Sullivan BOCES Strategic Plan 2022-2025

Strategic Plan 2022-2025 Participants Board of Education Linda Berkowicz, President Linda Fisk, Vice President Carol Bliefernich Kenneth Hilton Susan Horton Carol Park Cathy Russo Anthony Sinacore Simmie Williams, III Administrators Dr. Robert Dufour, Superintendent Susan Schmidt, Deputy Superintendent Maria Sommer, Assistant Superintendent Jennifer DeFrank, Director of Human Resources Victoria Ferguson, Business Administrator Robert Cosh, Director of Operations and Network Administration Jesse Morrill, Director of Facilities Megan Becker, Executive Principal Linda Blanton, Executive Principal Jeffrey Molusky, Executive Principal Adam Riehl, Executive Principal Facilitator Maria Sommer, Assistant Superintendent 1

Strategic Plan 2022-2025 Introduction to the Plan In April of 2021, the Sullivan BOCES Board of Education began a strategic planning process. After an initial work session to understand the role of SMART goals in the change process, the Board undertook a revision of the Mission Statement and began the Technology of Participation Strategic Planning Process.

A draft of the Mission Statement was shared with faculty, staff, administrators, and component districts with a request for feedback via a digital survey. Mrs. Sommer met with small groups of students in person, presented the mission statement, and led a discussion to gather the students’ thoughts. The feedback was reviewed at the October 2021 work session.

Once the Mission Statement was finalized, the Board crafted a Practical Vision and identified Barriers or Underlying Contradictions to the vision. One work session was devoted to reviewing the Vision and Barriers as well as programs, projects, initiatives, events, activities, systems, and models proposed by leaders and stakeholders from each division that could address the Barriers and facilitate the Vision.

Senior Management and Division Leaders reviewed the plan and set Strategic Goals based on the work of the Board and existing plans. Those goals were submitted to the Board for review at the June 6th, 2022 Board Retreat, and approval by the July 2022 Board of Education meeting.

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Strategic Plan 2022-2025 Focus Question What needs to happen in the next 3-5 years to build equity and a foundation for the lifelong success of all students in Sullivan County?

Mission Statement Sullivan BOCES is an innovative, county-wide educational service agency, providing leadership, cooperative services, and collaborative opportunities for students, school districts, and community organizations. We promote student success, equity, and inclusion for all while meeting the diverse needs of our students and rural communities.

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Strategic Plan 2022-2025 Practical Vision “What needs to happen in the next 3-5 years to build equity and a foundation for the lifelong success of all students in Sullivan County?

Increase Expectations for All Students

Expand Relevant Opportunities

Value and Empower Stakeholders

Practice Supportive and Efficient Business and Finance

Increase attendance

New programs will emerge

Inclusion will be accepted as the norm

The budget will be astronomical

Improve graduation success

Adult Ed will come back Teachers will feel valued

More students will complete their programs in a timely manner

CTE programs will widen their age groups

Providing component district support (CBO/ISS/Tech)

We will need more space All CTE grads will prove proficiency in reading, writing, speaking and math Students will demonstrate critical thinking Students will be information literate and discerning

Component districts will send more students Enrollment will increase Increase the number of college credits available through our CTE programs

Increase parental involvement Help parents feel valued and empowered with a sense of belonging

Staffing will increase to support enrollment Improve revenue streams

Children from low SES homes are successful Staff is reflective of our community Graduation rates will reflect 4

Strategic Plan 2022-2025 Students will demonstrate civic responsibility

greater equity among subgroups

Young people will be participatory citizens

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Strategic Plan 2022-2025 Barriers to the Vision (Underlying Contradictions) What are the concrete external policies, patterns, structures, internal images, perceptions, or attitudes that get in the way of progress toward our vision?

Outdated mindsets and attitudes create bias and hinder forward movement

Geography creates infrastructure challenges and difficulty accessing opportunities

Resources and finances are limited or already allocated, preventing decisions that may be best for our students.

The pressure of socio-economic issues prevents families from being able to fully support their children.

