2018-2023 Strategic Plan
Clarinda Community School District
2018-2023 Strategic Plan
Mission
To educate all students to succeed by ensuring quality leadership,
curriculum, and instruction.
Vision
Clarinda Community School District is a leader in education by fostering
high standards and expectations through rigorous academics, meaningful learning opportunities, and engaging student activities.
Beliefs
- All people can learn
- Learning is lifelong
- All people have inherent worth
- Individual differences are encouraged and embraced
- Education is essential to personal growth and community development
- Education is a responsibility shared by the individual,
parents, families, school and community - Environment affects learning
- We can shape the future
Strategic Plan Goals
Goal A: Student Achievement
- Provide engaging instruction and rigorous curriculum to inspire learning that develops well rounded and socially responsible citizens.
- Support career, vocational, and post-secondary exploration that supports each students unique career interest.
- Engage parents and community relationships that support education and student success.
- Collaborate with community partners to provide exceptional early childhood programs.
Goal B: Facilities & Finance
- Provide sound fiscal management aligned to enrollment, state and federal funding, and community expectations.
- Develop a long term facilities plan that creatively addresses changing educational and activity needs, future learning strategies, and is adaptive to the fiscal and educational future of the district.
Goal C: School Culture
- Support a climate centered on high expectations, while respecting diversity through meaningful opportunities and activities for all students.
- Create district wide expectations focused on building positive leadership skills, good character, self-confidence, accountability, and responsible citizenship.
- Engage students through diverse and high performing activities.
Goal D: Staff Engagement
- Align professional development that fosters progressive thinking, takes risks, exhibits autonomy, and supports leaders of learning who challenge students to achieve their greatest potential.
- Facilitate avenues for recruiting and retention of quality talent to the district.
Goal E: Community & State Partnerships
- Enhance our local workforce by educating students on local business opportunities, vocational needs, and networking with local leaders and industry.
- Utilize strong community partnerships to advance student achievement, enhance school culture, and achieve district goals.
- Create a community advocacy group that communicates the political and legislative needs directly impacting the Clarinda School District and community.
- Partner with community stakeholders to continue to expand quality of life offerings crucial to the recruitment and retention of employees and their families.
GOAL A: Student Achievement
|
Strategy 1: Provide engaging instruction and rigorous curriculum to inspire learning that develops well rounded and socially responsible citizens. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Implement PBIS Initiative |
Mr. Henely & Ms. Opperman |
Annually (June) |
|
Explore Open End Resource |
Curriculum Teams |
Annually (March) |
|
TLC -Strengths of teachers |
Teacher Leadership Team & Administration |
Annually (March) |
|
Professional Development Plans (Individualized). Aligned to student achievement. Formalized assessment tools |
Teachers and Administrators |
Annually (August) |
|
Focus on individual student growth |
Administration |
Monthly |
|
Strategy 2: Support career, vocational, and post-secondary exploration that supports each students unique career interest. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Create a process for individual student plans. |
High School Administration & High School Counselor |
Annually (May) |
|
Create methods for feedback to be used for |
High School Counselor |
Annually (May) |
|
Strategy 3: Engage parents and community relationships that support education and student success. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Parent Partnership Meetings |
Principals and Staff |
Quarterly |
|
Address mental health issues impacting students |
At Risk Coordinator |
Quarterly |
|
Invite Psychologist to attend staffing meetings |
At Risk Coordinator |
Quarterly |
|
Strategy 4: Collaborate with community partners to provide exceptional early childhood programs. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Continue conversations between CCSD and preschools |
Ms. Opperman & K/ PK Staff |
Annually (June) |
|
Explore including community preschools as part of CCSD |
Ms. Opperman |
Annually (June) |
GOAL B: Facilities and Finance
|
Strategy 1: Provide sound fiscal management aligned to enrollment, state and federal funding, and community expectations. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
School Finance Workshops and Training |
Superintendent & School Business Official & School Board |
Annual |
|
Legislative & Legal Advocacy |
Superintendent & School Business Official & School Board |
Quarterly |
|
Budget Review and Reporting |
Superintendent & School Business Official & School Board |
Monthly
|
|
Strategy 2: Develop a long term facilities plan that creatively addresses changing educational, and activity needs, future learning strategies and is adaptive to the fiscal and educational future of the district.
