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Hartselle City Schools

Strategic Plan - DRAFTApril 2015

Facilitated by:Dr. Vic Wilson, SuperintendentMrs. Monty Vest, Chairman BOE

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Hartselle City School Board

• Mrs. Monty Vest, Chairman

• Mr. Randy Sparkman, Vice Chairman

• Mrs. Jennifer Sittason

• Mrs. Venita Jones

• Dr. James Joy

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Hartselle City School Strategic Planning Team

Strategic Planning Team (SPT):

Jennifer Sittason, BOE MemberVic Wilson, SuperintendentJonathan Craft, CSFOKatie Glasgow, StudentLeeAnne Pettey, Special Services CoordinatorJeff Hyche, Principal, Hartselle High SchoolRobbie Smith, Principal, Hartselle Jr. High SchoolSabrina Buettner, Assistant Principal, Hartselle Jr. High School  Gaylon Parker, Principal, Hartselle Intermediate SchoolRobin Varwig, Principal, Crestline ElementarySherry Calvert, Principal, F. E. Burleson Elementary  Susan Hayes, Principal, Barkley Bridge Elementary  

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Determine Strategic Planning

Team members

Plan the stakeholder

survey sampling process

Conduct survey; analyze survey

data

SWOT analysis; Mission vision

beliefs development

First draft of Strategic Plan

Develop strategy map and balanced

scorecard

Final Strategic Plan approved by the steering committee and

the BOE

Develop district-level

and school-level deployment

plans

Strategic Planning Process

District-level performance

review

Identify stakeholder

requirements and

expectations

Feb - Mar 2015* May - Jun 2015Sept 2014* Oct - Dec 2014* Jan – Feb 2015* Apr 2015*

*External Facilitator

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Stakeholder Input

2,156 Survey Responses

Based on Hartselle City’s population of 14,466 statistically the survey represents a 95% Confidence Level +/- 1.95% Confidence Interval*. This means that the survey responses are an accurate reflection of the Hartselle City Population.

* See Appendix A for definitions of Confidence Level and Confidence Interval.

57.2% Parent, Staff, and Community42.8% Students

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Top Stakeholder Priorities• The educational needs of ALL students so that they can succeed at college

and/or within their careers – possessing skills necessary to excel in the future

• The prudent use of resources in order to maximize positive student outcomes

• Hiring and retaining high quality teachers and administrators who stay abreast of the latest education approaches and technology in order to facilitate learning

• Keeping our students, teachers, and administrators up-to-date with technology - hardware, software, applications and support

• Developing an engaged community with parent involvement and assistance with student work and behavior in order to promote student success

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Strengths, Challenges, & Opportunities…

Identified Strengths

• Ability to Recruit Highly Qualified Candidates

• Engaged Students

• Community Support

• School and Community Safety Planning

• Strong History of Academic Performance

• High Quality of Teaching Staff

• High Morale of Employees

• A Culture that Exhibits:• A willingness and desire to improve• Data driven action

• Positive Leadership

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Strengths, Challenges, & Opportunities…

Identified Challenges• Instability of State Funding

• Some Reluctance to Embrace Change – “We’ve never done it this way before”

• External Forces Dictating Educational Needs/Priorities Outside of Community Stakeholders

• New State Legislation (e.g. Charter School Bill)

• Too Much Expected of Schools not Related to Academics, etc.

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Strengths, Challenges, & Opportunities…

Identified Challenges• The Potential of Declining Enrollment

• Perception of College and Career Readiness Standards

• A Percentage of Parents who are not Technologically Savvy

• New “Child-Want-Driven” Parenting

• Public Perception that Teachers and Schools are Obsolete

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Strengths, Challenges, & Opportunities…

Identified Opportunities

• Flexibility and Freedom Currently Allowed in How We Deliver Educational Services

• Virtual Schools• Career Academy

• Space to Grow

• Capacity for Leadership

• Operational Efficiency – Stewardship of Resources

• Early Release Concept

• Teachers as Managers of Learning

• School Choice

• Funding Opportunities

• Many Ways to be Recognized for Success from Outside

• Academics• Arts• Athletics• Career-Tech

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Successful HCS Graduates are…

• Well grounded in academics

• Organized

• Problem solvers

• Innovators

• Able to communicate and collaborate at all organizational levels

• Fully equipped with skills for success in both college and/or their chosen careers

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The Mission of Hartselle City Schools is….

