Destination 2027

Revised January 2026

S T R AT E G I C P L A N

Table of Contents About Berea City School District . . . . . . . . . . . . . . . . . . . . . . 4 The Power of Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Superintendent’s Message . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Portrait of a Titan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Strategic Plan Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Student Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Finance & Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Family & Community Engagement . . . . . . . . . . . . . . . . . . . .16 The Total Titan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

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About Berea City School District OUR MOTTO

OUR VISION

The Berea City School District is a community of excellence, integrity, and purpose.

The Berea City School District is a diverse community dedicated to inspiring lives of character, learning, leadership, and service.

1 High School (grades 9-12) 1 Middle School (grades 5-8) 3 Elementary Schools (grades PK-4)

5,457

students

1 Specialized Instruction (Snow School) Administration Building Buildings & Grounds Facility Transportation Center

Enrollment

American Indian or Alaskan Native 0.3% Asian or Pacific Islander 5.7% Black, Non-Hispanic 5.7% Hispanic 9.9% Multiracial 6.6% White, Non-Hispanic 71.7% Students with Disabilities 17% Economic Disadvantage 24.5% English Learner 2.4%

21 square miles

3rd largest district in Cuyahoga County

Serves the communities of:

Berea, Brook Park, Middleburg Heights and a portion of Olmsted Falls

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6 schools

THE POWER OF CULTURE IN BEREA CITY SCHOOL DISTRICT What is culture and why is it important?

Culture is not a document that hangs on the wall. Culture is what we believe, how we behave, and the experience our behavior produces for others. It is the foundation on which our education community is built.

Written statements help clarify the culture, but documents don’t build culture … our actions do.

Belief - Behavior - Outcome (BBO)

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Your 20 square feet of belief and behavior

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20 Square Feet™ 20 Square Feet is simply a metaphor that expresses that each person in the district has a sphere of influence. It expresses the reality that the way we behave personally – the way each of us manages our 20 Square Feet – is what determines our culture.

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Our core beliefs provide the standards for how we behave toward each other, our students, and our community. Because our culture shapes behavior, it determines how effectively we execute our strategy. Culture eats strategy for lunch. Our success depends on the ability to collaborate and execute in a constantly changing environment. Culture aligns everyone in the district around a common set of beliefs and behaviors that ultimately determine how we prepare our students for success.

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The BBO is a playbook for our culture. It clarifies the specific behaviors and results we want from each of our beliefs. The behaviors outlined in the BBO are essential to how we engage students in the classroom, and how we operate our schools.

Our goal is to create an educational environment where everyone consistently engages in behaviors that produce exceptional outcomes.

A Great Place to Live, Learn, Work and Grow!

Belief

“Pursue Excellence” “Live with Integrity” “Act with Purpose”

Behavior • • • • • • •

Accept challenges Embrace a growth mindset Be relentless and resilient Be Honest and Trustworthy Own your Choices Be Kind to Self and Others Honor our heritage and celebrate new traditions • Create a sense of belonging and safety • Support and serve each other Destination 2027 | 5

Outcome

Be the Difference Be the Best You Be One Community

Superintendent’s Message As a district, we have listened to and learned from students, teachers, principals, district staff, families, business partners, and community members. Across our community, there is an energy seeking opportunities for growth, innovation, and change.

Our new strategic plan was developed to ensure all Titans have access to learning experiences that prepare them for their future. To meet this goal, we need to provide dynamic and innovative lessons that prepare students for success in life, school cultures that celebrate the diversity of our students and communities, conditions where staff members feel supported and appreciated, systems and functions aligned to support student achievement, and a school community informed about our progress and successes.

Throughout this document, you will see priorities for the district. More than just a set of words, this document outlines our goals, measurements, and specific tasks to implement the priorities that will come to fruition over the next several years and will be introduced and communicated widely. Our strategic plan is a dynamic document that will change and evolve as we define strategies and actions that support our commitment to ensuring all students will graduate from Berea City Schools with more than a high school diploma. They will graduate with choices and opportunities and be prepared citizens ready to enlist, enroll, be employed, or be an entrepreneur.

I look forward to working with you throughout our journey ahead.

Tracy L. Wheeler Superintendent

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Process Berea City School District (BCSD) community members, in conjunction with district leadership, developed our Portrait of a Titan, which serves as the vision for our strategic plan. This process began in the fall of the 2021-2022 school year and concluded in the summer of 2022. This process involved the entire school community—educators in partnership with students, parents, businesses, and others to ensure a meaningful impact in our schools. We conducted a current state analysis to acquire a balanced portrayal of our present reality and identified priorities that will help our Portrait come to life. From these priorities, we established goals and strategies through an iterative vetting process, constantly using stakeholder feedback to guide their development.

ENVISION Discuss our shared hopes, dreams, and aspirations for all our students.

