STRATEGIC PLAN 2017-2022 - Mt. Angel School District
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02 03
STRATEGIC PLAN
2017-2022
730 E. Marquam Street Office: 503-845-2345
PO Box 1129 Fax: 503-845-2789
Mt. Angel, OR 97362 www.masd91.org
MASD Strategic Plan | 2017-2022 MASD Strategic Plan | 2017-2022
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TABLE OF CONTENTS
Superintendent’s Message 03
Process Used for Strategic Plan Development 04
District Beliefs and Values 05
District Mission Statement 06
District Vision Statement 06
District Strategic Goal, Performance Indicators and Measures 07-13
Implementation and Accountability Strategies 13-14
MASD Strategic Plan | 2017-2022 MASD Strategic Plan | 2017-2022
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SUPERINTENDENT’S MESSAGE PROCESS USED FOR STRATEGIC PLAN DEVELOPMENT
Dear Mt. Angel School presented to the school board at the regular The strategic planning work started in August 2016 The team met once a month from August 2016 to
board meetings in December, March and June. The with a commitment from the Mt. Angel School Board May 2017 to create this Strategic Plan. The team’s
District Parents,
June report provides a summary of the year and and Superintendent to undertake a year-long process initial task was to organize a District and community-
Students, Staff and board members make any needed changes to the to review where the District currently is and then create wide series of focus groups to collect baseline
Community, expectations in the plan. a multi-year, Strategic Plan that starts in July 2017 and information for the creation of the overall plan. On
We have completed year two of stays in place through the end of 2021-22 school year. October 17 and 18, 2016, Mt. Angel School District
The most notable highlights in the final report to the
our 5-year District Strategic Plan. The District contracted with strategic planning staff, students, parents and various other interest
Mt. Angel School Board on June 11, 2019, included
We are pleased to share several consultant, Jerome Colonna, to facilitate the process. groups participated in nine individual focus group
improved implementation of effective teaching
successes from the 2018-2019 sessions held throughout the community.
strategies, increased preschool experiences for The first step was to put a strategic planning team in
school year, which demonstrates incoming kindergarten students, increased student place. The team members were:
why Mt. Angel School District is a When the focus group report was completed the team
participation in clubs, sports, and activities in all
started developing the five individual components
great place to teach and learn. Our three schools, significant improvements on State Pete Wall
of the report: District Beliefs and Values, District
District Goal is, “By June of 2022, all students will be English Language Arts Assessments, and improved Community Citizen
on track to graduate and be prepared for life beyond Mission Statement, District Vision Statement, Strategic
graduation rate.
Jasmine Winslow Goal, Performance Indicators and Measures; and
high school.” Nine Performance Indicators define the
Our growth and successes are a reflection of great Collaboration Grant Project Leader Implementation and Accountability Strategies.
strategies and targets our district focuses on to meet
students and staff supported by parents, volunteers Kristi Brackinreed
our goal. We added a 10th indicator this year to keep
and community members who have a sincere Manager of Columbia Bank
our Graduation Rate at the forefront of our efforts.
interest in success for every Mt. Angel student.
As a reminder, a planning committee, utilizing local Thank you for your continued support with getting
Christi Seiler
surveys, several focus groups and community meetings Elementary School Teacher/Parent
kids to school every day. We are committed to
to collect beliefs and values of the community “Inspire, Challenge & Prepare” every child every day. Katie Voss
collaboratively developed this plan. This information Elementary School Principal/Parent
was put together to develop a plan for Mt. Angel Sincerely, Angie Traeger
Schools that reflects the community and has clear Middle School Teacher/Parent
measureable expectations. Progress reports are
Jennifer McCallum
Middle School Principal
Troy Stoops Rachel Ayers
Superintendent High School Special Ed. Teacher
Sean Aker
High School Principal/Parent
Erica Gordon
Special Services Director
Janet Jones
Administrative Assistant
Troy Stoops
Superintendent
MASD Strategic Plan | 2017-2022 MASD Strategic Plan | 2017-2022
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DISTRICT BELIEFS AND VALUES DISTRICT MISSION STATEMENT
Core beliefs and values form the ethics and ideals The Mt. Angel School District: A mission statement identifies the purpose of an We develop virtuous students
an organization holds that underpin the foundation organization. It should clearly communicate what
of its culture. They are the basis from which work Embraces diversity and believes has heart and meaning in an organization. It must
who honor Mt. Angel’s diverse
is performed and how employees are expected to we are stronger together; capture the organization’s culture in a few well-chosen culture and inspire their
conduct themselves. The Mt. Angel School District words so that it is remembered. The MASD mission pursuit of academic success.
