FNSBSD.2020-25 Plan-Board Doc-Final.v1 · vision, strategic goals and district objectives to guide the District over the next 5+ years. Phase 3 – Build the Plan: (Jun – Aug ’19)

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<<Plan Title?>>

SY20-25 Fairbanks North Star Borough School District

5-Year Strategic Plan

WORKING DOCUMENT Draft for Discussion as of May 3, 2019

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STRATEGIC PLAN OVERVIEW

FORWARD As part of its commitment to strategic planning and staying relevant in an ever-changing environment, the Fairbanks North Star Borough School District (FNSBSD) embarked upon an extensive process to refresh and define the strategic direction of the District over the next 5 years. The SY20-25 Strategic Plan was created through a comprehensive process that invited input and participation from staff, students, families, Board, and the community-at-large. The plan identifies long-term strategic goals, district objectives and actions that will be taken to achieve FNSBSD’s vision of each and every student achieving academic and life success. The plan will serve as FNSBSD’s guide and roadmap as we continue to innovate, adapt and expand opportunities for students.

MISSION STATEMENT – WHAT IS OUR PURPOSE? (Recommending no change) Our mission is to provide an excellent, equitable education in a safe, supportive environment so all students will succeed and contribute to a diverse and changing society.

CORE VALUES – HOW WILL WE BEHAVE? • (New) Conducive Learning: Ensure class size that is conducive to learning. • Student-Centered: Center everything we do on the student and student learning. • Respect: Embody respect for the diversity and dignity of all. • Safe Environment: Provide a safe learning environment. • High Expectations: Maintain high expectations and educational opportunities to inspire high achievement. • Collaborative: Engage with students, family, staff and community to support student success. • Innovative: Be innovative and adaptive to student needs. • Integrity: Be transparent, trustworthy and professional.

VISION STATEMENT – WHAT DOES SUCCESS LOOK LIKE? (Proposed/Revised Vision Statement) We envision each and every student achieving academic and life success by personalizing the learning process.

Success looks like…. 1. Each and Every Student – Reaching every student through working with each individual, one-by-one. 2. Academic Success – Improved achievement for all students, closing the achievement gaps, and accelerating learning. 3. Life Success – Every student is prepared to contribute to society as a competent, confident, caring and curious citizen. 4. Personalizing Learning – Providing flexible and adaptive options, pacing and creative support.

STRATEGIC GOALS – HOW WILL WE SUCCEED? 1. STUDENT SUCCESS: Increase academic achievement and social emotional well-being for all students.

2. EQUITY & INCLUSION: Provide equitable opportunities and an inclusive environment where all students and staff feel welcome, safe and supported.

3. COMMUNICATION & ENGAGEMENT: Ensure students, staff, families and the community are informed, connected and engaged with the District.

4. WORKFORCE & ORGANIZATIONAL EXCELLENCE: Create an environment that supports the needs of staff to enable a safe school and organizational climate where students thrive.

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STRATEGIC GOALS & DISTRICT OBJECTIVES

1. STUDENT SUCCESS: Increase academic achievement and social emotional well-being for all students.

• Competency Based Learning: Define competencies by grade level and content areas, allowing students to advance based upon demonstrated mastery rather than seat time.

• CTE: Expand CTE pathways and access to career and technical education opportunities across the District.

• Instructional Excellence: All teachers are engaged in reflective practices in a cycle of continuous improvement.

• Multiple Pathways: Provide multiple ways to progress through the K-12 system based on student needs and interests.

• Personalizing Options: Utilize the “Core 4” to personalize learning and meet student needs.

• Social Emotional Learning: Support the social emotional needs and character development of all students through a personalized learning model.

• Technology in the Classroom: Ensure technology is embedded within instruction as appropriate to support personalizing learning.


• Equity & Access: Close opportunity gaps while increasing student outcomes/achievement for all.

• Diversity/Inclusion: Create a culture of belonging and inclusion for all.

3. COMMUNICATION & ENGAGEMENT: Ensure students, staff, families and the community are informed, connected and

engaged with the District.

• Effective Communication: Enable consistent, relevant and inclusive two-way dialogue with internal and external stakeholders.

• Family Engagement: Celebrate and support the diverse ways families engage in partnering for student success.

