BARNES COUNTY NORTH STRATEGIC PLAN 2020-2025

BARNES COUNTY NORTH STRATEGIC PLAN 2020-2025

“Together we will provide the foundation to empower all students to pursue their vision”

Prepared for the School Board and Michael A. Severson, Superintendent by Dr. Jeffry M. Schatz

BARNES COUNTY NORTH STRATEGIC PLAN 1

TABLE OF CONTENTS Message from the Superintendent ................................................................................................................. 2

Acknowledgments .......................................................................................................................................... 3

Why Strategic Plan? ....................................................................................................................................... 4

Our Strategic Plan 2020-2025 ........................................................................................................................ 5

I. Academic Engagement and Achievement ................................................................................................... 6

Standards-Based Curriculum ..................................................................................................................... 6

21st Century Skills - 4Cs ............................................................................................................................. 7

Data-Driven Instruction .............................................................................................................................. 8

Multi-Tier System of Supports .................................................................................................................... 9

Technology – Digital Learning .................................................................................................................. 10

II. Professional Learning ............................................................................................................................... 11

III. School Culture and Climate ..................................................................................................................... 12

IV. Community Engagement and Communications ...................................................................................... 13

V. Long Range Planning and Resource Management ................................................................................. 14

Long-Range Facilities Planning ............................................................................................................... 14

Long-Range Financial Planning ............................................................................................................... 15

Continuous Improvement and Accountability ............................................................................................... 16

Consideration for Future Study ..................................................................................................................... 17

Strategic Plan Annual Review ...................................................................................................................... 17


MESSAGE FROM THE SUPERINTENDENT

At Barnes County North (BCN), our number one priority is student success. We value relationships, life-long learning, student-centered curriculum and instruction, technology, and building a culture of respect. In 2007, the school districts of North Central of Barnes, Spiritwood, and Wimbledon-Courtenay School came together to form Barnes County North Public School District #007. Over the years, the districts faced many challenges, but the communities decided to combine into one school district to provide the best education possible for all students. A brand-new Pre-K–12 building was completed in 2013. With our new building, we utilize the most current technology and architectural advances to create a learning environment that will support our future generations. Additionally, BCN now

has a highly sustainable geothermal heating & cooling system that substantially reduces utility costs. We moved into our new school building in November of 2013 and our total enrollment was 300 PreK through 12th grade. Currently, Barnes County North’s enrollment is 267 Pre K-12th grade. Our new school is located 2 miles west of Leal, ND on Highway #9 and encompases 717 square miles. To appropriately plan, BCN formed a committee in 2019 to create a strategic plan for the District. This committee was led by Dr. Jeff Schatz and included students, parents, administrators, School Board members, and community members. After a thorough review of information and data on our community and school, the committee created a roadmap for BCN to meet goals and objectives to ensure we offer the best education possible for students. The BCN Strategic Plan clearly defines our priorities. I invite our community to partner with us as we provide the foundation to empower all students to pursue their vision. Michael A. Severson, Superintendent Barnes County North Public Schools


ACKNOWLEDGMENTS The following individuals provided leadership and input into the development of the following Strategic Plan. Thank you for your time, talents, and participation in a process that focuses the work and outcomes of the Barnes County North Public School District.

School Board Mike Schwehr, President Chad Bakken Brent Bruner Eric Broton Cindy Christianson Michele Elston Bret Fehr Lee Guscette Robert Harstad Strategic Planning Committee *Michael Severson, Superintendent *JR Wilson, High School Principal *Danielle Bosse, Elementary Principal *Melissa Bitz, Director of Technology Lindsay Polk, Business Manager Derrick Bopp, Vo-Tech Administrator *Jessica Jones, Teacher *Julie Kudrna, Elementary Counselor *Tina Bryn, MTSS/Data Coordinator *Stacy Schaffer, Teacher Sara Anderson, Teacher Michele Elston, School Board Member/Parent Lori Carlson, Former Board Member/Community Member Mike Schwehr, School Board President Katheriine Smith, High School Counselor Eric Broten, School Board Member/Parent Jennifer Bollingberg, Parent Bronson Haugen, Student McKenley Fladeland, Student Jaycee Rudolph, Student Colby Bruner, Student *Denotes District Leadership Team Administration Michael Severson, Superintendent JR Wilson, High School Principal Danielle Bosse, Elementary Principal Melissa Bitz, Director of Technology


WHY STRATEGIC PLAN? Planning for the future is an important strategic process for an organization as it sets the course for the future, embraces inevitable change, helps to keep the organization current and relevant, and creates a proactive versus reactive organizational environment. The three main tenants of school district organization are board governance, strategic planning, and operational planning. The following definitions help clarify the roles each play in a strategically aligned school district.

