboygan Area Schools.
This document contains the 2023-2028 Cheboygan Area Schools Strategic Plan. We’re excited about this plan and the
possibilities it provides for our students, parents/guardians and community to improve education within our District.
Seven community, parent/guardian and staff forums and an electronic survey resulted in 559 people providing input for the planning process. A Strategic Planning Team of 29 community members, parents/guardians, staff and students participated in an all-day planning retreat on October 28, 2023.
Throughout the planning process the community expressed high expectations of Cheboygan Area Schools becoming a high-performing school district and giving students opportunities to develop and grow. Even though some of the goals are extremely high, they reflect the strong desire that has been expressed to embrace change and improve the school system. There were several clear and consistent themes that emerged from this process.
Cheboygan Area Schools has tremendous school pride, a dedicated and caring staff, and a commitment to academic growth and developing students to become the best version of themselves.
Investing in opportunities for students and staff to grow and learn in a safe and nurturing environment must be a top priority.
As a district, we must prioritize 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 strategies to improve academic achievement and student success.
We are thrilled to continue on our mission to provide a quality education in an inclusive and supportive environment while promoting excellence through innovative possibilities. Amber Hansen, Board of Education President Spencer Byrd, Superintendent<br>
slide3. Introduction MICHIGAN ASSOCIATION OF SCHOOL BOARDS Strategic Planning is the process of determining where 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 each year, 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 March 2023 the Cheboygan Area Schools Superintendent and the Board of Education made a commitment to create a three to five-year strategic plan. The School Board created a partnership with the Michigan Association of School Boards to serve as facilitators for this project. The district, under the leadership of the Board of Education 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, 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 statement, and belief statements were developed. Based on qualitative and quantitative data and utilizing the mission and belief statements; strategic goals and objectives were developed. Regular monitoring of progress and renewal is critical to the plan’s success.<br>
slide4. The Strategic Plan Process MICHIGAN ASSOCIATION OF SCHOOL BOARDS 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 559 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 summary).<br>
slide5. Local Area and School Demographic Data MICHIGAN ASSOCIATION OF SCHOOL BOARDS 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, 2017-2021, as applicable, 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 Cheboygan Area Schools were Boyne City Public Schools, Crawford AuSable Schools, East Jordan Public Schools, Gaylord Community Schools, and Inland Lakes Schools.
Strategic Planning Team
A Strategic Planning Team was formed to take a primary role in developing the strategic plan. The team consisting of 29 parents/ guardians, community members, board members, students and staff members, were selected with input from the Board of Education and key stakeholder groups. The team participated in a retreat workshop as well as additional committee meetings to develop a mission statement, vision, beliefs, 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 7). Through this strategic planning process, the Cheboygan Area Schools Board of Education, Administration, Staff, and Community have illustrated a high level of care for the school, the
community, and the students.
Greg Janicki, MASB Facilitator<br>
slide6. Retreat Workshop MICHIGAN ASSOCIATION OF SCHOOL BOARDS A retreat workshop was held on October 28, 2023. The workshop included:
An overview of the strategic planning process and timelines
An environmental scan
Superintendent report of current and planned initiatives
An analysis of demographic, quantitative and qualitative data
A review and renewal of the vision, mission and belief statements
The establishment of strategic goal areas and key objectives
Development of goal statements<br>
slide7. Strategic Planning Team Members MICHIGAN ASSOCIATION OF SCHOOL BOARDS * Attended both retreat and implementation meeting<br>
slide8. Cheboygan Area Schools 2023-2028 Strategic Plan
Vision Statement:
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 Workshop: MICHIGAN ASSOCIATION OF SCHOOL BOARDS The Vision of Cheboygan Area Schools is:
“A thriving community with a collaborative culture that empowers every individual to realize their full potential.”<br>
slide9. Mission Statement: MICHIGAN ASSOCIATION OF SCHOOL BOARDS 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 renewed during the Strategic Planning Team Retreat Workshop: The Mission of Cheboygan Area Schools is:
“To provide a caring environment that empowers a community of diverse learners pursuing their full potential and positively contributing to society.”<br>
slide10. Beliefs:
The basic beliefs/core values 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 developed during the Strategic Planning Team Retreat Workshop: MICHIGAN ASSOCIATION OF SCHOOL BOARDS We Believe:
in a safe, inclusive, and collaborative environment that maximizes growth
character development is an integral part of life-long
success
in fostering self pride in all achievements
in making all students life ready through quality education<br>
slide11. 2023-2028 Strategic Goals MICHIGAN ASSOCIATION OF SCHOOL BOARDS Strategic Goals: Areas of priority importance in which the district will focus their work (1-5 years). Strategic goals achieve the organization’s vision, mission and beliefs. Objectives are SMART—Specific, Measurable, Achievable, Relevant and Timely
The Strategic Planning Team, at the October 2023 retreat, developed goal statements and specific objectives. The goal areas are categorized below:
2023-2028 Goals
Academics/Programs
Learning Environment and Culture
Communication and Community Engagement
Personnel and Leadership
Operations/Finance<br>
slide12. Following the retreat, administrators were charged with developing specific objectives based on strategic goal areas identified by the team.
Goal Area 1: ACADEMICS/PROGRAMS
Strategic Goal Statement: Cheboygan Area Schools will offer a variety of constantly evolving and highly engaging educational opportunities that empower students.
Priority Objectives:
Build academic leadership team (best practices, professional development, curriculum)
Create more opportunities for students through Early Middle College and dual enrollment
Pilot preschool program and partnerships MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide13. Goal Area 2: LEARNING ENVIRONMENT AND CULTURE
Strategic Goal Statement: Cheboygan Area Schools will provide a welcoming
and safe environment that includes innovative and enriching programs of all.
Priority Objectives:
Add early intervention resources
Establish a plan to replace and update security technology
Essential components of MTSS in development stage at each building MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide14. Goal Area 3: COMMUNICATION AND COMMUNITY ENGAGEMENT
Strategic Goal Statement: Cheboygan Area Schools will promote consistent
two-way communication and partnerships that engage our community.
