Benton Hall Academy Strategic Plan

2018-2021

Table of Contents Mission Statement 2

Vision 3

School Profile 4

Board of Directors 5

Administration 5

Staff 5

Strategic Planning Process 7 Engagement 7 Participation 7 Communication 7

Highlights from 2015-2018 8 The Educational Experience 8 Institutional & Financial Sustainability 8

Strategic Plan for 2018-2021 9 The Educational Experience 9

Create a Cohesive Academic Program in Accordance with State Standards 9 Foster Individual Student Achievement and Growth 9 Attract, Develop, and Retain Exceptional Teachers 9 Foster Community Partnerships 10 Strengthen the Transition Process 10

Institutional & Financial Sustainability 12 Strengthen Connections with Community Members, Alumni, and Families of Alumni 12 Recruit & Expand the Student Population 12 Enhance Fundraising & Capital Development 12 Create an Updated Marketing Plan and Brand Development 13

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Mission Statement

We believe in Benton Hall Academy where children who learn differently are educated with compassion, where children who struggle academically and socially are inspired to discover their strengths and

maximize their potential, and where children who have been on the outside looking in are invited to belong.

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Vision Benton Hall Academy will continue to improve all students’ learning, improve teacher effectiveness, set high standards for teachers and staff, promote continuous staff learning and enhance staff intellectual and

leadership capacity.

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School Profile Benton Hall Academy was founded in 1977 as a secondary school focusing upon providing students with learning difficulties an alternative setting to traditional public or private school environments in which students had previously been less successful. Benton Hall Academy now serves students in grades three through twelve who may or may not meet special education certification requirements. Our mission is to provide an education that addresses students’ unique learning styles, cultivates independent thought and promotes the building of character, enabling the students to contribute to their communities in meaningful and positive ways.

Enrollment The total enrollment at Benton Hall Academy for the 2017-2018 school year is approximately 55 students with a staff of 14 professionals with specialized training through yearly professional development. Enrollment for the class of 2018 is 9 students.

Curriculum The core courses of language arts, math, science, and social studies are aligned to the Tennessee State Standards. World language courses include Spanish from basic through advanced levels. A variety of elective courses are offered in art, technology, physical education, journalism, and creative writing. Technology that includes one-to-one Chromebooks and the use of the Google suite and specialized programs in reading, such as MaxScholar and math, such as GoMath & IXL, is also integrated throughout the curriculum. Reflecting the school’s commitment to meeting the needs of all students, each student at Benton Hall Academy is provided with an Official Accommodation Plan that may include accommodations and modifications based on a student’s psycho-educational evaluations and classroom observations.

Educational Options All students participate in a school-wide program that tracks behaviors and supports executive functioning skills. In order to provide educational programs that fulfill the unique needs of our juniors and seniors, students who meet certain criteria are eligible to participate in the following educational options.

● Dual Enrollment Program: Juniors and seniors may earn high school and college credits by enrolling in courses at our local community college, Columbia State.

● Work-Study Program: Juniors and seniors may explore career choices by enrolling in our Work-Study Program. Minimum Requirements A total of 22 credits are required for standard graduation. English 4 credits Fine Art 1 credit Math 4 credits Health/Physical Education 1.5 credits Social Studies 3 credits Personal Finance 0.5 credits Science 3 credits Electives 3 credits Foreign Language 2 credits *15 hours of community service is a requirement for graduation as well. Class Rank & Grading Scale Clubs & Sports Offered All courses are included in computing GPA and class rank. Cross Country - grades 5-12 Grades Basic Basketball - grades 9-12 A = 93-100 4.0 Cheerleading - grades 9-12 B = 85-92 3.0 Walking Club - grades 3-12 C = 75-84 2.0 Music Club - grades 3-12 D = 70-74 1.0 Gamer Club - grades 8-12 F = 0-69 0 Future Plans – Class of 2018 4-year college 35% Armed Forces 0% 2-year college/Technical 35% Employment/Other 20% Inclusive Higher-Ed Program 10% Student Assessments The school administers the following assessments to aid teachers in diagnosing individual strengths and weaknesses in order to provide more effective instruction. NWEA MAP – interim assessment administered to all students in the fall, winter & spring to assess growth in reading, language & math. ACT Aspire – summative standardized test administered to all 3rd-10th graders in reading, English, math, science & writing. ACT Tessera - assessment administered to 8th & 9th graders measuring social and emotional learning and character strength sets. ACT – required for all 11th graders as a graduation requirement. Seniors may retake as well. Special testing provided when necessary. Partnerships LearningRx, Vanderbilt’s Initiative for Autism Innovation and the Workforce, & social group leaders Bob Windrow, MACP and Sarah Ferguson, MSW.

