CCPS Comprehensive Plan

CAMPBELL COUNTY PUBLIC SCHOOLS COMPREHENSIVE PLAN: 2022-2027

Mission Statement

To provide a world-class education that enables every student to choose and pursue any post K-12 endeavor.

The Profile of a Virginia Graduate identifies the knowledge and skills that students should attain during their school experience to be successful citizens, including critical thinking, creative thinking, collaboration, communication, and citizenship. Campbell County Public Schools’ long-range goals focus on providing students with the skills they need to thrive in a diversified twenty-first century economy. We believe successful Campbell County Public Schools’ graduates will be able to think critically and creatively, communicate and collaborate effectively with others, while displaying the citizenship skills that will strengthen our community.

This comprehensive plan provides focus for our school division as we seek to recover from the impact of the COVID-19 pandemic and provide an education that enables every student to choose and pursue any post k-12 endeavor. This plan contains priority statements and objectives that will direct our work over the next five years. The areas of focus included in this plan are curriculum and instruction, student support services, personnel, and school operations. Technology is a focus area addressed within its own planning document but is infused within all aspects of long-range planning.

CURRENT REALITY

Prior to the COVID-19 pandemic and school closures during the 2019-2020 academic year, all schools in Campbell County were fully accredited; however, the pandemic has created gaps in instruction and produced learning loss that will take time and a strategic approach to overcome. For the 2020-21 and the 2021-22 school years, CCPS created a Safe Return to School Plan which prioritized staff and student safety through COVID-19 mitigation strategies while making up for lost learning and closing achievement gaps that grew because of the pandemic. To extend learning and meet students’ academic needs, alternative schedules were put in place, including the 4x4 block schedule at the secondary level, and summer programs were expanded. As Campbell County Public Schools look to the future through comprehensive, strategic planning, we must consider what our school system can become while facing the existing challenges presented by the pandemic.

Background

BACKGROUND

ENROLLMENT TRENDS

Trends indicate a gradual decline in overall enrollment in Campbell County Public Schools over the past ten years. Though the overall enrollment has declined, attendance in the Brookville area has continued to grow. Tomahawk Elementary, Brookville Middle, and Brookville High have experienced enrollment growth while Leesville Road Elementary is the only school in the area to have a decrease in enrollment over the past ten years. This decrease is believed to have been impacted by the COVID-19 pandemic.

Campbell County Public Schools Enrollment Trends

CCPS Total Enrollment
2012-2013	8,392
2013-2014	8,338
2014-2015	8,138
2015-2016	7,939
2016-2017	8,020
2017-2018	7,895
2018-2019	7,891
2019-2020	7,921
2020-2021	7,787
2021-2022	7,854

Brookville Area Schools Enrollment Trends
	2017-2018	2021-2022
Leesville Road Elementary	661	598
Tomahawk Elementary	683	692
Brookville Middle	727	734
Brookville High	925	1000

Over the past ten years, Campbell County Public Schools have experienced a rise in English Learning students, students with disabilities, and students identified as being economically disadvantaged while overall enrollment has declined. According to data obtained through the Virginia Department of Education, the number of students receiving English Language services has grown from 104 students in 2011-2012 to 186 in 2021-2022. The number of students receiving special education services has grown from 869 students to 1034 during that same period, and the number of students identified as economically disadvantaged rose from 3451 to 3737.

	2011-2012	2021-2022
English Learning students	104	186
Special Education	869	1034
Economically disadvantaged	3451	3757

Accountability and Accreditation

ACCOUNTABILITY AND ACCREDITATION

Campbell County Public Schools approach to accountability and accreditation focuses on what should be measured as we continuously work to improve the quality of classroom instruction. During the 2021-2022 school year, the state accreditation model has been reinstated after being waived for the previous two years due to the pandemic. The model focuses on student growth in math and English for grades 3-8 and achievement in science, and overall performance in reading, math, and science for selected end-of-course testing at the secondary level. The model also includes an analysis of reporting groups such as economically disadvantaged, students with disabilities, and race so that we can improve learning for all student populations.

Curriculum and Instruction

Curriculum/Instruction

Priority 1: Ensure successful implementation of the Profile of a CCPS Graduate and maintain full accreditation for all schools within the division.

Objective 1: Ensure mastery of unfinished learning, attain grade level proficiency, and move all student learning as seen and monitored through assessments and data analysis, which will inform curriculum and instruction.