Board Governance The governance of a school district is provided by the School Board, which is tasked with supervising the superintendent, overseeing the finances of the school district, setting the mission and vision, and monitoring the results of the school district. School Boards across the nation differ in the methods used to govern a school district, with options including a traditional operational oversight to an overarching policy governance model. Strategic Planning A strategic plan is a living document used to communicate the organization's goals, the priorities needed to achieve those goals, and metrics used to measure progress on those goals. The plan outlines a mission, vision, values, and strategic initiatives (focus) for the three to five-year period. A focused strategic plan strengthens operations and ensures that employees, board members, and stakeholders are all working toward common goals. Once strategic goals are established, the strategies for achieving the goals are developed. These strategies are generally three to five-year strategies, depending upon the arc of the strategic plan. Operational Planning An operational plan is a yearly plan that focuses on the work of the district during one school year. The operational plan is the mechanism used to implement a strategic plan. It is directly aligned to the strategic plan and includes metrics to measure the progress of the plan throughout the school year. A one-year operational and action plan becomes the strategic assignments for administration and staff to address. The operational plan emphasizes both the academic and operational aspects of the school district. This integration provides the proper balance between planning and acting to assure forward movement of the strategic plan. The key is to make this challenging, yet manageable, as the school district still must meet its day-to-day responsibilities.

An aligned district has a governing board that approves policy and budget while monitoring results and helps to shape the vision of the school district by adopting a strategic plan. Then, the administration executes an annual operational plan to carry out the initiatives listed in the strategic plan.


OUR STRATEGIC PLAN 2020-2025 The Barnes County North (BCN) strategic plan and priorities were developed by a Strategic Planning Committee in conjunction with the District leadership team. The Strategic Planning Committee reviewed qualitative and quantitative data and engaged in multiple discussions to establish mission, vision, and values statements. Furthermore, strategic priorities were developed to guide the District focus and effective use of resources to achieve student outcomes that will prepare students for their future.

OUR MISSION Together we will provide the foundation to empower all students to pursue their vision. OUR VISION To provide students with a foundation in essential skills of collaboration, communication, creativity and critical thinking by implementing, participating in, and enhancing a viable curriculum driven by data to enable our children to become productive and responsible citizens. OUR VALUES

• Building relationships • Life-long learning with a growth mindset • Promoting a culture of respect • Student-centered curriculum and instruction • Transformational learning through technology

OUR STRATEGIC FOCUS

Stra

tegi

c Pr

iorit

ies

Academic Engagement and Achievement

Professional Learning

School Culture and Climate

Community Engagement and Communications

Long Range Planning and Resource Management


I. ACADEMIC ENGAGEMENT AND ACHIEVEMENT As a result of the Barnes County North’s (BCN) efforts, all students will engage in a comprehensive curriculum designed to provide a variety of academic experiences. Our students will meet or exceed individual learning goals toward the achievement of district standards and benchmarks for academic proficiency in all content areas. We will accomplish the following strategic initiatives and goals.

STANDARDS-BASED CURRICULUM BCN will use the North Dakota State Standards to provide the structure for teaching and learning. Standards encourage the highest achievement of every student by defining the knowledge and skills that students should acquire at each grade level. The Strategic Planning Committee identified the need to engage in a process to identify “priority standards” for each academic discipline.

Goals 1. BCN will review vertical alignment and priority standards to identify the basis for curriculum

delivery and best practices. 2. BCN will review vertical alignment and priority standards whenever North Dakota State

Standards change the content, or new curricula are adopted.

Objectives 1. To have BCN staff identify priority standards. 2. To implement a curriculum that aligns with North Dakota priority standards. 3. To effectively teach to the North Dakota priority standards. 4. To change elementary report cards to a standards-based report that reflects the North

Dakota priority standards. Progress Monitoring

1. Teachers will receive training on standards-based grading. 2. Teachers will use priority standards to guide the ongoing development of lesson plans. 3. Teacher evaluations will include a section on the inclusion of priority standards in lesson

plans and classroom practices.


21ST CENTURY SKILLS - 4Cs BCN will use the 21st Century skills of collaboration, communication, creativity, and critical thinking to provide the structure for teaching and learning. 21st Century skills encourage the highest achievement of every student by defining the knowledge and skills that students should acquire at each grade level and support the learning of the North Dakota State Standards. The Strategic Planning Committee identified the desired skill sets of a BCN graduate, and through further conversations, identified the 4Cs of collaboration, communication, creativity, and critical thinking as the desired skill set of a graduate. Therefore, the 4Cs have been included in the BCN vision statement.

