BOWLING GREEN CITY SCHOOLS - Strategic Plan 2018-2021
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BOWLING GREEN
CITY SCHOOLS
Strategic Plan
2018-2021
2018-2021
Francis Scruci
Superintendent
12
BGCS Board of Education
Jill Carr, President
Ginny Stewart, Vice-President
Paul Walker, Member
Norm Geer, Member
William Clifford, Member
TABLE OF CONTENTS
Superintendent’s Message…………………………………………………….. 3
Strategic Planning Process……………………………………………………… 4
Vision, Mission, and Core Values……………………………………………. 5
Strategic Plan Goals
Academic Achievement………………………………………………………….. 7
School Finance……………………………………………………………………….. 9
Communication……………………………………………………………………… 10
Human Resources………………………………………………………………….. 11
Operations……………………………………………………………………………… 12
Technology…………………………………………………………………………..... 13
http://www.bgcs.k12.oh.us/3
The Bowling Green City School District is found in Northwest Ohio and is a 118 square mile district
(ranked 98th largest in Ohio) located in Wood County. The District shares its location with Bowling
Green State University. The community is made up of approximately 30,000 full and part-time
residents. Of this population, approximately 19,000 are full-time residents, while the remaining
11,000 are BGSU student residents.
As a district we are committed to high achievement and providing educational opportunities that will
help prepare our students for college and career readiness. We are focusing on finding innovative
ways to create learning environments that will engage all students. We will continue to abide by the
mandates that have and continue to direct education.
We will encourage our teachers to find ways to creatively meet student needs driven by data and
implementing best practices. The Goals found in this document are not in any particular rank order
because we believe that each are inter-related. However, our main focus will be on high academic
standards and providing a safe nurturing environment while maintaining fiscal responsibility.
The purpose of this document is to share the vision, mission, core values, and the direction the
district intends to move towards. A strategic plan, while focused on the present and the future, is
subject to change based on government legislation that may change funding and/or curriculum. This
document becomes somewhat of a fluid document due to the above mentioned influences, but
generally will be valid for 3-5 years.
This strategic plan began in the 2013-14 school year with a series of meetings and surveys with
various stakeholders. The data collected was used to create an initial plan. Each year the plan is
revisited and is updated to reflect any changes based on completion or needs due to external factors.
The work found within this document reflects the discussions held with the community, staff,
students, and administrators. This plan provides a summary of the process and its desired outcomes.
Variables could exist that would have a direct impact on this document would include funding from
Local, State, and Federal entities. This would include any legislation that is passed directing our
school district’s business. In addition, the results and summary of the Community task forces will give
direction to the district’s facilities framework and financing options. Other factors that could impact
this plan would be all property reassessments that will occur along with any new construction of
housing or new housing developments.
Francis R. Scruci, Superintendent
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BGCS STRATEGIC PLANNING PROCESS
Phase I Phase II Phase III
Conduct Research and Develop Strategic Plan Develop Implementation
Gather data Plan
Create a framework for broad
Document the current state of direction and priorities for the Develop and document specific
reality and the desired future of future in a formal Strategic Plan steps that will be taken in order to
the District. document. accomplish measurable goals.
Conduct individual interviews Document mission, vision, core Conduct individual
with stakeholder groups values, and the future direction interviews with stakeholder
of the learning community groups
Reviewed mission, vision, and
guiding principles of the Facilitate school board work Reviewed mission, vision,
District session to review all facets of and core values of the
plan District
Reviewed archival data and
reports provided by the Developed the Strategic Plan Reviewed archival data and
district document to serve as an outline reports provided by the
to guide the direction of the district
Administer survey with school district. The Strategic
stakeholder groups and Plan includes goals in the Administer survey with
review data following areas: stakeholder groups and
Academic Achievement review data
Conduct rigorous analysis of
student achievement data
School Finance Conduct rigorous analysis of
Communication student achievement data
Human Resources
Operations
Technology
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BGCS VISION, MISSION, and CORE VALUES
VISION
Provide excellent instruction and equitable opportunities for each student.
MISSION
Bowling Green City Schools is committed to high academic expectations and
extracurricular opportunities in an inclusive, caring, safe, and healthy
environment. We empower and support our teachers to be responsive to each
student through a challenging and engaging curriculum. We partner with families and
community to ensure student success.
