Strategic Plan, 2022-2027

The District's Strategic Plan provides the framework for the operation of the District, using measurable goals to ensure the District's five main Key Success Factors are met.

As you read the information for each Key Success Factor (KSF) below, use the following legend:

Green Text is New items to the plan.
Maroon Text is Modified.
Black text is Item on the Plan in Progress
ST - Short Term
LT - Long Term
ST/LT - Short Term/Long Term Opens in New Window

KSF 1: Outstanding Student Performance

Strategic Objectives	Strategic Challenges	Key Goals	Key Action Plans
Ensure all students in the aggregate and in subgroups meet or exceed internal and State student performance targets annually.	Meet the accountability requirements of the State ESSA Plan. Manage the complexities of the Illinois Assessment of Readiness (IAR). Address learning gaps that may have been created or exacerbated by the remote learning.	1A. Monitor achievement on state and internal performance measures; address individual needs of students who do not meet state standards or internal targets.	1a1. Monitor the ISBE's updated plans for ESSA performance indicators, educate stakeholders regarding the indicators, and continue to engage in formal opportunities to make recommendations to ISBE regarding the indicators annually (ST/LT). 1a2. Monitor Illinois Assessment of Readiness (IAR) in two key areas: emerging format of the assessment and performance results in student achievement and growth, 2022 – 2026 (ST/LT). 1a3. Manage the implementation of the IAR and ISA per ISBE mandates and pandemic-related challenges (ST). 1a4. Continue to monitor student learning for potential gaps in understanding following the pandemic using formative assessments, common grade/course assessments, and standardized assessments, 2021-2023 (ST). 1a5. Continue to evaluate standardized assessments, including effectiveness of LRIA, and determine if LRIA should be expanded to other grade levels and replace Terra Nova (by 2023-24) (ST).

KSF 2: Coherent and Rigorous Programs and Services

Strategic Objectives	Strategic Challenges	Key Goals	Key Action Plans
Provide standards-based curricular programs and services reflecting current research, best practice, and technology integration for all students. Provide quality e-learning instruction that aligns with the District curricula, can be deployed quickly, and is sustainable.	Address learning gaps that may have been created or exacerbated by remote learning, particularly math and reading. Address the emerging challenges driven by a technological and global environment. Address the emerging program needs of Special Education resulting from changes in the TrueNorth Cooperative.	2A. Maintain ongoing cycle of curricular evaluation/revision for all programs/services. 2B. Ensure the District's learning model reflects current and post-pandemic requirements. 2C. Ensure the curricula and programming addresses learning gaps due to the pandemic proactively. 2D. Provide ubiquitous technology and learning opportunities that support the diverse needs of learners. 2E. Monitor all programs and services to ensure we are meeting the needs of all students.	2a1. Complete reading curriculum revision at Grades 2 - 5 with implementation no later than 2023-2024 (ST). 2a2. Revise the K-5 social studies curriculum with Phases I and II completed by the summer of 2024 and full implementation by 2025-2026 (ST/LT). 2a3. Refine Math 6, Math 7, and Mathia courses following first year implementation of new resources, 2022-2023 (ST). 2a4. Develop a District-wide Equity Plan, 2022-2023 (ST). 2a5. Incorporate and implement Culturally Responsive Standards for Teaching and Leading into subject areas and school/district activities as mandated by the State by 2024-2025 and according to District 27's Equity Plan (LT). 2a6. Complete implementation of the revised K - 8 science curriculum in 2022-2023 (ST).

Strategic Objectives

Strategic Challenges

Key Goals

Key Action Plans

Provide standards-based curricular programs and services reflecting current research, best practice, and technology integration for all students.

Provide quality e-learning instruction that aligns with the District curricula, can be deployed quickly, and is sustainable.

Address learning gaps that may have been created or exacerbated by remote learning, particularly math and reading.
Address the emerging challenges driven by a technological and global environment.
Address the emerging program needs of Special Education resulting from changes in the TrueNorth Cooperative.

2A. Maintain ongoing cycle of curricular evaluation/revision for all programs/services.

2B. Ensure the District's learning model reflects current and post-pandemic requirements.