• Community Partnerships: Engage local stakeholders in contributing to student success.

4. WORKFORCE & ORGANIZATIONAL EXCELLENCE: Create an environment that supports the needs of staff to enable a safe

school and organizational climate where students thrive.

• Workforce Excellence: Attract, retain and develop excellence in our employees.

• Safety & Wellness: Achieve an environment that promotes social, emotional and physical safety.

• Facilities: Ensure facility plans to address safety, changing needs and fluctuating enrollment.

• District Operations/Site Support: Execute efficiency and best practice in operational support and financial management for schools, students and staff.

• Technology Adoption: Continue to develop capacity for staff to effectively use technology through continual training and support.

• IT Infrastructure: Ensure robust, reliable and relevant technology infrastructure.

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SUPPORTING DETAIL

Contents Include: • Strategic Planning Process • Strategic Plan Structure • Current State Summary • Strategic Goals Overview – Rationale Statements • District Objectives - Expectation of Progress • Execution Management – Implementation Guidelines

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STRATEGIC PLANNING PROCESS

PURPOSE AND OUTCOMES The purpose and desired outcomes of the FNSBSD SY20-25 Strategic Plan are:

• Engagement: Engaging staff, students and community in the planning process. • Strategic Direction: Shared vision and strategic direction for the District. • Clarified Direction and Unity: Refreshed focus and momentum to guide decision-making and move in a clear direction;

working together as a District to achieve the plan. • Effective Execution: Rolling out the plan with fidelity and a defined implementation process. Bi-Annual reporting at mid-

year and end of each school year, showing updated progress against plan. • Ongoing/Continual Process: Ongoing practice and collaborative approach to monitor and evaluate the plan; updating as

necessary to stay relevant. Continually engaging staff and community in the planning process.

PLANNING PROCESS The process to refresh the FNSBSD Strategic Planning was initiated in August 2018 and will carry through into the 2019-20 School Year. The following summary provides an overview of the planning process, by phase: Pre-Planning: (Aug – Sept ’18) Pre-planning was initiated by gathering data and planning documents to inform the process. Planning materials included data from 2015 surveys, District performance measures, and status of objectives from the existing Strategic Plan. This data was used to establish where we are now and the current state of FNSBSD. Additionally, a School Board Work Session was held in September to confirm the planning process and strategic areas of focus leading into the Assessment Phase. Phase 1 – Determine Position: (Oct ’18 – Mar ’19) A comprehensive needs assessment was conducted between October 2018 and March 2019 to collect insight and perspective from FNSBSD stakeholders on the current state and strategic direction of the District. The Assessment Phase included the following activities:

Board Interviews: Individual interviews were conducted with each of the FNSBSD School Board Members to gather individual input and perspective into the planning process and future priorities for the District. Community Survey: A strategy focused survey was distributed to FNSBSD parents, community members and students (targeting 9th- to 12th grade respondents). The survey link was posted online and distributed through a variety of channels including the District website, email, local newspaper, and social media channels. The Community Survey resulted in 718 total responses.

Employee Survey: A second online survey was distributed to all FNSBSD employees, gathering input related to the current state, employee engagement and strategic direction of the District. The survey consisted of quantitative and qualitative questions, with specific/segmented questions for Principals, Directors and Instructional Staff. The Employee Survey resulted in 427 responses. Site Engagement: In response to specific findings from the Employee Survey, a follow-up engagement process was conducted at the site level to gather additional input. Principals conducted staff meetings at their sites, gathering valuable perspective around ideas to strengthen work environment, employees feeling valued and practice of high standards and ethics. All of this feedback provides the District and sites with invaluable information to guide the SY19/20 action planning process.

Assessment results were analyzed and synthesized providing valuable suggestions and insights. Themes were developed from all of the data and were discussed and incorporated throughout the following stages of the planning process.

