Everett Area School District Strategic Plan 2000 - 2006

What is Strategic Planning?	Strategic planning is the identification of specific priorities for improvement of programs and services of the district. The school district will be dedicated to attaining these priorities during the plan period. The Everett Area School District developed a strategic plan during the 1999-2000 term. The Strategic Planning Steering committee made up of school and community members who shared an interest in the future of the students met to identify where the students are now and to determine where they need to be in the future. The plan itself is structured; it addresses every component in detail and is geared to common interests rather than to special interests. The strategic plan is realistic, has a vision for the future, and is unique to the district. The planning process utilizing the requirements set forth in Chapter 4, involved the consideration of beliefs, a statement of mission, analysis of performance and demographic data, priorities for improvement, a number of strategies to address those priorities, and, finally, the action plans for each of the strategies.
The Beliefs	The Everett Area School District Board of Education, faculty, staff and educational community share the following beliefs: All people have worth and should be treated equally with dignity and respect. All individuals can learn. v Learning is a lifelong process. Education encourages individuals to reach their highest potential. Every individual has a right to an education that addresses their individual learning style. It is our community¹s responsibility to provide for and share in the education for all children in a safe healthy environment. It is the responsibility of the community to instill the importance of quality education in all individuals. High standards of excellence must be maintained in our schools and supported by the community. A well-educated citizenry is essential for maintaining and improving the economic and social well being of our society.
The Mission	The mission of our school district describes who we are and what purpose and function we have. The mission is the keystone of the plan. All school programs, activities, and efforts spring from the mission and are guided by the mission. Despite our diversity and special interests, it gives us a common identity. The Everett Area School District expresses its reason for existence in the following mission statement: Mission Statement The Everett Area School District with community cooperation is committed to providing a quality education preparing students to be productive and responsible citizens.
Equal Opportunities	It is the policy of the Everett Area School District to provide an equal opportunity for all children to participate and achieve through the programs offered regardless of race, color, creed, religion, sex ancestry, national origin or disability. IN PURSUIT OF OUR MISSION AND PRIORITIES: We will practice participative management at all levels of the organization. We will not allow any person or condition to impede the learning process or a safe, positive learning environment. We will incorporate into our programs structured activities that will increase self-esteem and respect for others. We expect that students and staff will always demonstrate qualities of good character (i.e. honesty, dependability, integrity, responsibility).
The Priorities	Changing a mission into results is the intent of the priorities. A limited number of important, well-planned priorities focuses attention on important items which can be measured. After careful consideration of current and future needs, the following eleven priorities were selected. Within six years our mission will be closer to fulfillment if we have: 1. Updated the local assessment plan to include appropriate targets, verification of student achievement, methods and measures to assess teaching and learning, expanded opportunities for student learning, continuous improvement, and clear and effective communication. 2. Engaged in systematic analysis of our curriculum and assessment data and implementation of activities to improve student achievement. 3. Provided additional instruction opportunities for students who were having difficulty achieving the Pennsylvania State Standards. 4. Implemented the Continuing Professional Development Plan and provided staff development opportunities addressing the following priorities: State Standards– to understand and implement standards-based curriculum, involving students, parents, community, and professional educators. Assessment – to align assessments to demonstrate higher-order thinking skills. Technology – to incorporate technological advances into the curriculum v Differentiated Instruction – to develop the understanding and tools needed to differentiate instruction and assessment so all students can be successful and meet the district curriculum standards. Professional Development – to develop professional competencies in your area of assignment. Act 48 – to comply with the Act 48 mandate that requires the district to define criteria and options that count towards the 180 hours or (6) credits every 5 years to maintain active professional certification. 5. Provided summer school opportunities for remediation and enrichment. 6. Expanded remedial programs to ensure all students are proficient in all subject areas. 7. Conducted a study to determine the value and feasibility of a full day, everyday kindergarten program. 8. Increased parental involvement in our schools through mentor and tutor programs. 9. Pursued a plan for addressing facility needs that are necessary to achieve learning goals, state standards and our mission. 10. Implemented our plan for addressing drop out prevention and successful completion of school by all students 11. Increased student participation in the elementary and Jr./Sr. Band Programs.