(Fall 2021)

PREPARE Identify stakeholder participants and establish timelines, tasks, and logistics.

(Fall 2021)

DESIGN/DEVELOP Determine the priority areas going forward to bring our Portrait of a Titan to life for every student.

(Spring 2022)

INQUIRE Explore our current state and desired state in light of our Portrait of a Titan vision.

(Spring 2022)

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IMPLEMENT/ SUCCEED Resources systemwide to bring the Portrait of a Titan vision to life and measure progress.

(Summer 2022)

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Portrait of a Titan Portrait of a ADAPTABLE A Titan…

Destination 2027 | 8 • Exhibits perseverance in achieving success

EMPATHETIC A Titan…

• Values and embraces their respon behaviors that make the world a b

ADAPTABLE

A Titan…

• Exhibits perseverance in achieving success despite difficulty, opposition, and/or failure.

• Demonstrates agility in thoughts and actions while acclimating to various roles and situations.

• Understands, negotiates, and balances diverse views and beliefs to reach workable solutions.

COMMUNICATOR

A Titan…

• Develops a responsible digital footprint.

• Listens actively.

• Knows their audience and intentionally speaks and writes with a purpose.

CRITICAL THINKER

A Titan…

• Understands the “bigger picture” and proposes solutions that are mindful of the impact they may have on other parts of a system and the environment.

• Skillfully observes, analyzes, assesses, and reconstructs information to create alternative solutions.

• Engages in thinking that is clear, rational, open-minded, and informed by evidence.

EMPATHETIC

A Titan…

• Values and embraces their responsibility to enact behaviors that make the world a better place.

• Shows respect to other people and cultures by demonstrating an awareness and sensitivity to their feelings, opinions, and experiences.

• Demonstrates environmental responsibility through ethical and empathetic behaviors that consider relationships to the natural world and future generations.

INNOVATIVE

A Titan…

• Pursues imaginative and creative solutions to problems.

• Solves local and global issues and concerns.

• Takes risks and knows how to develop, organize, and manage new initiatives and/ or ventures.

LEADER

A Titan…

• Exhibits confidence in one’s ability to reach a goal and takes responsibility for outcomes.

• Inspires and includes others by taking initiative, delegating, and being a visionary.

• Cultivates a culture of empowerment, trust, and compassion.

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S T R AT E G I C P L A N

Strategic Plan Overview PRIORITY 1: STUDENT SUCCESS

Every Titan graduates with a meaningful experience that strengthens and develops their passions and prepares them to become contributing citizens prepared for employment, enrollment, enlistment, or entrepreneurship.

PRIORITY 2: FINANCE & FACILITIES

BCSD is committed to a sustainable and transparent financial plan that will align our resources and facilities to our district goals and provide a framework for Student Success.

PRIORITY 3: FAMILY & COMMUNITY ENGAGEMENT

BCSD will create a culture of collaboration and effective communication in order to engage a network of family and community stakeholders as partners in Student Success.

PRIORITY 4: THE TOTAL TITAN

BCSD is committed to developing the unique needs of every Titan, which is foundational to a child’s intellectual and social development, necessary for Student Success.

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Student Success Every Titan graduates with a meaningful experience that strengthens and develops their passions and prepares them to become contributing citizens prepared for employment, enrollment, enlistment, or entrepreneurship.

GOALS: 1A

Provide equitable opportunities for students that allow them to maximize their academic learning and personal growth.

Strategies • •

Provide aligned curriculum to Ohio Learning Standards and Depth of Knowledge.

Utilize research-based and engaging instruction that is founded in Universally Designed practices to foster deeper learning and enhanced critical thinking skills.

1B

Engage all students in future planning and real-world experiences that grow student leadership, critical thinking, and innovation.

Strategies • • •

Seek opportunities for students to engage within the community for real-world and internship opportunities.

Develop opportunities at all levels for future planning and goal setting with students and their families.

Increase student exposure and experiences with real-world applications.

1C

Nurture every student’s intrinsic desire for learning and growth through engaging and meaningful experiences throughout their time at BCSD.

Strategies • • •

Provide meaningful pathways for student success.

Encourage active participation from students and families to design their path through the BCSD. Develop varied curricular and extra-curricular opportunities to engage students in school.

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SUCCESS MEASURES •

Increased student achievement as measured by standardized and state/national assessments.

•

Increased graduation rate.

•

Formalized opportunities developed for all students to engage in internships and/or community engagement opportunities.

•

Every student has a plan for entrepreneurship, employment, enrollment and/or enlistment.

•

Professional development opportunities for staff in incorporating innovative approaches of teaching that promote critical thinking and student leadership.

•

Post-high school tracking.

•

Strengthened mentorship opportunities within the school community that build character and relationships: Coe Lake, InspirED Pathway, WEB and LINK Crew, AVID, Connections, Peer Mediation, and RYP.