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Phase 2 – Develop Strategy: (Feb – April ‘19) In February 2019, FNSBSD Principals and Directors each participated in a full-day planning session to assimilate findings from the assessment phase, answer strategic questions, and develop recommendations for the next iteration of the Strategic Plan. Recommendations from Principals and Directors were synthesized and presented to the Board, along with Community and Employee Assessment Reports to inform the April 2019 Strategic Planning Session. Survey results and recommendations from all stakeholder groups were considered as the Board and Directors worked together to update the vision, strategic goals and district objectives to guide the District over the next 5+ years. Phase 3 – Build the Plan: (Jun – Aug ’19) Once formalized and approved, the SY20-25 Strategic Plan will be rolled out to the organization and community. Principals and Directors will then collaborate and work together to develop annual action plans in support of each district objective. Department and site action planning is a critical component to successful execution as initiatives articulate the focus for the school year and specific actions to achieve the district objectives. Phase 4 – Manage Performance: (Aug ’19 – Jun ‘20/Ongoing) FNSBSD has an operational approach to ensure successful implementation and ongoing evaluation of the Strategic Plan. Directors and Principals reference their action plans throughout the year, collaborating with staff to achieve annual initiatives. Progress against the plan is updated on a bi-annual basis, with formal status reports provided to the Board at the middle and end of each school year. Annual Refresh: A consistent practice has been established for ongoing evaluation of the plan; inclusive of an annual process to update and refresh department and site action plans. A more extensive planning process occurs, as relevant, to address emerging issues and ensure the Strategic Plan stays relevant.

PROCESS OVERVIEW Phase 0: PRE-PLANNING

Aug-Sept 2018

Establish the Process

Phase 1: DETERMINE POSITION

Oct 2018-Jan 2019

Collect Stakeholder Perspective

Phase 2: DEVELOP STRATEGY

Feb-May 2019

Envision our Future & Set the Long-Term District

Direction

Phase 3: BUILD THE PLAN June-August 2019

Build the Annual Plan and

Supporting Initiatives

Phase 4: MANAGE PERFORMANCE

August 2019-June 2020

Roll-out and Execute the Plan

Outcome Confirmed Process & Schedule Confirmed Strategic Topics & Areas of Focus

Comprehensive Needs Assessment Report - Synthesized Stakeholder Input - District’s Strategic Position

Final/Approved 5-Year Strategic Plan for SY2020-2025 - Mission, Vision, Values - Strategic Goals - District Objectives

Annual Operating Plan for SY2019-20 - Aligned Department Plans - Aligned Site Plans - District Scorecard/KPI’s

Strategic Plan Communication Document/2-Page Flier Defined Management Process & Reporting Schedule

Process Pre-Planning: Gather and review existing strategic information; confirm the planning schedule and approach. Board Input: Facilitated Work Session with the Board to kick off the planning process and confirm strategic areas of focus.

Board Input: One-on-one telephone interviews with Board Members. Principal Input: Collect Principal insight via qualitative survey and site-specific work-sessions. Staff Input: Collect staff input through an online quantitative survey. Student & Community Input: Gather insight through an online community-wide survey (inclusive of students). Report: Compile responses, evaluate, synthesize results.

Mission, Vision and Values: Confirm our core purpose, strategic direction and district values. Refresh Long-Term Strategic Goals we need to focus on to achieve our vision. Refresh District-Level Objectives that define outcomes and measurable performance targets. Develop 3-Year Roadmap identifying key milestones for the District.

Annual Department Plans: Develop comprehensive and aligned Department Initiatives to achieve the District Objectives. Annual Site Plans: Develop Site Plans aligned with the District Strategy. Scorecard: Develop metrics and annual performance targets.

Communicate the Plan: Develop communication materials and present strategy to all stakeholders. Implementation Process: Establish the implementation process & schedule. Performance Management: Provide Leadership Team training to address plan implementation and performance management. Reporting: Produce Bi-Annual Performance Reports.

Method Sept. 17: Board Work Session

Oct: Board Interviews Oct-Nov: Staff & Community Survey Jan: Site-Level Input Sessions

Feb 20-22 Full-Day Planning Sessions with Principals, Directors & Exec Leadership Team April 13: Board Strategic Planning Session

May: Refine Draft Plan and Present for Board Approval. June-Aug: Action Planning Work Sessions with Directors & Principals

Sept-June: Consistent Performance Management, Bi-Annual Reporting & Strategy Review Meetings

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STRATEGIC PLAN STRUCTURE The following essential elements comprise the strategic plan structure for the Fairbanks North Star Borough School District. With these integrated planning components, along with consistent reporting and accountability, the District will strengthen its effort to advance decision-making, priority setting and communication with stakeholders.

