Huntley Community School District 158 Strategic Plan 2015-­‐2020 Our Mission Our learning community will inspire, challenge and empower all students always. Our Vision District 158, together with our community, leads by inspiring everyone to be: § Lifelong, self-­‐directed learners who are active participants in an ever-­‐changing world with the confidence to take risks and “fail forward” § 21st-­‐Century thinkers equipped with the skills of critical thinking, problem solving, creativity, communication, and collaboration § Globally aware, ethical, empathetic, culturally responsible citizens § Champions of personal growth and development § Developers of today’s learners into tomorrow’s leaders. Our Motto All Students Always Huntley Community School District 158 Strategic Plan 2015-­‐2020 Values Commitments We believe that students learn at different rates and in different ways. We believe assessment should drive instruction. We will engage students through differentiated instruction, interventions, and enrichments to meet the needs of each learner. We will provide timely, descriptive assessment information so students know how they are progressing in their knowledge and skills compared to norms and expectations, and responding accordingly in a timely manner. We will guide and support individuals to become responsible life-­‐long learners who advocate and account for their achievement and encourage empathy, acceptance, and self-­‐efficacy. We will communicate and collaborate to set clear performance expectations and holding one another accountable for achieving success. We will provide time and support to teachers and administration for collaborative efforts to ensure open communication and collaboration between schools to build and foster partnerships between the district and the community. We will: build and foster partnerships among teachers, departments and buildings to establish trust and support as well as provide information to increase the shared knowledge pool. We will inspire learning and teaching by providing students with opportunities to collaborate, be challenged, be problem solvers, be critical thinkers and producers, and be able to incorporate technology in their learning. We will enhance teacher, leader, and support staff effectiveness through a support system that ensures mentoring, reflecting, goal setting, and promoting professional development focused on improving our results. We will safeguard the physical and financial assets of our district. We believe all individuals should be guided toward resourcefulness, problem solving, and ownership of learning. We believe that high expectations lead to better results. We believe that collaborative practices between staff and administrators foster continuous improvement. We believe that collaboration and communication among home, school, community and the world promotes student success. We believe an engaging and innovative environment enhances both learning and teaching. We believe professional development for teachers, leaders, and other staff to achieve excellence. We believe in protecting taxpayer equity through fiscal responsibility. We believe that a high-­‐performing district must be forward thinking in an ever-­‐changing educational environment. We will prioritize constant accommodations for new strategies and ideas in the educational environment. Long-­‐Range Goals Clear indicators and measures accompany each goal to monitor and report progress. Goal One: Improve student growth and achievement. Goal Two: Provide a safe, healthy, nurturing environment conducive to learning, teaching, and wellness. Goal Three: Attract, develop, and retain the best and brightest staff. Goal Four: Foster engagement through trusting and respectful partnerships with families and the community. Goal Five: Prioritize, allocate, and use resources effectively and equitably Huntley Cwhile ommunity District 158 operating Swchool ith increased efficiency. Strategic Plan 2015-­‐2020 Strategies for Action Action teams will study, experiment, and recommend future improvement strategies. Strategy One: Implement systems to ensure district-­‐wide consistency and fidelity in the implementation of curriculum, assessments, instruction and differentiation that align to state standards. Strategy Two: Establish essential Professional Learning Community structures, processes, and expectations for students, staff, and families to ensure a results-­‐
oriented culture. Strategy Three: Explore instructional models that remove traditional time constraints and advance the District’s mission and vision. Strategy Four: Enhance the identity of the District and position it to be recognized at the local, state, and national levels as a high-­‐quality school system for students, their families, and for staff. Strategy Five: Foster a professional development infrastructure, including a coaching model, to assist staff implementation of identified research-­‐based practices across the district. Strategy Six: Improve two-­‐way communication and collaboration with families to achieve the district’s mission, vision, values, and goals. Strategy Seven: Expand and enhance relationships between organizations in the community and our schools. Strategy Eight: Protect and maintain the District’s assets by maximizing revenue at the state and federal levels.