Building Upon Excellence: The District Strategic Plan For ...

School Board Study Session, December, 20071

Metropolitan School District of

Washington Township

Building Upon Excellence: The

District Strategic Plan For

Washington Township Schools

Presented to the Board of Education,

December 3, 2007


Revisiting of Our Vision and

Mission

• Our Vision: Superior Schools in a

Supportive Community

• Our Mission is to build the mind and

character of every student by teaching the

academic, creative, and social skills

needed to achieve excellence.


A Quick Overview of the Process

• Our initial Goal was toearn Districtaccreditation throughthe North CentralAssociation/AdvanceED Process

• We formed a large,broad-based committeewith representativesfrom each school andthe constituency groupsin the community.

Teachers, administrators,parents, and communitymembers met for morethan a year

June 5, 2006

August 30, 2006

October 4, 2006

November 1, 2006

December 6, 2006

February 7, 2007

March 1, 2007

May 2, 2007

June 6, 2007

December 5, 2007


The Initial Phase

• April 18 – Parent Council• April 20 – CEC Staff• April 25 – Foundation

Board Meeting• April 26 – Fox Hill PTO• April 30 – Eastwood MS• May 1 – Foundation

Retiree Group• May 7 – Middle School

Staff (Distance learning)

• May 7 – Westlane MS• May 8 – Elementary Staff

(Distance learning)• May 8 – Northview MS• May 29 – St. Luke’s

Methodist Church• May 31 – Light of the

World Christian Church

During the initial phase we conducted meetings to

present the challenges and to listen to our

community.


We Identified Four

Broad Themes During the Process

• The importance of excellence in our academic

program

• The need to build the capacity of all

stakeholders to support our children

• The need to reach out to and stay connected

with our community

• The need to efficiently and effectively manage

our resources and facilities


Meetings and Forums to Communicate and

Gather Feedback on the Draft Plan• October 16: Eastwood Middle School - Public Forum

• November 1: Westlane Middle School - Public Forum

• November 7: Northview Middle School - Public Forum

• November12: North Central PTO

• November 14: Presentation to Board of Education of the Plansfor Goals 1-3

• November 15: Harcourt Staff

• November 15: Fox Hill ES PTO

• November 19: Harcourt ES PTO

• December 3:School Board Study Session

• December 12, 7:00 PM - Regular School Board Meeting

This does not include countless hours of subcommittee meetingsin each area


The Plan You See Tonight

• Is the direct result of the conversation and

work done in the community

• Is designed to support our vision and mission

• Will result in supporting and expanding the

tradition of excellence in Washington

Township Schools

• Is a living document that will evolve over the

years


Goal 1: Education Program

To increase achievement for every student by

implementing effective educational programs

and practices; strengthening curriculum,

instruction, and assessment; eliminating

achievement gaps; increasing language

proficiency of English Language Learners; and

ensuring equity of program opportunities and

access to all students.


1.1 Implementing effective educational

programs and practices

• Define “educational program” and develop criteriafor effective educational programs.

• Evaluate program effectiveness, using a standardizedformat and consistent information to be included.

• Monitor and report on program effectiveness at allschool levels. Once programs are identified assuccessful, work for district-wide implementation.Discontinue unsuccessful programs.

• Use consistent tools for program evaluation and datacollection and analysis, and develop consistentreporting tools for the District’s StrategicImprovement Plan. Develop ways to share studentdata between elementary and middle schools andbetween middle school and high school.


1.1 Implementing effective educational

programs and practices (cont.)

• Identify technology and technological tools that areeffective and integrate these tools consistentlythroughout the district.

• Incorporate professional development and evaluationwith implementation of new practices and initiatives.

• Align, articulate, and standardize programmingamong the middle schools to ensure the successfulacademic and social transition of those students to thehigh school (NCA District AccreditationRecommendation)


1.2 Strengthening curriculum, instruction, and

assessment

• Develop priority indicators, common formativeassessments and benchmark assessments K – 12 in allcore curricular areas.