1. Strategic Goals (Long-Term): The FNSBSD plan includes long-term strategic goals that define where the District is headed over the next 3-5 years. In order for an organization to succeed, it must have a clear view of its purpose (mission) as well as its “ideal” future state (vision). FNSBSD’s strategic goals, aligned with the mission and vision, articulate the future direction of the District and frame the District Objectives.

2. District Objectives (1-3 Years): The district objectives were created with the intent to drive the vision of the District, support the strategic goals, create alignment, and give guidance to departments and sites in creating their annual plans.

3. Annual Department/Site Initiatives (12 Mos): Initiatives are championed by Department Managers and/or Principals in support of the district objectives. They are created to strengthen district operations, providing more alignment and coordination of efforts. Initiatives are meant to focus the priorities of each department team and site to ensure the monitoring and success of the overall plan.

Plan Level Planning Item Champion Time Frame

1 Strategic Goals Board/Superintendent 3-5 Years

1.1 District Objectives Superintendent/Leadership Team 1-3 Years

1.1.1 Department/Site-Level Initiatives Department Managers/Principals Annual (12 Mos)

1.1.1.1 Action Items Individual Contributors Annual (Quarterly)

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CURRENT STATE OF THE DISTRICT

CURRENT STATE SUMMARY The current state of the District can be described as positive and operating successfully. The District Dashboard reflects current data related to student achievement, school climate, diversity, discipline trends and other key data points. A summary of additional key performance measures can be referenced on the District Scorecard included on the following page of this section. Results from the 2018 Employee Survey indicate positive engagement scores, improving over 2015, with meaningful shifts among administrators specifically. Instructional and support staff indicated areas for improvement related to work environment and employees feeling valued, which have been integrated into the plan and will be further addressed during the site and department action planning process. Results from the 2018 Community Survey also indicated positive engagement with 35% of participants (all adults and students) recognized as supporters that would advocate for the District. In addition to academic achievement for all, class size, school safety, social-emotional wellness for students, and additional options to personalize learning surfaced as ongoing priorities for the District. Key Accomplishments

Below are some of FNSBSD’s notable accomplishments from the FY18-21 Strategic Planning period: Student Success

• District-wide realization of Full-day Kindergarten • District-wide rollout of Personalized Learning • Implementation of K-8 Options • Built on PLC & Danielson Framework • Expansion of E-Learning • Maintained class size in spite of budget • Additional support services and social workers at schools; great strides in the area of social/emotional health for students • Completion and rollout of ‘Re-Envisioning CTE’ revised 5-Year Plan for Career & Technical Education

Operational Excellence

• Improvement in the area of effective communication and connectedness to District stakeholders • Strength in community partnerships • Major accomplishments in operational support including implementation of Time Clocks Plus and other key processes • Streamlining of budget processes and rollout of site-based budgeting • Strong leadership contributing to organizational excellence • Integration of personalized learning in areas across the org - accounting, HR, IT, etc. • Recruiting, retaining, and supporting new teachers • Site-level visioning and working with staff in terms of where they'd like to go at the school level • Facility plans and technology projects to ensure safe schools - i.e. new entry systems, surveillance cameras, etc. • Technology integrated in the classroom with consistent refresh of devices; technology used as a tool for learning • Grants enabling us to buy ~1000 devices for our schools • Expansion in tech support and repurposing staff to meet this need • Upgraded IT infrastructure throughout the District; robust infrastructure across the District • Launch of the District Dashboard • Technology has remained relevant and up-to-date

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Key Areas of Focus Moving Forward

FNSBSD has incorporated findings from the 2018-19 Comprehensive Assessment into the next iteration of the Strategic Plan with specific focus on priorities ranked by staff and the community in the 2018 surveys. Several strategic opportunities have surfaced, especially related to the concept of personalizing learning and providing more flexible options for students. The tables below summarize the top 3 rankings from employees and the community when asked about District priorities and additional options for students. DISTRICT PRIORITIES - Top 3 Rankings per Group

Employees Community Adults Students 1. Class size 2. Social/Emotional support for students 3. Reading at grade level by 3rd grade