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Board of Directors Chair

Jeannine Briley, Former VP, Education at Tennessee Hospital Association Secretary

Chuck Miller, Associate, Tuck-Hinton Architects Treasurer

Gregory Irvin, Senior Vice President, Bancorp South Members

Tina Brown, Director of Operations & Exhibits, Adventure Science Center Janet Coscarelli, Former Director of Head Start

Brian Horowitz, Consultant Joe McLaughlin, PhD., Clinical & Developmental Psychologist

Carey Reynolds, CPA Mary Layne Van Cleave, Executive Vice President & COO, Tennessee Hospital Association

Shelley Churchill, Parent

Administration

James Purcell, Head of School Andrea Meyers, Associate Head of School, Director of Technology, Records & Guidance

Jeff Keith, Dean of Students Kathy Cavanaugh, Office Manager

Staff Wade Archer, High School

Allie Bright, Lower & Middle School Sam Polatsek, High, Middle & Lower School

Jean Ferguson, High School Denise Johnson, Middle School

Sheridan Kaatz, High, Middle & Lower School Laura Mason, Middle School

Amy Murphy, High, Middle & Lower School Amber Sutphen, High School

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Dear Benton Hall Academy Community,

Since our first class in 1977, Benton Hall Academy has provided individualized education for students, grades 3 through 12, by addressing students’ learning styles, cultivating independent thought and promoting the building of character to enable students to contribute to their communities in a meaningful, positive way. We have positively impacted the lives of thousands of students and families throughout the years.

In 2017, the school’s staff and board began the process of creating a strategic plan with the goal of growth and improvement. All of our stakeholders, including board members, staff, parents, and students were involved through meetings, surveys and discussions. We also took into account the findings from our comprehensive self-study completed in 2017 as a part of our AdvancEd re-accreditation process.

The 2018-2021 Strategic Plan for Benton Hall Academy will guide us in our growth over the next three years and provide us with a vision for the future. The Strategic Plan focuses on the following priority areas:

1. The Educational Experience ➢ Create a Cohesive Academic Program in Accordance with State Standards ➢ Foster Individual Student Achievement and Growth ➢ Attract, Develop, and Retain Exceptional Teachers ➢ Foster Community Partnerships ➢ Strengthen the Transition Process

2. Institutional & Financial Sustainability ➢ Strengthen Connections with Community Members, Alumni, and Families of Alumni ➢ Recruit & Expand the Student Population ➢ Enhance Fundraising & Capital Development ➢ Create an Updated Marketing Plan

We are very thankful for everyone who provided their input to inspire a brighter future through

this strategic plan. Sincerely,

Jeannine Briley James Purcell Board Chair Head of School

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Strategic Planning Process

Engagement Our stakeholders have been involved in the improvement planning process in a variety of ways. Our board discusses topics relating to the improvement plan during their monthly meetings. In addition, in the fall of 2018 the board and school administration participated in a Strategic Planning Retreat. Our faculty and staff are involved in meetings regarding our improvement plan during regularly scheduled staff meetings. In addition, a running Google document is established that faculty and staff can contribute at his/her discretion. Faculty and staff participate in surveys yearly and one on one meetings with administration, as necessary, with parents and students providing input as well. When applicable advisory councils and specific meetings are scheduled such as during our head of school search and strategic planning during our move. Meetings were planned monthly after school to accommodate working parents. All parents were invited to participate and to volunteer for leadership roles and, when essential, voting occurred to make selections.

