STRATEGIC PLAN 2021-2025 - DRAFT-OCTOBER 2021 - Staunton City Schools
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STRATEGIC PLAN
2021-2025
DRAFT-OCTOBER 2021
Introduction I am excited to share with you Staunton City Schools’ strategic plan to guide our work over the next four years. The business of educating and supporting our youth couldn’t be more urgent as we confront unparalleled challenges. Hundreds of you shared your ideas during our strategic planning process, describing what you see as priorities for Staunton City Schools in the coming years. In our needs assessment survey, Dr. Garett Smith more than 300 students, teachers, staff and Staunton City Schools community partners asked us to focus on a few Superintendent key areas: providing a high-quality education and academic supports for students of all abilities; helping students rebound from the challenges of the pandemic; and cultivating an inclusive, diverse, and healthy learning community. We've combined your feedback with our knowledge of the needs of our learning community and created a long-term plan that addresses each of those areas and more. With all of the adults in our community working together in the best interest of our students, we cannot be defeated. We appreciate your support of our students, staff, the community and each other.
SCS students will be upstanding
Our Vision citizens, innovative thinkers, and
creative problem solvers who
inspire others through their
example.
We empower each student to
Our Mission excel by investing in an inclusive,
innovative, and healthy learning
community.
A Healthy Learning Community
The strategic plan
In order for our students,
reflects Staunton City
teachers, and staff to do
Schools' ongoing
their best, we know that a
investment in the
healthy culture must exist
overall well-being of
in our schools.
students and their
families, teachers,
staff, and the
Staunton community.
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Staunton City Schools
2021-2025 Strategic Plan
Our Core Values
We believe:
When adults get smarter, so do our
High-quality teachers and
students. Our teachers must be proficient,
staff are our No. 1 asset. caring, observant, and engaging to help
students succeed.
All people in our learning We cultivate a culture of anti-
community must be discrimination and inclusion in our
schools.
treated with respect.
Good stewardship of We must use entrusted resources wisely
community resources is and strategically for the benefit of our
entire community.
essential.
Achievement is more than We prepare and challenge students to be
a high test score. upstanding, productive citizens in the
classroom and beyond.
Learning must be relevant We encourage students to be creative,
and inspire student critical thinkers engaged in the learning
process.
engagement.
Communication and Robust partnerships with families and
collaboration are critical to community groups are the foundation of
a strong learning community.
our success.
A healthy learning Our students and staff deserve to learn
community is diverse, and work in an environment that
embraces differences, encourages
innovative, and nurturing.
creativity, and provides the resources that
protect and promote their social,
emotional, mental, and physical well-
being.
ׄ
Staunton City Schools
2021-2025 Strategic Plan
GOAL
L1
Achievementt & Well--being
g
Provide a high-quality education that supports
orts
student growth and achievement, innovation, on,
and the overall well-being of our entire learning
rning
community.
Strategy 1 Strategy 2
Maintain and develop educational Expand career pathways and
practices that help every child in partnerships that allow students to
SCS read on grade level by second make authentic career connections,
grade. explore diverse career options, and
prepare for life after school.
خContinue and expand an ongoing
cycle of observation and feedback A. Expand business partnerships to
within schools. allow for diverse work-based
خJoin the Comprehensive experiences across career
Instructional Program consortium pathways.
of 43 school divisions in Virginia to B. Develop a whole-school and/or
analyze student SOL data and work vertical progression that supports
collaboratively to improve career development.
academic outcomes for students.
! خProvide strong instructional
coachǞȁǐmodel that allows Strategy 3
ongoing professional learning and Preserve and increase practices and
support for staff. programs that promote wellness
( خUtilize research-based instructional and safety for the entire learning
practices as a basis for instructional community.
initiatives.
خProvide free breakfast, lunch and
0 خSeek federal and state distinctions snacks to all ²!²students year-
for elementary, middle and high round.
schools to promote high academic
achievement and secure school خProvide a healthy environment in
accreditations. all school facilities through
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Staunton City Schools
2021-2025 Strategic Plan
necessary health mitigation
strategies and facility upgrades.