Priority Objectives:
Create relevant events for parents and families
Streamline communication MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide15. Goal Area 4: PERSONNEL AND LEADERSHIP
Strategic Goal Statement: Cheboygan Area Schools will attract, develop,
retain, and invest in quality personnel.
Priority Objectives:
Create a comprehensive new staff support plan
Create a process to recruit new staff members MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide16. Goal Area 5: OPERATIONS
Strategic Goal Statement: Cheboygan Area Schools will be fiscally responsible
and innovative to facilitate continued improvement of the district.
Priority Objectives:
Develop a plan that takes into account the strategic plan when making financial decisions MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide17. Strategic Plan Implementation MICHIGAN ASSOCIATION OF SCHOOL BOARDS 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. A meeting was held on November 30, 2023, to begin this work. Ongoing team meetings with continue to plan, monitor and adjust priority objectives.
Recommendations for keeping the momentum of the process are the following:
Finalize Goals/Objectives/Action plan
Measurements
Timeline
Responsibility
Resources
Develop reporting/board monitoring calendar
Develop communication plan
Community
Staff
Schedule Mid-year progress report
Schedule Annual Plan update<br>
slide18. ATTACHMENT 1 MICHIGAN ASSOCIATION OF SCHOOL BOARDS INPUT SUMMARY STRENGTHS ACADEMICS/PROGRAMS
CTE Programs
Variety of extracurricular opportunities
Special needs services
School-based health clinic (Thunder Bay)
Academic support
Dual enrollment LEARNING ENVIRONMENT AND CULTURE
Teacher teamwork / collaboration
Always willing to help
Strong administrative support
School pride PERSONNEL AND LEADERSHIP
Caring teachers / staff
Teacher quality
Veteran / high-quality teachers
New administrators with new ideas COMMUNICATIONS AND COMMUNITY ENGAGEMENT
Improved communication
Strong community relationships OPERATIONS/ FINANCE/FACILITY
Safety
Facility improvements
Strong finances
Free lunches<br>
slide19. ATTACHMENT 1 MICHIGAN ASSOCIATION OF SCHOOL BOARDS INPUT SUMMARY OPPORTUNITIES FOR IMPROVEMENT Board relations /
cohesion
Employee attraction / retention / recognition
Top-down collaboration
Staff accountability
Collective decision
making Discipline / policy consistency
Behavioral support
Student mental health support
Substance abuse
Bullying ACADEMICS/PROGRAMS
Curriculum alignment
AP / advanced course options
Time to process new curriculum
Interventions / student support
Academic rigor
Course options (e.g. life skills, etc.) LEARNING ENVIRONMENT AND CULTURE PERSONNEL AND
LEADERSHIP COMMUNICATION AND
COMMUNITY ENGAGEMENT
Cross-district communication
Communication of opportunities
Communication to parents
Parent participation
Community engagement OPERATIONS/ FINANCE/FACILITIES
Infrastructure (e.g. East Elementary)
Safety
Food quality / variety
Technology upgrades and
planning<br>
slide20. ATTACHMENT 1 MICHIGAN ASSOCIATION OF SCHOOL BOARDS INPUT SUMMARY BARRIERS ACADEMICS/PROGRAMS
Lots of current initiatives
Enrollment / size
Student interest in new programs LEARNING ENVIRONMENT AND CULTURE
Resistance to change
Always done it this way…
Follow through / sustainability PERSONNEL AND LEADERSHIP
Buy-in / agreement
Board unity of purpose
Time
Staff shortage
Burnout COMMUNICATIONS AND COMMUNITY ENGAGEMENT
Poor communication / consistency
Parent involvement
Community support OPERATIONS/ FINANCE/FACILITY
Funding
Legislation / regulations<br>
slide21. ATTACHMENT 1 MICHIGAN ASSOCIATION OF SCHOOL BOARDS INPUT SUMMARY VISION ACADEMICS/PROGRAMS
Prepared
Strong academics
Real-world learning / life ready
Individualized LEARNING ENVIRONMENT AND CULTURE
Opportunities
Welcoming / inclusive
Collaborative
Behaved
Active engagement PERSONNEL AND LEADERSHIP
Thriving
Unified
Excellence
Growth
Problem solvers COMMUNICATIONS AND COMMUNITY ENGAGEMENT
Community partnerships
Strong and effective communication OPERATIONS/ FINANCE/FACILITY
Safe
Healthy
Technological
Clean
Stable<br>
slide22. ATTACHMENT 2 DATA SUMMARY MICHIGAN ASSOCIATION OF SCHOOL BOARDS Data Driven Strategic Planning: Cheboygan Area Schools Based on analysis of data in this report, the following points are highlighted concerning Cheboygan Area Schools:
In general, the data revealed that when compared to state averages and the reference districts selected for this report, Cheboygan
emerges as a district facing challenges with low academic performance.
