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  Is The Development Of A Strategic Plan A Precursor To A Boardman School Tax Levy?  
  Hudson, Ohio Firm Says “The Timing Is Perfect” To Combine Rich Traditions With An Understanding Of How To Move Forward:   July 17, 2025 Edition  
     A strategic plan, labeled as a “roadmap for the future” of the Boardman Local School System has been completed at a cost of $29,500 by the Impact Group of Hudson, Oh. The study was commissioned in March.
      In its proposal to develop a strategic plan, the Impact Group told Boardman school officials “The timing is perfect to update the strategic plan that will combine Boardman’s rich traditions with an understanding of how they move forward for a productive future.”
      Some have viewed the newly-developed strategic plan as a precursor to a tax levy to raise funds for the construction of a new school building to replace Center Intermediate School.
      “Facilities are widely described as outdated and in need of improvement, with Center Intermediate School identified as the highest priority for repairs or replacement,” says a summary of the strategic plan, that adds “A clear desire was expressed for a comprehensive Master Facility Plan to guide future investments.”
      Among other ‘overall themes’ presented by the Impact Group is a call for “services that suppport the ‘whole child.’
      “Stakeholders expressed a need to expand services that support the whole child, academically, socially, and emotionally. This includes additional staffing and training for special education, more intentional services for gifted learners, and increased access to counseling and mental health support,” says the summary.
      It also notes “Staff and families expressed concerns about inconsistent discipline practices.”
      Following is the review of the survey released by the Boardman School District:
      Boardman Local Schools is embarking on an exciting journey to shape the future of our district through a comprehensive strategic planning process. We are proud to partner with The Impact Group, a respected consulting firm based in Hudson, Oh., to ensure this plan reflects the needs and aspirations of our students, families, and community members.
      Impact Group Strategic Planning Summary
      Strategic planning is a roadmap for the future of Boardman Schools. This initiative will guide decisions on academic programs, facilities, extracurricular activities, and overall student success for years to come.
      Stakeholder Engagement Process
      The Impact Group led a comprehensive and inclusive community engagement process to guide the development of the Boardman Local School District’s new strategic plan. Feedback was collected through ten focus groups, including junior high and high school students, staff, parents, and community partners. The stakeholder input was paired with an in-depth analysis of 1,181 parent/community survey responses and 286 staff survey responses.
      To further shape the district’s direction, The Impact Group facilitated a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis with the Board of Education and Boardman’s Leadership Team, including administrators, principals and department heads. This session helped identify shared perspectives on the district’s vision, strengths, challenges, and future opportunities.
      The focus groups also allowed for deeper conversations around emerging themes and brought valuable context to the survey data. By combining both the numbers and the voices behind them, The Impact Group developed a well-rounded understanding of what matters most to the Boardman Local School’s community. This thoughtful engagement process lays the groundwork for a strategic plan rooted in transparency, collaboration, and a shared vision for the future.
      Overall Themes
      1) Facilities and Infrastructure:
      Stakeholders across all groups-parents, staff, and students-consistently expressed concern about the aging condition of school buildings. Facilities are widely described as outdated and in need of improvement, with Boardman Center Intermediate School (BCIS) identified as the highest priority for repairs or replacement. Concerns include HVAC issues, mold, broken bathrooms, limited space, and security risks. Many feel these conditions affect the learning environment and compare unfavorably to nearby districts.
      Parents overwhelmingly support upgrading facilities, especially in grades K -8 (62.08% strongly support). A clear desire was expressed for a comprehensive Master Facility Plan to guide future investments.
      2) Academic Quality and Opportunities:
      Boardman is praised for strong academic offerings such as AP, CCP, and college preparatory programs, with staff affirming their value. High academic expectations and preparation for post-secondary success are viewed as strengths. Areas for growth include more curriculum consistency between buildings, expanding trade and employability pathways, and increasing creativity and differentiation in instruction. There is also interest in strengthening foundational skills and offering more life skills classes.
      3) Communication and Transparency:
      While some families and staff feel well-informed, others see room for improvement in communication practices. Feedback points to a desire for more consistency across schools, streamlined use of communication platforms, and greater transparency around decision -making, especially related to finances and safety. Many staff and parents favor tools like Remind for clear, unified messaging and want to avoid duplicate messages from multiple sources.
      4) Student Support Services:
      Stakeholders expressed a need to expand services that support the whole child, academically, socially, and emotionally. This includes additional staffing and training for special education, more intentional services for gifted learners, and increased access to counseling and mental health support. Staff would like more professional development in these areas, and families want clearer communication and consistency around student plans (e.g., IEPs/504s).
      5) Discipline and Student Behavior:
      Staff and families expressed concerns about inconsistent discipline practices across schools. While progress has been made in some areas, there is a call for more clearly defined expectations, equitable enforcement, and stronger support for addressing behavior to maintain a safe, positive learning environment.
      6) Arts and Music Programs:
      Boardman’s music and arts programs stand out, especially band and orchestra. Many families cite these programs as a key reason they choose the district. Staff dedication, program quality, and student participation are all celebrated. A few noted a desire for more consistency and access across grade levels.
      7) Athletic Programs:
      Athletics are valued but noted as an area needing greater alignment and improvement. Stakeholders cited inconsistencies between junior high and high school programs, limited playing time, and concerns about fairness and focus on development. Upgrading athletic facilities and supporting coaching development were identified as key needs.
      8) Community and Parent Involvement:
      A strong sense of community and “Spartan Pride” is a defining trait of the district. Families appreciate opportunities to engage, especially through PTA events and district traditions. However, some would like more involvement opportunities beyond PTA and at the upper grade levels. Expanding community forums and engagement efforts was recommended.
      9) Staff Quality and Support:
      Teachers and support staff are frequently named as one of the district’s greatest strengths. They are viewed as committed, caring, and student-focused. Staff pride themselves on teamwork and going the extra mile. Areas for continued focus include increasing support from administrators, especially with student discipline, improving staffing levels in key areas, and ensuring equity and recognition across all staff roles.
      10) Finance and Funding:
      Financial concerns are a recurring theme. Stakeholders want more transparency around levy funding and how dollars are allocated. Some
      expressed concern that funding isn’t always directed toward the most urgent priorities, like facility needs. Anticipated budget pressures from changes to state funding formulas, open enrollment policies, and voucher programs are top of mind for many, underscoring the need for long-term financial planning.
      Boardman Local School Overview
      Enrollment Declining
      Enrollment in the Boardman Local School System has been steadily declining.
      According to annual audit reports, in 2000 the Boardman Local School District had an enrollment of 4,699 students and was staffed by 311 certified teaching personnel and 259 non-certified staffers.
      Basic financial statements for the fiscal year that ended June 30, 2016 said enrollment had dipped to 4,536 students, and staffing had increased to include 355 certificated personnel and 309 non-certificated employees.
      Basic financial statements for the fiscal year that ended June 30, 2024 showed enrollment at “approximately 3,705 students and staffing included 313 certificated personnel and 239 non-certificated employees.
      According to publicschoolreview.com, the Boardman Local School District serves 3,649 students in grade kindergarten thru twelfth grade with a student-teacher ratio of 16-1; and notes :According to state test scores, 65 per cent of students are at least proficient in math and 73 per cent in reading.”
 
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