GOAL: Ensure a differentiated education that provides a rigorous academic foundation and opportunities for advanced learning to ensure all students are appropriately challenged and growing.

STRATEGIC COMMITMENTS: 

1. Students feel valued as learners.

2. Students are personally challenged and supported in making growth.

3. Students identify and reflect on their strengths and areas of growth with access to targeted learning and support.

4. Staff use evidence of learning to align instruction, inform differentiation, and balance appropriate curricular and technology resources to meet student needs.

5. Students exhibit resilience and confidently engage in rigorous tasks that push them beyond their current abilities, persisting through temporary discomfort, novel challenges, and mistakes.

2026-27 ANNUAL GOALS: 

1. Improve the number and percentage of students demonstrating growth over the course of the academic year.

2. Improve enrichment pathways and opportunities to challenge advanced learners in math.

3. Gather information and evaluate technology use in classrooms across the district over the course of the academic year.

2026-27 HIGH-LEVERAGE ACTIONS: 

1. Differentiated instruction

2. Implementation of enrichment resources

3. Goal-setting in classrooms

4. Targeted instructional coaching

5. Structured collaboration around student learning

6. Data-informed instructional decision-making

7. Indentification and expansion of entry points to math enrichment.

GOAL: Cultivate a supportive, inclusive, and positive learning community that advances 

student social, emotional, behavioral, and mental health.

STRATEGIC COMMITMENTS: 

1. Students feel valued as individuals with a sense of belonging and connection to their school environment.

2. Students take ownership of their learning while developing executive functioning skills such as goal-setting, organization, conflict resolution, self-management, and leadership. 

3. Staff feel informed about the academic, social, emotional, and behavioral strengths, needs and supports of their students. 

4. School rules and expectations for behavior and technology use are understood, enforced, and consistently prioritized to support safety and learning.

2026-27 ANNUAL GOALS: 

1. Students access opportunities to connect with their school community.

2. Students experience consistent, compassionate, and effective responses when exhibiting challenging behavior.

3. Students consistently follow district and school expectations.

4. Students within social-emotional or behavioral intervention groups will graduate to a less-intensive level of support.

2026-27 HIGH-LEVERAGE ACTIONS: 

1. Regular, explicit social-emotional, executive functioning, and behavior instruction

2. Positive behavior reinforcement

3. Relationship mapping

4. School-wide and interest-based clubs

5. Data-informed decision making and instruction

6. Utilization of tiered instructional resources and supports

7. Monthly huddles

8. Rounding

9. De-escalation training

10. Expansion of Tier 1 classroom behavior management training

GOAL: Foster a professional community that supports employee care and excellence to ensure our staff feel valued, supported, respected, and integrated into our school community.

STRATEGIC COMMITMENTS: 

1. Staff feel valued and recognized for their contributions to the success of our students and the school community.

2. Staff engage in supportive onboarding, differentiated professional development, and structured collaboration focused on their roles and responsibilities.

3. Staff feel supported in navigating and problem-solving difficult interactions with students, parents and colleagues.

4. Staff demonstrate growth in their roles and have increased opportunities to lead.

2026-27 ANNUAL GOALS: 

1. Consistently implement reciprocal feedback systems to identify actions that increase staff value, motivation, and morale.

2. New paraprofessionals feel supported and successful in their work with students.

3. Staff have necessary skills and feel supported when navigating difficult interactions.

4. Meetings and professional learning experiences are meaningful, relevant, and efficient.

2026-27 HIGH-LEVERAGE ACTIONS: 

1. Professional learning aligned with staff feedback

2. Reciprocal feedback systems targeted toward staff value

3. Implementation of specific actions to support staff value

4. Refinement of onboarding plans

5. Weekly huddles

6. Training for behavior challenges and de-escalation techniques

7. Professional learning around navigating difficult conversations

8. Training on supporting work of paraprofessionals

9. Collaboration on meeting effectiveness across schools and departments

GOAL: Strengthen partnerships by connecting, collaborating, and communicating with our families and community to advance teaching and learning.

STRATEGIC COMMITMENTS: 

1. Families feel that their child is valued and are informed about how their students are supported, challenged and growing. 

2. Families feel welcomed and connected with opportunities to partner and volunteer.

3. Families can easily access timely information about student learning and school activities.

4. Families feel confident in using information about their child’s progress to support learning and growth.

2026-27 ANNUAL GOALS: 

1. Families are information about their child's current learning, growth, achievement, and school activities.

2. Families will access opportunities to connect with their child's school.

3. Families will identify named contacts and where to access important information.

4. Instructional programming and available supports are effectively communicated to families.

2026-27 HIGH-LEVERAGE ACTIONS: 

1. Hold quarterly focus groups with families

2. Provide feedback opportunities after school- or district-level events

3. Implement transition activities for 5th and 7th grades

4. Share common Curriculum Night slides for teachers

5. Clear family communication from teachers regarding specific support for students

6. Communication contact chart that also includes PTA/O

7. Revision of website curricular content

8. Expansion of guidance for technology use

9. Central registration services

10. Math/Academic activity nights

GOAL: Ensure the effective use of time, talent, and financial resources to sustain practices that promote growth.

STRATEGIC COMMITMENTS: 

1. Staff time, talent, and resources are aligned with student needs for the greatest impact on student learning. 

2. Financial resources are aligned to maintain, enhance, and support instructional and operational needs. 

3. Long- and short-term plans address routine safety requirements, capital improvements, and maintenance needs. 

4. Investments in instructional technology, nutritional options, and updated furniture support student learning and safety.

2026-27 ANNUAL GOALS: 

1. Identify baselie of current building needs and overall capital improvement needs via a 10-year life/safety study and comprehensive long-term facilities study.

2. Implement new school-based planning and request process for next school year.

3. Improve maintenance ticket response time.

4. Review the lunch program offerings, comparing healthy options with the financial health of the program.

5. Evaluate the impact of furniture on student learning.

2026-27 HIGH-LEVERAGE ACTIONS: 

1. Use the expertise of architects and engineers to identify areas of need, both short- and long-term

2. Implement new maintenance ticketing system

3. Seek feedback on current furniture in classrooms

4. Research impact of furniture on learning

5. Confirm scope of work for 10-year life safety survey

6. Confirm scop of overall comprehensive long-term facilities study

7. Collaborate to build a new format for school-based planning and requests

8. Develop guiding principles aligned to strategic plan for school-based planning and requests