Smith-Green unveils 3–5 year strategic plan prioritizing curriculum, culture, communications and campus

An administrator presenting at the Smith-Green Community Schools regular board meeting outlined a new 3–5 year strategic plan that sets four main priorities: curriculum and instruction; culture; communication and marketing; and campus (finance and facilities).

"A school district strategic plan is a long term road map that outlines the district vision, goals and priorities for improving student outcomes and overall district performance," the administrator said, describing the plan as a guide for decision-making, resource allocation and policy development.

The plan grew from a climate audit conducted, the administrator said, in March 2025 that solicited feedback from a broad set of stakeholders—community members, teachers, students, parents, administrators, cooks and bus drivers. That input helped craft the district’s new vision statement, which the presenter read aloud: "We envision a future where excellence is achieved by staying true to our core values and empower the students to soar into a world of opportunity." The mission statement retains a focus on excellence and ensuring opportunities for all students to succeed.

Under the curriculum and instruction pillar, committee members listed three near-term objectives: by the end of the current school year align K–12 curriculum around consistent, grade‑level standards; provide targeted professional development tied to that curriculum; and spend the next couple of years researching MTSS and other systems to support diverse learners. The plan named committee members involved in the work, including Heather Anderson, Shelly Gill, Amy Pettigrew and Dave Huffman.

The culture pillar emphasizes a positive, consistent approach to student discipline, more office referrals for meaningful interventions and sustained student-centered supports to boost engagement and reduce apathy. The communications and marketing pillar directs staff to create a district communication plan to reduce redundant messaging, develop a marketing plan to retain and attract families, and strengthen reciprocal partnerships with local businesses. The campus pillar prioritizes financial stewardship, targeted facility improvements to support learning, and efforts to support employee retention and competitive compensation.

Administrators also reported implementation steps already underway: four built‑in professional development days tied to the plan’s goals; a recent PD day described as valuable for staff work time; and a newly hired reading/instructional coach who will support K–12 alignment, special education teachers and diagnostic interventions for struggling readers.

Safety planning and emergency preparedness were addressed separately: staff described a large‑scale training that included roughly 35–40 first responders conducting in‑class training and a parking‑lot reunification and hazardous‑material simulation. The district presented its reunification plan to participating agencies and incorporated their feedback.

Officials said the district anticipates ongoing monitoring through performance matrices and semester updates from pillar leads. An administrator reminded the board that a June hearing is scheduled to consider the 2026 budget and capital projects, including a bus replacement plan; funding decisions in that process will affect campus improvements tied to the strategic plan.

No formal votes were recorded in the transcript for adoption of the plan at this meeting. Board members closed the discussion by thanking staff and community donors who supported the district’s work and implementation efforts.