Future of Plain Local

Plain Local School District’s strategic plan was developed through a comprehensive and inclusive community engagement process. Input was gathered through 15 focus groups, representing middle and high school students, staff, parents, and community partners. This qualitative feedback was paired with survey data, including responses from over 500 parents, community members, and more than 340 staff members.

To further inform the district’s direction, the Board of Education and the Plain Leadership Team—including administrators, principals, and department heads—participated in a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. This session helped clarify shared perspectives on the district’s strengths, challenges, and future opportunities.

The focus groups provided further insight into emerging themes and gave important context to the survey results. By blending data and dialogue, the district gained a well-rounded understanding of community priorities. This engagement process provides a strong foundation for a strategic plan built on transparency, collaboration, and a unified vision for Plain Local School’s future.

ENGAGEMENT OPPORTUNITIES

• SWOT Analyses: Conducted with the Board of Education & Leadership Team
• Focus Groups: 15 Sessions Offered
• Staff Survey: 340 Responses
• Community Survey: 500 Responses

COMMUNITY-WIDE PARTICIPATION

• High School and Middle School Students
• Staff
• Leadership Team
• Parents
• Community Partners
• Board of Education Members

OVERALL THEMES

• Facilities
• Student Learning
• Comprehensive Student
• Support Systems
• Student Expectations
• Empowering and Supporting Staff
• Improving Communication
• Enhancing Communication and Engagement
• Building Stronger Community Connections

Maintain rigorous learning standards, expand the variety of learning opportunities, and align instruction to ensure students’ high personal and academic achievement.

OBJECTIVE 1.1 Promote Academic Expectations and Rigor Across All Grade Levels

• Foster a culture of excellence by setting high standards for all students, ensuring access to challenging coursework, and high expectations in every classroom.

OBJECTIVE 1.2 Foster Academic Excellence at All Grade Levels

• Ensure every student, at every stage of learning, is prepared for their future pathway, whether college, career, trades, or service, by improving graduation rates and consistent academic growth across all student groups. .

OBJECTIVE 1.3 Strengthen Curriculum Alignment and Instructional Consistency

• Improve vertical and horizontal alignment of curriculum to support seamless academic progress and ensure consistent instructional quality across grade levels and buildings.

OBJECTIVE 1.4 Establish a Consistent Continuum of Services for Students with Disabilities

• Identify systems that reflect flexible service models based on student needs on a year-to-year basis.

OBJECTIVE 1.5 Ensure Every Student Has Ownership of a Personalized College or Career Plan

Build on current pathways by providing guidance, coursework, and real-world experiences that help each graduate develop and own a clear plan for post-secondary success. 

Maintain clear student expectations, consistent discipline practices, and proactive support systems for students and staff to foster a safe, respectful, and supportive learning environment.

OBJECTIVE 2.1 Develop and Implement District-Wide Behavioral Expectations Utilizing PBIS Guidelines

• Create and communicate a clear and consistent code of conduct across all schools to ensure alignment in positive behavioral expectations.

OBJECTIVE 2.2 Provide Staff Professional Learning on Behavior Management and Restorative and/or Reintegration Practices

• Equip educators and support staff with practical tools and strategies to address behavior proactively.

OBJECTIVE 2.3 Strengthen Student Support Systems

• Expand and implement evidence-based interventions and wellness programming to support student behavior, self-regulation, and conflict-resolution skills.

OBJECTIVE 2.4 Engage Families and Students in Understanding Expectations

• Clearly communicate student expectations and support to students and families, building shared understanding across the school community.

Create a master facility plan that invests in facility improvements that support student academic and engagement success, staff needs, safety, and long-term community value.

OBJECTIVE 3.1 Assess and Prioritize Facility Needs Across the District

• Conduct a comprehensive facilities assessment to identify and prioritize building upgrades, focusing on K-8 school buildings.

OBJECTIVE 3.2 Develop a Long-Term Facilities Master Plan

• Create a phased, financially responsible plan for renovations, new construction, and modernization efforts aligned with district growth, academic goals, and student engagement.

OBJECTIVE 3.3 Ensure Learning Environments that Meet the Needs of the Students

• Examine the learning and programming needs of students and incorporate those needs into the design of any renovation or new construction.

OBJECTIVE 3.4 Engage the Community in the Planning Process

• Involve staff, students, families, and community members in facility planning through transparent communication, feedback opportunities, and shared decision-making.

OBJECTIVE 3.5 Design and Propose Funding for the Master Facility Plan

• Research various funding options to create a funding plan for the Master Facility plan.