Participation Discussion of Needs:

Faculty and Staff - Formation of School Improvement Plan Meetings (monthly) Survey (yearly) Shared Google Document (ongoing) One-on-One meetings (as needed)

Board Members - Formation of Strategic Plan Meetings (monthly) Strategic Plan Retreat (as needed) Survey (yearly) One-on-One meetings (as needed)

Parent and Students - Input on School Improvement Plan & Strategic Plan Meetings (as needed) Survey (yearly) One-on-One meetings (as needed)

Communication The school improvement planning process and progress is communicated to stakeholders periodically via meetings, emails, letters and through our website.

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Highlights from 2015-2018

The Educational Experience In the last five years Benton Hall Academy has made substantial improvements in the educational

experience of our students. Specifically BHA has improved data collection and analysis. In 2015, BHA began testing all students in grades 3-12 using the NWEA MAP Growth Assessment. This assessment is administered in the fall, winter and spring and has provided teachers with valuable input on student growth which has in turn made curriculum and lesson planning more effective. Also, in 2015 BHA began to administer the ACT Aspire, starting with just the 8th and 10th graders. In 2016 BHA tested all students in grades 3-10 using this yearly summative assessment. These results have provided teachers, parents and students beneficial information on career and college readiness goals for each individual student.

In 2015, BHA also made significant improvements in technology. The student management system was converted from RenWeb to Sycamore Education providing staff and parents with an improved method for communication and involvement. With a considerable donation, BHA went one to one with Chromebooks with filtering through Securly. This enhanced BHA’s educational experience considerably by creating an environment of online learning using tools such as Google Classroom, Khan Academy, IXL, MobyMax, MaxScholar and many more. In 2016, BHA improved technology monitoring with the introduction to GoGuardian for teachers.

Our Transitions Program and support for graduating student and families has grown in the last five years. In 2016, BHA created a Senior handbook providing resources to families of graduating students at the beginning of the year. Also in 2016, a structured Work-Study program was developed to encourage students to gain valuable job experience. In 2017, the volunteer and community service program was restructured to foster increased participation from all of the students. Additionally, a partnership with JobWise was established providing more job training and on-site opportunities for our students ages 14-22.

In 2018 BHA administered the ACT Tessera Assessment which measures social and emotional learning skills to the 8th and 9th grade students.

Institutional & Financial Sustainability After a tumultuous move in 2016, BHA has begun establishing a new financial foundation upon

which to build. The last five years of the Food For Thought annual fundraiser has provided funds to supplement our annual budget. In addition, BHA has received a $5,000 science donation yearly since 2015 that has funded hands on lab experiences for the students.

Enrollment has been steadily increasing as well since our move with our year end enrollment in 2018 11% higher than in 2017.

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Strategic Plan for 2018-2021

The Educational Experience

Create a Cohesive Academic Program in Accordance with State Standards ● Continue the use of Tennessee state standards in planning/curriculum mapping

○ Action Steps: ■ Teachers continue to align curriculum by state standards

○ Assessment of Goal: ■ Proficiency and progress data from the ACT, ACT Aspire and NWEA

MAP tests ● Expand the use of technology in planning/curriculum mapping

○ Action Steps: ■ Teachers continue to use Maxscholar, MobyMax, IXL, Khan Academy,

Go Math, Google Classroom, MyHRW & ThinkCentral and explore new tools.

○ Assessment of Goal: ■ Track progress through individualized programs

Foster Individual Student Achievement and Growth ● Build opportunities for students to be involved in creating and monitoring individual

goals ○ Action Steps:

■ Create individual student goals ■ Monitor the students weekly or biweekly through individual goals

○ Assessment of Goal: ■ Student interviews and surveys ■ Assess students’ academic growth through MAP testing three times a

year ■ Assess students’ academic growth through ACT and ACT Aspire once a

year

Attract, Develop, and Retain Exceptional Teachers ● Attract, hire, and retain teachers and staff who believe in BHA’s mission and strive to

achieve excellence in relating their expertise to students ○ Action Steps:

■ Implement in-house faculty and staff professional development ■ In house workshops on differentiated instruction, layered curriculum

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○ Assessment of Goal: ■ Track staff turnover every fiscal year ■ Survey staff on level of satisfaction of current role

● Transition new teachers into a successful BHA personnel ○ Action Steps:

■ Assign a mentor to aid in placement testing, planning and assessing, and parent communication

○ Assessment of Goal: ■ Track and evaluate new teachers yearly through formal and informal

observations

Foster Community Partnerships ● Increase awareness of and support for Benton Hall’s unique educational experience

through the community ○ Action Steps:

