2019-2022 Strategic Plan

Teaching and Learning

2019-2020

  • Create a District Curriculum Committee to develop a process for analyzing the effectiveness of the current curriculum and also developing new curriculum. Focus placed on connection to Common Core, vertical connections/sequence, materials and resources, assessment and interventions for improved achievement
  • Convene a District Technology Committee to conduct a needs assessment and then recommend improvements and enhancements in the following areas, including but not limited to: coordination with the new strategic plan, possible 1:1 computing initiative, integration of technology for engaged learning, and update of current infrastructure, connectivity capabilities and support systems
  • Continue to offer high quality programs in chorus, band, agriculture and PE; enhance where appropriate and continually assess

2020-2021

  • Use the new curriculum analysis/development process to examine the current math program and make recommendations for improvement
  • Implement Year 1 of the Technology Plan
  • Form a representative committee to research Post High School Readiness, including but not limited to: assessment and possible expansion of vocational coursework, feasibility of restoring aspects of family and consumer education, college readiness, and Dual Credit/AP course opportunities
  • Conduct an assessment of the current summer academic program and make recommendations for improvement
  • Continue to offer high quality programs in chorus, band, agriculture and PE; enhance where appropriate and continually assess

2021-2022

  • Continue to implement improvements to the math program
  • Use the curriculum analysis/development process to examine the next core curriculum priority
  • Implement Year 2 of the Technology Plan
  • Implement priority recommendations of the Post High School Readiness study
  • Implement the recommendations of the summer academic program study
  • Continue to offer high quality programs in chorus, band, agriculture and PE; enhance where appropriate and continually assess

Meeting the Unique Needs of Learners

2019-2020

  • Continue to offer high quality preschool program and continually assess effectiveness
  • Conduct an evaluation of current programs and practices used to meet the needs of special education students and make recommendations for improvements. Place immediate attention on the underperforming middle school students

2020-2021

  • Continue to offer high quality preschool program and continually assess effectiveness
  • Implement recommendations from the special education study
  • Review the current math and reading intervention programs and make recommendations to align the programs with best practices

2021-2022

  • Continue to offer high quality preschool program and continually assess effectiveness
  • Implement recommendations from the special education study and assess effectiveness
  • Implement recommendations from the math and reading study

The Whole Child

2019-2020

  • Form a representative committee to explore the feasibility of adding a formal art program to the K-8 curriculum
  • Continue to offer high quality programs in athletics and extracurricular opportunities; enhance where appropriate and continually assess effectiveness
  • Continue to build and enrich the positive relationships formed between students-adults, student-student and adult-adult

2020-2021

  • If feasible, implement the recommendations of the K-8 art study
  • Conduct a comprehensive assessment of the current K-12 Social-Emotional Learning program and make recommendations for improvement and enhancement
  • Continue to offer high quality programs in athletics and extracurricular opportunities; enhance where appropriate and continually assess effectiveness
  • Continue to build and enrich the positive relationships

2021-2022

  • Continue to implement the K-8 art recommendation and assess for effectiveness
  • Implement the recommendations of the K-12 Social-Emotional Learning study
  • Continue to offer high quality programs in athletics and extracurricular opportunities; enhance where appropriate and continually assess effectiveness
  • Continue to build and enrich the positive relationships

Professional Development

2019-2020

  • Review the new 2019-2022 strategic plan and create a comprehensive professional development program to support it
  • Create an integrated professional development plan to support the new long-range technology program
  • Create a plan to provide teachers the time and resources needed to conduct meaningful vertical articulation in core curriculum areas
  • Continue to build on the positive relationship and collaboration established among the staff, administration and school board
  • Create a comprehensive plan to assure that M-F maintains highest quality, including but not limited to: recruitment, selection, placement, induction, mentorship, and evaluation

2020-2021

  • Implement Year 1 of the new long-range professional development plan
  • Implement Year 1 of the new long-range technology training program
  • Implement the plan to provide teachers the time and resources needed to conduct meaningful vertical articulation in core curriculum areas
  • Continue to build on the positive relationship and collaboration established among the staff, administration and school board
  • Implement the plan to recruit and maintain high quality staff

2021-2022

  • Implement Year 2 of the new long-range professional development plan
  • Implement Year 2 of the new long-range technology training program
  • Continue to implement a plan to provide teachers the time and resources needed to conduct meaningful vertical articulation in core curriculum areas; assess effectiveness
  • Continue to build on the positive relationship and collaboration
  • Continue to implement the plan to recruit and maintain high quality staff

Home-School Partnership

2019-2020

  • Continually improve and enhance communication, both internally and externally, with emphasis on 1) streamlining communications, 2) proactively sharing the District’s successes and 3) transparency
  • Form a representative committee (including local government and police) to 1) review current safety, security and anti-violence measures currently in place, 2) review current best practices and 3) make recommendations for strengthening all facets of the plan, including facilities, emergency protocols and prevention measures
  • Maintain and grow partnerships with parents, the community and the Foundation, with emphasis on increasing involvement in the schools and creating unity throughout the district

2020-2021

  • Continue current efforts to communicate both internally and externally, with emphasis on 1) streamlining communications, 2) proactively sharing the District’s successes and 3) transparency with the community
  • Implement safety and security recommendations
  • Maintain and grow partnerships with parents, the community and the Foundation, with emphasis on increasing involvement in the schools and creating unity throughout the district

2021-2022

  • Continue current efforts to communicate both internally and externally, with emphasis on 1) streamlining communications, 2) proactively sharing the District’s successes and 3) transparency with the community
  • Continue to implement safety and security recommendations and assess effectiveness
  • Maintain and grow partnerships with parents, the community and the Foundation, with emphasis on increasing involvement in the schools and creating unity throughout the district

Facilities and Finances

2019-2020

  • Consistently provide the support, resources and administrative assistance necessary to complete all facets of the new strategic plan with high quality and fidelity
  • Form a representative middle school steering committee to explore the feasibility of constructing a new middle school building, including but not limited to location, financing options, garnering community input and support and a timeline for the entire process
  • Continue to monitor and manage district resources to secure a 1) balanced budget, 2) the ISBE “Excellent” rating and 3) the highest possible rating from Moody’s

2020-2021

  • Consistently provide the support, resources and administrative assistance necessary to complete all facets of the new strategic plan with high quality and fidelity
  • Using the timeline from the middle school steering committee, complete the actions outlined for 2020-2021
  • Continue to monitor and manage district resources to secure a 1) balanced budget,2) the ISBE “Excellent” rating and 3) the highest possible rating from Moody’s
  • Research the feasibility of improving and enhancing the District’s school libraries

2021-2022

  • Consistently provide the support, resources and administrative assistance necessary to complete all facets of the new strategic plan with high quality and fidelity
  • Using the timeline from the middle school steering committee, complete the actions outlined for 2021-2022
  • Continue to monitor and manage district resources to secure a 1) balanced budget, 2) the ISBE “Excellent” rating and 3) the highest possible rating from Moody’s
  • Develop a long-term master facilities plan to maintain and improve all district buildings
  • If feasible, begin library improvements and enhancements