Measures of Success
C. Review and update the Crisis We’ll monitor the
following key data points
Management Plan and school
to track achievement
safety procedures as needed to and well-being:
maintain the protection and well-
being of students and staff. x Number of
students reading
D. Practice emergency procedures at at PALSؤؤ
each school for the safety and well- benchmark in
being of our learning community. Grade 2
x Our on-time
E. Develop and host a division-wide graduation rate
Kindness Challenge to encourage x Our dropout rate
empathy and respect among x Number of
students earning Advanced diplomas
students and the community.
x Number of students earning a
F. Develop and host a Wellness passing grade or growth results on
Challenge to support the mental SOL tests (E,M,H)ؤؤ
x Number of students earning one or
and physical well-being of staff
more SOL pass advanced (E,M,H)
and boost morale. x Number of students with no out-of-
G. Foster collaboration and school suspensions (E,M,H)
x Number of students attending more
understanding among leadership than 90% (E,M,H)
through central office and x College and Career Readiness Index
administrator strategic retreats. (Work-based learning experiences,
CTE completers, AP/ DE enrollment)
§ؤǘȌȁȌǶȌǐǞƧƊǶɩƊȲƵȁƵȺȺmǞɈƵȲƊƧɯ
²ƧȲƵƵȁǞȁǐ
ـؤؤ0ǶƵǿƵȁɈƊȲɯلwǞƮƮǶƵلRǞǐǘٜ
6
Staunton City Schools
2021-2025 Strategic Plan
GOAL 2
Inclusive
e & Equitable
e Learning
g Environmentt
Promote a culture of respect in which students and staff of diverse
backgrounds are represented, heard, valued, and nurtured.
quarterly update meetings with
Strategy 1 equity officers.
Continuously grow practices and
D. Develop an equity toolkit to serve
programs that promote equity for
as a resource guide for educators
the entire learning community.
on diversity, equity and inclusion
خEstablish equity officers at the topics.
central office level to evaluate E. Utilize Equity First Funds to
school policies and procedures as promote equity initiatives.
they relate to equity, report onɈǘƵ
F. Fundraise for the Equity First Fund
progress of equity initiatives, and
to continue funding for student
meet quarterly with school equity
fees, tutoring, technology support
teams to help advance curriculum
for families in need, and staff
and programs and address
professional development.
concerns.
G. Maintain and expand technology
خProvide periodic reports to the
offerings for SCS families to ensure
school board on SCS equity
all students have modern
initiatives.
technology access.
! خIncrease support for school equity
H. Expand technology offerings for
teams through professional
staff and teachers to ensure all
development, including diversity,
staff have access to modern
equity and inclusion trainings,
technology tools.
continuing education, and
I. Grow our Alternative to
Suspension Program to address
student discipline through
restorative justice.
J. Incorporate restorative justice
practices in school settings to
create just and equitable learning
environments, build and maintain
healthy relationships, and
transform conflict.
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Staunton City Schools
2021-2025 Strategic Plan
K. Establish a cadre of SCS employees ȯƵȲǞȌƮǞƧƊǶǶɯ with the
to participate in a comprehensive superintendent.
restorative justice training
B. Continue quarterly meetings
program.
between the superintendent
L. Provide individual and school-level and the Staunton Teacher
mental health and relationship- Advisory Council.
building support for students and
C. Conduct an annual staff survey
staff through the social-emotional
to determine level of
learning coordinator.
satisfaction with school climate
M. Expand preschool sections to including diversity, equity and
eventually match the number of inclusion.
Kindergarten sections.
N. Conduct an annual student survey
to determine level of satisfaction Measures of Success
with school climate, including
diversity, equity and inclusion. We’ll monitor the
following key data
points ƊȁȁɐƊǶǶɯto
Strategy 2 safeguard an inclusive
Cultivate student leadership to and equitable learning
strengthen a positive culture in environment:
their schools. x Level of
satisfaction with
A. Provide Upstander (anti-bias, anti- SCS learning
bullying) training for staff and environment
students at all grade levels (gathered
through VCIC partnership. through surveys)
x yumber
B. Develop an Upstander incentive of equity
program that rewards anti-bias, trainings
anti-bullying behavior. attended by staff
x yumber of equity trainingsattended
by students
Strategy 3 x Jift income for Equity First Fund
x yumber of students helpedthrough
Maintain avenues of direct Equity First Fund
communication with all SCS x yumber of funded equityinitiatives/
employee groups and seek their programs
feedback. x yumber of free computerdevices,
hotspots, meals and snacks
A. Establish a support staff distributed to students and families
advisory group to meet
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Staunton City Schools
2021-2025 Strategic Plan
GOAL
L3
Stafff Expertise
e
Attract, retain, and champion a highly skilled
killed and
diverse workforce.
