Strategic Plan, 2018-2020

Thank you for your interest in learning more about our district. To view annual reports or school improvement plans for individual schools, or to view district information, simply click on the building or district name below. 

VISION STATEMENT

The Choice for Educational Excellence
Compassionate Staff, Leading Edge Programs, Committed Community
Right for Me

MISSION STATEMENT

Embrace, Engage, and Empower each student for success in an ever-changing world.

CORE VALUES

We value…

  • Success for All-Our students develop their innate abilities to be life, career, and college ready.
  • Educational Excellence-We provide state and nationally recognized academic programs and extra-curricular activities measured by high standards of performance and personalized support.
  • Innovation-We continuously improve through the study and implementation of best practices and programs with high expectations for achievement.  
  • Passion-We employ committed, talented, and passionate individuals who care for the students and families they serve.
  • Inclusion-It is our collective responsibility to foster respect, a sense of belonging, and success that honors each individual.
  • Equity-We ensure that our policies, practices, and programs serve our growing and evolving community.
  • Safety-We provide all students and staff powerful learning opportunities in safe, secure, and predictable environments.
  • Collaboration-We intentionally develop family and community partnerships to share the responsibility for the success of our students.
  • Proactive-We study and respond to the ever-changing needs of our community and intentionally invest the necessary resources to support our vision and mission.

 

FOCUS AREAS

ACADEMICS/PROGRAM GOAL:

Holland Public Schools will provide educational excellence that meets the needs of each student in all district programs in safe, secure and predictable learning environments.             

FAMILY AND COMMUNITY PARTNERSHIP GOAL:

Holland Public Schools will support and engage staff, family and community partnerships through ongoing communication, involvement and accountability that lead to student success.

FINANCE AND OPERATIONS GOAL:

Holland Public Schools will establish and implement a sustainable budget that supports district programs, building infrastructure and facility master plan.

HUMAN SERVICES GOAL:

Holland Public Schools will recruit, develop and retain team members who demonstrate a high degree of proficiency, community partners that support the vision/mission and volunteers who assist in the implementation.

 

Implementation: 

The HPS Board of Education will work with the Superintendent to

  • Maintain focus on the district mission and communicate an informed vision of success for each student that engages stakeholders to establish a shared and informed vision of success through Committee Work and Board Work Sessions
  • Monitor its own performance, the superintendent, administration, professional staff, and non-instructional staff in support of the district mission and vision through evidence-based evaluation systems
  • Develop shared district values, beliefs, and guiding principles that honor diversity, equity, the worth of each individual, and respect for others through celebrating the district and community’s shared history, traditions, accomplishments, and aspirations
  • Establish short and long-term priorities and strategies that drive the work of the district
  • Ensure that the district curriculum aligns with state and national standards, communicated to parents and students, and evaluates and improves instructional strategies to meet the needs of each student through ongoing formative and summative assessments
  • Enhance two-way communication with internal and external stakeholders, improve parent involvement, and improve media relations to market and brand the district
  • Monitors the district and individual building school improvement plans to ensure alignment, supported by district/building data, use of resources, and impact on student achievement
  • Establishes a professional learning culture and personal growth plans in accordance with the district’s performance evaluation systems.
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ACADEMICS/PROGRAM GOAL:

Holland Public Schools will provide educational excellence that meets the needs of each student in all district programs in safe, secure and predictable learning environments.       

Goal 1: Literacy-All students will be able to read and write well and independently at grade level.

Objective: All students will experience a minimum of one year’s growth as measured by Student Growth Percentiles (SGP) and/or be proficient on state assessments (M-STEP, PSAT, SAT) in reading and writing.

Strategy 1: Implementation of a guaranteed and viable curriculum with multi-tier systems of support

Strategy 2: Adoption and coaching use of the General Education Leadership Network (GELN) Essential instructional and coaching practices for elementary literacy

Strategy 3: Adoption and Implementation of the Reading Now Network Principles

Strategy 4: Differentiated and Specifically Designed Instruction

Strategy 5: Support Strategy 1-4 through a Cognitive Coaching Instructional Model

Strategy 6: Implementation of the MAISA units of Writing Instruction: K-5 Writing, 6-12 for both ELA and writing

Strategy 7: Writing Across the Curriculum 6-8th grade

Strategy 8: Content Literacy Strategies 6-12th grade

Strategy 9: Implementation of Balanced Literacy Action Research (BLAR)

Strategy 10: Implementation of Individual Reading Improvement Plants TK-3

Strategy 11: Intervention Support through a multi-tiered system of support (MTSS) through on-going data reviews 3 x year for all grade levels

Strategy 12: Administration and professional staff will learn/use a common data protocol (DataWise or National School Reform protocol). This will be used 3x a year through ongoing data reviews with instructional coaches. 

