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1 | 2021-2024 STRATEGIC PLAN | ||||||||||||||||||||||||||
2 | Strategic Statements | ||||||||||||||||||||||||||
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4 | Domain I: LEADERSHIP FOR CAREER READINESS | ||||||||||||||||||||||||||
5 | Strategic Statement: The School District will promote and support positive student academic performance and successful college and career preparation. | ||||||||||||||||||||||||||
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7 | School Bd/Admin Comments from Strategic Planning Session: | ||||||||||||||||||||||||||
8 | More college and apprenticeship training courses (diverse classes) | ||||||||||||||||||||||||||
9 | Preparing students for post HS (highly ranked) | ||||||||||||||||||||||||||
10 | Create a career academy also to build an Industrial Tech Building | ||||||||||||||||||||||||||
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12 | SYSTEMIC FOCUS 1: | ||||||||||||||||||||||||||
13 | Establish a continuous timeline that will expose and prepare students for a wide variety of career fields and options | ||||||||||||||||||||||||||
14 | ACTION STEPS | ||||||||||||||||||||||||||
15 | Description | Responsible | Timeline | Funding | Resources | ||||||||||||||||||||||
16 | Engage in discussions with post-secondary institutions and area businesses about the career readiness skills needed and present in Hot Springs students and enter into partnersips that will promote employable skills | School Board, Supt, Admin, Staff | Annually & Ongoing as needed | General Fund, Title IV, Perkins, Grants | SD DOE, WDT, DSU, SDM&T, SHEDCO, Chamber, City, County | Purposefulness | |||||||||||||||||||||
17 | Create a career planning process for all students beginning no later than the end of 8th grade | Secondary Principal, Guidance Counselor, Staff | By Semester | GF and as needed | SDMyLife | Relevance | |||||||||||||||||||||
18 | Explore State of SD supported CTE, STEM and Career Readiness programs | SB, Supt, Secondary Principal, Guidance Counselor, Staff | Annually | SD DOE Grants, | JAG, Perkins, | Relevance | |||||||||||||||||||||
19 | Replace current Industrial Arts shop and replace with state of the art CTE building | School Board, Supt, Admin, Staff | January, 2021 to January 2024 | Capital Outlay Certs, Covid Relief funds, Capital Outlay funds | Upper Deck, RCS Construction, Rasmussen, | Customization | |||||||||||||||||||||
20 | Participate in the SDDOE Re-thinking Education Grant to establish Project Based Learning (PBL) and Career plans | School Board, Supt, Admin, Staff | July 2021 and ongoing through 2024 | DOE Grant | TBD | All | |||||||||||||||||||||
21 | How can we measure work ethic? Setting "Success" goals, build responsibility and self-discipline, accountability | Calendar, Notebooks, track assignments | Rigor | ||||||||||||||||||||||||
22 | Our programs will work with institutes of higher learning to develop pathways to post-secondary success. | Community | |||||||||||||||||||||||||
23 | We will actively help Hot Springs students enroll to post-secondary institutes and apply for scholarships and education grants, especially from local organizations. | Mike has been communicating with students about available scholarships. We also advertised the scholarship night that was available in the community. Next steps, possibly have a scholarship workshop where students and parents can attend and work on scholarship applications. | Collaboration | ||||||||||||||||||||||||
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26 | SYSTEMIC FOCUS 2: | ||||||||||||||||||||||||||
27 | Designing diverse educational programs to meet the individual academic needs of students | ||||||||||||||||||||||||||
28 | ACTION STEPS | ||||||||||||||||||||||||||
29 | Description | Responsible | Timeline | Resources | |||||||||||||||||||||||
30 | Support STEM and Fine Arts Academy curriculum and school-based initiatives, and analyze possibilities for expansion or revision. | Staff | Annually | Customization | |||||||||||||||||||||||
31 | Enhance and expand digital and virtual curriculum offerings and online assessment opportunities for all students. | Staff and Schools | Ongoing | Waterford, IXL, Spanish, Edgenuity | Relevance | ||||||||||||||||||||||
32 | Explore additional high school CTAE Career Pathways and/or accelerated academic tracks, leading to initial magnet offerings for high school students. | Staff | Ongoing | Purposefulness | |||||||||||||||||||||||
33 | Continue to offer alternative hours (evening program, summer program) and self-paced instructional settings to meet all student needs. | Schools and Staff | Ongoing | Friday School | Community | ||||||||||||||||||||||
34 | Facilitate and support district and school-based grant initiatives aligned with School Board Mission and School Improvement Plans in order to expand and increase diverse and innovative learning opportunities for all students. | Staff | Ongoing | DOE, other STEM/CTE grants, Perkins | Rethinking Education Grant | Collaboration | |||||||||||||||||||||
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38 | Domain II: PURPOSE AND DIRECTION | ||||||||||||||||||||||||||
39 | Strategic Statement: The School District will maintain and communicate at all levels of the organization a purpose and direction for continuous improvement that commits to high expectations for learning, as well as shared values and beliefs about teaching and learning. | ||||||||||||||||||||||||||
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41 | School Bd/Admin Comments from Strategic Planning Session: | ||||||||||||||||||||||||||
42 | Reflective Practices employed | ||||||||||||||||||||||||||
43 | Review the school’s mission and school goals | ||||||||||||||||||||||||||
44 | Exceed the expectations of the community | ||||||||||||||||||||||||||
45 | Better job of communicating from school to others | ||||||||||||||||||||||||||