The Action Plans	Each priority was addressed by the Strategic Plan Steering Committee, who recommended ways for the priority to be transformed into specific actions and steps. The specific actions and steps, which have been accepted by the Strategic Planning team and Board of Education and included in this plan, make the program operational. The beliefs, mission, and priorities come alive as the action plans are identified, calendared, budgeted, implemented, and evaluated. The Strategic Planning Steering Committee must meet annually to assess the status of the implementation of the plan, and update where necessary, in order to assure improvements and additions are completed or institutionalized. Although it is very difficult to summarize the hundreds of actions, steps, and details related to the strategies, it is beneficial to have a partial focus on the major activities, which must be completed. Steps and details are available in the extended reports of the action plans but they are summarized below. The specific plans for priority #1 (update of local assessment plan) are to: Phase 1 Define the subject area learning goals. Align the state standards with the learning goals. Develop K-12 benchmarks for each standard statement and specify which courses shall include the teaching and assessment of the benchmarks. Phase 2 Analyze current assessments to identify which standards and benchmarks are presently being assessed and where there are gaps. Identify appropriate measures for the benchmarks to be assessed balancing between district, classroom, commercial, and state assessment tools K-12 in each subject area. Develop the needed district and classroom assessment tools, criteria and draft rubrics to verify student proficiency. Phase 3 Pilot the assessment measures. Verify the rubrics and establish anchor papers for local assessments; develop quality control measures such as inter-rater reliability. Phase 4 Provide staff development for all educators to implement the assessment measures; ensure consistent quality use of evaluative tools. Communicate the assessment criteria to the various stakeholders. The specific plans for priority #2 (improve student achievement) are to: Have district principals and supervisors gather and chart data at each grade level per standard and benchmark. Use the district level of expectancy per standard area, and perform an analysis indicating where student performance on standards is at, above or below expectancy. Repeat the above two steps in the process with building level teachers and administrators using building data. Building data will also be compared and contrasted with district data. Have each building team select instructional goal areas needing improvement for the succeeding school year. Review attendance records and allocation of instructional time for each subject area and reallocate instructional time to address areas of weakness. Data will be given to teacher grade level committees for consideration and modifications of instructional strategies. The specific plans for priority #3 (provide additional instructional opportunities) are to: Continue providing programs and activities that are multi-leveled and address the various needs of the district student body. The specific plans for priority #4 (Continuing Professional Development) are to: Provide staff development opportunities for administration and teachers to understand and implement a standards-based curriculum. Provide staff development opportunities to facilitate alignment of assessments to demonstrate higher-order thinking skills. Provide staff development opportunities for teachers to incorporate technological advances into the curriculum. Provide staff development opportunities for teachers to facilitate differentiated instruction and assessment, so all students can be successful and meet standards. Provide staff development opportunities for teachers and administrators to develop professional competencies in their area of assignment. Comply with the Act 48 mandate that requires the district to define criteria and options that count towards the 180 hours or 6 credits every five years to maintain professional certification. The specific plans for priority #5 (summer school opportunities) are to: Investigate summer school models including PLATO. Conduct a needs assessment. Establish courses, schedule and staffing needs. Appoint summer school coordinator. The specific plans for priority #6 (expanded remediation programs) are to: Review current remedial services and identify deficiencies. Identify academic areas in need or remediation services. Identify students in need of remediation. Implement new remedial programs and services. The specific plans for priority #7 (full day kindergarten program) are to: Investigate the pros and cons of a full day kindergarten program. Develop a comprehensive financial analysis of the impact of implementing a full day program. The specific plans for priority #8 (increased parental involvement) are to: Annually communicate to parents the need for their involvement in school activities. Develop mentor programs at the elementary and secondary levels. Develop tutoring programs at the elementary and secondary levels. The specific plans for priority #9 (address facility needs) are to: Update Board of Education and administrators on feasibility study began in 1999. Conduct phase II of feasibility study. Develop facilities improvement plan. The specific plans for priority #10 (dropout prevention) are to: Offer Systematic Training for Effective Parenting classes. Assign teacher and/or student mentors to at-risk students. Provide alternative education opportunities. Increase involvement of community in school activities. The specific plans for priority #11 (increase participation in instrumental and band programs) are to: Develop recruitment activities to attract more students. Create more ways to expose band talent year-round. Look at possibilities for creating more time for band in student's schedule.

