BPS Strategic Plan

MOTTO: encapsulates the beliefs or ideals which guide our district.

MISSION:

The Spartan Way: Learn Well.

Live with Honor.

explains our fundamental purpose as a school district.

“Ignite the Potential of Every Student.”

B I X B Y Public Schools VISION: captures the future we hope to create for our students.

Bixby Schools: A place where all learners believe in their power to LEARN, EXCEL, and OWN their future.

THE PROCESS Our BPS Mission: Ignite the Potential of Every Student Ensuring that each student is able to thrive and pursue individual excellence is an exciting challenge for our school staff and community.

Our community is on the precipice of the future, as expanding opportunities, new technologies, and innovations in teaching and learning push us to think differently about how to best prepare our children for success beyond graduation.

Our District Strategic Planning Team embraced the challenge to build on Bixby’s long tradition of excellence by identifying critical opportunities for focus over the next five years. This strategic plan provides direction for achieving consistent, sustained excellence throughout our schools, while also promoting innovation and organizational agility to ensure we continue to meet the rapidly-changing needs of our students and community into the future.

Although the plan addresses key areas essential to district improvement, it does not include all the work that will take place over the next five years. This plan represents our vision as well as our priorities for improvement to existing practices or new initiatives for focus. The Bixby Strategic Plan is a fluid document that will be reviewed and refined annually to stay in alignment with our district values, vision, and mission.

Our team's goal was to create a strategic plan which: Is student-centered, future-focused, meaningful, and achievable.

Fits the purpose of education today.

Rejects “one size fits all” solutions.

Uses test scores as a measure, not as a goal.

Recognizes that learning is active, powerful, and deep.

Is driven by talented, caring, and determined educators and staff.

Empowers our community for collective change.

Is innovative, agile, and responsive to changing needs.

Working together, we will strive to achieve excellence in each of our five focus areas: safe and welcoming schools, exemplary educators and staff, a vibrant teaching and learning system, strong family and community engagement, and a system-wide culture of innovation.

The Bixby Strategic Plan is the result of a comprehensive and collaborative development process which began initially with meetings of various stakeholder groups in the spring of 2019. This was followed by a series of six school and community forums at various sites throughout the district in September and October. Beginning in November, our district planning committee reviewed the results of several stakeholder surveys as well as existing district strengths and areas for improvement.

Over the course of four months, the team collaborated to develop an ambitious plan for improvement. This document represents the framework for that plan and our pathway for continued work over the next few years. The team was represented by all critical stakeholder groups including students, parents, community leaders, business partners, teachers, counselors, support staff, administration, and school board members.

THE TEAM Terry Adams Amanda Adcock Jay Bittle Justin Cheatham* Carman Cole Karla Coulson Kate Creekmore Chris Davis Tama Davis Daniel Deitz Matt Dotson* Betty Fisher-Stanton Joely Flegler Laurie Francis Tina Francis Tristy Fryer* Janelle Giammario Jamie Guthrie Paxton Hambrick Leslie Haynes Courtney Hoffman Jessica Jernegan Wendy Johnson Avery King Lisa Kirk Lisa Kramer Kelly Marsaln-McBride Sherri McMillan Kelly Mears Rob Miller Jamie Milligan

Loren Montgomery Alyssa Neilson Alyxandrya Parker Dewayne Paterson Jennifer Phenicie Kathryn Plumlee Julie Prox* Linda Ricks Janice Rogers Daniel Sandoval Brenda Shaw Ava Smith Debbie Stanhope Amanda Stephens* April Tate Tina Thomas Lindsey Vandermeer Rowland Vernon Richelle Ward Sue Ward Nicole Watts Christina Wertz Crystal Whelan Kristy White Lisa White Allyson Wiley Cheryl Wilkinson Kristina Williams Lydia Wilson Anita Wyatt Samantha Young

*Board of Education Member

The development of this plan was led by the District Central Office Learning Team (COLT) and associated district administration. These individuals will be accountable for the implementation of these district goals.