Strategies	Impact Statement	Timeline
Ensure that the content and cognitive level of learning standards are being taught effectively at each grade level.	Due to the shift of principal responsibilities during the pandemic (i.e., contact tracing), CCPS will prioritize instructional leadership and train administrators to grow teachers’ capacity to deliver instruction and meet the learning needs of students.	2022-2023 SY
Create a systematic process to effectively and efficiently use essential data to personalize and maximize instructional practices.	Set up a division level data dashboard in partnership with the technology department. As a result of the pandemic impacting the 2019-2020 and 2020-2021 school years, there is a need to analyze the learning gaps of our students as we transition away from learning loss as a result of the pandemic.	2022-2023 SY
Develop interdisciplinary curriculum in elementary that integrates all content areas (including character education) as well as critical thinking, creativity, collaboration, communication, citizenship.	Elementary curriculum teams will collaborate to develop themes to connect Pre-K- 5 CCPS curriculum. All curriculum teams will continue to integrate the 5 C’s into the current CCPS curriculum.	2023-2024 SY
Ensure innovative and effective teaching practices that result in instruction that engages and provides maximum growth for all students.	Instructional leaders (Directors, Principals, Instructional Specialists, Coaches) will use a variety of data (MAP, PALS, SOL, Formative Assessments) to determine needs and then research and implement identified best practices into CCPS curriculum.	2022-2023 SY
Identify instructional priority and focus areas and establish quarterly meetings to plan school-wide instructional monitoring and support.	Incorporate reviewing observation practices as part of the principal’s meetings to ensure we are addressing division priorities and monitoring progress in identified focus areas.	2022-2023 SY
Develop a division-wide approach, including data analysis, scheduling, evaluation, and training, to support schools in the recovery and academic growth of students.	Schools will provide ambitious, evidence-based instructional practices that are proven to recover students.	2022-2023 SY
Evaluate the assessment process and continue to develop, grow, and refine performance assessments to be aligned to state and division needs.	Curriculum teams will review current assessments, integrate them into instruction, and implement them in the CCPS curriculum.	2023-2024 SY

Objective 2: Ensure students attain the knowledge and competitive workplace skills required to meet CCPS Profile of a Graduate requirements and prepare students for citizenship post-graduation.

Strategies	Impact Statement	Timeline
Evaluate core curriculum (K-12), courses, electives, and CTE offerings to meet the needs of students and Profile of Graduate.	Create a process that would determine how effectively CCPS current core classes and elective offerings meet the goals of CCPS Profile of a Graduate. Revisit the division Profile of a Graduate progress from the 2019-2020 school year to determine appropriate recommended next steps and priorities.	2022-2027
Design elective courses and middle school exploratory programs to align with career pathways and Profile of a Graduate.	Conduct an audit of exploratory and elective courses and develop plans at each secondary school to ensure alignment to career pathways and meet graduation expectations.	2022-2027
Offer robust college and career coaching at the four high schools.	Evaluate and monitor the existing college and career coaching models and develop a consistent division model.	2022-2024
Evaluate regional programs for enrollment trends and relevance to maximize the division’s capacity to serve students.	A review of enrollment trends will take place annually to gauge program relevance and capacity, especially in the CVCC Dual Enrollment Program. Regional programs include Governor’s School, Early College, and Career and Technical Dual Enrollment.	Annually
Evaluate and strengthen partnerships with local businesses, industries, and colleges to support career ready pathways.	Audit partnerships to enhance learning experiences for all students to include work experiences, educational experiences, and resources, including College and Career Day held annually at the Campbell County Technical Center.	Annually

Objective 3: Provide professional development that will equip CCPS staff with the knowledge and skills to ensure student success.

Strategies	Impact Statement	Timeline
Provide ongoing professional development to address the growing needs of our English Language Learner population.	Continue partnership with Longwood University to enroll teachers in the EL Bootcamp. The goal is to train 30 teachers in the next two years. Conduct annual standardized entrance identification and enrollment training for teachers, administrators, and enrollment staff.	2022-2024 SY Annually
Provide professional development on effective reading practices such as LETRS and Sonday Reading Intervention.	Develop professional development plans that ensure identified teachers are equipped with the knowledge needed to meet students' needs.	Annually
Provide ongoing professional development on best instructional leadership practices.	Create a needs assessment to gauge teacher needs related to their instructional practices that facilitate effective use of technology and make maximum use of new schedules at the secondary level. Develop a professional development model/plan that focuses on recovery and growth of students and integration of instructional technology.	2022-2023 SY
Promote life-long learning and continued professional development opportunities that address the essential competencies and skills needed by teachers, administrators, and classified support staff.	Provide stipends, travel expenses, and professional development costs. Calendar considerations for professional development prior to the school year starting, during the summer, and during the school year.	Annually

Student Support

Student Support

Priority 2: Provide high-quality, effective learning environments for all students.