2C. Ensure the curricula and programming addresses learning gaps due to the pandemic proactively.

2D. Provide ubiquitous technology and learning opportunities that support the diverse needs of learners.

2E. Monitor all programs and services to ensure we are meeting the needs of all students.

2a1. Complete reading curriculum revision at Grades 2 - 5 with implementation no later than 2023-2024 (ST).

2a2. Revise the K-5 social studies curriculum with Phases I and II completed by the summer of 2024 and full implementation by 2025-2026 (ST/LT).

2a3. Refine Math 6, Math 7, and Mathia courses following first year implementation of new resources, 2022-2023 (ST).

2a4. Develop a District-wide Equity Plan, 2022-2023 (ST).

2a5. Incorporate and implement Culturally Responsive Standards for Teaching and Leading into subject areas and school/district activities as mandated by the State by 2024-2025 and according to District 27's Equity Plan (LT).

2a6. Complete implementation of the revised K - 8 science curriculum in 2022-2023 (ST).

KSF 3: Highly Qualified Staff

Strategic Objectives	Strategic Challenges	Key Goals	Key Action Plans
Ensure faculty and staff can satisfactorily deliver programs and services to all District students and schools. Ensure that the District's culture of excellence and collaboration is maintained.	Develop staff members' technological skills and pedagogical strategies necessary to deliver the District's programs and services. Address emerging staff and substitute teacher shortages to ensure effective teaching and learning in the classroom. Anticipate the need to develop teacher leaders in light of the cumulative effect of senior staff retirements.	3A. Build faculty/staff skills and knowledge to implement the State mandated standards. 3B. Revise the current teacher evaluation model while maintaining strong focus on professional development and quality control. 3C. Address the current and anticipated workforce shortages. 3D. Develop mid-career teachers’ understanding of and advocacy for our Core Values, Core Competencies, Culture, and Processes.	3a. Provide professional development to understand diversity, equity, and inclusion issues and support the implementation of the Culturally Responsive Teaching and Learning Standards over the 2021-24 school years (ST). 3b. In collaboration with the Association, revise the teacher evaluation model: Collaborative process, spring 2022. Implementation, fall 2022. 3c. Proactively manage the staff and substitute teacher shortages (ST/LT). Continue to explore ways to recruit, attract, and retain substitute teachers for the 2021-2023 school years (LT). Actively recruit student teachers in the areas where we are forecasting retirements and shortages as appropriate (LT). 3d. Develop and implement a professional learning strand for interested mid-career staff that supports our Core Values, Core Competencies, Culture, and Processes for full implementation over the 2022-2026 school years (LT).

Strategic Objectives

Strategic Challenges

Key Goals

Key Action Plans

Ensure faculty and staff can satisfactorily deliver programs and services to all District students and schools.

Ensure that the District's culture of excellence and collaboration is maintained.

Develop staff members' technological skills and pedagogical strategies necessary to deliver the District's programs and services.
Address emerging staff and substitute teacher shortages to ensure effective teaching and learning in the classroom.
Anticipate the need to develop teacher leaders in light of the cumulative effect of senior staff retirements.

3A. Build faculty/staff skills and knowledge to implement the State mandated standards.

3B. Revise the current teacher evaluation model while maintaining strong focus on professional development and quality control.

3C. Address the current and anticipated workforce shortages.

3D. Develop mid-career teachers’ understanding of and advocacy for our Core Values, Core Competencies, Culture, and Processes.

3a. Provide professional development to understand diversity, equity, and inclusion issues and support the implementation of the Culturally Responsive Teaching and Learning Standards over the 2021-24 school years (ST).

3b. In collaboration with the Association, revise the teacher evaluation model:

Collaborative process, spring 2022.
Implementation, fall 2022.

3c. Proactively manage the staff and substitute teacher shortages (ST/LT).

Continue to explore ways to recruit, attract, and retain substitute teachers for the 2021-2023 school years (LT).
Actively recruit student teachers in the areas where we are forecasting retirements and shortages as appropriate (LT).

3d. Develop and implement a professional learning strand for interested mid-career staff that supports our Core Values, Core Competencies, Culture, and Processes for full implementation over the 2022-2026 school years (LT).

