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MSAD 51 adopts ‘Profile of a Greeley Learner,’ approves strategic-plan development timeline
Summary
The MSAD 51 board unanimously adopted the district’s Profile of a Greeley Learner on June 5 and reviewed a recommended roadmap to develop the district’s next strategic plan (2025–26 cycle), including stakeholder surveys, focus groups and a draft to return to the board in spring 2026.
MSAD 51’s Board of Directors voted unanimously on June 5 to adopt the district’s Profile of a Greeley Learner, a set of key traits and indicators that will inform curriculum and district priorities. The board also reviewed and discussed a recommended process to develop the district’s next strategic plan, with staff proposing a phased schedule of community input and a draft plan for board review in spring 2026.
The adopted profile is the product of a multi-year committee effort to identify portable skills and traits the district wants students to demonstrate. The board’s adoption authorizes staff to use the profile in planning and curriculum alignments; the vote did not by itself authorize new funding or programming changes.
Why it matters: The profile is intended to define cross-district skills (for example, communication and adaptability) that will thread through pre-K–12 instruction. Administrators said the profile complements curriculum work (literacy and math scope and sequence) and the district’s large capital project that will transition grade spans to a single campus.
Key points and timeline - Four draft priority areas recommended by the leadership team to guide the next strategic plan were presented: One Campus, One Community (facilities and transition planning); College and Career (academic skills and curricular alignment); Profile of a Greeley Learner (portable skills and indicators); and Safety and Belonging (emotional and physical safety). Staff emphasized these headings are a recommended starting framework, not a closed set. - Proposed planning roadmap (recommended schedule): Phase 1 (planning) began in April; Phase 2 (gathering voices) would include a stakeholder survey (recommended for October 2025) and focus groups in winter 2026; Phase 3 (creating the plan) would occur March–May 2026 with curriculum committee review in April–May; Phase 4 (communicating, implementing and measuring) would start after board approval (target June 2026). Staff recommended continuing an executive summary and mid‑year/annual progress monitoring cycle. - Relationship to one-campus project: Staff and board members stressed the coming campus consolidation (construction and transition over the next two-to-three years) should be front-and-center in the next plan because it will require significant staff transitions, scheduling and programming changes.
Board discussion and stakeholder input Board members raised several points: collecting alumni feedback to test whether the profile and district programs prepared graduates for next steps; ensuring the strategic plan aligns to budget realities so voters and taxpayers understand priorities; and clarifying overlap between “college and career” and the learner profile. The leadership team said the stakeholder survey will inform indicators and allow the board to revise the broad priority buckets before the draft plan is finalized.
A final vote to approve the strategic-plan process was not taken on June 5; the board was scheduled to vote on the process at its June 18 meeting. The profile itself was adopted at the June 5 meeting.
Ending Staff will circulate the adopted profile, and the board will consider the full strategic-plan process for approval at the next meeting; community input will be solicited during the 2025–26 school year to inform the draft plan for a likely board vote in June 2026.