1. Class size 2. Current, relevant materials/resources 3. Reading at grade level by 3rd grade

1. Class size 2. Current, relevant materials/resources 3. Social/Emotional support for students

PERSONALIZED LEARNING/ADDITIONAL OPTIONS – Top 3 Rankings per Group Employees Community Adults Students

1. Increased access to CTE 2. Competency Based Learning 3. Increased options for Dual Credit/Post-

Secondary

1. Competency Based Learning 2. Increased access to CTE 3. Charter schools

1. Competency Based Learning 2. School start time 3. Increased access to CTE

Class size continues to be a high priority for the community and remains an inherent value of the District to ensure class structures are conducive to teaching and learning. Achieving an environment that promotes social, emotional and physical safety is integral to student success and is incorporated in several objectives in the SY20-25 Strategic Plan. Providing current, relevant materials/resources is an ongoing focus supporting the student success goal and reading at grade level by 3rd grade is also a clear objective in the area of personalizing options and increasing academic achievement for all. FNSBSD’s approach to achieve student success through personalizing learning continues to evolve. Survey findings indicate that Competency Based Learning is of interest to the community and has been incorporated into the Strategic Plan for development and implementation over the next few years. Other prioritized options related to personalized learning include increased access to CTE and options for Dual Credit/Post-Secondary, both of which are articulated under the CTE objective and further built out in the newly revised 5-Year Plan for Career & Technical Education in FNSBSD. Students ranked school start time as a priority, which will be evaluated as part of exploratory initiatives around flexible scheduling. While Charter Schools were indicated as an option of interest to community adults, the District’s approach is to focus on meeting the needs of all students through providing more flexible and adaptive options within the structure and schools that we currently have. District focus moving forward is confirmed in the Mission, Vision, Values, Strategic Goals and District Objectives of the SY20-25 Strategic Plan.

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DISTRICT SCORECARD

MEASURE 2014-15 EOY Actual

2015-16 EOY Actual

2016-17 EOY Actual

2017-18 EOY Actual

2018-19 Current Actual

TARGET

Attendance Rate (Average)

92.40% 92.50% 92.2% 92.3% 91.5% 95%

Graduation Rate (4 year) 75.3 74.5% 77% 78.5% 100%

Dropout Rate (7-12) 4.30% 4.30% 4.1 3.9 0

Student Performance (AK Standards - All)

*refer to District Dashboard

*refer to District Dashboard

Average Class Size (Overall)

22.84 23.34 22.94 23.2 22.8 25.5

Kindergarten 22.2 22.6 21.2 20.5 21.1 22.5

Grades 1-3 22.1 23.4 23.6 23.1 21.8 24

Grades 4-6 23.8 24.3 25 24.8 24 26

Middle School 22.8 22.9 23.1 23.6 24.6 26.5

High School 23.3 23.5 21.8 24.1 22.5 28.5

Student Enrollment (Total)

13,752 13,851 13,753 13,702 13,279

Elementary (K-6) 7,887 7,898 7,938 6,737 6,479

Junior High (7-8) 1,979 2,063 2,053 1,962 1,927

Senior High (9-12) 3,899 3,889 3,780 3,776 3,635

Teacher Retention/Average Turnover Rate

9.9% 9.4% 10.3% 10.4% 10% or below

Staff Turnover/Retention Rate

14% 16.9% 19.5% 16.6%

Employee Engagement (Employee Survey/NPS Score – All)

All: -10.5% Administrative: + 13.8% Instructional: -13.8% Support: -14.7%

All: +1.9% Administrative: + 76.7% Instructional: - 15.6% Support: -3.6%

Supplemental Funding/Grants Awarded (Total Overall)

$13,049,476.00

$17,035,469.74

$16,657,465.60

Competitive Total $2,146,311.00 $3,340,894.90 $3,241,521.00

Formula Total $10,684,258.00 $13,525,383.48 $13,214,579.60

Subaward $218,907.00 $169,191.36 $40,000.00

Community Recommend (Community Survey, NPS Score –All)

All: + 2.3% Parents: + 4.6% Students: - 14.3% Community: -23.9%

All: - 5.6% Parents: + 3.8% Students: - 46.1% Community: -18.2%

*Refer to the District Dashboard for up-to-date status of performance measures including student achievement, school climate, enrollment, attendance, discipline trends, etc.

