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Board reviews framework for a five‑year strategic plan, with targets for achievement, engagement and staffing
Summary
District staff presented a five‑year strategic plan framework that sets targets for academic excellence (ELA, math, college‑and‑career metrics), a thriving student body (social‑emotional metrics, co‑curricular participation), family and community engagement, and workforce/operations priorities; next steps include public feedback and a March work session.
David Johns summarized a strategic plan proposal that, if approved, would set the district’s mission, vision, strategic priorities and measurable five‑year goals. The plan is structured to include strategic actions after the board approves a goals framework.
Academic excellence (Angie Lacombe) emphasized ELA and math proficiency and a college/career readiness metric bundle (ACT composite, graduation rate, dual credit/AP participation, earned industry credentials). Angie said the team intends to close demographic gaps in AP/dual credit access and noted dual‑credit and credential attainment have risen in recent years.
The thriving student body domain (Katie Selser) prioritized social‑emotional wellness, personal engagement and identity/belonging, proposing the Panorama survey and co‑curricular participation as baseline data points. Katie reported baseline participation figures (middle school ~53.4%; high school ~54.1%) and attendance baseline (67.4% of K‑12 students attending 90%+ of days) with the state average cited near 80.1%.
Family and community engagement (Ingrid) urged universal family engagement goals and a district‑wide family engagement survey; presenters stressed scaffolding messaging about opportunities such as AP and dual credit beginning early in students’ school careers.
Workforce and operations (Mike Friis and team) outlined retention, mentorship for paraprofessionals, onboarding improvements, marketing/recruitment relationships with regional universities and a decision to retain mentor and induction programs; staff presented hiring figures (approximately 200–225 educators hired annually) and noted special education remains a hard‑to‑fill area.
Trustees asked for a clearer implementation roadmap and early indicators the board can use to monitor progress. David said staff will take feedback, continue stakeholder work, return for another work session in early March and submit the strategic plan for approval later in March.
Next steps: staff to refine measures and provide an implementation roadmap tied to milestones and early indicators of success.