DEMOGRAPHICS
Approximately 33.3% of residents attended some college or earned an Associate’s Degree. In addition, 20.6% of residents have a Bachelor’s degree or higher. The combined total of 53.9% is below the state average of 62.8%. (B-1, B-2)
The percentage of pre-school aged children attending public pre-school ranked second among the reference districts at 93.2%, and is above the state average of 67.7%. The percentage of district-resident children enrolled in the District Schools K-12 is 86.1% and ranked sixth (tie) among the referenced districts and is below the state average by 3.6%. (B-3)
The district’s 2020 average (mean) household income of $59,550 ranks last among the reference districts and is below the state average of $80,803. (B-4)
Enrollment at the District has decreased consistently over the past five years moving from 1,656 students in 2018 to 1,550 students in 2022. However, 2022 district enrollment was up 35 students from 2021. (B-5, B-6)
The District has 55 students who choose to attend either other districts or charter schools. Inland Lakes (47), Onaway (8), Petosky (7), and Mackinaw (4) enroll the greatest number of the Districts’ resident students. There are approximately 65 Schools of Choice students enrolled in the District’s schools, with Inland Lakes (27), Onaway (8), Petosky (7) having the greatest number of students enrolled. Out-going student numbers have increased since 2018 while incoming as decreased. (B-7, B-8)<br>
slide23. ATTACHMENT 2 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA SUMMARY At 61.2%, the percentage of the District’s students eligible for lunch assistance in 2022 ranked first among the reference districts and above the statewide average of 50.5%. Free and reduced student lunch eligibility peaked in 202 at 69.9%. (B-9, B-10)
The district’s 2021 4-year cohort graduation rate of 79.7% ranked third among the reference districts and was slightly below statewide average of 80.5%. (B-11)
The state’s 4-year cohort graduation rate increased 3 of the past 4 years, declining by 1.6% in 2021, while the District’s 4-year cohort graduation rate fluctuated during that time and dropping by 17.13% in 2021. (B-12)
For the class of 2016, the percentage of enrollment in college for that fall was 64.7%. However, after a five-year period 30.1% earned a 2-year or 4-year degree. (B-13)
The demographics of the district’s student population is unique to the reference districts and changed in the past 5 years. The 2022 demographic data is as follows: 90.9% White; 3.6 Multiracial; 3.0 Hispanic; 1.3% American Indian; 0.3% Asian; 0.2% African-American and Native Hawaiian. (B-14, B-15)
The District’s student’s chronic absence rate of 19.5% remained the same for 2021 and 2022, ranked second among the reference
districts and was 19.0% below the state average. (B -16, B-17)
ACADEMIC PERFORMANCE
The District’s students scored below state averages in ELA at all assessed grade levels on the 2021* MEAP/MME/SAT, except in grades 5 and 8. In addition, ELA scores have been below the state averages for the past five years, excluding 2019. (C-2,C-3, C-5, C-6, C-8, C- 11, C-13, C-14, C-16, C-17, C-22, C-23, C-27, C-28, C-30)
The District’s students scored below state averages in math at all assessed grade levels except 4th grade on the 2021* MEAP/MME/SAT. In addition, math scores have been below the state averages for the past five years, excluding 2019. (C-1, C-3, C-4, C-6, C-7, C-11, C-12, C-14, C-15, C-17, C-21, C-23, C-27, C-29, C-30)
The District’s students scored below state averages in science at all assessed grade levels on the 2021 MEAP/MME/SAT. (C-10, C-11,
C-19, C-20, C-25, C-26)<br>
slide24. ATTACHMENT 2 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA SUMMARY The District’s students scored below state averages in social studies at all assessed grade levels on the 2021 MEAP/MME/SAT.
(C-9, C-11, C-18, C-20, C-24, C-26)
The District’s 2021 SAT College Readiness scores dropped to 24.4% in 2021 from a five-year high of 35.8% in 2018 and ranked last among the reference districts. (C-29, C-30)
Dual enrollment participation increased to 40 in 2022 from 24 in 2018 and 2019. (C-31)
FINANCE
The District's 2022 Foundation Allowance of $9,150 per student is identical to the reference districts. The district has received increases the last four years, increasing by $1,279 over the period. (D-1, D-2)
General fund expenditures of $10,427 per student rank last among the reference districts, and $1,181 below the state average of
$11,638. Expenditures have increased from $9,744 in 2017 to $10,427 in 2021. (D-3, D-4)
The District’s instructional spending has stayed relatively stable the last five years. At $6,992 per student in 2021 it ranked last among the reference districts and is also $245 below the state average of $7,237. (D-5, D-6)
The District’s instructional support spending of $509 per student ranks fifth among the reference districts and is less than half of the $1,319 state average. It has increased from its low of $366 in 2017. (D-7, D-8)
Business and administration spending of $1,322 per student increased over the last five years and is below the state average of
$1,540. It ranks forth among the reference districts. (D-9, D-10)<br>
slide25. ATTACHMENT 2 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA SUMMARY In each of the last five years revenues have exceeded expenditures. This has resulted in an increase in the Fund Balance over that time. (D-11, D-12)
The district’s Fund Balance has increased from its low of 4.1% in 2016 to 33.5% in 2020. (D-13, D-14)
The district’s cumulative student gain of 35 students since 2018 has resulted in an increases of revenue of $320,250. (D-15)
The potential revenue per millage of property tax levied in 2021 ranked forth of the reference districts for both homestead and non-homestead properties combined. The district’s homestead and non-homestead tax surpassed the state average. (D-16)
PERSONNEL
Staffing FTE has remained stable from 2018 to 2022. At 184 for 2022, it ranks second among the reference districts. (E-1, E-2)
At 23, the district’s student teacher ratio was the highest among the reference districts. The district’s student-teacher ratio is above the state average and has decreased from its high of 26 in 2017. (E-3, E-4)
The average teacher salary ranks fifth among the reference districts at $58,804 and is lower than state average salary of
$64,237. The district’s salary decreased by $4,995 over the 2017 average. (E-5, E-6)
37% of the District’s teachers have a Master’s degree or higher. (E-7)
72% of the teachers have been with the district more than 10 years. (E-8)