Goals

1. BCN will use Seesaw (grades Pre-K–3) and Schoology (grades 4-12) to communicate the progress of learning with stakeholders.

Objectives

1. To use curriculum and lessons that include the elements of critical thinking: a. Reason effectively b. Use system thinking c. Make judgments and decisions d. Solve problems

2. To use curriculum and lessons that allow students to demonstrate the ability to effectively communicate by articulating thoughts and ideas using effective oral, written, and non-verbal formats.

3. To use curriculum and lessons that allow students to demonstrate the ability to collaborate effectively by:

a. Working effectively with diverse teams. b. Showing flexibility and willingness to help and compromise in accomplishing a

goal. c. Sharing responsibility for work while valuing the work of others.

4. To use curriculum and lessons that allow students to demonstrate the ability to create by: a. Thinking creatively using a wide range of creative methods to form new ideas. b. Taking new ideas and elaborating, refining, analyzing, and evaluating for

improvement. c. Working creatively with others developing, implementing, and communicating new

ideas. d. Being open and responsive to new perspectives. e. Showing originality in work and viewing failure as a chance to learn and improve.

Progress Monitoring

1. BCN will evaluate lesson activities to ensure fidelity in the inclusion of 21st Century objectives through regular classroom observations.

2. BCN will increase the number of students qualifying as 21st Century competent in the choice ready criteria for essential skills until 100% of students are 21st Century competent.


DATA-DRIVEN INSTRUCTION Data-Driven Instruction is a precise and systematic approach to improve student learning throughout the year. The inquiry cycle of data-driven instruction includes assessment, analysis, and action and is a crucial framework for school-wide support of all student success. The results from a 2017 Cognia (formerly AdvancED) school district review identified an improvement priority associated with data-driven decision making. The report stated: “Develop a framework whereby all staff and administration are trained on the use of data and the evaluation and interpretation of data as it pertains to the school assessments, allowing leadership to continually monitor and communicate comprehensive information about student learning, conditions that support student learning, and the achievement of school improvement goals of all stakeholders.”

Goals

1. BCN will have an 80% proficiency in STAR for each grade level in Math and 75% in English Language Arts (ELA).

2. BCN will have a 95% accurate student placement within North Dakota Multi-Tier System of Supports.

3. BCN will use data to update school board and all stakeholders on academic progress of BCN students by grade level.

Objectives

1. To identify formative assessments that match the North Dakota priority standards. 2. To properly identify students and their level of education. 3. To meet the state standard of 80% proficiency in Math and 75% for ELA. 4. To use formative data to guide instructional strategies.

Progress Monitoring

1. BCN will monitor STAR Math and Reading test scores. 2. BCN will monitor North Dakota State Assessment data. 3. BCN will monitor ACT scores. 4. BCN will monitor student formative data.


MULTI-TIER SYSTEM OF SUPPORTS North Dakota Multi-Tier System of Supports (NDMTSS) is a framework to provide all students with the best opportunities to succeed academically and behaviorally in school. NDMTSS focuses on providing high-quality instruction and interventions matched to student need, monitoring progress frequently to make decisions about changes in instruction or goals. Data is used to allocate resources to improve student learning and support staff implementation of effective practices. The Strategic Planning Committee identified the need to provide additional professional development and support to staff through strong induction, peer mentoring, peer coaching programs, and collaboration to enable staff to identify and address the unique learning needs of students.

Goals

1. BCN will have a 95% growth rate for NDMTSS Tier 3 students. 2. BCN will have a successful transition into NDMTSS Tier 1 classes in Math and English

Language Arts (ELA). 3. BCN will participate in NDMTSS training as needed.

Objectives 1. To complete the NDMTSS pathways for ELA, Math, and Social and Emotional Learning

(SEL). 2. To accurately enroll students into the correct tier of the NDMTSS framework. 3. To evaluate the curriculum on its proper use and effectiveness. 4. To train staff in best practices in curriculum delivery.

Progress Monitoring

1. BCN will schedule monthly meetings for the NDMTSS team. 2. BCN will determine the best testing frequency for students. 3. BCN will utilize curriculum assessments to determine student growth. 4. BCN will use STAR testing for student placement and progress monitoring. 5. BCN will track grades of transitioning students into Tier 1 instruction.


TECHNOLOGY – DIGITAL LEARNING BCN recognizes the importance of technology in education and has been a leader in developing and implementing long-range technology plans. The purpose of a technology plan is to identify goals, strategies, timelines, measures, and rationale for the use of technology within the school district. BCN is currently reviewing and updating its technology plan. The BCN vision for technology is: “By infusing technology into our curriculum, all staff and students will acquire the knowledge of how to use a variety of technology tools that will help them obtain information on time, analyze and synthesize information found, and present it in a professional and meaningful manner.”