Cultivate a connected, high-impact athletic program that builds on the district’s strong foundation of excellence. By supporting and developing coaches, fostering consistent expectations, strengthening communication, and promoting a positive team culture, the program will empower student-athletes to thrive and inspire lasting community pride from youth through high school.

OBJECTIVE 4.1 Invest in Coaching Development and Program Quality

• Launch a comprehensive coaching development program across middle and high school athletics to establish clear expectations for student-athlete conduct, academic accountability, and equitable treatment.

OBJECTIVE 4.2 Enhance Communication with Families and Athletes

• Improve athletic information sharing by streamlining communication tools and ensuring consistency across all programs. This includes updating and maintaining the athletic department website, improving outreach to parents, and bridging communication gaps between middle and high school teams so that families remain informed, engaged, and confident in the process.

OBJECTIVE 4.3 Align and Integrate Athletic Programs Across All Levels

• Develop a district-wide strategy that promotes consistency in coaching philosophy, team culture, and athletic opportunities from youth leagues through high school. By strengthening coach collaboration and expanding opportunities at the middle school level, Plain Local Schools will create a more connected and intentional pathway that supports student-athlete development at every stage. 

Foster a supportive, empowered workforce by ensuring appropriate staffing, prioritizing staff well-being, and providing relevant, high-impact professional development to strengthen capacity across all roles.

OBJECTIVE 5.1 Increase Staffing Capacity and Support Structures

• Evaluate district and building needs across all departments to meet the needs of students and staff within budget availability.

OBJECTIVE 5.2 Prioritize Staff Well-Being and Retention

• Implement initiatives that promote staff wellness, reduce burnout, and recognize staff contributions, focusing on improving job satisfaction and retention.

OBJECTIVE 5.3 Enhance Professional Development Opportunities

• Design differentiated, practical professional learning for certified and classified staff, aligned to student and staff needs.

OBJECTIVE 5.4 Strengthen Leadership and Collaboration at All Levels

• Provide leadership development and coaching for current and aspiring leaders while fostering collaboration and shared decision-making across roles and buildings.

OBJECTIVE 5.5 Integrate AI technologies

• Streamline school operations, enhance learning environments, and modernize facilities using AI to support student achievement and operational efficiency.

Build strong community trust and engagement through transparent, proactive, and accessible communication that informs, involves, and celebrates all stakeholders.

OBJECTIVE 6.1 Enhance Two-Way Communication Channels

• Enhance the accessibility and usability of district communication tools, especially the website, by improving navigation, maintaining accurate and timely content, and providing subscription-based updates to keep families and community members informed.

OBJECTIVE 6.2 Expand Proactive Communication Strategies

• Implement a proactive storytelling process that highlights student success stories and showcases district strengths and innovations to strengthen public perception and pride in Plain Local Schools.

OBJECTIVE 6.3 Engage Parents and the Community

• Expand parent and community involvement opportunities by inviting feedback, encouraging participation in school initiatives, and creating welcoming engagement experiences, with attention to residents without school-age children. 

Foster a clear, consistent, and timely flow of communication across all district levels to reduce confusion, build trust, and support a collaborative, informed workplace culture.

OBJECTIVE 7.1 Strengthen Two-Way Communication Channels

• Create structured opportunities for staff to provide feedback, ask questions, and share insights with leadership through regular forums, digital feedback tools, and direct communication pathways.

OBJECTIVE 7.2 Enhance Access to Professional Development Information

• Ensure all staff, including classified employees, receive timely and relevant updates about professional development opportunities through tailored communication methods that meet their unique needs and roles.

OBJECTIVE 7.3 Minimize Communication Overload

• Audit and streamline current communication tools and platforms to avoid redundancy and message fatigue, prioritizing essential updates and clearly labeling critical information at the district and building levels.

Maintain long-term financial stability and allocate resources to support high-quality educational opportunities that meet evolving student and district needs.

OBJECTIVE 8.1 Align District Budget and District Priorities

• Review and revise budget processes to align with the school district’s priorities, including capital planning.

OBJECTIVE 8.2 Increase Financial Reporting Communication and Community Involvement

• Present financial information clearly and accessibly. Engage the community in understanding the district’s financial needs and plans to strengthen trust and support for long-term fiscal goals. (e.g., ACFR, PAFR, etc.)

OBJECTIVE 8.3 Advocate Financial Support with Professional Organizations

• Continue to partner with Ohio’s professional organizations, OASBO, OSBA, and BASA, to leverage public school funding locally and at the state legislative level.

The attached assessment documents include notes and revisions provided by Sol/Harris Day Architecture. Renovation cost estimates were adjusted to reflect findings from Sol/Harris Day, and these adjusted figures were presented at the Futures Conference. Sol/Harris Day will submit proposed adjustments to the Ohio Facilities Construction Commission (OFCC) for review. OFCC is the state agency that partners with districts on school facility planning and funding. The OFCC will evaluate these proposed changes and issue revised assessments accordingly.