• Develop and implement a three tier model of academicand behavior supports.

• Improve transition of students between levels throughongoing collaboration focusing on Pre-K to K, 5thgrade – 6th grade, and 8th grade – 9th grade.


1.3 Eliminating achievement gaps

• Examine early childhood opportunities and possible expansionof pre-school programs, if funding is available.

• Develop and implement a three-tier model of supports andinterventions in reading/language arts and mathematics, K – 12

• Implement inquiry-based instructional methodology at all levelsto help develop full potential of all students and raise allchildren to higher levels.

• Provide extended learning opportunities before, during andafter school, if funding is available.

• Examine the achievement gap, and research potential gap-reducing programs especially in Algebra I, Biology, and English10 (Core 40 Tests).

• Increase parental collaboration in efforts to reduce theachievement gap.

• Expand organizational/study-skill based practices.


1.4 Increasing language proficiency of

English Language Learners (ELL)

• Increase community understanding and support for English as aNew Language throughout the District.

• Provide print and technology resources in multiple languagesfor classroom instruction and media center access.

• Encourage and expand opportunities for parental collaborationin student programming including the provision of translatorsand materials and resources in native languages.

• Provide a continuum of ENL services and curriculumdevelopment Pre-K – 12th grade.

• Develop a professional development plan that expandseducational and cultural strategies for working with ENLstudents and families.


1.5 Providing equity of program

opportunities and access to all students

• Develop a report on the under-representation of ethnic

minority, language minority, and socioeconomic groups in

programming opportunities.

• Increase participation of under-represented students into

appropriate program options.

• Ensure consistency and availability of access to programs

addressing the achievement gap.

• Develop district-wide communication and education on

available programming opportunities and options.

• Develop tools that foster parental education and awareness of

programs.

• Continue the powerful practices embedded in the cohort model

of academic support.


Goal 2: Building Capacity

To develop the capacity of district

stakeholders (parents, staff, educators,

community, and students) to increase

student achievement.


2.1 Expand community partnerships that

support student and school success

• Each school will have at least one successful

partnership

• Develop guidelines of partnership

• Sustain partnership over three years

• Assess and celebrate annually


2.2 Enhance leadership capacity of district

• Expand opportunities for all personnel to

participate in a variety of roles/relationships

• Increase participation of staff

• Support leadership development



2.3 Improve structure and process for

parent participation

• Redefine parent participation at all levels, reflecting

the diversity of our community by utilizing the PT3

(Parents and Teachers Talking Together) Process

• Increase understanding of the roles of parents

• Develop a plan for increasing parent participation at

each school

• Expand parent leadership within the district



2.4 Expand student leadership at all levels

• Assess leadership opportunities

• Identify strengths and weaknesses

• Develop school-wide plans for

increasing student leadership



Goal 3: Community

To develop and disseminate a

consistent and informative

message about the excellence of

Washington Township Schools

(MSDWT)


3.1 Marketing/promotional component of

MSDWT

• Define marketing program for MSDWT

• Work with district marketing/public relations

director and outside consultants/companies to

develop marketing/public relations plan

• Identify roles and responsibilities

• Determine responsibility for enforcement of

standards, oversight/upkeep of content


3.2 Website improvement

• Work with the director of technology and thetechnology strategic committee to develop aplan for website improvement Create webdesign/content committee or group todetermine standards

• Determine reasonable and viable plan forongoing improvement, including budgetaryestimates for plan

• Review other school district sites for qualityideas

• Determine responsibility for enforcement ofstandards, oversight/upkeep of content


3.3 Development of written/visual

materials for promotional and informational

purposes

Determine reasonable and viable plan for

materials development, including

budgetary estimates for plan

Review other school districts for quality

ideas

Determine responsibility for enforcement

of standards, oversight/upkeep of content


Goal 4:

Facilities and Resources

In order to support the educational

mission and vision of the MSD of

Washington Township, we will

develop a plan to effectively and

efficiently use district facilities and

resources.