CORE VALUES
Accountability
Compassion
Courage
Creativity
Integrity
Respect
Responsibility
Service
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STRATEGIC PLAN
GOALS
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GOAL 1: ACADEMIC ACHIEVEMENT
BGCS will prepare all students to be contributing members of their community by equipping them with the
21st Century skills of communication, collaboration, creativity, and critical thinking, resulting in college and/or
career readiness.
Desired Outcomes Actions Timeline
Evaluate current instructional Continue the work of the Math Committee that will use the plan, 2019
and intervention programs to do, study, act, reflect model of school improvement to continue
make recommendations to further work and make recommendations for additional Secondary
improve overall academic courses to be added and sequenced.
achievement and close the
achievement gap by no less than Explore additional courses and pathways of mathematics for 2019
3% each year in Reading and students to meet graduation requirements beginning with the
Math between special class of 2019
education and all students
Train teachers on new online mathematics platforms for 2019
enrichment and remediation K-12. Create a plan for
implementation and expectations of use
Evaluate and reflect on new implementation and make
recommendations for refinement with the goal of improving Tier I
instruction from:
Literacy Task Force 2019
Math Committee 2020
Science 2021
Continue using curriculum Review new curriculum standards, documents, and materials as 2020
review committees to well as recommendations from curriculum review committees:
determine effectiveness and Science
selection of district programs World Language or Social Studies - data dependent
and curricular materials Explore additional funding options for materials and textbook
adoptions both internal and external community
2020
Finalize RTi processes in order to Use the following district assessments to identify students who are
provide Tier 2 and Tier 3 at risk in primary academic skills, behavior, or content
intervention for students K-12 acquirement K-12:
AIMS Plus K-3 as a universal screener to identify students 2018
for intervention for Reading.
Redbird or ALEKS K-5 as a universal screener to identify 2018-2019
students for intervention in Math
PowerSchool Summative Assessments as baseline data for 2018-2019
Math and Reading Grades 3-10 to inform instruction and
plan for enrichment or remediation
Behavior Screener in primary to determine services or 2019
interventions
Behavior Screener for at risk students in Secondary 2020
Develop and use a Pyramid of Interventions and process forms for
staff as a resource and provide professional development as 2019
needed
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Continue implementation of PBIS and refine program as needed 2020
based on school data
Implement quarterly data review meetings K-5 to include action 2018-2019
planning for each student performed by the school RTi team
Formative and Summative assessment data to be evaluated at
Teacher Based Team meetings to assess student progress and
response to interventions K-12 On-going
BGCS will evaluate and Counseling programs K-12 will complete a beginning of the year 2019
implement comprehensive needs survey and design programs to address them
school counseling programs to
meet the needs of the whole All secondary students will engage in career exploration and On-going
child ultimately increasing learning styles inventories
academic achievement and
improving social experience of
students.
Ensure the needs of students BGCS will offer pathways for acceleration through College Credit On-going
identified as gifted through Plus, Advanced Placement, and Dual Enrollment courses at the
differentiated instruction or secondary level
district programming
Implementation of blended or online learning options for 2018-2019
differentiation or acceleration
Perform grade level testing for identification grades 2 & 4 On-going
Create and implement process to review data and identification 2019
at each elementary building to identify students for differentiation
or programming
Evaluate service delivery options for exceptional students
and make recommendations for future programming
Create pathways or supplemental courses to meet the needs of
identified students and write acceleration plans as needed
2019
Continue Professional Development for Secondary Teachers to
meet the gifted requirement to serve students in Honors and
Advanced Placements courses in Ohio Revised Code 2019
Provide professional development K-12 for differentiated
instruction to meet the needs of students in the general education
setting On-going
As part of the OIP Process, BGCS All classrooms use Visible Learning strategies and continued 2020
faculty and staff will engage in professional development on Making Student Thinking Visible
professional development
activities that facilitate All staff will be trained in Trauma Informed Classroom and
equitable experiences for all implement practices relative to their area of work 2020
students.
Increase opportunities and participation for underrepresented
students involved in advanced courses at the secondary level 2020
Continue to explore and implement equity evaluation tools to
inform practices and programming 2020
Continue the District Equity team to meet and review elements of
this goal On-going
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GOAL 2: SCHOOL FINANCE
BGCS will be good stewards of public funds, maximizing current state and local funding levels to
provide excellent educational opportunities for students.