Rob Miller Superintendent Culture of Innovation

Lydia Wilson Associate Superintendent Exemplary Teachers & Staff

Jamie Milligan Assistant Superintendent Safe & Welcoming Schools

Sherri McMillan Executive Director of Teaching & Learning Vibrant Teaching & Learning

Jessica Jernegan Director of School & Community Engagement Family & Community Engagement

IT BEGINS WITH OUR VALUES Bixby Schools will provide opportunities for students to explore and develop the skills, capacities, and dispositions that support life-long learning, high achievement, and global citizenship. Our high expectations for all students are embedded in the district-wide focus areas, goals, and strategies of this plan.

Our value statements drive our aspirational culture because they act as reminders of the how, why, and what -- and our shared vision.

A strong public education system benefits the entire community, teaches positive citizenship, and is a shared responsibility of all.

Everyone is entitled to a safe, caring, and respectful learning environment.

Education addresses the development of the whole child - academic, social-emotional, personal health and well-being, and prepares each student for life’s transitions.

Today’s instruction must embrace a child’s natural curiosity and creativity while developing critical thinking and problem solving skills for successful global citizenship.

High expectations promote higher achievement in academics, athletics, and the arts.

Education should be tailored to meet the needs of every child.

Every student should take ownership of his or her education.

Education should guide the student’s development of positive and ethical behavior which is reflected in their actions and attitudes.

Our schools should be adaptive, innovative, and forward-thinking to ensure our graduates possess the skills necessary for success in a diverse and changing world.

MOTTO The Spartan Way: Learn Well. Live with Honor.

To learn well means to maximize your natural capacity to build a foundation of knowledge and skills for future growth. It means being curious, attentive, organized, responsible, observant, questioning, pursuing understanding diligently, creating your own knowledge, being willing to make mistakes, and being self-reflective.

To live with honor means to strive to do your best in all aspects of life. It means living with integrity, purpose, and dignity. Above all, to live with honor means to pursue excellence in all you do, and ultimately, to make the most of your life and time in this world.

WHAT - Vision

WHY - Mission

HOW - Actions

Our vision captures the future we hope to create for our students.

Our mission explains our fundamental purpose as a school district.

The vision of Bixby Schools is to be a place where all learners believe in their power to learn, excel, and own their future.

The Mission of Bixby Schools is to “Ignite the Potential of Every Student.”

- Establish safe and welcoming schools - Support vibrant teaching and learning - Develop exemplary teachers and staff - Create strong family and community engagement - Foster a prevailing culture of innovation

L E

A Bixby High School Graduate is a reflective critical thinker who seeks truth by focusing on relevancy, challenging assumptions, evaluating information, and recognizing patterns and connections in order to discover new possibilities in our ever-changing world.

A R N

A Bixby High School Graduate demonstrates creativity by being willing to take risks and think abstractly in a multifaceted, diverse world.

E R A Bixby High School Graduate demonstrates insatiable curiosity by consistently asking thoughtful questions with a hunger to learn and persistence to grow in knowledge.

A T T

A Bixby High School Graduate owns their learning by taking the initiative to remain actively engaged in the learning process.

R I B

A Bixby High School Graduate is persistent in the pursuit of problem solving by exploring multiple options to a final outcome.

U T E S

A Bixby High School Graduate will demonstrate global citizenship by respecting diverse world views and learning to actively participate in making positive changes locally and globally.

GRADUATE OUTCOMES Our graduate outcomes are the shared aspirations of our community and district to prepare students for success in the future.

THEORY OF ACTION Our theory of action describes the specific methods we will employ to achieve our vision and mission.

BIXBY SCHOOLS WILL BUILD OUR VISION BY:

Establishing safe and welcoming schools Supporting vibrant teaching and learning Developing exemplary teachers and staff

Creating strong family and community engagement Fostering a prevailing culture of innovation

VISION Bixby Schools: A place where all learners believe in their power to LEARN, EXCEL, and OWN their future.