4.1:Operate fewer facilities in order to achieve a

more efficient operation while maintaining and

enhancing educational excellence: Close Harcourt

Elementary School at the end of 2007-08.

• Potential General Fund Impact -$500,000 - $650,000 annually

• Potential Capital Project FundImpact - $200,000 annually

We are asking for approval of thisspecific action during the adoptionof the plan on December 12.


4.1:Operate fewer facilities in order to achieve a more

efficient operation while maintaining and enhancing

educational excellence: Close Wyandotte Early Childhood

Center at the end of 2007-08.

• Potential General Fund Impact - $140,000 annually

• Potential Capital Project Fund Impact - $120,000

annually

• Allisonville and John Strange kindergarten students

attend at John Strange until the east side buildings

can be reconfigured and refurbished

We are asking for approval of this specific

action during the adoption of the plan on

December 12.


4.2: Complete the Work Included in the

$30 Million Compromise Bond Issue

Already approved for sale after January 2008,the Bond Issue includes:Roof Replacement and HVAC Replacement for Various

Schools - $24,600,000

Other Projects (Locker rooms, stadium lighting, convertingexisting pool space, stadium plaza paving, renovating thepress box, etc.) - $5,400,000

Use this bond issue to supplement the overall scope of theplan.

The planning part of this process must beginin early 2008. School Board approval willbe required for any specific project.


Details of the Current

Compromise Agreement

The Total Bond Approval is $50

Million


5B

$20 Million Bond Issue - Phase 1

• North Central natatorium - under construction

• North Central building automation system - inplanning stage

• North Central roof - complete

• East and west stadium renovation - complete

• East and west stadium restrooms - deferred tophase 2

• Stadium artificial turf - complete

• Miscellaneous site work and soft costs


5B

$30 Million Bond Issue - Phase 2

• Work must start as soon as possible.

• Work will be completed to obtain the best

value for the investment based on the future

needs of the school district and the spirit of

the Compromise Facility Agreement.

• $30 million may not be enough to complete

identified phase 2 work - estimates

completed in 2005


Phase 2 Construction Projects

Roof projects - $11.42 million - Begins with selected schools

Allisonville, Crooked Creek, Harcourt, John Strange, Nora, Spring Mill, Northview,North Central, J. E. Light Career Center

HVAC projects - $13.22 million - Begins with selected schoolsAllisonville, Crooked Creek, Harcourt, John Strange, Nora, Spring Mill, Northview

Other projects - $5.36 million• Construct locker rooms

• Renovate stadium lighting

• Renovate press box

• Renovate stadium entrance

Begins early spring 2009 - Convert existing pool to usable space


Scope of State Approval

• Maximum bonding capacity - $50 million.

• Lease term cannot exceed 24 years.

• Term began when first issue closed: 12-28-06

• Term cannot go beyond 12-28-30

• Maximum 1 year lease payment - $4,215,000

• Current average lease payment is $1,522,000.

• Current lease payment schedule for first $20

million has final payment due on 7-15-26.


Scope of State Approval (cont.)• Projects are mentioned but not in specific detail.

• General estimates for project costs are mentioned.

• Cannot add new projects but we do not have to complete allprojects mentioned.

• The cost of a project can be more or less than the amountestimated.

• The remaining $30 million in bonds that is approved can be soldanytime.

– Do not have to be sold all at once, but there are additional costs.

– We are still bound by the 12-28-30 date as a final payment andthe combined lease payment for the original $20 million andany subsequent debt service payments for all or part of the $30million can not exceed the maximum annual lease payment of$4,215,000.

• This is significant because if interest rates rise and we wait toolong to sell the $30 million, we may not be able to sell all $30million and keep our annual payment under the maximum.


4.3: Develop a multi-phase, long term plan to

renovate, update and expand school buildings

in the district.