In 2020, Teacher Effectiveness ratings were 21% Highly Effective, 79% Effective. (E-9)
In 2020, Administrator Effectiveness ratings were 0% Highly Effective, 100% Effective. (E-10)<br>
slide26. ATTACHMENT 3 ENVIRONMENTAL SCANNING The Wave | In the arena of education, what are incoming and outgoing trends, ideas, practices, paradigms, etc.? Alternative teaching pathways
Artificial intelligence (AI)
Blended/Virtual learning
Career Technical Education (CTE)
Differentiated learning for all
Dual enrollment
Early Middle College (EMC)
Problem-based learning
Science of reading
Skilled trades
Social Emotional Learning programming (SEL)
Virtual learning environment MICHIGAN ASSOCIATION OF SCHOOL BOARDS Adequately trained mental health staff
Artificial intelligence (AI)
Attracting qualified new staff
Early Middle College (EMC)
Early preschool
Education and roadmap
Facility updates
Global learning opportunities
Mental health support
Preserve and improve engagement
Recruiting/growing educators
Retention
Social emotional learning
programming (SEL)<br>
slide27. ATTACHMENT 3 ENVIRONMENTAL SCANNING Assessment
Communication
Career Technical Education (CTE)
Dual enrollment
Explanation-based instruction
Non-traditional career path
One-to-one tech
Online platforms
Project-based learning
Safety
Teacher collaboration
Technology MICHIGAN ASSOCIATION OF SCHOOL BOARDS Balanced literacy
Lecture-based learning
One size fits all
Parent accessibility
Parent involvement
Printed resources
Rote memorization
Segregation of special education
“Silos” / Isolation
Social interaction communication
Teacher led (“sit and teach”)<br>
slide28. ATTACHMENT 4 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA CONSIDERATIONS/KEY FINDINGS ACADEMIC PERFORMANCE
ELEMENTARY
Points of pride:
ELA consistent or above at each grade level
Proactive approach to data
Opportunities:
Improved math
Addressing poverty-level gaps for students/outreach
MTSS/using data to individualize educational plans or interventions
After school/summer interventions
Enforce absence policies<br>
slide29. ATTACHMENT 4 DATA CONSIDERATIONS/KEY FINDINGS MICHIGAN ASSOCIATION OF SCHOOL BOARDS ACADEMIC PERFORMANCE – Cont’d MIDDLE SCHOOL
Points of pride:
8th grade PSAT above state average in ELA and close to state average in math (trending up)
Opportunities:
Lower student-teacher ratio
Increase operating expenditures
Awareness of/and becoming driven to improve academics
Full understanding of quantitative and qualitative data<br>
slide30. ATTACHMENT 4 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA CONSIDERATIONS/KEY FINDINGS ACADEMIC PERFORMANCE – Cont’d
HIGH SCHOOL
Points of pride:
Increased dual enrollment and growing opportunities
Opportunities:
Show students next steps (how to’s) further education/employment
Find opportunities for both parents and students to be involved in non- curricular/community based
Better curricular alignment equals better test scores<br>
slide31. ATTACHMENT 4 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA CONSIDERATIONS/KEY FINDINGS ENROLLMENT AND DEMOGRAPHICS
Points of pride:
Absence rate is 19% below state average
Opportunities:
Preschool
Early Middle College –> increase earning a college degree
Smaller class sizes (Inland Lakes school of choice)
Increase percentage of residents to get a post-secondary education<br>
slide32. ATTACHMENT 4 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA CONSIDERATIONS/KEY FINDINGS FINANCE/PERSONNEL
Points of pride:
District has been fiscally responsible (fund balance)
Opportunities:
One-third of teachers have 26+ years of service
Attract and retain new staff
Maintain financial stability<br>
slide33. ATTACHMENT 5 MICHIGAN ASSOCIATION OF SCHOOL BOARDS ACADEMICS AND PROGRAMS Develop special education programs/continuum (5)*
Guidance/education for families on options for post-high school (5)
Guaranteed and viable curriculum (4)
MTSS Tier 2 interventions peer-to-peer (4)
Tweak schedule/have band and PE (3)
Early Middle College (2)
Ethical decision making for students (2)
Preschool options (2)
Summer school options (2)
Increase interventions (1)
Science of reading/Literacy essentials (1)
CTE in middle school
Differentiate student mentorship
Offer E-Sports and other varied opportunities
Technology plan GOAL AREA OBJECTIVES *Number reflects total votes for this objective by retreat attendees<br>
slide34. ATTACHMENT 5 MICHIGAN ASSOCIATION OF SCHOOL BOARDS LEARNING ENVIRONMENT
Sensory room at East Elementary (9)*
More community opportunities (7)
Welcoming environment (4)
After school extracurricular activities (3)
Career path education (2)
Safety (2)
Balance rigor and relationships (warm demander)
Leadership opportunities GOAL AREA OBJECTIVES *Number reflects total votes for this objective by retreat attendees<br>
slide35. ATTACHMENT 5 MICHIGAN ASSOCIATION OF SCHOOL BOARDS COMMUNICATION and COMMUNITY ENGAGEMENT
LED/digital signs (15)*
Free admission to sporting events for community (8)
Parent orientation/resources on student opportunities (8)
Streamline communication system (2)
Aptegy
Emphasize two-way communication opportunities
Freshman pathway questionnaire GOAL AREA OBJECTIVES *Number reflects total votes for this objective by retreat attendees<br>
slide36. ATTACHMENT 5 MICHIGAN ASSOCIATION OF SCHOOL BOARDS OPERATIONS/FINANCE/FACILITIES
East Elementary upgrade or rebuild (15)*
Facility improvements (3)
Resource officer at every building (3)
Technology update/maintenance (3)
Girls team room (2)
Remove financial burden for student activities (2)
Stable finances (2)
Weight room (2)
Shower facilities at Inverness (1)
Accessibility and inclusivity improvements
Investments GOAL AREA OBJECTIVES *Number reflects total votes for this objective by retreat attendees<br>
slide37. ATTACHMENT 5 MICHIGAN ASSOCIATION OF SCHOOL BOARDS PERSONNEL & LEADERSHIP
Attraction and retention of quality staff (14)*
Compensation for support staff (10)
Reduce student-teacher ratio (8)
Time for collaboration and decision making (6)
Adequately trained behavioral supports (3)
Recruiting staff (2)
Strong and ethical leadership (2)
Develop/foster shared leadership (1)
Initiative to increase substitute teachers (1)
Talent Together and other programs GOAL AREA OBJECTIVES *Number reflects total votes for this objective by retreat attendees<br>
2023-2028 Vision:
A thriving community with a collaborative culture that empowers every individual to realize their full potential. MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide2. Letter from Board President and Superintendent MICHIGAN ASSOCIATION OF SCHOOL BOARDS Cheboygan Area Schools 2023-2028 Strategic Plan: Participants Help Shape the Vision and Goals for the Future of Cheboygan Area Schools.