New building cost calculations are based on a facility of equivalent square footage using current published cost data. These figures are provided solely for comparison to renovation costs and do not represent a proposed construction solution.

Avondale Elementary
Barr Elementary 
Frazer Elementary
Middlebranch Elementary
Taft Elementary
Warstler Elementary 
Glenwood Intermediate School
Oakwood Middle School
Little Eagles Preschool (Day)

The terms and abbreviations listed below may be used throughout the Futures Conference and the Master Facility Planning process. Please refer to this glossary to become familiar with commonly used terms.

• Condition Assessments = A detailed inspection of facility systems (HVAC, roofs, MEP, etc.) to evaluate how systems are functioning and their conditions. Assessments assist in determining renovation, replacement or maintenance of individual systems and/or facilities.
• Educational Adequacy = A school’s physical environment that supports high-quality teaching and learning. This includes safe, well-maintained, and equipped buildings with appropriate spaces and resources that enable students to meet academic standards and thrive in their educational experience.
• Enrollment = The number of students attending a particular school or district.
• Facility Condition Index (FCI) = A metric used to assess the physical condition of a building or facility. It's calculated by dividing the cost of needed repairs by the current replacement value of the facility, expressed as a percentage.
• FMP = Facilities Master Plan
• Geographic Information Systems (GIS) = Geographic Information Systems or GIS integrates software, hardware, data, and people to create, store, analyze, display, report, and manage geographic information
• Grade Configuration = The arrangement of students into grade groupings. A common grade grouping would be K-5, 6-8, and 9-12. Other examples include PK-3, PK-6, K-3, K-8, 4-6, 7-9, 9-12, and 10-12.
• Historical Enrollment = The number of students attending a particular school or district in the past. For example, if we say the historical enrollment of Washington Elementary School in 2010-2011 was 543 students, we are indicating that the number of students attending that school in that year in the past was 543 students.
• Ohio Facilities Construction Commission (OFCC) = State Agency that partners with school districts to fund capital improvements.
• Program Requirements = What the facility needs to effectively deliver the curriculum.
• Programs = The curriculum that is taught/delivered.
• Projected Enrollment = A forecast of how many students are expected to attend a school or school district in the future.
• Renovation = Modification of the interior of a facility. Minor renovation includes upgrades to furniture, fixtures, and equipment (FF&E) and potentially a single system (electrical, plumbing, etc.). Moderate renovation includes upgrades to FF&E and more than one system. Major renovation includes removing & replacing the interior of the facility, upgrades to FF&E, and most, if not all, systems.
• Replacement Cost = The hard cost per square foot plus the costs assumed for site improvements to replace a facility at its current square footage.
• School Size = The total enrolled population of a school.
• School Site = The acreage on which a school facility and its surrounding exterior features sit, such as parking lots, sidewalks, playgrounds, fields, courts, etc.

On Wednesday, September 3, 2025, Plain Local Schools hosted a Futures Conference as part of the Facility Master Planning process. Close to 200 community members attended to offer feedback and participate in the Facility Master Planning process.

On Wednesday, November 19 Plain Local Schools hosted a Community Dialogue Meeting as a part of the Facility Planning process. 

During the meeting, background information and a range of options to address current facility challenges were shared. Over 160 participants had the opportunity to review the options, share feedback, and contribute ideas and solutions.  

At its December 22 meeting, the Plain Local Schools Board of Education received the final facility planning recommendation developed by the district’s Facility Master Planning Steering Committee and took action to move the process forward.

This work began with a comprehensive strategic planning process that identified a clear goal to create a master facility plan that invests in facility improvements supporting student academic and engagement success, staff needs, safety, and long-term community value. The Facility Planning process has been underway for several months and was guided by extensive community input. The work included two community dialogue meetings, four steering committee meetings, and two public surveys. The process was informed by a facilities assessment conducted through the Ohio Facilities Construction Commission (OFCC), along with technical analysis provided by Woolpert and Sol Harris Day Architects.

Throughout the process, families, staff, and community members were encouraged to share feedback to help shape long-term planning for district facilities.

During the Board meeting, Steering Committee Chairs Chris Fogarty and Kelsey Sullivan presented the committee’s final recommendation, which reflects the data, assessments, and community feedback gathered throughout the process. The recommendation calls for a phased approach to facility improvements, with Phase One focused on the construction of three new elementary school buildings.

The Board approved placing a bond issue in the amount of $116,802,000 on the May 2026 ballot, allowing voters to consider funding for the recommended facility plan.