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District updates board on Maryland Blueprint progress and a four-year strategic plan; monitoring tools to follow
Summary
Talbot County Public Schools staff told the board on June 11 they remain in Phase 2 of Maryland's Blueprint implementation, highlighted community schools and industry credential gains, and presented a draft four-year strategic plan with priorities, indicators and plans for a public-facing monitoring dashboard.
District staff provided two planning updates to the board at the June 11 meeting: a status report on implementation of the state's Blueprint for Maryland's Future and a presentation of the district's draft four-year strategic plan.
Mrs. Tillman, the district's blueprint implementation coordinator, told the board the district is in Phase 2 of the blueprint rollout and that the district's second blueprint implementation plan (covering 2024'27) was submitted last May and approved by the state's Accountability and Implementation Board in December 2024. The plan does not need resubmission this year; instead, the district will undergo progress monitoring with the AIB. Tillman highlighted local accomplishments tied to the blueprint, including Easton Elementary's third year as a community school, Easton Middle School entering year one as a community school, a new Judy Center at Tillman Elementary and a tally of about 60 industry-recognized credentials earned by students this year with additional scores pending.
She also described partnerships to expand high-quality prekindergarten slots for income-eligible children through mixed-delivery models; for example, the district is collaborating with Critchlow-Atkins child-care centers as the center seeks funding to convert slots to blueprint-funded seats that would allow full-day programming at no cost to eligible families if awarded.
Separately, district leaders presented a draft strategic plan framework that will guide work over four years. The plan lays out vision and mission language, a "profile of a graduate" (including academic preparedness, global citizenship, lifelong learning and adaptability), five priorities (academic achievement; high-quality staff; student/family/community engagement; aligned systems for success; and increased resources and efficiency), and linked objectives, measurable indicators and strategies. Staff said they will develop a monitoring "scorecard" or dashboard that will show progress on the indicators and will solicit continued feedback from work groups and the board.
Board members praised the strategic plan process and the level of community engagement used to develop priorities and metrics. Staff said they will return with a refined profile of a graduate, proposed monitoring tools and any required progress-monitoring materials for the AIB.
No formal board vote was required for either presentation; both items were informational, with staff directed to continue work and report back with monitoring materials and next steps.