Popular culture sometimes undermines the goals of education

Stigma and Mindsets

Geography

Money and People

Socio-Economic Issues

Outside Distractions

Change is difficult and painful

Afterschool activities can’t happen

Staffing and budget

Trauma, poverty and mental health

Internet - Access to distractions

Difficult to have school as the center of the community

State mandates

Parents valuing their children’s education

Children’s time needs to be focused on school, first and foremost

Turf war

Outdated attitudes Classroom instruction Attitudes of component districts toward our “product” Opposition to efficiency - not everyone wants efficiency - some people may lose their

Barrier to achievement

Parental involvement needs to increase

Attitudes toward school

Opportunity to participate Access to Higher

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Strategic Plan 2022-2025 jobs

Ed

Guidance Counselor decisions

Rural location

People’s assumptions or misassumptions about what BOCES is

Need to find equal access to the internet Infrastructure Public transportation

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Strategic Plan 2022-2025 Goals: All Instructional Programs Create a welcoming and affirming school and classroom environment that promotes a sense of belonging, dignity, physical and emotional safety, predictability, and consistency for all staff and students.

Vision Elements: ● Increasing Expectations for All Students ● Valuing and Empowering All Stakeholders Smart Goal: By the end of June 2023, Sullivan BOCES will develop and implement a classroom Positive Behavior and Intervention Supports Matrix with 3-5 broadly stated, easy to remember, positively stated behaviors, aligned to the mission statement and school-wide expectations, which will be taught by staff to all students, as primarily evidenced by 80% fidelity of Tier 1 strategies utilizing the Classroom Management Observation Tool (CMOT) during walkthroughs and observations within the classroom setting.

Secondarily, if 80% fidelity is reached on average across classrooms, there will be a corresponding reduction of at least 10% in office discipline referrals from September to June. Tertiarily, the student and staff Tiered Fidelity Inventory Walkthrough Interview Tool for students and staff will reach 80% fidelity.

Implementation Steps (How)

When

Who

Include training on the Classroom Management Observation Tool (CMOT) and Tiered Fidelity Inventory Walkthrough Interview Tool in Lead Evaluator of Teachers Training

August 2022 and as needed

ISS Staff

Introduce CMOT and Tiered Fidelity Inventory to all Staff

September 1 or Oct 7

Develop 3-5 broadly and positively stated, easy to remember behaviors, aligned to the mission statement and school-wide expectations

By September 15, 2022

Committee of Principals and Assistant Principals, ALC staff, and Teachers from each division

Utilize the CMOT in Walkthroughs and Observations and

October 2022

Lead Evaluators 8

Strategic Plan 2022-2025 Tiered Fidelity Inventory Walkthrough Interview Tool

January - Feb 2023 April - May 2023

Smart Goal: By the end of October 2022 conduct stakeholder (staff, students, parents, component district) focus groups, walk-throughs, and surveys to establish a baseline on perceptions of a welcoming and affirming environment. Set realistic targets for the year based on evaluation/analysis of collected data. Repeat the assessments by the end of June 2023 to determine if the data shows an 80% attainment of targets for the year.

Implementation Steps (How)

When

Who

Train facilitators on the use of the Equity Learning Walk Protocol and Data Collection Tool

By September 15, 2022

Administrators, DEI subcommittee members

Utilize the Equity Learning Walk Data Collection Tool to assess Public Space, Instructional Core/Rigor, Differentiated Instruction, and Classroom Learning Environment

By October 15, 2022

Administrators, DEI subcommittee members

Analyze Data and Set targets/goals for the 2022-2023 School Year

By October 31, 2022

Administrators, DEI subcommittee members, ISS Data Staff

Utilize the Equity Learning Walk Data Collection Tool to re-assess Public Space, Instructional Core/Rigor, Differentiated Instruction, and Classroom Learning Environment

By May 30, 2022

Administrators, DEI subcommittee members

Analyze Data to determine % of targets met

By June 30, 2022

Administrators, DEI subcommittee members, ISS Data Staff

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Strategic Plan 2022-2025 Increase family engagement in and understanding of student instructional programs and learning.