Exemplary Teachers & Staff Safe & Welcoming Schools Bixby Schools will cultivate safe and welcoming environments throughout the district by equitably allocating resources and by supporting students’ social and emotional health while fostering collaboration and participation from families and the community.

Bixby Schools will enhance its workforce by actively recruiting top candidates from diverse backgrounds and supporting current educators and staff through training in social-emotional learning, integration of technology, and research-based instructional approaches and best practice in school operations.

Culture of Innovation

Vibrant Teaching & Learning Bixby Schools will sustain a learning environment that is innovative and forward-thinking and which promotes mastery of basic skills while developing student creativity, critical thinking, problem solving, curiosity, ownership of learning, and global awareness.

Bixby Schools will cultivate a district-wide culture of innovation by reducing the focus on test-based accountability and promoting new evidence-based strategies for building student engagement, curriculum relevance, and real-world application of skills.

Innovation should also extend into district operational, financial, and human resource processes.

Family & Community Engagement Bixby Schools will build on our existing foundation of community and family support through improved communications, cooperation, and collaboration while increasing partnerships with local businesses, universities, career and technology centers, and civic organizations.

A Strong Foundation & Conditions for Success Effective Internal & External Communications

Strong Infrastructure & Resources

Quality Leadership at All Levels

Positive School & District Climate & Culture

FOCUS AREA #1

Goals & Objectives

Bixby Schools will cultivate safe and welcoming environments throughout the district by equitably allocating resources and by supporting students’ social and emotional health while fostering collaboration and participation from families and the community.

By 2025, Bixby Schools will: 1.1 Continue to improve safety and security, including buildings and grounds.

Develop a district committee to assess each site to determine specific safety needs by analyzing data in areas of exterior, interior, audiovisual, and technology needs.

Maintain and improve current security measures such as cameras, intercoms, secure entries, and saferooms.

Communicate with stakeholders about current policies and review the policies of other school districts with strong safety procedures and policies.

1.2 Foster positive relationships and create a welcoming environment at each Implementation Timeline site.

Establish a Superintendent Advisory Council consisting of 2-3 people from each site to analyze culture across the district.

Each site will maintain and improve a welcoming environment by utilizing an existing committee (GE or Site Council).

Increase the number of students participating in activities on each campus.

1.3 Address social and emotional wellness for students and staff.

Utilize the OTISS committee to analyze and implement Tier I, II, III social-emotional curriculum.

Utilize the crisis team to continue to address the needs of our students through training.

Continue to promote and use EAP for staff and "Say Something" for students.

1.4 Promote general wellness for employees and students.

Maintain and expand the District Wellness Committee.

Maintain the Safe/Healthy School Committee at each site.

2020-2021 Goal 1.1 Goal 1.2

2021-2022

2022-2023

Goal 1.3 Goal 1.2

Safe & Welcoming Schools

Goal 1.3 Goal 1.2

2023-2024 Goal 1.3 Goal 1.2

2024-2025 Goal 1.3 Goal 1.2

FOCUS AREA #2

Goals & Objectives

Bixby Schools will sustain a learning environment that is innovative and forward-thinking and which promotes mastery of basic skills while developing student creativity, critical thinking, problem solving, curiosity, ownership of learning, and global awareness.

By 2025, Bixby Schools will: 2.1 Provide and implement quality instruction for digital, blended, and/or distance learning for students Pre-K-12th grade. This instruction may result from inclement weather, pandemic, other naturally occurring events, or be embedded as part of the regular school learning initiative.

Provide all necessary resources for digital/distance learning.

Acquire devices, as needed, for each student to access digital curriculum.

Facilitate internet access for families as needed.

Establish a structure for digital/distance/blended learning .

Equip teachers, through professional development training and support, in implementing digital/distance/blended learning.

Provide tutorials, information, and support to students and parents for the implementation of digital/distance learning.

Communicate to stakeholders, parents, and students the expectations of digital/distance/blended learning.