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47 | SYSTEMIC FOCUS 1: | ||||||||||||||||||||||||||
48 | Maintaining strong governance and leadership by the School Board, Superintendent & Admin team | ||||||||||||||||||||||||||
49 | ACTION STEPS | ||||||||||||||||||||||||||
50 | Description | Responsible | Timeline | Funding | Resources | ||||||||||||||||||||||
51 | Revisit/revise mission and vision statements, as well as annual goals. | School Board | Annually | Board Policy BA, Policy AD | Purposefulness | ||||||||||||||||||||||
52 | Review and revise School Improvement Plans. | Schools | Annually | All | |||||||||||||||||||||||
53 | Engage in School Board training that is both meaningful and relevant in order to enable Board members to better respond to the challenges facing the School District while functioning effectively as a governing body. | School Board | Annually & Ongoing as needed | General Fund | ASBSD | Rigor | |||||||||||||||||||||
54 | Make recommendations and decisions based upon the best interests of the School District as a whole. | Superintendent and School Board | Monthly | GF and as needed | Committees, PLCs, BLTs, | Collaboration | |||||||||||||||||||||
55 | Establish annual budget priorities for the School District and the Superintendent, oversee the development of a balanced budget, utilizing a zero-based methodology, that supports student performance. | Superintendent and School Board | Annually | Business Manager | Rigor | ||||||||||||||||||||||
56 | Inform the School Board of issues facing the School District through regular communication and open dialogue. | Superintendent | Ongoing | NA | NA | Community | |||||||||||||||||||||
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64 | SYSTEMIC FOCUS 2: | ||||||||||||||||||||||||||
65 | Increasing parental and community involvement, collaboration and leadership | ||||||||||||||||||||||||||
66 | ACTION STEPS | ||||||||||||||||||||||||||
67 | Description | Responsible | Timeline | Resources | |||||||||||||||||||||||
68 | Ensure Stakeholder input component is present in all major School District initiatives. | Staff and Schools | Ongoing | Accreditation, Back-to-School night | Community | ||||||||||||||||||||||
69 | Update website and other communication modalities to ensure proper coverage of message to all stakeholders | Staff and Schools | June 30, 2021 then ongoing | GF | Gabbart, Facebook, | Community | |||||||||||||||||||||
70 | Review potential new partnerships with public and private community entities and evaluate School District partnership agreements for enhancements. | Staff | Ongoing | Internships | Community | ||||||||||||||||||||||
71 | Enhance School District communication to parents and community and create opportunities for feedback. | Staff and Schools | Ongoing | Website, Facebook, Accreditation, Smore', | Community | ||||||||||||||||||||||
72 | Conduct communication audit to identify gaps in communication. | Staff | Annually | MS/HS scheduled a Family Friendly Walkthrough for January | Community | ||||||||||||||||||||||
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76 | Domain III: ASSESSMENT & DATA FOR LEARNING | ||||||||||||||||||||||||||
77 | Strategic Statement: The School District will utilize its curriculum, instructional design and assessment practices to guide and ensure teacher effectiveness and student learning across all grades and courses. The School District will implement a comprehensive assessment system that generates a range of data about student learning and system effectiveness and utilize the results to guide continuous improvement. | ||||||||||||||||||||||||||
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79 | School Bd/Admin Comments: | Board Policy: | IK | ||||||||||||||||||||||||
80 | Improve test scores | ||||||||||||||||||||||||||
81 | Increase enrollment | ||||||||||||||||||||||||||
82 | Professional Learning Community | ||||||||||||||||||||||||||
83 | A curriculum that prioritizes standards | ||||||||||||||||||||||||||
84 | A curriculum plan that interprets test scores-use of student data | ||||||||||||||||||||||||||
85 | Use best practices for what is best for kids’ learning | ||||||||||||||||||||||||||
86 | |||||||||||||||||||||||||||
87 | SYSTEMIC FOCUS 1: Achievement | ||||||||||||||||||||||||||
88 | Increasing student achievement | ||||||||||||||||||||||||||
89 | ACTION STEPS | ||||||||||||||||||||||||||
90 | Description | Responsible | Timeline | Resources | |||||||||||||||||||||||
91 | Adopt and implement a Learning Management System (i.e. Google Classroom) to enhance individualized classroom instruction and support teachers with a high-quality student and parent information/communication resource. | Staff | By 2022-23 | Elem | Collaboration | ||||||||||||||||||||||
92 | Secondary | ||||||||||||||||||||||||||
93 | Conduct an ongoing analysis of student achievement and progress and identify areas for improvement at each school. | Schools and Staff | Annually | FastBridge, 95% Group, IXL, PMs in FastBridge, Interim SBAC | Rigor | ||||||||||||||||||||||
94 | Engage in a comprehensive process for the review, and adoption of instructional resources/curriculum in areas of identified needs. | Staff | Annually | PLCs, SLOs | Rigor | ||||||||||||||||||||||
95 | Create Standards Based Reporting system to allow for students and parents to track progress on standards mastery | Staff | Ongoing | ||||||||||||||||||||||||
96 | Analyze and assess student and teacher use of technology for enhancement and new implementation (i.e., One to One, Touchscreen, CTE and STEM). | Staff | Ongoing | Covid Funds, Cap Outlay, Grants | Tierney, RTI, GoldenWest, Google | Purposefulness | |||||||||||||||||||||
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99 | SYSTEMIC FOCUS 2: MTSS/Interventions | ||||||||||||||||||||||||||
100 | Providing technical assistance and intervention strategies to ensure that all students receive appropriate academic programming. |