Vision Elements: ● Increasing Expectations for All Students ● Valuing and Empowering All Stakeholders Smart Goal: In 2022-2023, send home monthly updates on student instructional program expectations and progress toward goals. Include suggestions for support of behavior and academic goals that can be followed up on at home. Success will be determined by evidence of monthly communication.

Implementation Steps (How)

When

Who

Starting in October 2022, monthly communication will be sent home digitally and via paper copy in backpacks, via email, or phone contact as entered in communication logs.

Monthly - starting in October 2022

Special Education Administrators, Teaching Staff, ISS Staff

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Strategic Plan 2022-2025 Goals: Special Education Complete curriculum units mapped to the NYS Next Generation Learning Standards indicating appropriate scaffolds, resources, and instructional supports to meet the needs of all students.

Vision Elements: ● Increasing Expectations for All Students ● Valuing and Empowering All Stakeholders Smart Goal: ● K-6 ○ By the end of 2022-2023, ELA and Math units for each grade level will be mapped utilizing a universal unit template ○ By the end of 2023-2024, Science and Social studies will be mapped utilizing a universal unit template; ELA and Math units will be implemented, keeping notes on needed revisions, especially in regard to Culturally Responsive-Sustaining Education Frameworks ○ By the end of 2024-2025, Science and Social Studies will be implemented, keeping notes on needed revisions. All needed initial revisions will be completed by the end of 2024-2025 ● 7-12 ○ By the end of 2022-2023, units for each course/grade level will be mapped utilizing a universal unit template ○ By the end of 2023-2024, all units will be implemented, keeping notes on needed revisions, especially in regard to the Culturally Responsive-Sustaining Education Frameworks ○ By the end of 2024-2025, needed initial revisions will be completed Implementation Steps (How)

When

Who

Session on Opening Day to introduce template, process and start the work

September 1, 2022

Special Education Administrators, Teaching Staff, ISS Staff

Regularly scheduled meetings will be held to complete work on mapping, reviewing and revising curriculum.

At least monthly

Special Education Administrators, Teaching Staff, ISS Staff 11

Strategic Plan 2022-2025 Goals: Career and Technical Education CTE community partnerships will be expanded and strengthened by recruiting new industry representatives or community members for CTE program advisory committees.

Vision Elements: ● Expanding Relevant Opportunities ● Valuing and Empowering All Stakeholders Smart Goal: Over the next three years, community partnerships will be expanded and strengthened by recruiting at least one new industry representative or community member for CTE program advisory committees for the 2022-2023 school year and then adding additional industry partners for the 2023-2024 and 2024-2025 school year.

Implementation Steps (How)

When

Who

Site visits by administrators to possible community partners

Starting Aug 1, 2022

CTE Administrators

Research and recruit sites for more student internships

Starting Aug 1, 2022

CTE Administrators

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Strategic Plan 2022-2025 Reduce absenteeism in CTE through incentives, improved communication and updated policies and procedures.

Vision Elements: ● Increasing Expectations for All Students ● Valuing and Empowering All Stakeholders Smart Goal: Implement a student attendance policy to increase attendance by 10% by the end of the 2023 school year. Develop a grading incentive to improve student attendance for the 2022-2023 school year. Work closely with component district personnel and counselors to track and communicate attendance through SchoolTool.

Implementation Steps (How)

When

Who

Review existing attendance policies and update with any needed revisions.

End of September 2022

CTE Administrators and Staff

Develop a grading incentive

End of September 2022

CTE Administrators and Staff

Track and communicate attendance through School Tool in collaboration with component district personnel and counselors

Ongoing through the end of 2022 and beyond

CTE Administrators and Staff

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Strategic Plan 2022-2025 Goals: Technology District technology staff will stay abreast of emerging networking strategies, technology, and software.

Vision Elements: ● Practice Supportive and Efficient Business and Finance ● Valuing and Empowering All Stakeholders ● Expand Relevant Opportunities Smart Goal: All technology staff will attend at least one in-person conference or training seminar every year in addition to completing at least 10 online training courses on various applicable topics.

Implementation Steps (How)

When

Who

Technology staff will enter conference requests in MLP to be approved and tracked

Ongoing

All Technology Staff

Technology staff will enroll in at least 10 courses for the year on topics in the Storm Wind catalog related to their position and expertise.