|
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Develop a long term facilities plan that creatively addresses changing educational needs, future learning strategies and is adaptive to the fiscal and educational future of the district |
Superintendent & Buildings & Grounds Supervisor |
May 2018 |
|
Educate and inform staff and community of facility plans and impact on our school and community |
Superintendent, School Business Official, & Facilities Advisory Committee |
Annually (April) |
|
Implement District Wide Safety & Security Plans & Training Programs |
Administration |
August 2018 |
GOAL C: School Culture
|
Strategy 1: Support a climate centered on high expectations, while respecting diversity through meaningful opportunities and activities for all students.
|
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Create PBIS Initiative K-8 |
Director of Student Services |
August 2018 |
|
Create a culture where faculty set student expectations based on trust, autonomy, and peer accountability |
The Board & Administration |
Monthly |
|
Align PD for staff outlining high expectations |
Teacher Leadership Team & Administration |
Annually (May) |
|
Strategy 2: Create district wide expectations focused on building positive leadership skills, good character, self-confidence, accountability, and responsible citizenship. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Create a model of leadership with clear behavioral expectations at the high school |
Administration & Staff |
Annually (July) |
|
Embed leadership expectations into learning activities |
Administration & Teacher Leadership Team |
Monthly |
|
Create a mentorship program |
Counselors |
August 2018 |
|
Strategy 3: Engage students through diverse and high performing activities. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Increase percentage of students in activities-review current participation to meet goal |
Activities Director |
Annually May |
|
Create strengths and opportunities for students by partnering with parents, community and supportive organizations |
Administration |
Monthly |
GOAL D: Staff Engagement
|
Strategy 1: Align professional development that fosters progressive thinking, takes risk, exhibits autonomy and supports leaders of learning who challenge students to achieve their greatest potential. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Develop Professional Development Plan Annually
|
Teacher Leadership Team |
Annually (May 15) |
|
Develop Professional Plan For Non-Certified Staff |
Building Principal & Superintendent |
Annually (May 15) |
|
Develop District Wide PBIS Training And Plan |
Director of Student Services |
May 15, 2018 |
|
Strategy 2: Facilitate avenues for recruiting & retaining quality talent to the district. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Establish a relationship with Northwest School of Education to facilitate processes for Iowa Licensure |
Superintendent |
May 15, 2018 |
|
Investigate Recruitment Options
|
Superintendent |
May 15, 2018 |
|
Communicate the need for reciprocity with contiguous state for teacher licensing |
Superintendent |
September 15, 2018 |
GOAL E: Community and State Partnerships
|
Strategy 1: Enhance our local workforce by educating students on local business opportunities, vocational needs, and networking with local leaders and industry. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Expand job shadowing options partnering with the chamber |
Counseling Department |
December 2018 |
|
Create student marketing & business opportunities |
Guidance Counselor & Business Ed. Department |
August 2019 |
|
Strategy 2: Utilize strong community partnerships to advance student achievement, enhance school culture, and achieve district goals. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Each administrator engages with a community board (Chamber, Foundation, Cardinal Fund, City Council, Economic Development Association, etc.) |
Administration |
Annually |
|
Incorporate a youth representative on City Council |
H.S Principal, Counselor and Alternative HS teacher |
August 2018 |
|
Strategy 3: Create a community advocacy group that communicates the political and legislative needs directly impacting the Clarinda school District and community. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Educate community on legislative matters impacting education via social media, radio, newspaper |
Superintendent |
December 2018 |
|
Involve community in communication with legislators |
Superintendent |
December 2018 |
|
Parent and community membership in Parent for Great Public Schools advocating for public education |
Superintendent |
October 2018
|
|
Strategy 4: Partner with community stakeholders to continue to expand quality of life offerings crucial to the recruitment and retention of employees and their families. |
||
|
ACTION STEPS |
PERSON RESPONSIBLE |
COMPLETION DATE |
|
Bridge gap for new faculty members with community by developing “retention” team that assists with the operational and social incorporation of new hires to community |
Retention Team (Both CSD employees and community members)/Superintendent |
Annually (April) |
|
Introduce and provide new hires information and resources crucial to immersion into the community |
Retention Team (Both CSD employees and community members)/Superintendent |
Annually (April) |