KSF 4: Social-Emotional Wellbeing

Strategic Objectives	Strategic Challenges	Key Goals	Key Action Plans
Ensure all District policies and social/emotional programs provide a caring and supportive environment.	Respond to the social-emotional needs of our students and staff as a result of the COVID-19 pandemic.	4A. Monitor, evaluate, and revise the social/emotional programs/services to be responsive to student and staff needs.	4a. Implement key programs and resources to nurture and support our students and staff Leverage the Behavioral Coach position to help staff establish and maintain clear Tier 1 and Tier 2 expectations (ST/LT). Review updates to Second Step SEL Resource, and make necessary changes to support students (fall 2022) (ST). Enhance PBIS Tools and SEL strategies to nurture the social and emotional well being of students while supporting their growth in stamina and regulation (fall 2022) (ST). 4b. Restore high staff morale through nurturing social, emotional, and mental health Roll out new initiatives through the lens of COVID's impact on staff stamina and morale (More time with existing initiatives and fewer new initiatives). Phase out any unnecessary COVID restrictions that add additional stress and restrictions to students and staff. Provide PD that stimulates the PBIS tools and SEL strategies noted in 4a.

Strategic Objectives

Strategic Challenges

Key Goals

Key Action Plans

Ensure all District policies and social/emotional programs provide a caring and supportive environment.

Respond to the social-emotional needs of our students and staff as a result of the COVID-19 pandemic.

4A. Monitor, evaluate, and revise the social/emotional programs/services to be responsive to student and staff needs.

4a. Implement key programs and resources to nurture and support our students and staff

Leverage the Behavioral Coach position to help staff establish and maintain clear Tier 1 and Tier 2 expectations (ST/LT).
Review updates to Second Step SEL Resource, and make necessary changes to support students (fall 2022) (ST).
Enhance PBIS Tools and SEL strategies to nurture the social and emotional well being of students while supporting their growth in stamina and regulation (fall 2022) (ST).

4b. Restore high staff morale through nurturing social, emotional, and mental health

Roll out new initiatives through the lens of COVID's impact on staff stamina and morale (More time with existing initiatives and fewer new initiatives).
Phase out any unnecessary COVID restrictions that add additional stress and restrictions to students and staff.
Provide PD that stimulates the PBIS tools and SEL strategies noted in 4a.

KSF 5: Safe Learning and Working Environment

Strategic Objectives	Strategic Challenges	Key Goals	Key Action Plans
Ensure all facilities are safe and provide a positive learning environment. Ensure that we have transparent and effective communication with all constituents.	Address the emerging facilities needs of Special Education resulting from changes in the TrueNorth Cooperative. Address all of the safety and space utilization needs for students and staff in the school buildings resulting from COVID-19.	5A. Implement the best practices in facilities safety and security management. 5B. Maintain effective two-way communication systems that provide timely information and solicit feedback.	5a1. Update the Master Facilities Plan specifically regarding capital improvements Implement key roof replacement and HVAC capital improvements from the Master Facilities Plan from 2022-2027 and recent 2022 Ten Year Health Life Safety Study, as needed (ST/LT). Implement the facilities recommendations resulting from the 2022 Space Utilization Study, 2022-2027 (ST/LT). Implement the facilities recommendations resulting from the implementation of the Northfield Township Shared Services Program from 2022-2027 (ST/LT). 5a2. Develop and implement an action plan that meets Center of Disease Control (CDC) and Illinois Department of Public Health (IDPH) guidelines for “in-person” instruction to mitigate student and staff health risk over the 2022-2023 school year, if needed (ST). 5a3.Continue cybersecurity trainings and phishing campaigns to increase staff awareness and comply with Student Online Personal Protection Act (SOPPA) law requirements (ST/LT). 5b. Conduct satisfaction surveys to determine student, staff, parent and community perceptions of our schools and the District – every other year on the even years (ST/LT). Odd years, implement changes based on needs identified in the survey.

Strategic Objectives

Strategic Challenges

Key Goals

Key Action Plans

Ensure all facilities are safe and provide a positive learning environment.

Ensure that we have transparent and effective communication with all constituents.