Objective 1: Promote positive school–parent and community relations.

Strategies	Impact Statement	Timeline
Reconnect the school community by engaging in positive social interactions between schools, students, and parents. Schools will develop school-based events to connect with parents.	During the pandemic, the opportunities for school personnel to collaborate, share instructional successes, and share student progress with peers have been curtailed. Equally, students have been limited in access to positive school-based activities. Likewise, parents have not been able to participate in teacher/parent collaboration in instruction, behavior support, and positive social activities within the school community.	Annually
CCPS will continue to analyze the Virginia School Survey for Climate and Conditions to identify needs and community norms for school climate.	Conduct a formal review of currently existing annual survey data to guide decisions that will change and shape the climate and culture of the school community.	Annually

Objective 2: Support student social emotional development through school-based programs to instill character development and emotional well-being.

Strategies	Impact Statement	Timeline
K-5 Schools will continue to investigate and implement character education using Character Strong and Caring School Communities.	Incorporate character education training into the school and classroom learning environment that encourages students to be creative problem-solvers who understand and apply knowledge, demonstrate intellectual integrity, and can solve challenging social problems. At the middle school level, evaluate our current character education curriculum and implementation.	2022-2023 SY
CCPS recognizes that proactive classroom management is an essential part of the learning spectrum. CCPS is committed to providing pre-service and in-service training opportunities for all staff to improve positive approaches to school discipline.	Provide new teachers with training in positive classroom management and provide learning opportunities for in-service staff members to learn and adapt to changing classroom environments.	Annually
CCPS recognizes that school counselors are partners in behavior support. CCPS will train school counselors in positive behavior interventions. Counselors as Behavior Support · Training school counselor in Positive Behavior Interventions.	Create support systems within the individual school building that includes the school counselors as partners in behavior support for individual student’s emotional and behavioral needs.	2022-2023 and Ongoing
CCPS recognizes that digital citizenship, the responsible use of digital hardware, social media, and digital learning platforms, are of paramount importance to students.	CCPS will research, recommend, and implement digital citizenship training for all students.	2022-2023 and Ongoing

Objective 3: Ensure safe and secure schools through deliberate staff training.

Strategies	Impact Statement	Timeline
CCPS recognizes the need for all personnel to identify threatening behavior and that each school shall have a threat assessment team trained to evaluate and respond to threats to the school environment.	Threat Assessment Teams will update threat assessment training annually and perform desk drills. All personnel will receive training in identifying threatening behaviors.	Annually
Campbell County Public Schools recognizes the possibility of a mass casualty event and will train annually on reunification of students and parents if this unfortunate circumstance were to occur.	CCPS will conduct annual Reunification training for all designated staff.	Annually
CCPS recognizes the need for all staff to be highly trained to recognize signs of trauma, mental illness, and harming behavior of those in our school community.	All certified personnel will complete Mental Health Awareness Training.	Ongoing

Human Resources

Human Resources

Priority 3: Encourage and support the recruitment, development, and retention of well-prepared and skilled teachers and school leaders.

Objective 1: To promote and recruit highly qualified staff that meet the needs of every student.

Strategies	Impact Statement	Timeline
Expand social media, employment websites, other technology strategies, and the Human Resources tab on the CCPS Website to recruit highly qualified candidates for all positions.	Develop a Recruitment and Retention Committee including administrators, teacher leaders, and a Public Relations Liaison. Possible financial implications for subscriptions, technology, or employee referrals	2022-2023 SY
Evaluate and expand the CCPS Annual Job Fair.	Evaluate ways to expand Job Fair using technology.	2022-2023 SY
Expand recruiting efforts with surrounding colleges (invite to Job Fair, mock interviews, student teachers, paraprofessionals, substituting opportunities, Grow Your Own Programs, Teachers for Tomorrow Programs).	Possible financial implications for collaborative licensure programs	Annually
Evaluate and update all recruiting materials (Job Fair materials, benefit brochures, materials to highlight class ratios, PD, administrative support, etc.).	Utilize Recruitment Committee including administrators, teacher leaders, Public Relations Liaison Possible financial implications for publications and technology	2022-2023 SY
Develop a Student Teacher Program that provides orientation, support, and feedback to develop and retain high quality teacher candidates for CCPS and incentivize cooperating teachers.	Collaboration with Personnel and the Instruction Department Possibly financial implications for funding for incentives for cooperating teachers	2022-2023 SY-evaluation of the program

Objective 2: Retain highly qualified teachers and support staff that will meet the needs of all students.

