Page 6 - Coffee County Board of Education - Magazine 2023

Coffee County Schools by the Numbers Our Process

D eveloping the strategic plan was a true collaborative better prepare our students for college, career, the workforce,

Student
7,438 Enrollment school system. Beginning in September 2022, GSBA engaged FY19-FY23 Strategic Plan and feedback from the Community
process and a purposeful collection of stakeholder
and life. With consideration of effective initiatives from the
input focused on developing the direction of the
Engagement Report, the planning team began the process of
with the school board to establish the purpose and to conduct
of the mission, vision, and beliefs and the identification of goals,
Students White: 44% stakeholders at a number of levels, beginning with a meeting developing a well-designed, targeted plan, through the review
a SWOT analysis evaluating strengths, weaknesses or areas
performance objectives, and actions steps. Action Teams
Black: 29% of improvement, opportunities, and threats or challenges. The engaged in more focused sessions to review goals and
12 Hispanic: 22% process included a community event with a cross-section of actions, to determine initiatives that support each action,
approximately 73 stakeholders, including district, school, and
and to establish performance measures and targets for
Schools Other: 5% post-secondary educators; business and industry partners; implementation and monitoring. The school board, planning
healthcare representatives; community and civic leaders; parents,
team, and the Superintendent Teacher Advisory Council were
and students, participating in a SWOT analysis to reflect the various provided a final review of the strategic plan for additional
2 598 Students identified as gifted (8%) aspects of the community and needs for the next five years. A input or revisions.
community survey allowed an opportunity for any community
High Schools member to provide input for consideration in the new plan. This extensive process provided an understanding of the
strengths and opportunities for growth for the district from the
1,093 Students identified as Special Ed (15%) Following the GSBA SWOT analyses and community survey results, perspective of its internal and external stakeholders. We believe
1 649 English language learners (9%) GSBA provided a summarized Community Engagement Report the strategic plan is a reflection of the various perspectives
identifying strengths, areas of improvement, opportunities, and
exemplified through the five goal areas. The plan was approved
Freshman Campus 276 Migrant students (4%) challenges from all perspectives. The process continued by by the board of education on May 26, 2023, and will drive the
work of the school system through continuous monitoring
including a representative planning team to review the feedback
and evaluate current practices to determine areas of focus to throughout the five-year period.
1 854 Number of courses taken by students in Dual Enrollment September 2022 - May 2023

Middle School 279 Number of Pathway Completers WORK/PLANNING SESSIONS SURVEY
336 Number enrolled in work-based Learning SEPTEMBER 2022 - MAY 2023 u CCSS Families
8 220 Number enrolled in Advanced Placement u BOE Meeting u CCSS Staff

Elementary Schools u Community engagement Meeting u CCSS Students
u Planning Team - SP Stakeholder Executive Team Meeting u Community
1 u Action Team - School/System Leadership Team Meeting u Business/
Industry

Alternative Program 1,123 Employees A B C Our Strengths

560 Teachers u The district’s current Mission, Vision, and Beliefs are deeply rooted in the community and will continue to guide us in the future.

$ u The district provides multiple options and opportunities for education, including pathways and academies, and co-curricular
engagement through a variety of clubs and programs.
2024-25 Budget 563 Student Support u The district has strong leadership in the schools and community.

$79.5 million Staff, Office Staff, u Our community, including businesses, churches, and organizations, has a rich tradition of providing strong support through
and Administrators
stakeholder input and partnerships.
u The mission is being accomplished as the graduation rate continues to improve.

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