has many beliefs and values but some are so primary
Recognizes success achieved statement was built from its stated beliefs and values.
and important that they need to be codified. Even in through personal development,
the ever-changing landscape of public education in inquiry and relevant experiences;
Oregon, these six statements can stay constant and
Honors the culture and traditions DISTRICT VISION STATEMENT
impact all aspects of the District’s business. They
of our small community through
represent the compass from which MASD will
involvement and volunteerism;
fulfill its mission, vision, achieve its goal and make
A vision statement is a concise description of what an We provide exceptional
major decisions. Believes communication is essential organization wants to achieve and become over a given
to collaborative relationships that period of time (for the MASD it is the next five school
educational experiences that
foster growth; years). The purpose is to inspire, energize, motivate inspire, challenge and prepare
and stimulate creativity. It is intended to serve as a each student to achieve
Values a systematic approach
that supports students in their
guide for selected current and future actions. personal and academic success.
relentless pursuit of academic Vision statements focus on the organization’s most
hopeful future, not on what is already in place.
excellence; and
The statements are designed to say a lot in just a
Develops, models and celebrates few words.
virtuous citizenship. The Strategic Planning Committee selected the
wording for the Mt. Angel School District’s vision from
the Focus Group Report, District Beliefs and Values,
The District Strategic Planning Team created these District Mission Statement, Committee participants’
beliefs and values from the MASD Strategic Plan Focus experience and from other public and private sector
Group Report available on the District website at vision statements.
www.masd91.org.
MASD Strategic Plan | 2017-2022 MASD Strategic Plan | 2017-2022
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DISTRICT STRATEGIC GOAL, PERFORMANCE
INDICATORS AND MEASURES
Strategic Goals Performance Indicators
If an organization wants to be successful it needs The District Goal has eight performance indicators.
to set challenging goals and achieve them on time. Performance indicators break the goal effort into
Without strategic goals there is a lack of focus and manageable units and represent steps in the
direction. Goals provide benchmarks so success can achievement action plan. They represent the key
be measured. Goal setting is a lengthy process that activities the Planning Team selected to accomplish
is the most important part of the overall strategic the goal. Strategic plans are one thing, carrying them
plan development. The single MASD strategic goal out with fidelity is the key to success. Identifying key
follows the SMART goal format. That is, it is Specific, performance indicators is a way to measure and assist
Measurable, Attainable, Relevant and Time-bound. with the progress being made toward achieving a
The Strategic Planning Team spent a great deal of specific strategic goal. Without a series of measurable
time in the development and prioritization of the
individual, multi-year District Strategic Goal that
performance indicators the Strategic Plan would fail
and the District would not have precise data to identify
T h e Sing l e
follows. The Team limited the number of goals so
that what was selected would have a tight focus and
levels of growth or achievement. The performance
indicators are the most important component of
Dist r ic t G oa l i s :
could align resources and actions to drive the District the plan to report to the Mt. Angel School District’s
Vision. An emphasis was put on clarity, specificity constituents, especially the School Board members. By June of 2022, all students
and achievability. The goal was formed from and
connected to the District Beliefs and Values, Mission Measures will be on track to graduate
Statement and especially the Vision Statement. The
main purpose of the District’s Strategic Goal is to be a To help gain Strategic Plan success the plan must be and be prepared with a
specifically monitored so the performance indicators
guide for the achievement of the District Vision over
a given period of time. Being strategic is making hard for the individual goal can be easily assessed over plan for life beyond
choices about what to do and what not to do. time. The measures or metrics are quantitative
and qualitative factors used to gauge the progress
high school.
being made with the indicators. They not only show
progress, or lack thereof, they also provide a tool to
determine if adjustments in the goal, indicators or
measures themselves need to be made. The team
spent many hours selecting the right three to four
metrics for each performance indicator.
MASD Strategic Plan | 2017-2022 MASD Strategic Plan | 2017-2022
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PERFORMANCE INDICATORS:
3
Through AVID all staff will implement effective strategies All 9th graders earn 7.0 credits.