Desired Outcomes Actions Timeline
Annual review of all staffing Each entity will develop an annual plan to be established On-going
levels to determine need by February of that academic year to include the following:
creating list of vacant teacher positions, reviewing enrollment
numbers, and monitoring potential openings for administrative
and support personnel
Using current fiscal year as a baseline, compare the number of On-going
staff members and positions as of September 1 each
year to determine any changes
The annual review will take place December 1 through
January 31 each year as well as each time a staff position On-going
becomes open throughout the year beginning immediately
Monitor expenditures Continue regular review of reports On-going
comparatively with
appropriations annually Treasurer will review appropriations reports regularly beginning On-going
October, 2018 to determine
any amendments that may be necessary in conjunction with
revenue availability
Monitor energy costs through Utilize inner and outer access doors On-going
conservation efforts
Using prior fiscal year as a baseline, Treasurer will prepare a
schedule of natural gas, electricity and water usage to determine On-going
how much utility costs have increased/decreased at the end of the
fiscal year
Investigate cost saving Continue to analyze health care costs in collaboration with On-going
measures through collaboration consortium members.
with entities in
NW Ohio Work with Wood County ESC to provide services throughout On-going
the district only if it can provide a cost savings over what BGCS
would provide and if the services meet our educational goals. Each
spring WCESC services will be analyzed and selected
Update the 5 year forecast two Treasurer will update, give presentation at board meeting and Yearly
times annually file forecast with ODE as required by law by October 31 and
May 31 each year
Reduce supply costs Alternative methods for electronic workflow July 1, 2019
Principals will review requisitions to determine necessity of
items being purchased as well as buying local whenever possible to On-going
save shipping costs
Explore purchasing of materials and supplies locally if it is fiscally
responsible 2018-2019
o A list of local vendors to be developed and distributed
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GOAL 3: COMMUNICATION
BGCS will build and maintain relationships with all stakeholders by engaging in two-way, timely, and
consistent communication.
Desired Outcomes Actions Timeline
Increased Community/Parent The Superintendent will host a minimum of two community 2018-2019
Communication Outreach coffees per month as measured by attendance and group email list
from September 2018 -April 2019
Superintendent will modify the list and meet on a quarterly basis 2018-2019
with a Community Retiree Advisory Group as measured by
attendance and group email list from September 2018-April 2019
The Superintendent will meet with the PTO Presidents on a
Quarterly basis measured by attendance and group email list. 2018-2019
September 2018-April 2019
Principals and Athletic Director create a monthly
communication (video, blog, newsletter, Facebook) evidenced by September –
website postings April yearly
Maintain social media presence utilizing device sensitive platforms
such as Twitter, Facebook, and/or Instagram September –
April yearly
Principals will encourage staff to tweet information of
building news as well as classroom activities as On-going
measured by posting with a goal of a minimum 200
district posts per month
BGCS employees will add twitter handle to all business cards and
outgoing communications (including email signature) as well as
promote them at open houses and building events. 2018-2019
Increased Staff Communication The Superintendent and other members of Central Sept – April
& Outreach Administration will meet with staff quarterly in each building yearly
and department from September 2018-April 2019
Maintain Friday Message/YouTube video productions on a regular September –
basis during the school year to showcase school April yearly
events and academic lessons or as needed if timely event or topic
arise
Maintain the appearance and Maintain the district website and encourage staff to promote and On-going
content of the District web-site present relevant building information.
with increased staff
contributions Encourage parents to visit Flyer Board to view upcoming school On-going
and community events.
Administrators encourage submission of website content to On-going
designated staff for timely release of information.
Increased promotion of the Monthly recognitions at regular board meetings, within the Friday On-going
successes of students, staff, and message and district staff social media posts
school programs
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GOAL 4: HUMAN RESOURCES
BGCS will successfully recruit and retain staff by providing a supportive and positive work
environment; creative teaching opportunities; quality professional development, and a competitive
compensation package.
Desired Outcomes Actions Timeline
Increased recruiting efforts Attend college recruitment fairs at BGSU, University of Toledo, and On-going
Akron Registration Jan/Feb, Job Fairs April
Host Annual BGCS recruitment fair in March to March -
Put notification on Applitrack Jan/Feb to Involve HR and yearly
school based personnel to complete screening interviews
Meet with Principals to develop Interview teams.
Complete interview notes in Applitrack system to inform
candidate pool for interview teams April/May after
respective job fairs
Target hard to fill vacancies Oct/Nov Encourage teachers
to notify of retirements by Dec board meeting (OTES
requirement)
Continue hiring practices that were instituted the previous year.