• Reconfigure the district to two middle schools, areplacement on the west side and a total renovation andexpansion on the east side.

• Renovate Allisonville, Crooked Creek, Fox Hill,Greenbriar, John Strange, Nora, Spring Mill, and Hilltop

• Invest in specific programming needs at JELCC andNCHS

The planning for this process should start in early 2008.School Board approval will be required for any specificaction.


Summary of Building Needs

Allisonville Elementary School - built 1960• HVAC, roof, secured entry, keyless entry, sprinkler system, ADA

compliance, enlarge student cafeteria, and renovate office and clinic, and generalbuilding renovation

Crooked Creek Elementary School - built 1984• HVAC, roof, secured entry, keyless entry, ADA compliance, close open

classrooms, renovate restrooms, renovate office and clinic, and general buildingrenovation

Fox Hill Elementary School - built 1991• HVAC, roof, secured entry, intruder locks, ADA compliance, renovate office

and clinic, renovate restrooms, and general building renovation

Greenbriar Elementary School - built 1968• Roof, secured entry, intruder locks, keyless entry ADA compliance, air

condition kitchen, renovate office and clinic, and general building renovation


Summary of Building NeedsJohn Strange Elementary School - built in 1976

• HVAC, roof, secured entry, keyless entry, ADAcompliance, close open classrooms, renovate office and clinic,air condition kitchen, create LGI, and general buildingrenovation

Nora Elementary School - built in 1963

• HVAC, roof, secured entry, keyless entry, sprinklersystem, ADA compliance, close open classrooms, renovaterestrooms, renovate office and clinic, enlarge music room, andgeneral building renovation

Spring Mill Elementary School - build in 1959

• HVAC, roof, secured entry, keyless entry, intruder locks,sprinkler system, ADA compliance, renovate office and clinic,create LGI, and general building renovation


Building Needs

Eastwood Middle School - built 1956

• Roof, secured entry, keyless entry, ADA compliance,sprinkler system, renovate restrooms, renovate office andclinic, and general building renovation

Northview Middle School - built 1956

• HVAC, roof, secured entry, keyless entry, intruder locks,sprinkler system, and ADA compliance, and general

building renovation

Westlane Middle School - built 1956

• Roof, secured entry, ADA compliance, sprinkler system,and general building renovation


6.B. A MODEL FOR SCHEDULING ADDITIONS AND RENOVATIONS TO SCHOOL BUILDINGS

2006 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6 YEAR 7 YEAR 8 YEAR 9

ELEMENTARY 1 $13

ELEMENTARY 2 $13

ELEMENTARY 3 $13

ELEMENTARY 4 $13

ELEMENTARY 5 $13

ELEMENTARY 6 $13

ELEMENTARY 7 $13

MIDDLE SCHOOL 1 $46

MIDDLE SCHOOL 2 $46

TOTAL $72 $72 $39

IMPACT ON TAX RATE:

Assumes 2% increase in AV

Assumes 2007 AV @ $6,000,000,000 5,558,349,400$ 6,367,248,000$ 6,494,592,960$ 6,624,484,819$ 6,756,974,516$ 6,892,114,006$ 7,029,956,286$ 7,170,555,412$ 7,313,966,520$ 7,460,245,850$

Estimated annual debt service:

Phase 1 $72 million 5,646,317$ 5,646,317$ 5,646,317$ 5,646,317$ 5,646,317$ 5,646,317$ 5,646,317$ 5,646,317$

Phase 2 $72 million 5,736,418$ 5,736,418$ 5,736,418$ 5,736,418$ 5,736,418$

Phase 3 $39 million 3,172,991$ 3,172,991$

G. O. Bond 1,050,000$ 1,050,000$ 1,050,000$ 1,050,000$ 1,050,000$ 1,050,000$ 1,050,000$ 1,050,000$ 1,050,000$

North Central issue-oldBuilding Corp new - $20,000,000 1,439,344$ 1,450,544$ 1,460,144$ 1,468,144$ 1,479,544$ 1,489,044$ 1,501,744$ 1,517,444$ 1,525,944$ Building Corp. new - $30,000,000 2,290,642$ 2,290,642$ 2,290,642$ 2,290,642$ 2,290,642$ 2,290,642$ 2,290,642$ 2,290,642$ 2,290,642$

