2026-2031 Strategic Plan

1.1 - Expand real-world learning experiences that cultivate the competencies identified in our Portrait of a Graduate—academic preparation, innovative thinking, integrity and character, resilience, and collaboration and communication. 

1.2 - Explore the development of an academy/magnet style school-within-a-school program to expand choice for families and students by increasing access to diverse learning pathways including leveraging possible focuses such as increased parent involvement, low-technology environments, student leadership, civic engagement, and real-world learning.

1.3 - Expand opportunities for students to engage in goal setting, self-evaluation, and personal growth activities that foster agency and ownership of learning through personalized learning pathways, regular self-assessments, and mastery-based tracking systems. Students will actively monitor progress toward learning targets, adjust goals based on self-reflection and data, and demonstrate mastery of key concepts through ongoing assessments.

1.4 - Expand and align K–12 opportunities career and technical skill development by strengthening CTE pathways, enhancing real-world learning experiences, and increasing access to internships and apprenticeships through strong community partnerships

1.5 - Expand opportunities for students to develop leadership skills K–12 through classroom experiences, extracurricular activities, and the establishment of student leadership teams at each school. Students will actively participate in decision-making, collaborative projects, and initiatives that foster leadership, communication, and problem-solving skills.

1.6 - Enhance and streamline student transition processes to ensure smooth academic, social, and emotional adjustments as students move between grade levels and schools, improving readiness, engagement, and continuity of learning.

1.7 - Strengthen student wellness by promoting physical, mental, and emotional health, while fostering a positive, safe, and inclusive learning environment which supports student engagement, resilience, and overall well-being.

1.8 - Continue the implementation of the district's instructional practice framework to ensure high-quality teaching practices while strengthening a multi-tiered system of student supports (MTSS) to meet the diverse academic, social, and emotional needs of all learners.

1.9 - Develop and implement comprehensive AI usage protocols for staff and students that promote integrity, ethical practices, and the effective integration of AI tools into instruction and real-world learning experiences including maintaining a balanced approach to technology that protects student safety and privacy while still supporting instructional innovation and access to digital learning tools. Evaluate all applications of technology for age appropriateness with implementation and usage in lieu of latest research.

1.10 - Continue to intentionally utilize time and space to enhance professional learning community structures and processes focused on increasing student outcomes.

1.11 - Implement consistent and effective grading and feedback systems across PK–12 that provide meaningful, timely, and actionable information to support student learning, growth, and mastery of standards.

SS1: MAP and EOC scores will increase by 2-4% on an annual basis.

SS2: ACT composite scores will be 22 by 2031 with a focus on growth on an annual basis.

SS3: 80% of K-3 students will meet or exceed reading on grade-level on the STAR reading assessment.

SS4: K-12 student attendance will be a minimum of 92% each semester or improve on an annual basis until it reaches 95% by 2031.

SS5: Students graduating with a Career and Technical Education certificate will increase by 10% on an annual basis.

2.1 - Enhance recruitment, retention, and satisfaction of certified and classified employees by improving the salary schedule to remain competitive, equitable, and aligned with area trends.

2.2 - Increase the effectiveness of professional learning by implementing a comprehensive professional development plan that aligns with best practices, strategically leverages professional learning days within the four-day school week, supports staff growth in high-quality instructional practices as defined in the district’s instructional framework, and diversifies learning opportunities to address the unique needs of staff based on ongoing feedback and data.

2.3 - Develop, refine, and implement a consistent, high-quality personnel recruitment and retention process designed to attract, retain, and build the capacity of staff who embody the district’s culture of being humble, hungry to learn, and smart (emotionally intelligent), ensuring a highly effective workforce that meets the needs of all students.

2.4 - Strengthen teacher growth and self-efficacy by implementing evaluation protocols and tools that measure teaching effectiveness based on research-based standards, incorporating opportunities for teachers to observe high-quality models of practice, engage in self-evaluation, and reflect on instructional improvement.

2.5 - Provide a high-quality mentoring and advising program for new teachers and teachers new to the district, fostering instructional growth, professional confidence, and alignment with district instructional framework and culture (non-negotiables).

2.6 - Assess, monitor, and enhance staff culture and morale through data-driven strategies, feedback mechanisms, and initiatives that foster a positive, collaborative, and supportive work environment for all employees.