This document contains the 2023-2028 Cheboygan Area Schools Strategic Plan. We’re excited about this plan and the
possibilities it provides for our students, parents/guardians and community to improve education within our District.
Seven community, parent/guardian and staff forums and an electronic survey resulted in 559 people providing input for the planning process. A Strategic Planning Team of 29 community members, parents/guardians, staff and students participated in an all-day planning retreat on October 28, 2023.
Throughout the planning process the community expressed high expectations of Cheboygan Area Schools becoming a high-performing school district and giving students opportunities to develop and grow. Even though some of the goals are extremely high, they reflect the strong desire that has been expressed to embrace change and improve the school system. There were several clear and consistent themes that emerged from this process.
Cheboygan Area Schools has tremendous school pride, a dedicated and caring staff, and a commitment to academic growth and developing students to become the best version of themselves.
Investing in opportunities for students and staff to grow and learn in a safe and nurturing environment must be a top priority.
As a district, we must prioritize 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 strategies to improve academic achievement and student success.
We are thrilled to continue on our mission to provide a quality education in an inclusive and supportive environment while promoting excellence through innovative possibilities. Amber Hansen, Board of Education President Spencer Byrd, Superintendent<br>
slide3. Introduction MICHIGAN ASSOCIATION OF SCHOOL BOARDS Strategic Planning is the process of determining where 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 each year, 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 March 2023 the Cheboygan Area Schools Superintendent and the Board of Education made a commitment to create a three to five-year strategic plan. The School Board created a partnership with the Michigan Association of School Boards to serve as facilitators for this project. The district, under the leadership of the Board of Education 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, 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 statement, and belief statements were developed. Based on qualitative and quantitative data and utilizing the mission and belief statements; strategic goals and objectives were developed. Regular monitoring of progress and renewal is critical to the plan’s success.<br>
slide4. The Strategic Plan Process MICHIGAN ASSOCIATION OF SCHOOL BOARDS 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 559 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 summary).<br>
slide5. Local Area and School Demographic Data MICHIGAN ASSOCIATION OF SCHOOL BOARDS 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, 2017-2021, as applicable, 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 Cheboygan Area Schools were Boyne City Public Schools, Crawford AuSable Schools, East Jordan Public Schools, Gaylord Community Schools, and Inland Lakes Schools.
Strategic Planning Team
A Strategic Planning Team was formed to take a primary role in developing the strategic plan. The team consisting of 29 parents/ guardians, community members, board members, students and staff members, were selected with input from the Board of Education and key stakeholder groups. The team participated in a retreat workshop as well as additional committee meetings to develop a mission statement, vision, beliefs, 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 7). Through this strategic planning process, the Cheboygan Area Schools Board of Education, Administration, Staff, and Community have illustrated a high level of care for the school, the
community, and the students.
Greg Janicki, MASB Facilitator<br>
slide6. Retreat Workshop MICHIGAN ASSOCIATION OF SCHOOL BOARDS A retreat workshop was held on October 28, 2023. The workshop included:
An overview of the strategic planning process and timelines
An environmental scan
Superintendent report of current and planned initiatives
An analysis of demographic, quantitative and qualitative data
A review and renewal of the vision, mission and belief statements
The establishment of strategic goal areas and key objectives
Development of goal statements<br>
slide7. Strategic Planning Team Members MICHIGAN ASSOCIATION OF SCHOOL BOARDS * Attended both retreat and implementation meeting<br>
slide8. Cheboygan Area Schools 2023-2028 Strategic Plan
Vision Statement:
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 Workshop: MICHIGAN ASSOCIATION OF SCHOOL BOARDS The Vision of Cheboygan Area Schools is:
“A thriving community with a collaborative culture that empowers every individual to realize their full potential.”<br>
slide9. Mission Statement: MICHIGAN ASSOCIATION OF SCHOOL BOARDS 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 renewed during the Strategic Planning Team Retreat Workshop: The Mission of Cheboygan Area Schools is:
“To provide a caring environment that empowers a community of diverse learners pursuing their full potential and positively contributing to society.”<br>
slide10. Beliefs:
The basic beliefs/core values 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 developed during the Strategic Planning Team Retreat Workshop: MICHIGAN ASSOCIATION OF SCHOOL BOARDS We Believe:
in a safe, inclusive, and collaborative environment that maximizes growth
character development is an integral part of life-long
success
in fostering self pride in all achievements
in making all students life ready through quality education<br>
slide11. 2023-2028 Strategic Goals MICHIGAN ASSOCIATION OF SCHOOL BOARDS Strategic Goals: Areas of priority importance in which the district will focus their work (1-5 years). Strategic goals achieve the organization’s vision, mission and beliefs. Objectives are SMART—Specific, Measurable, Achievable, Relevant and Timely
The Strategic Planning Team, at the October 2023 retreat, developed goal statements and specific objectives. The goal areas are categorized below:
2023-2028 Goals
Academics/Programs
Learning Environment and Culture
Communication and Community Engagement
Personnel and Leadership
Operations/Finance<br>
slide12. Following the retreat, administrators were charged with developing specific objectives based on strategic goal areas identified by the team.
Goal Area 1: ACADEMICS/PROGRAMS
Strategic Goal Statement: Cheboygan Area Schools will offer a variety of constantly evolving and highly engaging educational opportunities that empower students.
Priority Objectives:
Build academic leadership team (best practices, professional development, curriculum)
Create more opportunities for students through Early Middle College and dual enrollment
Pilot preschool program and partnerships MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide13. Goal Area 2: LEARNING ENVIRONMENT AND CULTURE
Strategic Goal Statement: Cheboygan Area Schools will provide a welcoming
and safe environment that includes innovative and enriching programs of all.