■ Maintain a relevant website that effectively expresses the Benton Hall story

■ Promote Benton Hall through PR and media contacts ■ Identify and seek partnerships with universities, organizations that can

enhance our offerings, referral sources and other key stakeholders ■ Build our internal marketing capacity

○ Assessment of Goal: ■ Track and monitor website traffic ■ Survey incoming families

Strengthen the Transition Process ● Implement a transition program in the middle school in order to prepare students for a

successful emotional and academic experience in high school. ○ Action Steps:

■ Collaboration and instruction through dedicated study with eighth grade students in a high school classroom.

○ Assessment of Goal: ■ Survey and evaluate freshman at the end of the first quarter to assess

their confidence in preparation for the academic demands of high school classes.

■ Survey high school teachers at the end of the first quarter to assess the readiness of the freshman class.

● Implement a four year transition program for high school students to adequately prepare for productive and independent life after graduation.

○ Action Steps: ■ Each year incorporate a grade specific elective course that encompasses

life skills, personal finance, career exploration and community service.

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○ Assessment of Goal: ■ Gather and document post-graduate independent living information from

alumni and their families ● Continue to provide guidance to twelfth grade students pre and post-graduation to prepare

them for further academic studies and career paths. ○ Action Steps:

■ Maintain partnerships with work-study programs. ■ Assist and guide students with college and scholarship applications. ■ Aid students in finding placements for completing required community

service hours. ■ Provide opportunities for dual enrollment. ■ Aid students in job application and interview process. ■ Provide a Transitions Guidebook with resources for families

○ Assessment of Goal: ■ Compare information and program deliverables with similar programs

established nationwide. ■ Survey parents and students post-graduation

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Institutional & Financial Sustainability

Strengthen Connections with Community Members, Alumni, and Families of Alumni

● Update and create strategic plan for contact database ○ Action Steps:

■ Assess current contact database ■ Create strategic plan for pursuing critical donors and financial partners

○ Assessment of Goal: ■ Review yearly scale of impact in communication

● Evaluate and update communication plan with annual schedule, methods, and staff roles (media, direct, indirect, etc.)

○ Action Steps: ■ Create a schedule of communication methods including the Annual Give

Letter, Food for Thought communication, and other major events. ○ Assessment of Goal:

■ Participation data of community members

Recruit & Expand the Student Population ● Target home school organizations, physicians, and family practices

○ Action Steps: ■ Contact organization and attend functions to meet possible students. ■ Send a letter to local physicians and family practices.

○ Assessment of Goal: ■ Measured by assessment of how new families found out about BHA on

the intake form. ● Improve the prospective student process.

○ Action Steps: ■ Involve more current parents and students in presentations.

○ Assessment of Goal: ■ Measured by recording the number of presentations that involve a current

parent/student.

Enhance Fundraising & Capital Development ● Continue to develop established practices of Food for Thought and Annual Give Letters

○ Action Steps: ■ Appoint a lead coordinator for each fundraising event to carry out and

organize each event to increase funds raised each year. ○ Assessment of Goal:

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■ Growth trend of funds raised year to year. ● Develop comprehensive, strategic plan to pursue individual and organization donors

○ Action Steps: ■ Create a individualized request plan for large donors.

○ Assessment of Goal: ■ Value of donations attained.

● Assess scholarship and endowment programs for financial assistance to ensure future viability

○ Action Steps: ■ Create Affordable Benton Hall Program by researching federal programs,

starting the development of a parent communication team package, draft review, engage a tax professional and finalize and implement the program.

○ Assessment of Goal: ■ Number of additional students that are utilizing the program.

Create an Updated Marketing Plan and Brand Development ● Improve, solidify, refresh and refine our marketing plan

○ Action Steps: ■ Identify and engage a brand expert.

○ Assessment of Goal: ■ Creation of a marketing plan and data showing trends in enrollment and

funds raised. ● Continue established and explore new marketing techniques

○ Action Steps: ■ Obtaining and tracking feedback of advertising investment

○ Assessment of Goal: ■ We will measure the effectiveness of the plan by tabulating the amount

of visitors we receive from that media source and review website and facebook engagement monthly.

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