Strategic Plan
2022 PROGRESS REPORT
Please click here to see where we are on our journey to Building Our Future.
VISIONTo prepare and inspire all of our students to innovate locally and contribute globally. |
MISSIONTo build, support and sustain school communities that provide all students with a high-quality education that prepares them to graduate as responsible, active citizens ready for success in college and careers and prepared to compete in a global economy. |
CORE BELIEFS & COMMITMENTS
| All students can learn and achieve at high levels. |
| Teaching and learning is our core business. |
| Education is an essential to improve future life opportunities. |
| Teachers have the greatest impact on student achievement. |
| Effective leaders produce excellent results for our children. |
| A high-performing organization produces a legacy of enduring greatness. |
| That the involvement of families and community partners is vital to improving student outcomes. |
| Positive, supportive cultures are created by the actions of each of us and are essential to teaching and learning. |
| The diversity of our students and families is a strength of our district. |
| In discovering, valuing, and building on each child’s gifts so that each child can reach his or her fullest potential |
| In evidence-based decision making to ensure continuous improvement at all levels. |
| In the value of families as their children’s first teachers. |
| In equity and ensuring opportunities for all. |
THEORY OF ACTION
When we...Recruit, develop, support and retain the most effective diverse staff. |
Then...
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5 STRATEGIC PRIORITIES
We Believe…All families have dreams and wants for their children.
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Goal
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What we must do
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BY 2018Every school will have active family participation in districtwide and school-based decision-making bodies (e.g., SPC, SLT, Task Forces, CSE).Every division and school will develop written plans that define action steps with customized targets for increasing engagement of their families. |
BY 2021By 2021, all schools will conduct quarterly data (academic, behavioral, attendance)review sessions with families using district-aligned resources (e.g., PEN PALS).Schools will demonstrate community connections. The district will develop an aligned training program to support staff in actively engaging family and community members. |
BY 2022Increase participation in the climate survey annually by 10%5 to achieve at least a 20% participation rate by 2022 to ensure a representative sample of the district. |
We Believe…Culturally responsive education is about more than effective pedagogy and relevant curriculum |
Goal
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What we must do
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BY 2019Complete a curriculum, district policy and practice audit for cultural relevance and implement corrective actions.Develop competencies for culturally responsive practices to be used to align standardized professional development and ongoing support. |
BY 2020Integrate in the district professional development plan activities that explicitly celebrate our diverse population and incorporate opportunities for community discussions and learning around cultural responsiveness.All staff will have received standardized, baseline Culturally Responsive Education (CRE) professional development from which schools and staff can personalize their support. Increase from baseline results, positive climate survey results reported by students, staff and families. |
BY 2022Decrease in-school suspension and out-of-school suspension rates for subgroups as follows:
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We Believe…A comprehensive systemic approach leads to: skilled and knowledgeable teachers; empowered and informed principals who lead in a culture of excellence and inclusion; a District with staff maximizing resources; and more equitable opportunities for all students. |
Goal
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What we must do
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BY 2018By September 2018, educate all employees on our district’s core values, culture and high expectations, and measure efficacy of the effort based on surveys. |
BY 2020Provide and expand professional learning opportunities for all employee groups in leadership development and other job-related training.Implement an aligned, customized, sequential professional development plan with hybrid and virtual learning opportunities afforded to andbrequired for all staff. Expand and define internal leadership career ladders and advancement opportunities for all staff. Implement mechanisms to assess and improve staff morale to ensure all employees feel cared for, valued and respected while defining and reinforcing the district’s commitment to excellence, cultural responsiveness and high expectations. |
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BY 2021Ensure an annual personalized plan for growth for every employee that connects practice to impact, and affords varied tiers of support and professional development. |
BY 2022Refine our practices to recruit employees who are representative of the diversity of our district, utilizing a multi-pronged approach that results in increases to staff diversity through new hiring and internal promotion.Ensure more of our best teachers and leaders serve in our schools of greatest need. Increase teachers hired through recruitment pipelines by 25% and establish relationships with eight key colleges and universities locally, regionally and nationally. |
WhyPersonal engagement in learning, with the encouragement of invested adults, helps our students to develop a greater sense of self-efficacy to pursue their life-long goals |
Goal
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What we must do
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BY 2019SCSD will have a common understanding and corresponding approach to personalized learning.100% of teachers will leverage personalized learning strategies that will help students achieve their goals. |
BY 2022Every student will have an individual profile that includes short-term (annual) goals and long-term goals related to cognitive skills, content area skills, and social and emotional skills, and takes into account background. |
We Believe…Teaching and learning is our core business WhyOur students and families deserve the best |
Goal
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What we must do
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BY 2019Develop action plans for leveraging all content areas.By September 2019, all content areas will develop common benchmark assessments for all grades. |
BY 2020Implement and use data from common benchmarks for all content areas across grade levels. |
BY 2022Implement new science standards for K-12 students.
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2022 IN ELADouble the percentage of students reading and writing proficiently16 in second, third and eighth grade. |
2022 IN MATHDouble the percentage of students proficient in eighth-grade math as measured by New York State exam. |
We must use this plan to...Guide the development of specific operating plans within each department of the school district. |