Board of Education

Timothy Black Roger Hedrick Jean McCahan

Gary McFarland Lillian Pepple Rodney Reffner

Joseph Summerville Gilbert Verdiglione Steven Young

Strategic Planning Subcommittee Chairpersons	Assessment Plan and Improving Student Achievement -	Leigh Ann Gronborg, Teacher of Gifted
	Continuing Professional Development -	Dina McGee, Elementary Teacher Edward A. Vollbrecht, Superintendent
	Facilities and Resources-	Daniel Koontz, Assistant Superintendent
	Support Service-	Dan Cole, Director of Special Education

NAME Dr. Edward A. Vollbrecht Mr. Daniel W. Koontz Mrs. Barbara Cross Mr. David Brumbaugh Mr. Daniel L. Cole Mr. Roger Hedrick Mr. Joseph Summerville Mr. Gilbert Verdiglione Mr. Steven Young Mr. Fred Baca Mr. Richard Border Mrs. Beverly Clark Mrs. Leigh Anne Gronborg Mrs. Sue Lepako Mrs. Beverly Young Mrs. Kathie Spargo Mrs. Donna Bittner Ms. Dina McGee Mrs. Laura Garlock Ms. Dena Dodson Mrs. Cathy Miller Mrs. Sheila Whisker Miss Bonnie Conrad Miss Jessica Miller Mr. Joshua England Miss Christina Pepple Miss Natalie Dell Mrs. Wendy Barkman Mrs. Christi Bonello Ms. Tracy Miller Mrs. Tena Ritchey Mr. Arlen Showalter Dr. Dennis Afton Dr. Larry Kalp Mr. Robert Wiley Mr. Kevin Diehl Mr. Jim Bittner Mr. Denny McLaughlin Mrs. Penny McFadden Ms. Sandra Moody Mr. Scott Graham Mrs. Pam Fisher Mrs. Paula Clingerman Rev. Patrick Murphy Mr. Tom Cicala Miss Stephanie Blackstone Mr. Gus McFarland

REPRESENTATION Superintendent Assistant Superintendent and Plan Coordinator Elementary Principal Assistant High School Principal Director of Special Education Board Member Board Member Board Member Board Member Renaissance Foundation Everett Area Education Association President, EAESPA Teacher of Gifted Elementary Music Teacher Elementary Teacher Elementary Teacher Elementary Teacher Elementary Teacher Special Education Teacher Guidance Counselor Secondary School Nurse Secondary English/Social Studies Teacher Senior Class President Sr. High National Honor Society President Jr. National Honor Society Sr. High Student Council President Jr. High Student Council President Breezewood PTO Vice President Chaneysville-Cove PTO President Everett Elementary PTA President Mann Monroe PTO Senior Citizen Representative Administrative Director, Bedford Co. Technical Center Business Representative-Dental Boutique Business Representative-Dallco Industries Business Representative-Ramada Inn Business Representative-Gateway Enterprises Safe Schools Committee Representative Business Representative-Wal-Mart Secondary Teacher/STW Coordinator High School Principal Renaissance Parents Support Services Representative Clergy Collegium PSTA High School National Honor Society School Board Member

Everett Area School District is an equal opportunity education institution and will not discriminate on the basis of race, color, national origin, sex, or disability in its activities, programs, or employment practices are required by Title VI, Title IX and Section 504.

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