Goals

1. BCN will review and update the current school district technology plan. Objectives

1. To develop a technology review team to engage in the review of the school district's current technology plan.

Progress Monitoring

1. A renewed long-range technology plan will be completed by May 31, 2021.


II. PROFESSIONAL LEARNING BCN recognizes the need to engage all staff members in the process of continuous professional growth. The results from a 2017 Cognia school district review identified an improvement priority associated with the learning needs of students. The report stated: “Provide additional professional development and support through strong induction, peer mentoring, peer coaching programs, and collaboration to enable staff to identify and address the unique learning needs of students.” Utilizing 21st Century teaching and learning competencies with a comprehensive and coordinated plan of professional development, we will accomplish the following:

Goals

1. All teachers and support staff will participate in at least two professional development training sessions every two years that empahsizes classroom instruction and student engagement.

2. All staff will participate in professional development based on district needs that impact student learning defined by the district strategic plan.

Objectives

1. To provide BCN staff with the most up-to-date educational strategy training to enhance student learning and engagement.

2. To share best practices and ideas amongst BCN staff through consistent training. Progress Monitoring

1. BCN administration will plan, organize, and track professional development attendance and impact on student learning.


III. DISTRICT CULTURE AND CLIMATE District Culture is a group’s shared belief, customs, and behavior. District Climate are the things “we do today” to impact and maintain a positive school culture. A positive and nurturing school district culture and climate will be the outcome of our efforts. The four elements important to a positive school district culture are:

1. Leadership from the building administrators, but also other staff and the students themselves. 2. A school-wide sense of community. 3. Participatory student leadership. Student leadership empowers students to develop a feeling that

"this is our school, and we are responsible for making it the best school it can be." 4. A climate of mutual respect and cooperation that pervades all relationships, those among adults,

as well as those between adults and students. The Strategic Planning Committee identified the need to develop a school district culture and climate plan. Although the overall school district culture and climate at BCN are good, an explicitly articulated and documented plan of action does not exist. By developing a plan, BCN can ensure that through goals, objectives, and progress monitoring, BCN is maintaining and improving overall culture and climate.

Goals

1. BCN will support students in their intellectual, social, and emotional growth by providing a safe and caring environment and positive relationships among students, parents, staff, and community members.

2. BCN will research and utilize best practices for developing a quality school district culture and climate plan.

Objectives

1. To meet with mentees at least once a month throughout the year. 2. To nominate and award HERD and GRIT awards quarterly/monthly. 3. To organize and implement a house system in the BCN elementary.

Progress Monitoring 1. BCN administration will administer yearly surveys to staff and students to gauge

effectiveness of the mentor program, HERD/GRIT awards, and the house system.


IV. COMMUNITY ENGAGEMENT AND COMMUNICATIONS Effective communication with internal and external stakeholders is critical in maintaining a quality school district culture. The Strategic Planning Committee identified through survey results the need to improve communications both internally and externally with the many different communities served by BCN. The development of a comprehensive communications plan will assist BCN in “telling its story” and celebrating the many positive outcomes associated with the school district.

Goals

1. BCN will develop a communications plan to ensure effective communications with both internal and external stakeholders.

Objectives

1. To secure membership with the National School Public Relations Association to assist the school district in developing a district-wide school communication plan. (https://www.nspra.org/)

2. To track the use of Seesaw and Schoology with internal stakeholders. 3. To connect with community stakeholders through events, such as:

a. Engineering night b. Parent volunteering c. Movie nights d. Bingo e. Dinners

Progress Monitoring

1. BCN will track the number of stakeholders that attend events.


V. LONG RANGE PLANNING AND RESOURCE MANAGEMENT BCN will secure and allocate the resources needed to fund and carry out this Strategic Plan adequately. Meeting the needs of all students by providing equitable opportunities across the district will be a priority in all decisions made to educate students. BCN will accomplish this by creating and maintaining a Long-Range Technology Plan, Long-Range Facilities Plan, and Long-Range Financial Plan.

LONG-RANGE FACILITIES PLANNING BCN will strive to build and maintain facilities necessary to carry out the mission of the district with appropriate space available for all aspects of education. BCN has short-term plans for making decisions in the areas of facilities and finances; however, BCN does not have an articulated comprehensive long-range plan for facility maintenance and operations, or for financial planning using past, present, and future projections for resource management and to make budget building decisions.