Inspiring and preparing ALL students for learning, leadership, and life

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Our Vision…

Leading the way on local, state, and national levels

• Academically• Artistically• Athletically

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Guiding Our Inspiration and PreparationLearning – We believe a quality education is foundational for success. Therefore students deserve the following:• Opportunities to achieve their personal best• Rich and engaging educational experiences crafted to meet their needs• Tools and resources, developmentally and academically appropriate for learning• A safe and nurturing environment promoting student success and a positive school climate where each student is valued and respected  

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Guiding Our Inspiration and PreparationLeadership - We believe we serve to lead and lead to serve. Therefore students deserve the following:• Opportunities to discover their own talents and leadership capacity• Faculty and staff who are supportive, committed, dedicated, and inspired• Leaders who foster a culture of collaboration, trust, and shared responsibility• Classroom resources and supports made available by efficiently and effectively managing assets to prioritize student learning 

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Guiding Our Inspiration and PreparationLife - We believe life is full of choices, challenges, and possibilities. Therefore students deserve the following:• Opportunities to collaborate, create, innovate, and compete• Experiences in developing skills essential for an active, healthy, and balanced life• Experiences that honor the past and blend the best of today with the possibilities of

tomorrow• An environment that nurtures productive citizens, autonomous learners, critical thinkers, and effective communicators prepared for the demands of the future

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Our Proposed Strategic Objectives

1. Leading the way in equipping all students with learning, leadership, and life skills for success in college and/or their chosen career

2. Leading the way in fostering an engaged community that is actively involved in promoting student success

3. Leading the way in the prudent use of resources and the pursuit of additional revenue streams through non-traditional approaches in order to maximize positive outcomes for students

4. Leading the way in building a comprehensive support system to ensure student success in learning, leadership, and life

5. Leading the way in recruiting, hiring, growing, and retaining staff, teachers, and administrators who continually improve practices in order to meet all student needs

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1. Leading the way in equipping all students with learning, leadership, and life skills for success in college and/or their chosen career1.1 Offer a wide variety of student learning experiences across all schools to match student interests and aptitude.

1.2 Enrich learning experiences with current and appropriate technology, tools, and resources.

1.3 Generate a wide range of leadership skills and opportunities for all students.

1.4 Develop life skills by teaching students to organize, problem-solve, innovate, communicate, and collaborate.

Key Performance Indicators• Academic progress toward college and career readiness across all grades• Number of graduates who are college and/or career ready• Number of leadership opportunities provided to students across academics,

athletics, and the arts

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2. Leading the way in fostering an engaged community that is actively involved in promoting student success

2.1 Increase opportunities for parental and community involvement.

2.2 Strengthen and build partnerships with new and existing businesses, civic organizations, and agencies.

2.3 Ignite positive community advocacy and support for students.

2.4 Enhance communication pathways among all stakeholders.

Key Performance Indicators• An increase in formal partnerships with new and existing businesses, civic

organizations, and agencies• An Increase in positive public feedback and recognition• High performance in stakeholder engagement surveys

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3. Leading the way in the prudent use of resources and the pursuit of additional revenue streams through non-traditional approaches in order to maximize positive outcomes for students

3.1 Reinforce community confidence through open communication and compliance with local, state, and federal requirements.

3.2 Be proactive with revenues and expenditures by implementing processes, controls, and technology to maximize operational efficiency and effectiveness.

3.3 Ensure availability of funding for technology/technology infrastructure, instructional resources, professional development, and support systems while maintaining adequate reserves to provide sustainability.

3.4 Pursue additional resources.

Key Performance Indicators• Level of reserves• External audit outcomes• Ability to maintain and increase needed instructional and support programs• An Increase in non-traditional funding sources

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4. Leading the way in building a comprehensive support system to ensure student success in learning, leadership, and life

4.1 Enhance and maintain student safety by providing training, programs, community partnerships, and adequate facilities.

4.2 Foster a constructive learning environment where students feel safe to share and participate.

4.3 Provide transitional support across all grades, between schools, and from school to life.

4.4 Incorporate healthy practices and community partnerships to support a well-balanced life.

4.5 Promote citizenship opportunities for students to engage and serve the community.

Key Performance Indicators• Number of reportable student discipline and safety incidents• Participation rates in transitional programs• Expansion and participation in health and wellness initiatives and positive student

survey feedback• Number of citizenship opportunities for students

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5. Leading the way in recruiting, hiring, growing, and retaining staff, teachers, and administrators who continually improve practices in order to meet all student needs

5.1 Incorporate best practices in recruiting, hiring, growing, and retaining staff.

5.2 Ensure roles, alignment, communication, and accountability within the school system fosters positive student outcomes.

5.3 Cultivate leadership skills and foster opportunities for all staff to have a positive impact on students.

5.4 Design opportunities for professional growth of all staff.

Key Performance Indicators• Employee retention rates• Employee evaluation results• Number of staff development hours• Staff engagement survey results

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Appendix A

24

APPENDIX A - Definitions

The confidence interval (also called margin of error) is the plus-or-minus figure usually reported in newspaper or television opinion poll results. For example, if you use a confidence interval of 4 and 47% percent of your sample picks an answer you can be "sure" that if you had asked the question of the entire relevant population between 43% (47-4) and 51% (47+4) would have picked that answer.

The confidence level tells you how sure you can be. It is expressed as a percentage and represents how often the true percentage of the population who would pick an answer lies within the confidence interval. The 95% confidence level means you can be 95% certain; the 99% confidence level means you can be 99% certain. Most researchers use the 95% confidence level.

When you put the confidence level and the confidence interval together, you can say that you are 95% sure that the true percentage of the population is between 43% and 51%. The wider the confidence interval you are willing to accept, the more certain you can be that the whole population answers would be within that range.