Strategies	Impact Statement	Timeline
Develop an induction and professional development model for new teachers.	Collaboration with Personnel and the Instruction Department Possible calendar implications to plan for PD days Possible restructuring of support personnel (coaches, Instructional Specialists)	Annually
Update our current mentoring model and handbook, including program evaluation and professional development.	Possible financial implications to increase stipend for mentors. Explore professional development for mentors on providing support, classroom coaching and feedback	2022-2023 SY-evaluation of the program
Evaluate HR support and informational processes, including updating the CCPS HR Website to provide staff with easily accessible information.	Technology support Collaboration with Finance Department (Benefits, etc.)	2022-2023 SY-evaluation of needs Ongoing as needed
Evaluate substitute teacher induction, handbook, pay, and training, and update as needed.	Technology support Possible financial implications for salary increases and training	Annually
Evaluate CCPS Personnel policies to determine possible changes to offer additional benefits to employees.	Possible policy implications	2022-2023 SY
Evaluate and determine needs for Professional Development opportunities in CCPS for all staff, including new teachers, current staff, and leadership opportunities for teacher leaders.	Collaboration with Personnel, Technology, and the Instruction Department Possible calendar implications to include PD days Possibly restructuring of support personnel (coaches, Instructional Specialists) Possible financial implications for PD and stipends	2022-2023 SY-evaluation of the program
Research and expand staff appreciation and recognition opportunities.	Utilize Recruitment Committee including administrators, teacher leaders Possible financial implications for publications or gifts	2022-2023 SY

Objective 3: Provide systematic support to administrative personnel to recruit and retain highly qualified staff.

Strategies	Impact Statement	Timeline
Analyze employee evaluations and determine the need for administrator training regarding format, feedback, and evaluation processes.	Collaboration with Personnel and the Instructional Department	2022-2023 SY-evaluation of the program
Finalize a division-wide interview and hiring protocol for supervisors.		2022-2023 SY
Evaluate the classified and certified salary scale yearly to project needed increases to remain commensurate with surrounding counties.	Use data collected from salary studies to make yearly recommendations for consideration for salary scales, classifications, job descriptions, extended responsibilities, stipends, tuition assistance to ensure compensation and job responsibilities are competitive and internally equitable. Financial implications for salary increases	Annually before/during budget season

School Operations

School Operations

Priority 4: Campbell County Public Schools recognizes that the administrative procedures used to effectively operate a school (system) may impact the learning opportunities and environment of students and staff. Therefore, we will enhance current practices and seek alternative and creative means to meet the needs of each student in Campbell County.

Objective 1: To review, analyze, and evaluate data that impacts Campbell County Public School facilities and services.

Strategies	Impact Statement	Timeline
Continue to utilize and update the Capital Improvement Plan to determine repairs and upgrades needed to existing facilities.	The implementation of the Capital Improvement Plan is contingent upon approval and funding by the Board of Supervisors.	Ongoing
Coordinate with the Campbell County Community Development to identify the current population trends. Assess the building capacity and facility needs of the school division.	By coordinating with the county planner (Community Development Director) and knowing the population trends, this will assist in determining personnel needs which has a yearly fiscal impact. This will also determine the need for additional building space.	Annually
Review and Revise the CCPS Crisis Plan.	The division’s Crisis Plan will be used as a template to develop and address appropriate crisis response at the building level.	Annually Per Code of VA 22.1-279.8
Develop a plan that provides for a continuous pool and retention of qualified transportation staff.	Research regional salary and benefits to determine best practices for CCPS.	Ongoing
Monitor and facilitate the Rustburg Middle School transition into their new building.	The coordination of transitioning into the new building will include moving furniture to be used in the new building and decommissioning furniture that will not be used.	2022-2023

Technology

Technology is used in every aspect of our ever-changing, global society, and the amount of information people receive today far exceeds that of any period in history. Campbell County Public Schools’ mission is to provide a world-class education that enables every child to be successful at any endeavor. Increasing access to technology is essential to meeting the division’s mission, and one of the primary learning tools of twenty-first century students is personal teaching devices. Valued skills in the modern workplace include the ability to think critically and creatively, collaborate with others and communicate effectively using technology. Whether we are preparing students for the modern workplace or post-secondary education, proficiency using technology must be guaranteed in our K-12 educational curriculum accompanied by a firm understanding of digital citizenship.

Campbell County Public Schools continuously evaluates the technology used to support the delivery of instruction and the hardware required to adequately meet the division's technology needs to improve teaching, learning, and productivity in all schools. Strategic priorities, goals, and action steps have been outlined in the 2022-2027 Educational Technology Plan, which is an extension of the overall Campbell County Public Schools Comprehensive Plan.