1 and methodologies. (AVID District Director Jasmine Winslow) (High School Principal Dale Pedersen)
% Trained % Effective Implementation
Strategies for implementation may include:
Baseline 31% Baseline 86%
• Develop transition plan for 8th grade
Year 1 – 2017/2018 76% (Actual %) Developing Year 1 – 2017/2018 77% (Actual %)
students
Year 2 – 2018/2019 96% (Actual %) Piloting Year 2 – 2018/2019 71.4% (Actual %) • Develop 4-year personal plans for all
9th graders
Year 3 – 2019/2020 100% Implementing Year 3 – 2019/2020 95%
• Monitor the progress of all 9th grade
Year 4 – 2020/2021 100% 85% Year 4 – 2020/2021 98% students monthly in high school Advisory
Year 5 – 2021/2022 100% 90% Year 5 – 2021/2022 100% • Utilizing a high school graduation
coach to monitor and communicate
Strategies for implementation may include: student progress
• Increasing % of trained staff each year
• Focus on teacher effective implementation of: WICOR – Writing, Inquiry, Collaboration,
Organization, and Reading
4 Students entering kindergarten will have
• Develop a tool and process for measuring levels of effectiveness by Year 3
preschool experience. (St. Mary’s Principal Katie Voss)
Strategies for implementation may include:
District will have at least a 92% regular attenders rate. 63% (43 of 68
2 (Superintendent Troy Stoops)
Baseline students have had
preschool experience)
• Continue partnership with Early
Learning HUB and Kindergarten
Partnership Initiative
% Regular Attenders Rate Year 1 – 2017/2018 59% (Actual %)
• Continue and Expand “Ready! for
Strategies for implementation may include: Year 2 – 2018/2019 69% (Actual %) Kindergarten” classes 3 times per year
Baseline 81.5%
• Utilizing a high school graduation Year 3 – 2019/2020 70% to include 3-5 year olds and parents
Year 1 – 2017/2018 82% (Actual %) • Expand relationships with local preschool
coach to monitor and communicate
Year 4 – 2020/2021 73%
Year 2 – 2018/2019 79% (Actual %) student progress providers (OCDC, Oregon Child
• Chronically non-attenders are Year 5 – 2021/2022 75% Development Coalition), Littlest Angels,
Year 3 – 2019/2020 88.5% Providence Benedictine Child Care
monitored weekly
Year 4 – 2020/2021 90.5% • Develop strategies for success
Center, Trinity Lutheran Church
Year 5 – 2021/2022 92% • Building relationships with families
• Developing early intervention
strategies
MASD Strategic Plan | 2017-2022 MASD Strategic Plan | 2017-2022
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5 Students in grades 3, 7 and 10 will meet growth goals on
district-wide tests in reading and mathematics.
(District Assessment Director Troy Stoops)
7
All high school students will earn a minimum of 6 career/
technical education credits prior to graduating.
(High School Principal Dale Pedersen)
Baseline Year 1 – Year 2 – Year 3 – Year 4 – Year 5 – Class of 2018 Class of 2019 Class of 2020 Class of 2021 Class of 2022
2016-2017 2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 (% Earned, as of
(Actual %) (Actual %) January 2019)
3rd Reading 48% 42% 56% 59% 62% 65% Total Credits NA 3 (43%) 4 5 6
3rd Math 42% 35% 15% 59% 62% 65%
Strategies for implementation may include: • Adapt current non-CTE electives to fit
7th Reading 71% 40% 64% 59% 62% 65%
• Students choose a course plan that focuses on into a program of study. Provide rotating
7th Math 66% 63% 32% 45% 55% 60% completing a program of study and follows course offerings to increase access to
a pathway toward an internship (aka cooperative advanced subjects.
10th Reading 51% 50% 48% 50% 55% 60%
work experience during their senior year) • Expand the agriculture class offering in middle
10th Math 56% 53% 52% 55% 58% 60% • Expand CTE options to include Business school and high school
Technology, Medical-related field, and the Arts
Strategies for implementation may include: • Utilize effective weekly Professional Learning
• Develop system K-12 intervention system Communities (PLC) to monitor student data
• Ensure curriculum and assessments are aligned • Utilize high school Advisory for Grade 10 goal
setting focused on meeting tested Essential Skills All students will participate in at least one school or
8 community activity, club or sport each year.
(Middle School Principal Jared Tiecke)
Students will graduate with a minimum of 12 college credits.