•

Every student is connected to the school community and engaged in academic and extracurricular endeavors as measured by student engagement surveys, state report card data and graduation seals.

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Finance & Facilities BCSD is committed to a sustainable and transparent financial plan that will align our resources and facilities to our district goals and provide a framework for Student Success.

GOALS: 2A

Provide a transparent financial plan that is accessible to the community and provide opportunities for feedback.

Strategies • • •

Maintain and enhance fiscal stability through maximizing resources.

Short and Long Term Financial Planning with School Community Input.

Quarterly publications like a Comprehensive Financial Report and the Bi-Annual three-year forecast.

2B

Update the preventative maintenance plan and capital infrastructure plan and review annually.

Strategies • •

Long and Short Term Planning between Business Manager, Buildings and Grounds Supervisor, Transportation Supervisor and Treasurer.

Preventative Maintenance Plan and Capital Plan reviewed.

2C

Align district resources and initiatives to support Titans and ensure a balanced approach to maximize opportunities for student success.

Strategies • • •

Develop and use alternative revenue sources.

Foster Community Partnerships in our 3 Communities.

Annual review of finances to ensure alignment to district needs.

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SUCCESS MEASURES •

Five-year-plan

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Permanent Improvement Plans

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Comprehensive Financial Report

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CCIP

•

Finance Committee Agenda

•

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Quarterly publications

Instructional, Technology, Transportation, Special Education, EMIS Audits

•

Preventative maintenance plan

•

ODE State Report Card

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Family & Community Engagement We will create a culture of collaboration and effective communication in order to engage a network of family and community stakeholders as partners in Student Success.

GOALS: 3A

Actively engage every family in the educational process, in order to support students, by building trust, and strengthening family and district relationships.

Strategies • • • •

Develop the ‘Student Success Series’ for every grade level to help communicate the expectations and important information specific to each grade level.

Create/redistribute a Roadmap of Communication tool to help direct families to the right resource for their specific need.

Restructure the Family Engagement Team/Committee/Council in order to welcome and onboard new families and students to the district.

Leverage athletic events and other well-populated district events to communicate and disseminate opportunities to engage with the district.

3B

Expand and strengthen relationships within the community in order to provide more experiences for students to extend their learning outside the classroom.

Strategies • • •

Build strategic business partnerships, leverage community resources, and expose students to the opportunities that are available to them in the community.

Develop and strengthen relationships with the mayors of each of the three communities to create working partnerships with each city.

Create and develop a career laboratory to develop skills in students that will enhance and contribute to their employability profiles.

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3C

Increase and improve alumni engagement opportunities built around connecting alumni to one another, the district, and current BCSD students.

Strategies • • •

Survey alumni to gain feedback about their experiences and reflections of the educational process within the district, including Portrait of a Titan competencies.

Develop a Berea-Midpark alumni association (one does not exist since the merger).

Create regular, consistent, and structured opportunities for alumni to interact with students as resources, mentors, and a bridge to the community.

SUCCESS MEASURES •

Baseline data & collected data of participation in PTA, family engagement activities, and Parent/Teacher conferences

•

Digital place to house Student Success Series & Roadmap of Communication

•

Establishment of Family Engagement Team

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Increased number of community partnerships

•

Established communication timeline with the mayors of all three cities

•

Creation and development of a Career Laboratory and In-District business council

•

Data collected from alumni surveys

•

Creation and participation for Berea-Midpark alumni association

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The Total Titan We are committed to developing the unique needs of every Titan, which is foundational to a child’s intellectual and social development, necessary for Student Success.

GOALS: 4A

Promote healthy practices to ensure the success of every Titan.

Strategies • • • • •

Build / enhance connections with parks and recreation departments in the three communities.

Create easily accessible resources for the school community.

Provide informational sessions for the school community.

SEL instruction based on Ohio SEL Standards.

Wellness initiatives for students and staff.

4B

Support and grow safe and welcoming schools that celebrate diversity and develop empathetic Titans.

Strategies • • • • •

Provide professional development for staff.

Build experiences that embrace student empathy.

Gather information about the physical well-being, social, emotional and cultural needs of the school community.

Building connections with trusted adults in the school community.

Clubs that provide opportunities that represent diverse interests and create future leaders.

4C

Utilize resources to support, educate and meet the needs of the school community.

Strategies • • •

Provide professional development for staff.

Create easily accessible resources for the school community.

Provide informational sessions for the school community.

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SUCCESS MEASURES •

Increase awareness through multiple means of communication

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Participation in professional development

•

District Wellness Team

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Increase in student and staff attendance rate

•

Student surveys show an increase in student-to-adult connections

•

Universal Screener used to identify needs

•

Data showing how many times the resource page is accessed

•

Participation in informational sessions

•

Increase two-way communication with the school community

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390 Fair Street Berea, Ohio 44017

216-898-8300 www.berea.k12.oh.us

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