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CCSD 59 presents strategic plan status report and outlines options for a refresh
Summary
District 59 staff and consultant Perry Saad Weddle told the Board of Education the district—s four‑pillar strategic plan remains active and has produced measurable gains; the board discussed a limited "refresh" versus a full rewrite and asked for continued, board‑facing progress reporting tied to KPIs.
Community Consolidated School District 59 presented a status report on its five‑year strategic plan at the board—s Sept. 20 meeting, with a consultant and district leaders describing progress across the plan—s four goals and outlining two approaches for next steps.
Perry Saad Weddle, the consultant who facilitated the 2019 plan, told the board the work "has been lived" since inception and praised the district—s documentation and stakeholder engagement. "There was no question that the work had been done and that the work was aligned to the four goals," Weddle said, and he urged clearer progress monitoring and transparency as the district considers whether to do a full new plan or a shorter refresh.
The district—s leadership team reviewed the plan—s four goals: student growth and achievement; creating an inclusive learning environment; strengthening family and community partnerships; and stewardship of resources. Presenters said the district has posted key performance indicators online and refreshed website content to make progress more transparent to families and staff.
On student achievement (goal 1), administrators reported gains in reading and math since 2021 and said the district is approaching its 80% KPI for students at or above the 25th percentile on district measures. Tom, a district staff presenter, said math gains exceeded expectations in some grade bands and that fall benchmark data will be shared at the Nov. 12 board meeting.
On inclusive learning (goal 2), staff said intervention provision rates are high (reading 92%, math 95%, behavior 100%) and that out‑of‑school suspensions fell from 159 in 2021 to 65 in 2025. The district also reported adoption of a social‑emotional learning curriculum for kindergarten through eighth grade and said it will explore student mental‑health screeners that will soon be required by Illinois.
On family and community engagement (goal 3), presenters cited expanded partnerships, a successful fall festival and parent events, and a near‑final strategic communications plan informed by a 2024 audit from the National School Public Relations Association.
On stewardship of resources (goal 4), staff outlined facilities work, the addition of more than 90 full‑time equivalents during the plan period, and recently completed bargaining agreements. Presenters said the district has shifted staffing models to direct resources where data indicate greatest need.
Board members generally praised the progress and favored a targeted refresh over starting the plan from scratch. Several members asked the administration to continue regularly tying staff presentations and reports back to the plan—s four goals and the KPIs so the board can track progress and make decisions informed by data.
The presentation closed with a series of next steps the leadership team recommended, including maintaining up‑to‑date metrics, continuing communications improvements, and preparing groundwork for a future planning process when the board decides to proceed.
Board members and staff asked that status reporting remain a recurring agenda item so the board and community can monitor implementation through the remainder of the plan year.