2.2 Foster learning experiences that promote the attributes of Bixby learners, including students, faculty, and staff: critical thinking, creativity, insatiable curiosity, problem solving, student agency and global citizenship.

Create and provide students with engaging, hands-on lessons that focus on real-world problems.

Create and imbed innovative lessons involving technology through multiple teaching styles and learning modalities.

Pursue professional development to broaden and strengthen instructional methodologies and strategies.

Practice curricular agility to review lessons and curriculum for relevancy, engagement, and support for student learning.

Align curriculum Pre-K-12th grades to provide a cohesive transition of learning from one grade to the next with the outcome of students being college- and career- ready.

2.3 Build opportunities to support innovative learning and opportunities for students.

Provide structures for flexible scheduling to meet student needs.

Provide non-standard opportunities for students.

Strategize with community partners to expand learning beyond the classroom.

Provide innovative spaces.

2020-2021 Goal 2.1 Goal 2.2

2021-2022

2022-2023

Goal 2.1 Goal 2.2

Goal 2.2 Goal 2.3

Vibrant Teaching & Learning

2023-2024 Goal 2.2 Goal 2.3

2024-2025 Goal 2.3

FOCUS AREA #3 Bixby Schools will enhance its educator workforce by actively recruiting top candidates from diverse backgrounds and supporting current educators and staff through training in social-emotional learning, integration of technology, and research-based instructional approaches.

Goals & Objectives By 2025, Bixby Schools will: 3.1 Identify, create, and maintain a supportive positive culture and climate to ensure a safe and productive work environment for all employees.

Create an environment of personal and shared accountability to protect our culture through expectations for all to use respectful words, productive actions, and appropriate interactions among all stakeholders.

Recognize, appreciate, and celebrate employees and their efforts routinely.

Routinely gather and respond to employee input and perspective.

Integrate specific training about a culture of respect and safe work practices for all employees.

3.2 Be recognized as the leading district in OK related to attracting, training, and retaining exemplary employees.

Create and utilize visible branding for the district through the use of a marketing committee, uniting internal and external experts.

Build partnerships and relationships with universities to recruit interns, and BPS recruitment teams to find excellent candidates to join our teams.

Develop and implement meaningful targeted training and growth programs for all employees.

Build and maintain quality facilities for students, programs, and community use.

3.3 Provide highly competitive pay and an array of benefits and perks to employees as a standard package of employment.

Maintain top-level salaries in the region for all employees.

Develop and promote internal perks and bonuses for employees.

Build partnerships with community businesses to provide opportunities, discounts, and perks to BPS employees.

2020-2021

2021-2022

2022-2023

Goal 3.1 b Goal 3.2 b, d Goal 3.3 a

Goal 3.1 a, c Goal 3.2 a, b, c Goal 3.3 b

Goal 3.1 a, c Goal 3.2 d Goal 3.3 b, c

Exemplary Teachers & Staff

2023-2024 Goal 3.1 a, c Goal 3.2 d Goal 3.3 b

2024-2025 Goal 3.1 a, c Goal 3.2 d Goal 3.3 b

FOCUS AREA #4

Goals & Objectives

Bixby Schools will build on our existing foundation of community and family support through improved communications, cooperation, and collaboration while increasing partnerships with local businesses, universities, career and technology centers, and civic organizations.

By 2025, Bixby Schools will: 4.1 Implement and maintain a streamlined communications approach that maximizes community engagement and supports stakeholder relationships.

Continually assess and utilize the most effective communication tools.

Collect and monitor stakeholder input regarding district communications.

Assess levels of engagement with current communication tools and implement strategies to improve.

Maintain, continue, and improve current legislative advocacy efforts.

4.2 Provide a robust Community Education Program and enhance opportunities for staff and family engagement.

Expand opportunities for parent engagement in connection with both student learning and the school community.

Implement before and after childcare option provided by BPS. Initiate plan for a BPS Early Childhood Center.

Develop a catalog of varied enrichment and extracurricular offerings.

Create a system to coordinate supports via community partners to provide for the needs of Bixby families.