Monthly monitoring

Rob Cosh

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Strategic Plan 2022-2025 Ensure that there is an organizational commitment and plan to purchase, maintain and replace instructional technology devices and software on a regular basis.

Vision Elements: ● Practice Supportive and Efficient Business and Finance ● Expand Relevant Opportunities Smart Goal: Chromebooks for staff and students will be replaced on a 5-year cycle. Interactive touch panel screens will replace old Smartboards and software subscriptions and purchases will be reviewed annually for compliance with EdLaw2d, relevance, and utilization.

Implementation Steps (How)

When

Who

Create a 5-year plan to budget and facilitate the replacement of instructional technology devices, hardware and software.

By January 2023

Rob Cosh

Maintain the Learn Platform to gather software requests for student and staff use and to monitor utilization when considering renewals

Ongoing

Susan Zieres-Teeple

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Strategic Plan 2022-2025 Plan for digital equity by ensuring that all students have access to a PC, Chromebook, or iPad for use in school and at home, and that students are able to independently access and utilize the Google Suite and SeeSaw as developmentally appropriate.

Vision Elements: ● Practicing Supportive and Efficient Business and Finance ● Expanding Relevant Opportunities ● Increasing expectations for all students Smart Goal: By the end of October 2022, all students will have access to a device for use in school. By the June of 2023, all students will have access to a device for use at home, as conditions require. During the 2022-2023 school year, all students will be taught and given the opportunity to regularly practice accessing and utilizing the Google Suite and SeeSaw as developmentally appropriate.

Implementation Steps (How)

When

Who

Ensure working inventory of developmentally and instructionally appropriate devices available for all students.

By October 31, 2022

Technology Staff

Utilize surveys and student interviews to determine access and device needs for students at home in the event of extended school closure or quarantine, isolation, home instruction, etc.

Begin collecting data in September of 2022 February of 2023

Technology Staff, ISS Data Staff, Teaching Staff, and Administrators

As indicated by survey results, distribute necessary devices to students who need them.

Ongoing

Technology Staff, Administrators

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Strategic Plan 2022-2025 Goals: Management Services Expand the Human Resources Coser to enhance sustainability, increase capacity and ensure compliance with HR policies and procedures across Sullivan County school communities.

Vision Elements: ● Practicing Supportive and Efficient Business and Finance ● Expanding Relevant Opportunities Smart Goal: To increase the sustainability, capacity and compliance of HR practices across Sullivan County, at least one additional district will participate in the HR Service in the FSRs for 2023-2024.

Implementation Steps (How)

When

Who

Recruit new staff

By Jul 1, 2022

Create procedures and share them with department heads

By Sep 1, 2022

New Director

Establish processes for collecting data for ongoing assessment to indicate what is working and what is not working

By Oct 31, 2022

New Director

Communicate to districts and market the service to increase participation

By January 1, 2023

New Director

Jennifer Defrank

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Strategic Plan 2022-2025 Create an organizational development plan for Management Services to ensure continuity and quality of BOCES services and programs Vision Elements: ● Practicing Supportive and Efficient Business and Finance ● Expanding Relevant Opportunities Smart Goal: Create an organizational development plan for Management services by January of 2023 Implementation Steps (How)

When

Who

Assess current staffing capacity vs need

By end of October 2022

Susan Schmidt, Vicky Ferguson, Jennifer DeFrank

Analyze anticipated district requisitions for services

By December 15, 2022

Susan Schmidt, Vicky Ferguson, Jennifer DeFrank

Finalize the plan

By January 2023

Susan Schmidt, Vicky Ferguson, Jennifer DeFrank

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Strategic Plan 2022-2025 Goals: Facilities Develop an action plan to address short term and long term capital project priorities to address facilities needs identified in the BOCES Building Condition Survey (BCS). Maintain annual O&M internal maintenance and upgrade schedule.

Vision Elements: ● Practicing Supportive and Efficient Business and Finance Smart Goal: BOCES architects, facilities committee and administrative team will develop a formal written short term (1-3 years) and long term (4-8 years) capital project plan including timelines and cost estimates for critical structures with a useful life of five (5) years or less. Progress will be measured based on project completion and unsatisfactory items being removed from the BCS report.

