1. © 2009 CAMBRIDGE STRATEGIC SERVICES Strategic Planning Bristol Tennessee City Schools

2. © 2009 CAMBRIDGE STRATEGIC SERVICES  It is the means by which an organization continually concentrates all efforts, resources, activities, and energies toward a single goal. What is Strategic Planning?

3. © 2009 CAMBRIDGE STRATEGIC SERVICES  Based on principles of leading  Dedicated to student achievement  Community based, involving all segments  Decisions made by agreement  Focuses resources on strategic intent  Immediately actionable  Honors the culture of the community  Capitalizes on the district’s uniqueness  Continuously renewing Cambridge Plan Features

4. © 2009 CAMBRIDGE STRATEGIC SERVICES  Planning team met to set the direction for our school system for the next five years.  Twenty-six participants made up of teachers, parents, community members, students, educational assistants, and administrators.  The team drafted: a motto, mission, beliefs, parameters, objectives, and strategies. What Has Been Done?

5. © 2009 CAMBRIDGE STRATEGIC SERVICES AP Action Plans AP Parameters Strategies S S S S S S S S S S Objective Mission Beliefs Layout of Strategic Plan

6. © 2009 CAMBRIDGE STRATEGIC SERVICES Engage. Challenge. Inspire. Motto

7. © 2009 CAMBRIDGE STRATEGIC SERVICES Inspiring academic excellence in a challenging, engaging learning environment that graduates responsible citizens prepared for success in our global community. Mission

8. © 2009 CAMBRIDGE STRATEGIC SERVICES We believe that: Excellence requires investment. Education is a community effort. Students need a multifaceted educational experience. Health and wellness impact learning. Education is the equalizer that empowers individuals to be successful in a changing global community. Quality staff creates successful students. Individuals should be challenged to be creative thinkers and problem solvers. Beliefs

9. © 2009 CAMBRIDGE STRATEGIC SERVICES We believe that: Fostering the growth of character and values is essential. The involvement of caring, responsible adults is key to student success. A safe and secure environment is critical for learning. Diversity is an asset. Every individual deserves respect, courtesy, and honesty. Every individual has the potential to become a lifelong learner. Beliefs

10. © 2009 CAMBRIDGE STRATEGIC SERVICES We believe that: Communication among students, staff, and parents is essential. Accommodating the diverse learning styles of all students creates an engaging learning environment. Stewardship is important. Community collaboration is essential. Beliefs

11. © 2009 CAMBRIDGE STRATEGIC SERVICES Safety, personal health, and wellness will always be a priority. We will not tolerate prejudice or discrimination. We will use data and best practices to make evidence-based decisions. We will operate in a fiscally responsible manner. All resources will be managed to provide optimal instructional opportunities. Parameters

12. © 2009 CAMBRIDGE STRATEGIC SERVICES We will adhere to high expectations and established principles for all. We will provide and maintain infrastructure necessary to meet instructional goals. We will respect the dignity of each individual. Communication with the entire community will be encouraged, solicited, and utilized. Parameters

13. © 2009 CAMBRIDGE STRATEGIC SERVICES All facilities will be safe, secure, and state of the art. All individuals will meet or exceed rigorous expectations and standards. All resources will be developed, aligned, and allocated to meet the needs of our students. Community involvement and confidence in our school district will continually improve. Objectives

14. © 2009 CAMBRIDGE STRATEGIC SERVICES We will provide facilities that are safe, secure, and state of the art. We will require all individuals to meet or exceed rigorous expectations and standards. We will develop, align, and allocate resources to meet the needs of our students. We will continually improve community involvement and confidence in our school district. Strategies

15. © 2009 CAMBRIDGE STRATEGIC SERVICES 1. Build Action Teams 2. Develop Action Plans 3. Conduct Second Planning Session  Agree on action plans  Affirm the strategic plan 4. Prepare Implementation Schedule (with supporting resource plan) 5. Obtain Board Approval 6. Regular reviews 7. Annual updates to advance the plan What Are the Next Steps?

16. © 2009 CAMBRIDGE STRATEGIC SERVICES Internal Facilitators:  Doris Peters  petersd@btcs.org  (423) 652-9402 For More Info...  Jared Day  dayj@btcs.org  (423) 652-9574  Website www.btcs.org

17. © 2009 CAMBRIDGE STRATEGIC SERVICES “The future belongs to those who create it, not to those who merely inherit it.” The Opportunity