Priority Objectives:
Add early intervention resources
Establish a plan to replace and update security technology
Essential components of MTSS in development stage at each building MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide14. Goal Area 3: COMMUNICATION AND COMMUNITY ENGAGEMENT
Strategic Goal Statement: Cheboygan Area Schools will promote consistent
two-way communication and partnerships that engage our community.
Priority Objectives:
Create relevant events for parents and families
Streamline communication MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide15. Goal Area 4: PERSONNEL AND LEADERSHIP
Strategic Goal Statement: Cheboygan Area Schools will attract, develop,
retain, and invest in quality personnel.
Priority Objectives:
Create a comprehensive new staff support plan
Create a process to recruit new staff members MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide16. Goal Area 5: OPERATIONS
Strategic Goal Statement: Cheboygan Area Schools will be fiscally responsible
and innovative to facilitate continued improvement of the district.
Priority Objectives:
Develop a plan that takes into account the strategic plan when making financial decisions MICHIGAN ASSOCIATION OF SCHOOL BOARDS<br>
slide17. Strategic Plan Implementation MICHIGAN ASSOCIATION OF SCHOOL BOARDS 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. A meeting was held on November 30, 2023, to begin this work. Ongoing team meetings with continue to plan, monitor and adjust priority objectives.
Recommendations for keeping the momentum of the process are the following:
Finalize Goals/Objectives/Action plan
Measurements
Timeline
Responsibility
Resources
Develop reporting/board monitoring calendar
Develop communication plan
Community
Staff
Schedule Mid-year progress report
Schedule Annual Plan update<br>
slide18. ATTACHMENT 1 MICHIGAN ASSOCIATION OF SCHOOL BOARDS INPUT SUMMARY STRENGTHS ACADEMICS/PROGRAMS
CTE Programs
Variety of extracurricular opportunities
Special needs services
School-based health clinic (Thunder Bay)
Academic support
Dual enrollment LEARNING ENVIRONMENT AND CULTURE
Teacher teamwork / collaboration
Always willing to help
Strong administrative support
School pride PERSONNEL AND LEADERSHIP
Caring teachers / staff
Teacher quality
Veteran / high-quality teachers
New administrators with new ideas COMMUNICATIONS AND COMMUNITY ENGAGEMENT
Improved communication
Strong community relationships OPERATIONS/ FINANCE/FACILITY
Safety
Facility improvements
Strong finances
Free lunches<br>
slide19. ATTACHMENT 1 MICHIGAN ASSOCIATION OF SCHOOL BOARDS INPUT SUMMARY OPPORTUNITIES FOR IMPROVEMENT Board relations /
cohesion
Employee attraction / retention / recognition
Top-down collaboration
Staff accountability
Collective decision
making Discipline / policy consistency
Behavioral support
Student mental health support
Substance abuse
Bullying ACADEMICS/PROGRAMS
Curriculum alignment
AP / advanced course options
Time to process new curriculum
Interventions / student support
Academic rigor
Course options (e.g. life skills, etc.) LEARNING ENVIRONMENT AND CULTURE PERSONNEL AND
LEADERSHIP COMMUNICATION AND
COMMUNITY ENGAGEMENT
Cross-district communication
Communication of opportunities
Communication to parents
Parent participation
Community engagement OPERATIONS/ FINANCE/FACILITIES
Infrastructure (e.g. East Elementary)
Safety
Food quality / variety
Technology upgrades and
planning<br>
slide20. ATTACHMENT 1 MICHIGAN ASSOCIATION OF SCHOOL BOARDS INPUT SUMMARY BARRIERS ACADEMICS/PROGRAMS
Lots of current initiatives
Enrollment / size
Student interest in new programs LEARNING ENVIRONMENT AND CULTURE
Resistance to change
Always done it this way…
Follow through / sustainability PERSONNEL AND LEADERSHIP
Buy-in / agreement
Board unity of purpose
Time
Staff shortage
Burnout COMMUNICATIONS AND COMMUNITY ENGAGEMENT
Poor communication / consistency
Parent involvement
Community support OPERATIONS/ FINANCE/FACILITY
Funding
Legislation / regulations<br>
slide21. ATTACHMENT 1 MICHIGAN ASSOCIATION OF SCHOOL BOARDS INPUT SUMMARY VISION ACADEMICS/PROGRAMS
Prepared
Strong academics
Real-world learning / life ready
Individualized LEARNING ENVIRONMENT AND CULTURE
Opportunities
Welcoming / inclusive
Collaborative
Behaved
Active engagement PERSONNEL AND LEADERSHIP
Thriving
Unified
Excellence
Growth
Problem solvers COMMUNICATIONS AND COMMUNITY ENGAGEMENT
Community partnerships
Strong and effective communication OPERATIONS/ FINANCE/FACILITY
Safe
Healthy
Technological
Clean
Stable<br>
slide22. ATTACHMENT 2 DATA SUMMARY MICHIGAN ASSOCIATION OF SCHOOL BOARDS Data Driven Strategic Planning: Cheboygan Area Schools Based on analysis of data in this report, the following points are highlighted concerning Cheboygan Area Schools:
In general, the data revealed that when compared to state averages and the reference districts selected for this report, Cheboygan
emerges as a district facing challenges with low academic performance.