Goal 2: Social Competency-All students and staff will be afforded powerful learning opportunities in safe, secure, and predictable learning environments.

Objective: Each school will meet a 70% Tiered Fidelity Inventory Score of the Building Capacity Assessment for Tier 1, Tier 2, and Tier 3.

Strategy 1: Continued Implementation of the Promoting Positive School Climate Grant in partnership with MIBLSI (Michigan’s Integrated Behavior and Learning Support Initiative) through positive behavior intervention supports (PBIS) in a multi-tier system of support

Strategy 2: Development and implementation of PBIS Matrix and Protocols (TK-5 POWER, HLA-HOLA, and 6-12 DUTCH) with intentional lesson plan design and instruction for consistency of expectations

Objective: Each school and staff member will be equipped with the skills, confidence, and an effective framework to safely manage and prevent difficult behavior and reduce the number of negative behaviors and in-house referrals while also addressing the demographic gap in suspensions. 

Strategy 1: Implementation of In-House/Responsible Thinking Classrooms at each of our school campuses

Strategy 2: Training of all staff in the verbal and nonverbal de-escalation techniques through the Crisis Prevention Institute

Strategy 3: Training of key personnel in effective seclusion, restraint, and safe transport of students through the Crisis Prevention Institute

Strategy 4: Training and implementation of Restorative Practices

Strategy 5: Implementation of a Social Emotional Learning Curriculum grades TK-5

Strategy 6: Professional staff development on creating trauma-informed learning communities

Strategy 7: Contract recognized PBIS Teams with leadership and coaching support

Goal 3: Instructional Design-All staff will demonstrate professional growth in the use of formative assessment and differentiated instruction for instructional design.

Objective: The District will implement research-based and growth-oriented evaluation systems focused on high-quality learning and instructional leadership that develops a shared language and shared vision for improving teaching and learning.

Strategy 1: Implementation and continuous improvement of the 5D+ Instructional Framework

Strategy 2: Implementation and continuous improvement of the School ADvance for Instructional and Non-Instructional Staff

Strategy 3; Study of and implementation of Student Learning Objectives (SLO’s) as a tool to measure student growth at the classroom level

Goal 4: Equity-This District will engage faculty, staff, administrators, parents, and community in improving access and opportunity for all students to a fair and equitable learning environment, with a targeted focus on the identified subgroups that are in need of most urgent intervention in our district.

Objective: Through an in-depth, personal, challenging, and action-oriented curriculum and community experience, HPS will substantively explore issues of diversity, inclusion, power, privilege, oppression, and systemic barriers of equity and inclusion resulting in equitable access to curricular and extra-curricular experiences, resulting in the elimination of the opportunity, achievement, and discipline gaps.

Strategy 1: Implementation of  a three-year “Advancing Equity in HPS” professional development plan

Strategy 2: Use of the “The Guide for White Women Who Teach Black Boys” as a common resource and framework to enhance individual learning, self-reflection, and action.

Strategy 3: Examination of personal biases, behaviors, and belief systems as we grow in our knowledge about unconscious bias, inclusion, equity, and social justice

Strategy 4: Revamp classroom lessons and units to incorporate the 4 Lessons of Equity Literacy

Strategy 5: Utilize the rubrics of 5D+ and School ADvance to assess and monitor purpose, student engagement, curriculum and pedagogy, assessment for student learning, classroom environment and culture, professional collaboration and communication, leadership, and high quality and reliability instructional programs

Strategy 6: Implement the resources from PPSC, PBIS and Trauma Informed Communities to impact the level of classroom management and strategies to reduce the amount of instructional time loss due to classroom removal and suspension

Goal 5: Technology Integration-All students and staff will have access to a variety of tools that match the learning and instructional delivery needed on a daily basis to build a deeper understanding and proficiency in the core content.

Objective: The District will provide authentic learning through an instructional delivery model that is based upon the SAMR model (Substitution, Augmentation, Modification, Redefinition) moving each classroom into a learning space where the creation of new tasks, and demonstration of learning were previously inconceivable (redefinition), preparing students with academic and career readiness skills.

Strategy 1: Adoption of the Skills for Success Framework for instructional and student learning expectations.