4.3 Forge and maintain well-established, strong community partnerships and educational relationships focused on providing meaningful opportunities for every student.

Build a database of internship and job shadowing opportunities.

Continue partnerships with academic institutions to expand opportunities for students, staff, and families.

2020-2021 Goal 4.1 c Goal 4.2 a, d, e Goal 4.3

2021-2022

2022-2023

Goal 4.1 a, b, d Goal 4.2 b, d Goal 4.3

Goal 4.1 a, b, d Goal 4.2 c, d Goal 4.3

Family & Community Engagement

2023-2024 Goal 4.1a, b, d Goal 4.2 c, d Goal 4.3

2024-2025 Goal 4.1 a, b, d Goal 4.2 c, d Goal 4.3

FOCUS AREA #5

Goals & Objectives

Bixby Schools will cultivate a district-wide culture of innovation by reducing the focus on testbased accountability and promoting new evidencebased strategies for building student engagement, curriculum relevance, and real-world application of skills.

Innovation should also extend into district operational, financial, and human resource processes.

By 2025, Bixby Schools will: 5.1 Research, design, and implement modern learning environments to foster higher levels of student engagement and achievement.

Maintain active participation in the Association for Learning Environments (A4LE) for networking and research of best practices.

Integrate PK-12 vertically-aligned and cross-curricular STEAM learning environments and systems.

Create networks with successful schools /districts for sharing ideas.

5.2 Evaluate existing structures and traditions to inform meaningful change to benefit BPS learners at all levels.

Implementation Timeline

Evaluate existing student academic recognition programs.

Evaluate current grading practices and procedures.

Evaluate current and potential scheduling structures.

5.3 Establish the district as an educational leader in implementation of effective and innovative instructional strategies & techniques.

Build leadership capacity.

Incorporate into district Professional Development Plan.

Create a platform for sharing “vision” - what innovative and engaging teaching and learning looks like.

Implement the “Mindset” curriculum.

5.4 Improve its capacity to connect students and teachers to the world of learning outside of our schools and classrooms.

2020-2021 Goal 5.1 Goal 5.2

2021-2022

2022-2023

Goal 5.1 Goal 5.2

Goal 5.3 Goal 5.4

Culture of Innovation

2023-2024 Goal 5.3 Goal 5.4

2024-2025 Goal 5.3 Goal 5.4

THE IMPLEMENTATION The timeline associated with each goal area identifies key objectives for the designated school year.

Implementation will be supported and monitored by a district-level administrator who will serve as "champion" for that focus area. This leader will facilitate the implementation of key initiatives and track and report progress on all goals, objectives, strategies, and measures.

To remain an exemplary school district, Bixby must strive to be intentional, purposeful, and agile with respect to instructional services and school operations. Therefore, the BPS strategic plan has been deliberately designed to drive district improvement through uncertain and rapidly evolving times. As context develops and changes, the plan will be continually revisited and adjusted to ensure district resources are appropriately allocated and directed.

Stakeholder involvement is a critical component for the success of our action plans. For this reason, several identified goal areas may appear incomplete or overly broad. This is intentional. To ensure we are able to commit our full energy and resources to accomplish higher priority goals, our plan seeks to sequence goals and objectives over the entire five-year period.

As President Abraham Lincoln once said, "Give me six hours to chop down a tree and I will spend the first four sharpening the ax." As a district, we want to ensure we allow adequate time for thorough research and preparation for the implementation of important strategies, while incorporating meaningful dialogue with as many people as feasible. We are dependent on our families, students, employees, and community members to provide us honest and timely feedback along this path. We look forward to working together to fulfill our vision for ALL students who attend Bixby Schools.

Each year, the Bixby Board of Education will review the goals and progress associated with each focus area in the strategic plan. Site and department goals and improvement plans will align with the Bixby Strategic Plan. Progress on improvement initiatives will be reported to the BOE throughout the school year and to the larger community through quarterly updates and the Bixby Public Schools Annual Report.