DEMOGRAPHICS
Approximately 33.3% of residents attended some college or earned an Associate’s Degree. In addition, 20.6% of residents have a Bachelor’s degree or higher. The combined total of 53.9% is below the state average of 62.8%. (B-1, B-2)
The percentage of pre-school aged children attending public pre-school ranked second among the reference districts at 93.2%, and is above the state average of 67.7%. The percentage of district-resident children enrolled in the District Schools K-12 is 86.1% and ranked sixth (tie) among the referenced districts and is below the state average by 3.6%. (B-3)
The district’s 2020 average (mean) household income of $59,550 ranks last among the reference districts and is below the state average of $80,803. (B-4)
Enrollment at the District has decreased consistently over the past five years moving from 1,656 students in 2018 to 1,550 students in 2022. However, 2022 district enrollment was up 35 students from 2021. (B-5, B-6)
The District has 55 students who choose to attend either other districts or charter schools. Inland Lakes (47), Onaway (8), Petosky (7), and Mackinaw (4) enroll the greatest number of the Districts’ resident students. There are approximately 65 Schools of Choice students enrolled in the District’s schools, with Inland Lakes (27), Onaway (8), Petosky (7) having the greatest number of students enrolled. Out-going student numbers have increased since 2018 while incoming as decreased. (B-7, B-8)<br>
slide23. ATTACHMENT 2 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA SUMMARY At 61.2%, the percentage of the District’s students eligible for lunch assistance in 2022 ranked first among the reference districts and above the statewide average of 50.5%. Free and reduced student lunch eligibility peaked in 202 at 69.9%. (B-9, B-10)
The district’s 2021 4-year cohort graduation rate of 79.7% ranked third among the reference districts and was slightly below statewide average of 80.5%. (B-11)
The state’s 4-year cohort graduation rate increased 3 of the past 4 years, declining by 1.6% in 2021, while the District’s 4-year cohort graduation rate fluctuated during that time and dropping by 17.13% in 2021. (B-12)
For the class of 2016, the percentage of enrollment in college for that fall was 64.7%. However, after a five-year period 30.1% earned a 2-year or 4-year degree. (B-13)
The demographics of the district’s student population is unique to the reference districts and changed in the past 5 years. The 2022 demographic data is as follows: 90.9% White; 3.6 Multiracial; 3.0 Hispanic; 1.3% American Indian; 0.3% Asian; 0.2% African-American and Native Hawaiian. (B-14, B-15)
The District’s student’s chronic absence rate of 19.5% remained the same for 2021 and 2022, ranked second among the reference
districts and was 19.0% below the state average. (B -16, B-17)
ACADEMIC PERFORMANCE
The District’s students scored below state averages in ELA at all assessed grade levels on the 2021* MEAP/MME/SAT, except in grades 5 and 8. In addition, ELA scores have been below the state averages for the past five years, excluding 2019. (C-2,C-3, C-5, C-6, C-8, C- 11, C-13, C-14, C-16, C-17, C-22, C-23, C-27, C-28, C-30)
The District’s students scored below state averages in math at all assessed grade levels except 4th grade on the 2021* MEAP/MME/SAT. In addition, math scores have been below the state averages for the past five years, excluding 2019. (C-1, C-3, C-4, C-6, C-7, C-11, C-12, C-14, C-15, C-17, C-21, C-23, C-27, C-29, C-30)
The District’s students scored below state averages in science at all assessed grade levels on the 2021 MEAP/MME/SAT. (C-10, C-11,
C-19, C-20, C-25, C-26)<br>
slide24. ATTACHMENT 2 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA SUMMARY The District’s students scored below state averages in social studies at all assessed grade levels on the 2021 MEAP/MME/SAT.
(C-9, C-11, C-18, C-20, C-24, C-26)
The District’s 2021 SAT College Readiness scores dropped to 24.4% in 2021 from a five-year high of 35.8% in 2018 and ranked last among the reference districts. (C-29, C-30)
Dual enrollment participation increased to 40 in 2022 from 24 in 2018 and 2019. (C-31)
FINANCE
The District's 2022 Foundation Allowance of $9,150 per student is identical to the reference districts. The district has received increases the last four years, increasing by $1,279 over the period. (D-1, D-2)
General fund expenditures of $10,427 per student rank last among the reference districts, and $1,181 below the state average of
$11,638. Expenditures have increased from $9,744 in 2017 to $10,427 in 2021. (D-3, D-4)
The District’s instructional spending has stayed relatively stable the last five years. At $6,992 per student in 2021 it ranked last among the reference districts and is also $245 below the state average of $7,237. (D-5, D-6)
The District’s instructional support spending of $509 per student ranks fifth among the reference districts and is less than half of the $1,319 state average. It has increased from its low of $366 in 2017. (D-7, D-8)
Business and administration spending of $1,322 per student increased over the last five years and is below the state average of
$1,540. It ranks forth among the reference districts. (D-9, D-10)<br>
slide25. ATTACHMENT 2 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA SUMMARY In each of the last five years revenues have exceeded expenditures. This has resulted in an increase in the Fund Balance over that time. (D-11, D-12)
The district’s Fund Balance has increased from its low of 4.1% in 2016 to 33.5% in 2020. (D-13, D-14)
The district’s cumulative student gain of 35 students since 2018 has resulted in an increases of revenue of $320,250. (D-15)
The potential revenue per millage of property tax levied in 2021 ranked forth of the reference districts for both homestead and non-homestead properties combined. The district’s homestead and non-homestead tax surpassed the state average. (D-16)
PERSONNEL
Staffing FTE has remained stable from 2018 to 2022. At 184 for 2022, it ranks second among the reference districts. (E-1, E-2)
At 23, the district’s student teacher ratio was the highest among the reference districts. The district’s student-teacher ratio is above the state average and has decreased from its high of 26 in 2017. (E-3, E-4)
The average teacher salary ranks fifth among the reference districts at $58,804 and is lower than state average salary of
$64,237. The district’s salary decreased by $4,995 over the 2017 average. (E-5, E-6)