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STRATEGIC D IRECTION

MISSION STATEMENT – WHAT IS OUR PURPOSE? Our mission is to provide an excellent, equitable education in a safe, supportive environment so all students will succeed and contribute to a diverse and changing society.

CORE VALUES – HOW WILL WE BEHAVE? • Conducive Learning: Ensure class size that is conducive to learning. • Student-Centered: Center everything we do on the student and student learning. • Respect: Embody respect for the diversity and dignity of all. • Safe Environment: Provide a safe learning environment. • High Expectations: Maintain high expectations and educational opportunities to inspire high achievement. • Collaborative: Engage with students, family, staff and community to support student success. • Innovative: Be innovative and adaptive to student needs. • Integrity: Be transparent, trustworthy and professional.

VISION STATEMENT – WHAT DOES SUCCESS LOOK LIKE? We envision each and every student achieving academic and life success by personalizing the learning process.

Success looks like…. • Each and Every Student – Reaching every student through working with each individual, one-by-one. • Academic Success – Improved achievement for all students, closing the achievement gaps, and accelerating learning. • Life Success – Every student is prepared to contribute to society as a competent, confident, caring and curious citizen. • Personalizing Learning – Providing flexible and adaptive options, pacing and creative support.

STRATEGIC GOALS – HOW WILL WE SUCCEED? The four strategic goals provide the framework for the plan and long-term direction for FNSBSD over the next five years. The explanations below clarify the rationale and intent of each goal and how FNSBSD will achieve its vision.

1. STUDENT SUCCESS: Increase academic achievement and social emotional well-being for all students.




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STRATEGIC GOALS OVERVIEW

Strategic Goal 1 – Student Success: Increase academic achievement and social emotional well-being for all students. Rationale: At the Fairbanks North Star Borough School District, student success is defined not only by academic achievement but also career/life readiness and social emotional well-being. FNSBSD believes that through a personalized learning model - providing flexible options, pacing and creative support – we can meet the individual needs of all students, equipping them for success in school and in life. The concept of personalized learning has been a guiding approach for FNSBSD for the past 5+ years and continues to evolve. Personalizing the learning process means that students get the instruction they need, when they need it through providing a variety of options. There are many good and valid approaches to personalize learning. In response to findings from the 2018 Community/Employee Assessment, the Fairbanks North Star Borough School District will be prioritizing competency-based learning, expanded access to CTE, increased options for dual credit/post-secondary and multiple pathways to progress through the K-12 system. Other approaches to personalize learning for students will include blended learning, culturally-responsive teaching, project-based learning, digital content and focus on incorporating student voice and choice into instructional decisions. Additional priorities that surfaced from the Community/Employee Assessment include class size/structures conducive to learning, reading at grade level by 3rd grade, and providing current and relevant materials/resources. All of these concepts have been incorporated into the FNSBSD Strategic Plan in support of Goal 1 to ensure quality education and success for all students. At the core of achieving student success is instructional excellence and social emotional support. Engaging teachers in reflective practices and a cycle of continuous improvement is a priority objective for FNSBSD, as well as the district-wide adoption of the CASEL model (Collaborative for Academic, Social, and Emotional Learning) ensuring social emotional learning/support is embedded into instruction. Providing meaningful professional development for teachers and support staff is a significant area of focus to ensure each and every student is successful learning.

Strategic Goal 2 – Equity & Inclusion: Provide equitable opportunities and an inclusive environment where all students and staff feel welcome, safe and supported. Rationale: Every student and employee in the Fairbanks North Star Borough School District has value and the intent of this strategic goal is to be proactive and diligent about cultivating an equitable learning environment and overall culture of diversity and inclusion. The equity and access objective supporting this goal is focused on closing opportunity gaps while increasing student outcomes/achievement for all. This includes intentional efforts to address disproportionality and making system decisions based on data to increase equity and achievement across all groups. Another aspect of creating an equitable environment is expanding access to a wide variety of learning opportunities, regardless of a student’s location. Some initiatives to expand access across the District include virtual learning, CTE options, increased transportation, summer programs and flexible learning opportunities outside of the standard school day/schedule. Cultivating a culture of diversity and inclusion is a district objective that applies not only to the student and school climate but to the overall workplace as well. Ensuring that this value-set permeates throughout the District requires consistent integration of policies, practices and facilities that recognize and celebrate diversity. Initiatives to welcome district-wide diversity include ongoing cultural competency trainings for staff, students and connected organizations; cultural connections, inclusion and integration embedded into programs and activities; and innovative hiring practices to ensure recruitment and retention of a more diverse workforce. FNSBSD’s vision of success for this strategic goal is to be an employer of choice and positive district environment where all students and staff feel welcome, safe, and supported.