2.7 - Enhance staff wellness by providing a comprehensive program that supports physical, mental, and emotional health and promotes a positive and sustainable work environment for all employees.

2.8 - Develop a teacher pipeline program that identifies and supports high school students interested in teaching, guides them through undergraduate teacher preparation, and facilitates their transition to becoming certified teachers within the district, ensuring a sustainable and high-quality workforce.

HQ1: Staff retention will be a minimum of 95% (certified) 88% (classified) of those that are offered contracts for the following school year.

HQ2: Staff compensation will increase by a minimum of 2% on an annual basis as finances allow.

HQ3: The district will be in the top 10 schools in average salary of 24 comparison/competing districts on an annual basis.

HQ4: 100% of staff will engage in differentiated professional learning on an annual basis.

HQ5: 60% of teaching staff will be at a Masters level or higher on the salary schedule by 2031.

Goal 1: The district will provide safe, clean, and effective settings that promote learning. 

Goal 2: The district will provide quality instructional resources that promote learning.

3.1 - Successfully implement the first five years of the district's 10-year long-range facilities plan to ensure safe, modern, and efficient learning and working environments that support current and future student and staff needs.

3.2 - Develop and implement a sustainable financial plan to support the maintenance, improvement, and expansion of facilities and resources, ensuring safe, modern, and well-equipped learning environments for all students and staff

3.3 - Conduct comprehensive annual evaluations of facilities, grounds, and safety/security systems to identify needs, prioritize improvements, and ensure safe, secure, and well-maintained learning and working environments for students and staff.

FR1: Fund four will increase to $7M by 2031.

FR2: The district will maintain a high standard of safety by completing 100% of all required facility and transportation inspections and promptly addressing identified concerns.

FR3: The district will use its Long-Range plan to strategically address maintenance/renovations/improvements by completing at least 2 projects each year from the long-range plan.

4.1 - Develop and consistently utilize multiple, effective methods of communication with parents and the community to share information, gather feedback, and strengthen engagement in support of student learning and district initiatives.

4.2 - Develop and provide multiple avenues for parents to actively engage in their students’ education and preparation, fostering collaboration between families and schools to support student learning, growth, and readiness for future opportunities.

4.3 - Enhance processes for instructional staff to regularly communicate with parents to provide meaningful academic feedback and engage families in their child’s education, fostering strong partnerships that support student learning and growth.

4.4 - Expand and strengthen community partnerships to enhance the educational process, increase collaborative initiatives, and actively engage in community events to foster stronger connections between schools, families, and local organizations.

PC1: Results from the annual community satisfaction survey will be 90% agree or strongly agree.

PC2: Community partnerships will increase by 2-3 on an annual basis.

PC3: Parent volunteer hours logged at buildings will increase by 10% on an annual basis.

Goal 1: The school board will set student-focused policy and provide supportive leadership.

Goal 2: The administration will facilitate a collaborative climate focused on individual student success.

5.1 - District and building leadership will establish and maintain collaborative structures that actively engage staff in decision-making processes, fostering shared leadership, ownership, and a culture of continuous improvement across the district.

5.2 - Develop and implement collaborative processes that leverage the collective expertise of staff to increase student achievement, identify learning gaps, and provide timely interventions to ensure student success.

5.3 - Enhance administrator capacity for instructional leadership by providing targeted professional learning, coaching, and collaborative opportunities that strengthen their ability to support high-quality teaching and improve student outcomes.

5.4 - District and building-level leadership will engage in targeted professional development opportunities designed to build capacity, align leadership practices with district and building goals, and drive improvements in teaching, learning, and organizational outcomes.

5.5 - District and building leaders will actively cultivate and sustain a positive work and learning environment by modeling a culture of authenticity, vulnerability, and shared commitment to the district’s mission and collective growth.

5.6 - School board members will participate in district and state-level training programs to achieve and maintain board member certification, while actively engaging in school walkthroughs, classroom visits, and other visible actions that demonstrate support for students, staff, and district initiatives.

LG1: The Annual Secretary of the Board Report (ASBR) will reflect an unrestricted fund balance of 22-26% on an annual basis.

LG2: 100% of certified staff members will regularly participate in collaborative team meetings focused on student learning.

LG3: 100% of administrators and Board of Education members will participate in professional development on an annual basis.