Goals

1. BCN will develop a Long-Range Facilities Plan. 2. BCN will implement the Long-Range Facilities Plan using appropriate resources necessary

to both maintain existing facilities, and design and remodel or build new facilities if needed. 3. BCN will systematically plan maintenance projects for completion annually. The plan will

include a detailed list of annual needs and schedules to ensure that designated projects are completed.

Objectives

1. To develop a task force, including school board members, school administration, and community members, beginning in 2021 to create a Long-Range Facilities Plan. The task force will develop the plan over a series of meetings, completing a plan document by June of 2021.

Progress Monitoring

1. A final plan will be completed by June 2021.


LONG-RANGE FINANCIAL PLANNING BCN will develop long-term financial stability and sustainability plan. BCN has short term plans for making decisions in the areas of facilities and finances; however, BCN does not have an articulated comprehensive long-range plan for facility maintenance and operations, or for financial planning using past, present, and future projection for resource management and to make budget building decisions. This effort will require ongoing state commitment to education funding, local support for the educational experience expected by district stakeholders, and current federal support for federal educational mandates.

Goals

1. BCN will develop a long-range financial plan that is data-driven with historical, current, and future data projections.

2. BCN will develop a budget aligned to the Cognia accreditation school improvement standards and BCN’s strategic initiatives.

Objectives

1. To research and develop a Long-Range Financial Plan by June 2021. 2. To develop an annual budget with final approval by the School Board. The budget will be

prepared using data metrics provided by the long-range financial plan that includes historical, current, and future forecasted parameters.

Progress Monitoring

1. Completion and implementation of a Long-Range Financial Plan by December 2021.


CONTINUOUS IMPROVEMENT AND ACCOUNTABILITY BCN is committed to making data-driven decisions to ensure continuous improvement and accountability. The school district will engage in a comprehensive process of building and district level evaluation and accreditation. This will be accomplished by using the Cognia School Improvement and Accreditation Model. Cognia has defined three standards and corresponding indicators to assess overall school district performance. The three standards are:

Standard 1: Leadership Capacity Domain The capacity of leadership to ensure an institution’s progress toward its stated objectives is an essential element of organizational effectiveness. An institution’s leadership capacity includes the fidelity and commitment to its purpose and direction, the effectiveness of governance and leadership to enable the institution to realize its stated objectives, the ability to engage and involve stakeholders in meaningful and productive ways, and the capacity to implement strategies that improve learner and educator performance.

Standard 2: Learning Capacity Domain The impact of teaching and learning is the primary expectation of every system and its institutions. The establishment of a learning culture built on high expectations for learning, along with quality programs and services, which include an analysis of results, are all key indicators of the system’s impact on teaching and learning. Standard 3: Resource Capacity Domain The use and distribution of resources align and support the needs of the system and institutions served. They ensure that resources are aligned with its stated purpose and direction and distributed equitably so that the needs of the system are adequately addressed. The utilization of resources includes support for professional learning for all staff. The system examines the allocation and use of resources to ensure appropriate levels of funding, sustainability, and system effectiveness.

BCN has identified and ensured that the recommendations made by the Cognia report team in March 2017 are embedded throughout the Strategic Plan. The suggestions included:

Improvement Priorities

1. Create staff and administrative leadership team to promote further a commitment to a culture that is based on shared values and beliefs about teaching and learning, essential to a successful school and environment that focuses on learning.

2. Develop a framework whereby all staff and administration are trained on the use of data and the evaluation and interpretation of data as it pertains to the school assessments, allowing leadership to continually monitor and communicate comprehensive information about student learning, conditions that support student learning, and the achievement of school improvement goals of all stakeholders.


CONSIDERATION FOR FUTURE STUDY BCN will engage in the study of the following topic:

• BCN will study future projections of enrollment over the next five years and use the information to assist in long-range planning.

STRATEGIC PLAN ANNUAL REVIEW The Barnes County North Strategic Plan will serve as a compass to maintain the priorities, goals, and achievements of the school district. Engaging community stakeholders about what is the most comprehensive approach to providing educational experiences for students we serve is essential to understanding what is critical to the community. This plan responds to growth and opportunity, the sustainability of programs, and community needs. In April of each year, the plan will be reviewed by the administrative leadership team and presented to the School Board to consider annual adjustments to the plan. Copyright © 2020 by Schatz & Associates, LLC. No part of this document may be reproduced in any form or by any means electronic, mechanical, photocopy, recording, scanning or otherwise without the written permission of the author:

Dr. Jeffry M. Schatz, Owner/Consultant Schatz & Associates, LLC Strategic Planning and Leadership Development [email protected]

BARNES COUNTY NORTH STRATEGIC PLAN 2020-2025

Documents