Student Success Equity & Inclusion of Diversity

Communication & Engagement

Workforce & Organizational

Excellence

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Strategic Goal 3 – Communication & Engagement: Ensure students, staff, families and the community are informed, connected and engaged with the District. Rationale: Effective communication, family engagement and community partnerships are foundational to FNSBSD’s strategic plan and overall vision for student success. The intent of this strategic goal is to ensure that all FNSBSD stakeholders are well informed and feel connected and engaged with the District. Stakeholder input and two-way dialogue with staff and the community is an ongoing focus for the District, along with delivery of effective and relevant communication to ensure stakeholders are consistently informed. We encourage family engagement and support the diverse ways families partner with the District to contribute to student success. The Fairbanks North Star Borough School District has a very strong connection with community stakeholders and local businesses and will continue to cultivate and expand these important partnerships. Working together not only benefits students, but also the community-at-large as we better prepare our students to graduate with the skills and experience necessary to succeed and contribute to society.

Strategic Goal 4 - Workforce & Organizational Excellence: Create an environment that supports the needs of staff to enable a safe school and organizational climate where students thrive. Rationale: Workforce and organizational excellence is pivotal to the success of the district achieving its vision. The intent of this strategic goal is around attracting, retaining and developing excellence in our workforce, executing efficiency and best practice in operational management, ensuring robust, reliable and relevant technology infrastructure and creating a safe environment where all students and staff thrive.

School safety is a critical priority for FNSBSD and our approach to safety includes the human (social emotional) and physical (building/facilities) security of students and staff. Objectives in the strategic plan include operational, facility and support measures necessary to achieve an environment that promotes social, emotional and physical safety. This includes initiatives such as SEL/risk assessment, nursing, counseling, crisis intervention, secure access points in schools, and other facility measures such as locked doors, cameras, buzzers, lighting, etc. FNSBSD will continue to evolve facility plans to address safety and meet the changing needs of the District.

Ensuring robust, reliable and current technology infrastructure is another key area of this strategic goal as we must continually evolve to stay relevant. This includes ongoing training and support for staff to increase proficiency, adopt programs and effectively integrate technology into instruction. Lastly, FNSBSD recognizes that development and retention of an excellent workforce requires meaningful professional development and a positive working environment where employees feel valued. In response to the 2018-19 Employee Survey and Site Engagement Process, actions will be developed in the strategic plan to further personalize and enhance professional development opportunities as well as other specific measures to improve employee engagement and satisfaction.

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STRATEGIC GOALS & DISTRICT OBJECT IVES Expectation of Progress: In the Strategic Planning Sessions, Principals, Directors and Board Members were asked their opinion in terms of ‘expectation of progress’ for each District Objective. Options were 1) Maintain; 2) Moderate increase; and 3) Significant increase in progress. Planning participants were only allowed to rank 3 items as significant. The table below summarizes Board, Principals and Directors’ expectation of progress over the next ~3 years. Directors added to Principal input on Day 2 of the Planning Sessions, which is why the two groups are combined. If two words are noted (ex: moderate/significant), it means that the votes were evenly dispersed. If only Directors are noted (and not Principals) it is because the objective was developed on Day 2 and thus not ranked by Principals.

Strategic Goal & District Objectives Expectation of Progress

1. STUDENT SUCCESS: Increase academic achievement and social emotional wellbeing for all students. • Competency Based Learning: Define competencies by grade level and content areas,

allowing students to advance based upon demonstrated mastery rather than seat time. Board: Moderate

Directors: Significant

• CTE: Expand CTE pathways and access to career and technical education opportunities across the District.