Strategy 1 Strategy 2
Recruit and
Provide professional development
retain a diverse
opportunities that increase staff
population of
expertise and support successful
staff.
outcomes for students.
A. Create a
A. Use data and direct feedback to
pipeline of
determine staff professional
future
development needs.
teachers
B. Continue and expand SCS through a
University program as a grow-your-
professional development tool for own teaching program for
teachers and staff. students, with a focus on
C. Host annual diversity, equity and developing teachers who reflect
inclusion training for all staff. the diversity of our learning
community.
D. Host customized diversity, equity
and inclusion training for school B. Develop a grow-your-own program
equity teams and SCS equity for staff to become teachers and
officers. administrators, with a focus on
developing staff who reflect the
E. Encourage collaboration among diversity of our learning
staff through professional learning community.
communities focused on
producing successful academic C. Develop a succession plan in
results for students. preparation for impending
retirements of veteran central
office and school staff.
D. Host SCS recruitment fairs for
educators and other professional
staff, with a focus on recruiting
talented people who reflect the
diversity of our learning
community.
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Staunton City Schools
2021-2025 Strategic Plan
E. Maintain outreach to HBCUs and
other colleges and universities to Measures of Success
recruit teachers and staff of diverse
races and ethnicities. We’ll monitor the
following key data
points to build staff
Strategy 3 expertise:
x Annual number
Strengthen our compensation
of professional
package to be competitive in the development
region and recruit and retain a trainings offered
skilled and diverse staff. to staff
x Annual number
A. Provide childcare for staff. of courses
B. Seek funding from city council attended and
hours logged in
annually for progressively
SCS University
competitive salaries and pay raises
x Diversity of staff compared to
for educators and professional diversity of students (percentages)
staff.
C. Explore the advantages and
disadvantages of moving to a
biweekly pay schedule for staff.
10
Staunton City Schools
2021-2025 Strategic PlanGOAL 4
Collaborative
e Relationships
s
Cultivate collaborative and trusting relationships with students, families, and
the community.
D. Conduct an annual budget survey
Strategy 1 to receive community input on
Maintain good stewardship of the budget priorities.
community resources entrusted to
SCS.
Strategy 2
Advance services, programs and
A. Continue partnership with city organizations that enhance student
officials to secure a consolidated and family experiences in SCS,
operations facility in a cost- strengthen communication, and
effective and strategic manner. provide a sense of belonging.
B. Continue to invest in school
infrastructure as needed to A. Develop parent partnerships that
maintain strong and safe facilities advance their involvement in
and services. learning and social emotional
development for students.
C. Mobilize public support for school
funding through storytelling on B. Seek student and family input
social and news media platforms, through surveys, focus groups, and
community service projects and school-based organizations.
campaigns, school tours, and C. Redesign the SCS family of
presentations to local civic websites to serve as an improved
organizations. communication tool between the
school division and all of its
stakeholders.
D. Create a mentoring program that
places students with a trusted, go-
to adult in their school for
academic and emotional support.
E. Help connect students to
extracurricular activities through
athletics, the arts, and academic
clubs to enrich their overall school
experience.
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Staunton City Schools
2021-2025 Strategic PlanStrategy 3
Measures of Success
Build partnerships with community
members and organizations that
We’ll monitor the
enrich the overall educational, following key data
social, emotional, mental, and points to build
physical well-being of students and collaborative, trusting
staff. relationships:
x Total number of
خGrow the UVA-VDOE mental students
health partnership to increase partnered with
ƊƧƧƵȺȺɈȌmental health mentors
professionals and resources ǏȌȲ x Total number of
SCS. targeted
partnerships with
خSeek collaborative relationships community
with local, federal and state organizations
elected officials and community x Percentage of students participating
influencers through ongoing, in extracurricular activities in middle
strategic conversations about and high schools
significant school issues and
activities.
12
Staunton City Schools
2021-2025 Strategic PlanMaking a difference in the future, one student at a time.
116 W. Beverley St.
Staunton, VA 24401
Phone: 540.332.3920
www.staunton.k12.va.usYou can also read