Each building creates an interview team that includes
volunteer teacher representation Jan/Feb to coincide
w/job fair timelines to Building teams will interview
candidates from HR provided list March/April
Top candidates will be recommended to CA for interview
and approval April/May and ongoing dependent upon
openings
Foster positive working Develop informal, voluntary induction/mentoring program that On-going
environment begins prior to school to help build relationships and knowledge
throughout the district for new staff through group email
invitation. Implement a two day new staff institute to prepare new
staff with information and direction in the district
Increased efforts to retain high Human Resource Director and Principal will meet with each new On-going
quality staff staff member once a month for the first three months of
employment
Collaborate with BGSU to develop attractive education and tuition On-going
programs for teachers
Create a comprehensive and responsive professional development On-going
program that meets the needs of teachers and students
throughout the school year
Continue to implement refresher trainings on current initiatives August-Sept
and practices yearly
Collaborate with BGEA to review current teacher contract and April 2019
make recommendations during negotiations in Spring of 2019
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GOAL 5: OPERATIONS
BGCS will provide optimal learning environments for students by building and/or maintaining safe,
high-quality facilities and transportation services while demonstrating fiscal responsibility.
Desired Outcomes Actions Timeline
Complete and Review Facility Create community task forces to determine the direction in 2018
Study through the development regards to new construction, renovation, combination, or do
of community task forces nothing at this time
Evaluate the Community Task Force recommendations and May 2019
determine appropriate options for each building
Update and Purchase new buses The Superintendent, transportation director and Treasurer shall 2018
annually review the replacement schedule for aging buses by
January 31 of each school year
Secure bids from multiple vendors, select and submit winning bid 2018-2021
to the Board of Education
2018-19 purchases complete
Use replacement schedule to determine needs for future
purchases and present information to the Board by
February of each year
Cut energy costs by 5% through Continue site work with Energy Efficiency consultant 2018-2019
conservation efforts Revisit talks with Energy Efficiency consultant and discuss
possible cost of energy saving measures. Superintendent,
Treasurer, and Buildings and Grounds Director to meet by
January 2019
After review, re-submit the plan to the board for approval
by March 2019
Explore the potential for installing an energy management system 2018-2019
for all buildings
Building and Grounds director will invite a company to
present information to the Superintendent and Treasurer
on the cost and benefit of having automation in the
buildings by December 2018
If it is determined to move forward, the plan will be
presented to the Board by March 2019
Explore options for expansion, Based on needs presented determine classroom/building options 2018-2019
including additions to current by February of 2019
buildings, modular units, grade Inform the board of findings and possible solutions by
configuration changes, and March 2019
separate new construction
Develop a timeline for implementation and funding
Explore and choose options to A team of community members, safety personnel, administrators, 2018
improve the safety and security board members, and teachers will complete a safety assessment
of each building in the district for each building by May 2018
The board reviews the safety assessments and develops an action 2018-2019
plan to improve the safety and security in each building
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GOAL 6: TECHNOLOGY
BGCS will build and maintain technology tools and infrastructure to optimize student learning, district
operations, productivity, and communications.
Desired Outcomes Actions Timeline
Build a replacement cycle for The district-wide technology planning team will continue to On-going
technology providing adequate collaborate on needed resources for student learning
access for students and staff
Cost analysis will be done based on priority of technology needs
for student learning
Create a 3 year rollout plan to Create a communication plan for staff that explains the purpose, 2018-2019
support the adoption of the rollout plan, and staff development by February 2019
PowerSchool platform as well as
maximize tools for student Create a communication plan for parents and community that
learning explains the purpose and benefits of technology and learning
Fall 2018
Expectations by grade level and student learning needs
Provide ongoing professional development for staff and parents 2021
Principals will communicate and monitor usage of PowerSchool On-going
To create seamless Parent access to online portal for PowerSchool will be provided by Fall 2018
communication between end of September 2018
parents and instructional staff
using PowerSchool parent tools Administration will communicate the transition to PowerSchool to Fall 2018
parents
Continued parent education that aligns with 3 year rollout plan Fall 2018
Replace Blizzard Bags with 24/7 Using Class Pages in PowerSchool, teachers will provide access to 2019-2020
learning offered by PowerSchool lessons for students during calamity days
Students will have access to class materials at all times through 2020
use of Unified Classroom and Class Pages
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