Boaz City Schools

System Goals (2021–2023)

Updated January 5, 2022

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Operations and Management

Strategic Planning

1. Establish a new 1-, 5-, and 10-year plan which includes an updated Vision, Mission, Beliefs, and Goals for Boaz City Schools (Spring/Summer 2022).
2. Create an annual review process of measurable goals, strategies, actions, and timelines for the new strategic plan (Spring/Summer 2022).
3. Identify persons responsible and methods for internal and external evaluation (Summer/Fall 2022).
4. Align the Boaz City Schools budget to the district’s updated strategic plan.

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Budgeting

1. Align and amend ESSER II and III funds to district academic needs as identified by student learning and achievement data (Spring/Summer/Fall 2022).
2. Align and amend ALSDE Advancement and Technology funds for continued purchases of school safety needs as identified by the district’s approved safety strategic plan (Fall 2022).
3. Align and amend ALSDE Advancement and Technology funds for continued yearly bus and transportation purchases in accordance with the Boaz City Schools Transportation Plan (Fall 2022).
4. Align and amend PSCA bond proceeds for purchases in accordance with the Boaz City Schools Capital Plan (Spring 2022).
5. Continue to lobby state legislators for inclusion in previous county tax referendums for schools in Etowah County and Marshall County (Spring/Summer 2022).
6. Align and amend local Boaz City Schools budgets to adhere to the district financial plan to pay off existing district debt by 2027.

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Personnel Planning

1. Create a Mental Health Coordinator position funded by an ALSDE grant (Fall 2021/Spring 2022).
2. Create a system-wide Mathematics Coach position funded by a proposed ALSDE line item (Fall 2022).
3. Create a system-wide Dyslexia Specialist position funded locally (Fall 2022/2023).

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Capital Planning

• See attached Capital Projects Analysis page.

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Student Learning and Achievement

1. Meet or exceed the state average on ACAP Reading and Mathematics (Grades 3–8) by Spring 2025.
2. Meet or exceed the state average on ACAP Science (Grades 3–8) by Spring 2025.
3. Increase the percentage of students attaining “Benchmark” in Mathematics on the ACT WorkKeys by 5% compared to cohort performance on the Pre-ACT.
4. Increase the number of students earning career readiness indicators at Boaz High School by 5%.
5. Meet or exceed a graduation rate of 90% within each student cohort.
6. Meet or exceed 95% student attendance district-wide at each school.
7. Increase district academic profile by improving district report card scores, Niche rankings, and Google ratings.
8. Increase district academic profile by promoting individual schools for recognitions such as CLAS Banner, U.S. News & World Report, and Blue Ribbon Schools.

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Career Technical Education (CTE) Expansion

1. Increase the number of outside partnerships for current career pathways offered to students.
2. Continue to increase dual enrollment opportunities through partnerships with Snead State, Jacksonville State University, the University of Alabama, and other institutions across the state.
3. Continue CTE sequencing and pathway development for students (Fall 2023).
4. Expand the Computer Science pathway (K–12) to include all elementary grades (Fall 2023).

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Fine Arts Expansion

1. Continue to offer art classes in each school and expand to incorporate graphic design into curriculum at all levels (Fall 2023).
2. Add video and media programs at Boaz High School and Boaz Middle School (Fall 2023).
3. Expand theatre into lower elementary grade levels at Boaz Elementary School and Corley Elementary School (Fall 2023).
4. Continue to offer choir and explore opportunities for expansion in student performance.
5. Add an instrumental intervention position for band (Fall 2022).

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Learning Supports

Community Engagement and Communication

• Increase the role of the Communications Specialist (Fall 2022).
• Rebrand the district.
• Develop a comprehensive communications plan.
• Communicate the district’s story across all media platforms.

Partnerships

1. Increase partnerships with local government and community organizations (Spring 2022), including:
   • Chamber of Commerce
   • Rotary
   • Civitan Clubs
   • Mayor and City Council
   • Legislative Delegation
   • Snead State
2. Create a Superintendent advisory committee for students, teachers, and parents (Fall 2022).
3. Partner with Snead State to present an annual “State of Education” local event (Fall 2022).

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Safety

• See District Comprehensive Safety Plan.

Boaz City Schools CIP/ACIP Strategy Map (2021–2022)

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Vision

To develop productive citizens with the knowledge, skills, and character to achieve their full potential.

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Mission

The mission of the Boaz City School System is an expectation of excellence every day by everyone (E4).

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Beliefs

The district values the following:

• Building a growth mindset for all staff and students
• Responding to all students’ needs
• Using an effort-based model where adults create the culture and students put forth the effort

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Strategic Focus Areas

The district’s work is organized into the following six focus areas:

1. Clear Direction
2. Culture and Expectations
3. Instruction
4. Resource Management
5. Efficacy of Engagement
6. Implementation Capacity

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Clear Direction

Objective

• Implement a district strategic planning framework that includes evaluating goals, expectations, and values

Critical Initiatives

• Host fall and spring data review days that include evaluating the strategic planning framework at the start of each data day

Key Measures

• Participation and feedback from district data days

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Culture and Expectations

Objective

• Set high expectations for student learning and provide an engaging learning environment

Critical Initiatives

• Emphasize district and school leadership development and support targeting inclusive practices to impact equity
• Collaborate with schools to identify and maintain district focus areas of work

Key Measures

• District SREB-supported leadership meetings
• Observation data

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Instruction

Objective

• Create a learning environment where learners can showcase performance successes and take risks

Critical Initiatives

• Implement and support language acquisition development as part of Tier 1 instruction with appropriate English Learner strategies
• Build language, vocabulary, literacy, writing, speaking, and numerical skills through differentiation and scaffolding
• Provide appropriate technology integration for teachers and students
• Emphasize professional learning to improve classroom and school best practices

Key Measures

• Core classroom language acquisition walkthroughs
• Book study share-outs and strategy implementation
• Assessment data
• Classroom and school walkthroughs
• Technology integration observations
• Professional development calendar and timeline
• Professional learning survey data

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Resource Management

Objective

• Plan, secure, and allocate all resources to meet the needs of students

• Collaborate and review district fiscal resources to ensure alignment with district focus areas

Key Measures

• Board- and state-approved balanced yearly budget
• District staff collaborative meeting schedules

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Efficacy of Engagement

Objective

• Engage learners and stakeholders in the district’s work to meet established goals

Critical Initiatives

• Develop school leadership teams that meet vertically twice a year to share celebrations and concerns
• Utilize the district Communications Specialist to market and rebrand the district and maintain transparency

Key Measures

• Meeting participation and sign-in sheets
• Observation data

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Implementation Capacity

Objective

• Improve organizational and instructional structures to support all students

Critical Initiatives

• Hold weekly district leadership meetings to discuss current work, future needs, and concerns
• Promote implementation fidelity of programs and initiatives to support student safety and learning

Key Measures

• Weekly meeting agendas and notes
• Observation and walkthrough data
• Assessment data