Estimated annual total debt service payment 3,423,943$ 4,229,986$ 9,637,503$ 9,647,103$ 9,655,103$ 15,102,921$ 15,112,421$ 15,125,121$ 18,113,812$ 18,122,312$

Estimated tax rate needed to service debt: 0.0616$ 0.0664$ 0.1484$ 0.1456$ 0.1429$ 0.2191$ 0.2150$ 0.2109$ 0.2477$ 0.2429$

Taxes - homestead with a Net AV of $200,000 105$ 113$ 252$ 248$ 243$ 373$ 365$ 359$ 421$ 413$ Taxes - homestead with a Net AV of $400,000 209$ 226$ 505$ 495$ 486$ 745$ 731$ 717$ 842$ 826$ Taxes - homestead with a Net AV of $600,000 314$ 339$ 757$ 743$ 729$ 1,118$ 1,096$ 1,076$ 1,263$ 1,239$

Assumptions: Assumptions:

Average cost to renovate/expand one elementary school is $13,000,000. Excise, FIT, CVET estimates for year: YEAR 1 550,000$

Average cost to renovate/expand/build one middle school is $46,000,000. YEARS 2 - 4 800,000$

Assessed Value is estimated to increase by 2% annually. YEARS 5 - 7 1,100,000$

Interest rates on bonds: Phase 1 - 4.75% YEARS 8 - 9 1,300,000$

Phase 2 - 5.00%Phase 3 - 5.25% Estimated Homestead credit of 15% applied to tax calculation.


4.4: Develop a Plan to Create a

Revenue Stream from Our Surplus

Property

• This plan will be long term and take advantage of

timing in the real estate market.

• We will work with our current users and paid

consultants to develop a plan.

• The revenue stream may come as the result of

interest on invested proceeds from a sale or the

result of leasing or usage fees.

This study is already in process. School Board

approval will be required for any specific action.


4.5: Develop A Plan To Renew

The 2003 Referendum in 2010

• The need for the Referendum still exists.

• We must revisit and reconsider the design,scope, and conditions of the currentreferendum to assure the original intent.

• The 2010 Referendum will be tax rate neutral.

This must be the focus of ongoing study andplanning. The specific decision to place thereferendum on the ballot will be made by theSchool Board.


What if the Referendum is Not Renewed?

• The Referendum will be supporting the GeneralFund (GF) by an estimated $5.8 million in 2010.

• The GF budget will have to be cut by $5.8million. A reduction of 8-9%.

• This reduction will have to be accomplished bymaking dramatic cuts to staff at all levels since91% of GF expenditures is for wages andbenefits.

• If cuts are made according to how therevenue is currently spent, that could mean areduction in staff of 55 – 65 teachers, 11 – 15administrators, and 21 – 25 classifiedworkers.


More Referendum Detail

• The Referendum is vitally important as it helps

the district with the ongoing challenge to

provide competitive salaries and benefits.

• 87.2% of Referendum revenue is for wages

and benefits.

• The Referendum passed in 2003 because of a

broad-based, grassroots effort. It will require

the same type of effort in 2010.


4.6:Using the Strategic Planning

Process to Focus Our Actions

The strategic plan must be a dynamic

entity in the district that

– Assures continuous improvement in all

areas

– Directs effective resource management

– Keeps us focused on our mission and

vision in turbulent times


This is our opportunity to build upon the

excellence of Washington Township Schools

and our community by redefining,

recommitting, and aligning our efforts.

“When the history of America is finallywritten, the system of public educationthat this blessed land has developedwill be recognized as the continuingsource of its greatness.” - Charles B.Feibleman, 1956

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