Strategy 2: Adoption of the SAMR model to assess the level of implementation

Strategy 3: Assessment of the current status of technology integration

Strategy 4: Development of a Technology Integration Professional Development Plan

Strategy 5: Online learning and Blended Classrooms

Strategy 6: Project-based learning (PBL) activities incorporating technology

Strategy 7: Development and use of a Student Data Management System that provides authentic assessment, meets state requirements, ease in disaggregating data, and allows for instructional differentiated design at the classroom level

FAMILY AND COMMUNITY PARTNERSHIP GOAL:

Holland Public Schools will support and engage staff, family and community partnerships through ongoing communication, involvement and accountability that lead to student success.

Goal 1: The District will provide each student with integrated supports through school outreach programs that address physical, social, emotional, and academic needs.

Objective: The District will refer and coordinate academic, health, and social supports that address childhood trauma and adverse childhood experiences.

Strategy 1: Develop a partnership between the Ottawa Area Intermediate School District, Community Mental Health, and United Way utilizing 31n allocations maximizing Federal Medicaid funding for health services provided to general education students

Strategy 2: Continue and expand existing partnerships that provide wrap-around systems of support

Goal 2: The District will substantially increase the level of two-way communication between school and families that supports the academic, emotional, physical, and social development of each learner

Objective: The District will study and implement successful models of two-way communication to increase family engagement to increase family engagement and volunteering at their child’s school to 80%.

Strategy 1: Form a family engagement advisory committee to study and participate in an online course through Harvard University-Introduction to Parent and Family Engagement in Education.

Strategy 2: Utilize the research-based strategies developed by Dr. Karen Mapp-Senior Lecturer on Education, Harvard University for cultivating partnerships among family members, community members, and educators that support student achievement and school improvement

Strategy 3: Develop a vision/mission statement, core values/beliefs, and priority areas around family engagement.

Strategy 4: Develop and implement a handbook for family engagement including a financial model of compensation based upon need.

Strategy 5: Study and implement the Academic Parent Teacher Team Model TK-5

Strategy 6; Study and implement student-lead conferences in grades 6-12

FINANCE AND OPERATIONS GOAL:

Holland Public Schools will establish and implement a sustainable budget that supports district programs, building infrastructure, and facility master plan.

Goal 1: The Board of Education will maintain a General Fund balance of 6% or more, with an annual review of the approved financial planning documents in accordance with board policy 6105-Fiscal Management Goals.

Objective: The BOE will annually adopt a budget that is balanced, free from deficit spending, and free of use of Fund 48/Property Sales to supplement state and federal program allocations.

Strategy 1: Align personnel, infrastructure, and instructional support resources to current and projected student enrollment

Strategy 2: Review the current level of core and extra-curricular programming offerings, expenditures, and results/outcomes prioritizing selective abandonment and investment based upon the academic, social, and emotional needs of the student body

Strategy 3: Monthly review student enrollment trends by grade level and building

Strategy 4: Annually review student enrollment projections based upon cohort survival, birth rates, impact of school choice, and other local/state economic factors 

Strategy 5: Collaborate with the City of Holland Planning Commission and future projects impacting housing in the city

Goal 2: The BOE will maintain an on-going facility use master plan, assessment needs of all district properties, and revenue stream to support existing facilities and properties

Objective: The BOE will ensure a revenue stream and timeline that addresses ongoing facility maintenance/needs congruent with the 2010 Bond Build 21 principles: 21st Century infrastructure to support 21st century learning, energy efficiency, safety/security, and curb appeal.

Strategy 1: Complete facility assessment reviews every two years with an external firm identifying current and future project needs

Strategy 2: Maintain a current project priority list based upon needs, timelines for completion, and funding source

Strategy 3: Effectively manage the use of current and future sinking fund dollars in alignment with Strategy 1 and 2

Strategy 4: Study existing school debt and strategic opportunities for refinance and/or renewal

Strategy 5: Study use of existing facilities (TK-5, 6-8, 9-13) and opportunities for expansion or contraction based upon student enrollment

Strategy 6: Develop a facility master plan use and disposition based upon Strategies 1-5 and in alignment with Board Policy 7100-Facilities Planning and 7300-Disposition of Real Property

Goal 3: The BOE will identify alternative revenues to supplement the state foundation grant allowance.

Objective: The BOE will explore, identify, and implement alternative revenue streams to assist in maintaining a fund balance in excess of 6%.

Strategy 1: Maintain and identify opportunities for expansion/contraction of shared-time programming within the private sector

Strategy 2: Seek community support through an Enhancement Millage with the Ottawa Area Intermediate School District

Strategy 3: Identify and confirm external financial partners to support and sustain leading edge/innovative programs within the district 

Strategy 4: Seek equitable funding models

Goal 4: The BOE will support, educate, and advocate for an equitable funding model that recognizes the additional resources needed to ensure each child is able to achieve state proficiency standards.