37% of the District’s teachers have a Master’s degree or higher. (E-7)
72% of the teachers have been with the district more than 10 years. (E-8)
In 2020, Teacher Effectiveness ratings were 21% Highly Effective, 79% Effective. (E-9)
In 2020, Administrator Effectiveness ratings were 0% Highly Effective, 100% Effective. (E-10)<br>
slide26. ATTACHMENT 3 ENVIRONMENTAL SCANNING The Wave | In the arena of education, what are incoming and outgoing trends, ideas, practices, paradigms, etc.? Alternative teaching pathways
Artificial intelligence (AI)
Blended/Virtual learning
Career Technical Education (CTE)
Differentiated learning for all
Dual enrollment
Early Middle College (EMC)
Problem-based learning
Science of reading
Skilled trades
Social Emotional Learning programming (SEL)
Virtual learning environment MICHIGAN ASSOCIATION OF SCHOOL BOARDS Adequately trained mental health staff
Artificial intelligence (AI)
Attracting qualified new staff
Early Middle College (EMC)
Early preschool
Education and roadmap
Facility updates
Global learning opportunities
Mental health support
Preserve and improve engagement
Recruiting/growing educators
Retention
Social emotional learning
programming (SEL)<br>
slide27. ATTACHMENT 3 ENVIRONMENTAL SCANNING Assessment
Communication
Career Technical Education (CTE)
Dual enrollment
Explanation-based instruction
Non-traditional career path
One-to-one tech
Online platforms
Project-based learning
Safety
Teacher collaboration
Technology MICHIGAN ASSOCIATION OF SCHOOL BOARDS Balanced literacy
Lecture-based learning
One size fits all
Parent accessibility
Parent involvement
Printed resources
Rote memorization
Segregation of special education
“Silos” / Isolation
Social interaction communication
Teacher led (“sit and teach”)<br>
slide28. ATTACHMENT 4 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA CONSIDERATIONS/KEY FINDINGS ACADEMIC PERFORMANCE
ELEMENTARY
Points of pride:
ELA consistent or above at each grade level
Proactive approach to data
Opportunities:
Improved math
Addressing poverty-level gaps for students/outreach
MTSS/using data to individualize educational plans or interventions
After school/summer interventions
Enforce absence policies<br>
slide29. ATTACHMENT 4 DATA CONSIDERATIONS/KEY FINDINGS MICHIGAN ASSOCIATION OF SCHOOL BOARDS ACADEMIC PERFORMANCE – Cont’d MIDDLE SCHOOL
Points of pride:
8th grade PSAT above state average in ELA and close to state average in math (trending up)
Opportunities:
Lower student-teacher ratio
Increase operating expenditures
Awareness of/and becoming driven to improve academics
Full understanding of quantitative and qualitative data<br>
slide30. ATTACHMENT 4 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA CONSIDERATIONS/KEY FINDINGS ACADEMIC PERFORMANCE – Cont’d
HIGH SCHOOL
Points of pride:
Increased dual enrollment and growing opportunities
Opportunities:
Show students next steps (how to’s) further education/employment
Find opportunities for both parents and students to be involved in non- curricular/community based
Better curricular alignment equals better test scores<br>
slide31. ATTACHMENT 4 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA CONSIDERATIONS/KEY FINDINGS ENROLLMENT AND DEMOGRAPHICS
Points of pride:
Absence rate is 19% below state average
Opportunities:
Preschool
Early Middle College –> increase earning a college degree
Smaller class sizes (Inland Lakes school of choice)
Increase percentage of residents to get a post-secondary education<br>
slide32. ATTACHMENT 4 MICHIGAN ASSOCIATION OF SCHOOL BOARDS DATA CONSIDERATIONS/KEY FINDINGS FINANCE/PERSONNEL
Points of pride:
District has been fiscally responsible (fund balance)
Opportunities:
One-third of teachers have 26+ years of service
Attract and retain new staff
Maintain financial stability<br>
slide33. ATTACHMENT 5 MICHIGAN ASSOCIATION OF SCHOOL BOARDS ACADEMICS AND PROGRAMS Develop special education programs/continuum (5)*
Guidance/education for families on options for post-high school (5)
Guaranteed and viable curriculum (4)
MTSS Tier 2 interventions peer-to-peer (4)
Tweak schedule/have band and PE (3)
Early Middle College (2)
Ethical decision making for students (2)
Preschool options (2)
Summer school options (2)
Increase interventions (1)
Science of reading/Literacy essentials (1)
CTE in middle school
Differentiate student mentorship
Offer E-Sports and other varied opportunities
Technology plan GOAL AREA OBJECTIVES *Number reflects total votes for this objective by retreat attendees<br>
slide34. ATTACHMENT 5 MICHIGAN ASSOCIATION OF SCHOOL BOARDS LEARNING ENVIRONMENT
Sensory room at East Elementary (9)*
More community opportunities (7)
Welcoming environment (4)
After school extracurricular activities (3)
Career path education (2)
Safety (2)
Balance rigor and relationships (warm demander)
Leadership opportunities GOAL AREA OBJECTIVES *Number reflects total votes for this objective by retreat attendees<br>
slide35. ATTACHMENT 5 MICHIGAN ASSOCIATION OF SCHOOL BOARDS COMMUNICATION and COMMUNITY ENGAGEMENT
LED/digital signs (15)*
Free admission to sporting events for community (8)
Parent orientation/resources on student opportunities (8)
Streamline communication system (2)
Aptegy
Emphasize two-way communication opportunities
Freshman pathway questionnaire GOAL AREA OBJECTIVES *Number reflects total votes for this objective by retreat attendees<br>
slide36. ATTACHMENT 5 MICHIGAN ASSOCIATION OF SCHOOL BOARDS OPERATIONS/FINANCE/FACILITIES
East Elementary upgrade or rebuild (15)*
Facility improvements (3)
Resource officer at every building (3)
Technology update/maintenance (3)
Girls team room (2)
Remove financial burden for student activities (2)
Stable finances (2)
Weight room (2)
Shower facilities at Inverness (1)
Accessibility and inclusivity improvements
Investments GOAL AREA OBJECTIVES *Number reflects total votes for this objective by retreat attendees<br>
slide37. ATTACHMENT 5 MICHIGAN ASSOCIATION OF SCHOOL BOARDS PERSONNEL & LEADERSHIP
Attraction and retention of quality staff (14)*
Compensation for support staff (10)
Reduce student-teacher ratio (8)
Time for collaboration and decision making (6)
Adequately trained behavioral supports (3)
Recruiting staff (2)
Strong and ethical leadership (2)
Develop/foster shared leadership (1)
Initiative to increase substitute teachers (1)
Talent Together and other programs GOAL AREA OBJECTIVES *Number reflects total votes for this objective by retreat attendees<br>