6 (High School Principal Dale Pedersen)
Year 1 –
2017/2018
(Actual %)
Year 2 –
2018/2019
(Actual %)
Year 3 –
2019/2020
Year 4 –
2020/2021
Year 5 –
2021/2022
Year 1 – Year 2 – Year 3 – Year 4 – Year 5 –
St. Mary’s 62% 87% 80% 90% 100%
2017/2018 2018/2019 2019/2020 2020/2021 2021/2022
(Actual %) MAMS 95% 80% 90% 95% 100%
Grade 12 NA 55% 85% 95% 100% JFK 93% 82% 85% 90% 100%
12 college credits will be earned by the class of 2021 and • Articulating all CTE (Career Technical Education)
*Percent of participation
beyond. The chart represents the % of students courses with WP or CCN
earning at least 12 college credits. • Adopting a weighted GPA (Grade Point Average) Strategies for implementation may include:
at Kennedy High School • Develop system to monitor involvement
Strategies for implementation may include:
• Leverage registration, open house, parent conferences and forecasting as opportunities to promote
• Forecasting with Advisor for CCN (College Credit • Providing access for student enrollment
in WP and/or CCN, and AP courses and recruit student membership and participation in clubs, sports and activities.
Now), WP (Willamette Promise), or AP (Advanced
• Providing access for all students to take exams • Utilize websites and social media to recognize activities and achievements.
Placement) course (with intent to take AP exam)
for college credit
MASD Strategic Plan | 2017-2022 MASD Strategic Plan | 2017-2022
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IMPLEMENTATION AND ACCOUNTABILITY STRATEGIES
9 Students in grades 3, 7, and 11 will meet achievement Mt. Angel School Board, Superintendent and internal • The Superintendent will hold the individuals in
leadership team are committed to the urgency charge of the performance indicators accountable
goals on State tests in reading and mathematics.
of carrying out the Strategic Plan. The majority for gaining measurable progress.
(District Assessment Director Troy Stoops)
of strategic plans achieve their stated goals when
• District leadership will review current practices to
Baseline – Year 2 – Year 3 – Year 4 – Year 5 – monitored routinely with a high level of accountability.
determine what is no longer necessary for meeting
2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 Accountability measures are included in this Strategic
the indicators in this plan.
(Actual %) (Actual %) Plan to ensure that implementation produces
3rd Reading 46% 42% 55% 60% 65% steady gains. During the implementation process,
the leadership team will monitor the success and The staff will implement actions based on the strategies
3rd Math 44% 42% 50% 55% 60% challenges of the goal, performance indicators and detailed in this plan and will be responsible for
metrics. It may be necessary to retool the plan and collecting and analyzing data to measure progress.
7th Reading 51% 79% 57% 60% 64%
its assumptions if any plan element is not progressing The plan will be reviewed annually by the School
7th Math 32% 31% 38% 41% 45% satisfactorily. It is important to remember that creating Board on or before the July Board meeting. The Board
11th Reading 59% 76% 68% 71% 75% a plan is only the initial step in the improvement will receive a formal progress report at the December,
process. This Strategic Plan will guide decisions, March and June Board meetings that will include
11th Math 37% 38% 43% 46% 50% the following information for each of the eight
strategies and use of resources to meet the goals set
for each of the performance indicators. performance indicators:
Strategies for implementation may include: • Focus on effective teaching strategies
The MASD Strategic Plan indicators and strategies were
• Develop system K-12 intervention system • Utilize effective Professional Learning 1. Amount of progress made since
identified as key elements for the District to meet its
• Ensure curriculum and assessments are aligned Communities (PLC) to monitor student data Strategic Plan goal by the 2021-22 school year. the last report based on the
Implementation and accountability strategies include: metrics specific to each indicator
• Staff members will receive a letter from the 2. Successes and challenges
Superintendent that explains the importance of
their efforts toward supporting the plan. 3. Possible modifications for
Graduation Rate of 100% by 2022.
10
performance indicator metrics
• Posters outlining the plan’s main components will
(High School Principal Dale Pedersen)
be posted in each work area. 4. Planned activities until the next
Year 1 – Year 2 – Year 3 – Year 4 – Year 5 – • The District School Board will ensure the District report is delivered
2017/2018 2018/2019 2019/2020 2020/2021 2021/2022 General Fund Budget aligns with the plan’s
(Actual %) (Actual %) resource needs.
Grade 12 76% 84.4% 89% 95% 100% • The plan will be used to guide decision-making.
• School Site Councils will review the plan every fall
to determine professional development priorities
for each school’s staff.
• The Board will hold the Superintendent accountable
for showing measurable progress on the overall plan.
MASD Strategic Plan | 2017-2022 MASD Strategic Plan | 2017-2022
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