Objective: The BOE will achieve an equitable funding model needed for all Michigan students to meet state standards, educate key stakeholders, stay engaged in advocacy, and join state associations aligned with this work.

Strategy 1: Adopt the findings of the School Finance Research Collaborative

Strategy 2: Educate the Holland/Zeeland Community on the key findings and potential impact to HPS through print media, social media, radio, and community columns

Strategy 3: Educate local Senate and House of Representatives elected officials on the findings of this study

Strategy 4: Continue membership and advocacy with the Michigan Cities Education Association (MCEA) and Michigan Association of Superintendents and Administrators (MASA)

Strategy 5: Recognize the recommendations of Launch Michigan and their investment strategies to create educational adequacy for all children regardless of the governance or geography of the school they attend

Goal 5: The District will develop a communication branding/marketing campaign that leverages the strength of the District-highly qualified staff, core academics/programming, innovative programming, diversity, inclusion, and community support.

Objective: The District will retain current students/families of the district and recruit a 20% increase in the market share of students/families who reside in the school district.

Strategy 1: Hire an external communications firm to assess the internal/external forces that impact HPS’ brand awareness and image and ultimately student enrollment

Strategy 2: Consider a brand refresh of the district based upon Strategy 1

Strategy 3: Develop a comprehensive and strategic communications plan based upon Strategy 1-2 that addresses internal/external communication needs, community relations, media relations, web design, social media platforms, digital media marketing, and school ambassadors

Strategy 4: Develop a monitoring and evaluation plan with specific measurables to advance our communication strategy identified in Strategy 3

Strategy 5: Secure a Director of Communications and Marketing to implement Strategy 3-4

HUMAN SERVICES GOAL:

Holland Public Schools will recruit, develop and retain team members who demonstrate a high degree of proficiency, community partners that support the vision/mission and volunteers who assist in the implementation.

Goal 1: Employees will increase their personal self-efficacy and their belief on the extent they have to affect student performance.

Objective: Employees will improve their morale within elements of their control.

Strategy 1: Assess employee culture and morale of the district

Strategy 2: Study, identify, and implement strategies of employee efficacy

Strategy 3: Celebrate and recognize individual employee growth and accomplishments

Strategy 4: Provide meaningful, relevant, and ongoing professional staff development

Strategy 5: Conduct “stay” and “exit” interviews to identify and address employee needs of the district

Goal 2: The BOE will provide the best competitive wages, benefits, training, and working environments possible with the resources available.

Objective: The BOE will strategically invest in its employees.

Strategy 1: Study local/comparable school districts and industry standards for employee wages, benefits, training, and working environments

Strategy 2: Address wages, benefits, training, and working environments through an Interest Based Bargaining Process and resolution of collective bargaining agreements/contracts

Strategy 3: Study and identify competitive and high quality benefit packages for consideration, employee choice, and ownership

Goal 3: The District will increase the size and quality of the candidate pool for HPS.

Objective: The District will ensure that its students receive the best quality instruction and service available by highly qualified and certified staff.

Strategy 1: Develop a communication and marketing plan for prospective employees on why “HPS is Right for Me!”

Strategy 2: Utilize “Hand Shake” and other social media platforms to expand the scope and reach of prospective candidates beyond West Michigan

Strategy 3: Foster relationships with teacher preparation institutions and student-teacher placements to hire candidates based upon performance and need

Strategy 4: Utilize the resources identified in MASA’s Closing the Educator Shortage Gap Toolkit

Goal 4: The District will develop community partners who support the vision and mission of the district.

Objective: District leadership will enhance/expand the academic and extra-curricular program offerings available to students

  • Strategy 1: Identify what is working well with current community partnerships
  • Strategy 2: Identify opportunities for new targeted community partnerships
  • Strategy 3: Develop a targeted communication and marketing campaign for new partnerships
  • Strategy 4: Develop an ongoing monitoring and accountability system measuring overall impact 

Goal 5: District leadership will develop a force of parent and community volunteers that engage in the vision and mission of the district.

Objective: District leadership will increase the number of volunteers to support the academic, social, physical, and emotional needs of students.

  • Strategy 1: Secure a skilled and qualified District Volunteer Coordinator
  • Strategy 2: Identify the opportunities for meaningful volunteering
  • Strategy 3: Develop a communication and marketing plan for increasing volunteerism based upon the need and targeted audiences
  • Strategy 4: Develop a volunteer training module
  • Strategy 5; Develop an ongoing monitoring and accountability system measuring overall impact