Implementation Steps (How)

When

Who

Review annual O&M internal renovation project work

By the end of June 2022

BOCES architects, facilities committee and administrative team

By the end of June 2023

BOCES architects, facilities committee and administrative team

By end of June 2024

BOCES architects, facilities committee and administrative team

January 2025

BOCES architects, facilities committee and administrative team

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Boiler Project Replacement Re-negotiate lease for eight classroom modular structure

RPEC Roof Project and Sitework Phase I

Re-establish SCBOCES Five Year Capital Plan

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Strategic Plan 2022-2025 Campus-wide plan to renovate and expand Physical Education space, relocate maintenance building, expand parking and complete site work Phase II

June 2025

BOCES architects, facilities committee and administrative team

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Strategic Plan 2022-2025 Goals: Instructional Support Services Create a Diversity, Equity and Inclusion Coser to support implementation of the Culturally Responsive and Sustaining Education Frameworks at the BOCES and in participating districts Vision Elements: ● Practicing Supportive and Efficient Business and Finance ● Valuing and Empowering All Stakeholders ● Expanding Relevant Opportunities Smart Goal: By September 2022, finalize the approval of a Diversity Equity and Inclusion Coser, secure participation from two districts, and hire the staff to run the service.

Implementation Steps (How)

When

Who

Apply for Coser

By June 30th, 2022

Maria Sommer and Susan Schmidt

Hire necessary staff

By September 1, 2022

Maria Sommer

Recruit districts

By September 1, 2022 and ongoing thereafter

Maria Sommer

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Strategic Plan 2022-2025 Expand stakeholder group Professional Learning Communities Vision Elements: ● Valuing and Empowering All Stakeholders ● Expanding Relevant Opportunities Smart Goal: By January 1, 2023, establish new stakeholder group Professional Learning Communities (PLCs) for Mental Health, Assistant Principals, New Administrators, and New Teachers to meet at least quarterly throughout the year. Work with the Regional Partnership to hold PD sessions at new and existing stakeholder meetings at least quarterly.

Implementation Steps (How)

When

Who

Build off of the momentum from the May 13th, 2022 Mental Health Summit and establish a schedule for the Mental Health group to meet at least quarterly

By Jul 1, 2022

Maria Sommer and Lisa Bercze

Work with the Regional Partnership to schedule professional development for new and existing stakeholder groups

By Sep 1, 2022

Maria Sommer and Ruairi Gribbon

Recruit members and schedule meeting dates for the Assistant Principals, New Teachers and New Administrator groups. Post meeting dates in MLP

By September 1, 2022

Maria Sommer, Lisa Bercze

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Strategic Plan 2022-2025 Sullivan BOCES Administrative Cabinet

2022-2023

Year One Accomplishments by Quarter (To be completed by the Administrative Cabinet in the 2022-2023 School Year) Division

QTR 1

QTR 2

QTR 3

QTR 4

Jul-Sept

Oct-Dec

Jan-March

Apr-Jun

Special Education

●

●

●

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CTE

●

●

●

●

Management Services

●

●

●

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Technology

●

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●

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Facilities

●

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●

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ISS

●

●

●

●

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Strategic Plan 2022-2025 Links to Planning Documents April 2021 Smart Goals Workshop July and August 2021 Strategic Goal Setting Proposed Mission Statement Drafts Basic Data Updated SWOT Analysis Feedback from Admin Cabinet September 2021 Mission Statement Finalization October 2021 Proposed Mission Statement Feedback on Mission Statement November 2021 Strategic Goal Setting 11/16/21 Practical Vision Workshop December 2021 **Canceled**

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Strategic Plan 2022-2025 January 2022 Practical Vision Finalization Underlying Contradictions (Slide Deck) Underlying Contradictions Padlet February 2022 Underlying Contradictions (2) and Next Steps (Slide Deck) Underlying Contradictions Padlet March 2022 Strategic Goals Worksheet April 2022 **No Workshop Scheduled** May 2022 Proposed Strategic Goals June 2022 Board of Education Retreat

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