Address the emerging facilities needs of Special Education resulting from changes in the TrueNorth Cooperative.
Address all of the safety and space utilization needs for students and staff in the school buildings resulting from COVID-19.

5A. Implement the best practices in facilities safety and security management.

5B. Maintain effective two-way communication systems that provide timely information and solicit feedback.

5a1. Update the Master Facilities Plan specifically regarding capital improvements

Implement key roof replacement and HVAC capital improvements from the Master Facilities Plan from 2022-2027 and recent 2022 Ten Year Health Life Safety Study, as needed (ST/LT).
Implement the facilities recommendations resulting from the 2022 Space Utilization Study, 2022-2027 (ST/LT).
Implement the facilities recommendations resulting from the implementation of the Northfield Township Shared Services Program from 2022-2027 (ST/LT).

5a2. Develop and implement an action plan that meets Center of Disease Control (CDC) and Illinois Department of Public Health (IDPH) guidelines for “in-person” instruction to mitigate student and staff health risk over the 2022-2023 school year, if needed (ST).

5a3.Continue cybersecurity trainings and phishing campaigns to increase staff awareness and comply with Student Online Personal Protection Act (SOPPA) law requirements (ST/LT).

5b. Conduct satisfaction surveys to determine student, staff, parent and community perceptions of our schools and the District – every other year on the even years (ST/LT). Odd years, implement changes based on needs identified in the survey.

KSF 6: Healthy Financial Position

Strategic Objectives	Strategic Challenges	Key Goals	Key Action Plans
Ensure fiscal solvency of the District.	Proactively manage in an environment of changing funding patterns and increased financial mandates from the State and Federal Governments. Address the emerging financial needs of Special Education resulting from changes in the TrueNorth Cooperative. Address the financial needs in response to COVID-19 to support instruction and operations.	6A. Provide cost-effective staffing plans for essential/highly-valued programs and services. 6B. Maintain responsible approach to fiscal operation ensuring cost efficiencies while maintaining our programs and services.	6a1. Create long-term staffing projections and implement annual staffing plans that address essential and highly valued District programs and services (ST/LT). 6b1. Develop and implement a financial plan, including a study of future borrowing and levy options, to ensure fiscal solvency and implementation of the following goals from 2022-2026 (ST/LT): Continue implementation of capital building projects (roofs, HVAC). Operationalize the staffing, programs, and facilities recommendations resulting from the Northfield Township Shared Service Program. Study K-5 programming changes, enrollment projections, and space utilization reports for the potential need for building addition space. 6b2. Respond to the TrueNorth Financial Model with appropriate action plans, in the 2022-2027 school years (ST/LT). 6b3. Continuously monitor and respond to, local, state and federal legislation that may impact our long-term financial planning to ensure the fiscal solvency of the District on an annual basis (ST/LT).

Strategic Objectives

Strategic Challenges

Key Goals

Key Action Plans

Ensure fiscal solvency of the District.

Proactively manage in an environment of changing funding patterns and increased financial mandates from the State and Federal Governments.
Address the emerging financial needs of Special Education resulting from changes in the TrueNorth Cooperative.
Address the financial needs in response to COVID-19 to support instruction and operations.

6A. Provide cost-effective staffing plans for essential/highly-valued programs and services.

6B. Maintain responsible approach to fiscal operation ensuring cost efficiencies while maintaining our programs and services.

6a1. Create long-term staffing projections and implement annual staffing plans that address essential and highly valued District programs and services (ST/LT).

6b1. Develop and implement a financial plan, including a study of future borrowing and levy options, to ensure fiscal solvency and implementation of the following goals from 2022-2026 (ST/LT):

Continue implementation of capital building projects (roofs, HVAC).
Operationalize the staffing, programs, and facilities recommendations resulting from the Northfield Township Shared Service Program.
Study K-5 programming changes, enrollment projections, and space utilization reports for the potential need for building addition space.

6b2. Respond to the TrueNorth Financial Model with appropriate action plans, in the 2022-2027 school years (ST/LT).

6b3. Continuously monitor and respond to, local, state and federal legislation that may impact our long-term financial planning to ensure the fiscal solvency of the District on an annual basis (ST/LT).