Board: Significant

Directors: Moderate

• Instructional Excellence: All teachers are engaged in reflective practices in a cycle of continuous improvement.

Board: Moderate

Directors: Significant

• Multiple Pathways: Provide multiple ways to progress through the K-12 system based on student needs and interests.

Board: Moderate/ Significant

Directors: Maintain

• Personalizing Options: Utilize the “Core 4” to personalize learning and meet student needs.

Board: Moderate

Principals/Directors: HS - Significant MS/Elem - Moderate

• Social Emotional Learning: Support the social emotional needs and character development of all students through a personalized learning model.

Board: Moderate

Principals/Directors: Significant

• Technology in the Classroom: Ensure technology is embedded within instruction as appropriate to support personalizing learning.

Board: Moderate

Principals/Directors: Maintain/Moderate


• Equity & Access: Close opportunity gaps while increasing student outcomes/achievement for all.

Board: Moderate


• Diversity/Inclusion: Create a culture of belonging and inclusion for all. Board: Significant

Principals/Directors: Moderate/Significant


• Effective Communication: Enable consistent, relevant and inclusive two-way dialogue with internal and external stakeholders.

Board: Significant


• Family Engagement: Celebrate and support the diverse ways families engage in partnering for student success.

Board: Moderate/ Significant

Principals/Directors: Moderate

• Community Partnerships: Engage local stakeholders in contributing to student success. Board: Moderate



• Workforce Excellence: Attract, retain and develop excellence in our employees. Board: Moderate


• Safety & Wellness: Achieve an environment that promotes social, emotional and physical safety.

Board: Significant


• Facilities: Ensure facility plans to address safety, changing needs and fluctuating enrollment.

Board: Maintain/ Moderate

Principals/Directors: Maintain

• District Operations/Site Support: Execute efficiency and best practice in operational support and financial management for schools, students and staff.

Board: Moderate


• Technology Adoption: Continue to develop capacity for staff to effectively use technology through continual training and support.

Board: Maintain

Principals/Directors: Moderate/Significant

• IT Infrastructure: Ensure robust, reliable and relevant technology infrastructure. Board: Maintain


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EXECUTION MANAGEMENT

IMPLEMENTATION GUIDELINES The model the Fairbanks North Star Borough School District is using to implement this Strategic Plan is structured to engage the organization in cross-functional execution.

• People - Roles/Responsibilities: The strategic plan is intended to engage the entire organization, as much as is practical, with specific roles to manage implementation:

o Strategy Leader (Process Owner): Responsible for leading the implementation process. (Superintendent) o Objective/Initiative Leads: Responsible for leading the execution of district objectives and department initiatives.

(Superintendent, Department Directors, Principals)

• Plan Structure – Who Owns What: The Strategic Plan cascades from the top of the organization directly to the department/individual level. The table below outlines the plan structure and ownership.

• Process – Cadence of Accountability: The District will manage performance by monitoring progress consistently and

producing bi-annual status reports at the middle and end of each school year.

Implementation Model

STRATEGIC PLAN – IMPLEMENTATION MODEL Strategic Goals District Objectives Annual Initiatives Supporting Actions

Definition Framework – Long-

term direction of the District

Outcome statements that communicate results

Statements that express how we will achieve the results, also

Divisional priorities

Who must do what by when to achieve the initiative, also

individual performance Expectations

Timeframe 3-5 Years - life of plan

1-3 Years - life of plan (evaluated/revised accordingly) 1-2 Years 6-12 Months

Measurability Performance measures % complete of Initiative based on summary of action items % complete of action item

Owned By… Superintendent/ School Board

Department Managers/ Principals

Single owner within a Department

Single owner within a Department

Frequency of Reporting

Bi-Annual

(Mid-Year and End-of-Year Status Report); Annual updates

to District Scorecard

Bi-Annual (Mid-Year and End-of-Year

Status Report)

Bi-Annual (Mid-Year and End-of-Year

Status Report)

Reporting System

OnStrategy and manual updates to District Scorecard OnStrategy OnStrategy

Documents

FNSBSD.2020-25 Plan-Board Doc-Final.v1 · vision, strategic goals and district objectives to guide the District over the next 5+ years. Phase 3 – Build the Plan: (Jun – Aug ’19)