Our 5 Pillars...

SPS will work to collaborate for the good of all, working to align priorities among SPS, BOE, City and our community. Through increased and improved COMMUNICATIONS internally and externally, SPS will engage families and the community as valued partners in the education process.

1. Provide regular opportunities and improve strategies to collect community input on district-wide decisions.
2. Create a deeper level of engagement and improve relationships with families who feel disconnected from SPS, including our economically disadvantaged students — those who are eligible for the federal free or reduced lunch program, who are English language (EL) learners, or who live in public housing.
3. Improve strategies that support an authentic parent and community voice.
4. Review, assess and improve internal information flow.

• Community Input - Number of meetings held and opportunities for the community to provide input into in upcoming district-level decisions
• Cultural Engagement - Increase in collaborative approach to planning meetings and events that include participation by families who feel disconnected from SPS, including non-English speakers, alternate learners and struggling families.
• Parent Perception - Percent of parents who respond positively on the 2023 School Climate Survey
• Staff Perception - Percent of staff who respond positively on the 2023 School Climate Survey
• Student Perception - Percent of students who respond positively on the 2023 School Climate Survey

• Superintendent's Community Conversations
• OFCE community engagement events
• SPS Budget Listening Sessions
• SPS Staff Communications Portal (in development)
• SC2C Community Task Force
• SPS Authentic Voice Project

Through expanded focus on ENGAGEMENT, all staff, students and families will feel that they are a valued member of the SPS community and that their opinion and ideas are heard and appreciated.

1. Focus resources on recruiting and retaining highly qualified teaching staff with a focus on minority recruitment
2. Prioritize staff involvement in the decision making process.
3. Retain the current +/-10% integration standard of the district, with a goal of all schools being representative of the demographic makeup of the district.
4. Implement new approaches to promoting our magnet school programs, with a goal to increase the representation within the pool of applicants. 
5. Find new ways to bring attention to student and staff accomplishments.
6. Celebrate diversity beyond ethnicity, including learning style, educational pathways and student interests.

• Human Resources - Increase percentage of new hires that represent our student body
• Parent Perception - Percent of parents who respond positively on the 2023 School Climate Survey
• Staff Perception - Percent of staff who respond positively on the 2023 School Climate Survey
• Student Perception - Percent of students who respond positively on the 2023 School Climate Survey
• Student Data - all school buildings achieve the +/-10% integration standard of the district. 
• Magnet Lottery Application - Application profiles align with the +/11-% integration standard of the district.

• Changes being implemented in response to 2022 Spring School Climate Survey Data (presentation)
• Superintendent's Community Conversation Series 
• BOE Student Advisories 
• OFCE community engagement events
• SPS Budget Listening Sessions
• SPS Staff Communications Portal (in development)
• SC2C Community Task Force
• SPS Authentic Voice Project
• LGBTQ+ Collaborative 

Adopt a budgeting and spending approach that effectively addresses short and long term needs associated with staffing, facilities and technology.  Investigate new opportunities and identify efficiencies to ensure that SPS schools offer a safe, rigorous and engaging educational experience.

1. In support of school safety, work to ensure effective and efficient use of all spaces. 
2. Focus resources on recruiting and retaining highly qualified teaching staff with a focus on minority recruitment.
3. Define a long term plan for staffing strategy, with focus on the impact on the operating budget. 
4. Develop a comprehensive plan for long term care and upkeep of all facilities, including fields and school grounds.
5. Reimagine school media centers for greatest impact.
6. Evaluate financial implications of Food Service program CEP, and analyze long-term efficacy.
7. Revise board policies to provide clear direction for the educational program and operational functions and to clarify expectations regarding responsibilities, organizational coordination and decision making.
8. Integrate policies, procedures and standards across the district to maximize efficiency.
9. Incorporate cost-benefit analysis in the district’s budgeting processes to guarantee full alignment of district resources to curricular goals and strategic priorities.
10. Adopt a mechanism to measure equity of allocation of resources across schools and student populations.
11. Conduct a cost analysis to consider altering High School start times.
12. Increase access and efficiencies within our transportation system, with a focus on addressing factors contributing to absenteeism rates.

• Human Resources - Increase percentage of new hires that represent our student body
• Human Resources - maintain and increase staff retention levels
• Staff Perception - Percent of staff who respond positively on the 2023 School Climate Survey
• Finance - establish a direct link between department goals and budget priorities.
• Transportation - increase in eligible students taking advantage of transportation and improve on-time rates.

• Long-term Facilities Plan
• Technology Plan Committee 
• Long-term Staffing Committee
• Superintendent's Community Conversation Series

All students will acquire and effectively apply critical thinking, creative thinking and self-regulated thinking to be ACADEMICALLY PREPARED for lifelong learning and the world of work.

1. Prioritize mastery learning (skills vs. memorization) with a focus on outcome measures in the areas of English Language Arts/Reading, Math, STEM, Social Studies, The Arts, Attendance, Healthy Lifestyle Choices, Social Emotional Learning and Service Learning.
2. Update, refine, and implement a comprehensive curriculum management system that coordinates and prioritizes all curriculum management functions and tasks in the district.
3. Re-envision secondary programming by creating alternative options, e.g., BPL, Twilight, Remote Learning.
4. Develop a comprehensive plan for implementing K-5 gifted and talented/ enrichment programs.
5. Increase access and reach of the Acceleration Academy, developed to address learning loss during the COVID-19 pandemic.
6. Increase the number of students joining and persisting in our music programs, elementary through high school. 
7. Create more real world experiences in the community rather than the classroom.

• Professional Development - positive feedback from staff on differentiated offerings.
• Student Achievement - Increase in percent of students in grades K-5 demonstrating growth on BOY to EOY on mclass DIBELS reading assessments. 
• Student Achievement - Increase the number of cohort students, who have attended SPS K-3, that are reading at and above grade level.
• Student Achievement - Increase the number of cohort students, who have attended SPS K-3, that are at and above grade level in math.     
• Student Achievement -Increase in the percent of students in grades 6-12 passing their core ELA class.
• Student Achievement -Increase in the percent of students on-track to graduate.
• Student Achievement - Increase in number of students participating in internships, apprenticeships and hands-on learning experiences.

• Grading Practices Committee
• RISE Network
• Review available student performance data quarterly to monitor growth among student groups.
• Review, create an action plan and implement recommendations from the 2022 curriculum audit (Full Report).
• Music Department Visioning Collaborative
• Career Connected Learning Opportunities
   

All students and adults will acquire and effectively apply the knowledge, attitudes, and skills necessary to understand and manage emotions, set and achieve positive goals, feel and show empathy for others, establish and maintain positive relationships, and make responsible decisions.

1. Implement evidenced-based Social Emotional Learning (SEL) programs at all schools.
2. Develop and implement a comprehensive district-wide SEL student assessment system.
3. Strengthen adult SEL competencies and capacity through quality SEL professional development.
4. Decrease the number of chronically absent students by the majority of grades and student groups by June 2023.
5. Focus on supporting transition years (K, 6th, 9th).
6. Ensure that all alternate learners, including English language (EL) learners and students with disabilities, have access to evidence-based, high-quality instruction.
7. Prioritize (and communicate) efforts in support of the health and safety of our students, including extraordinary efforts related to pandemic recovery.
8. Continue to grow career pathways. 
   1. Expand to include K-12
9. Help support students socially and emotionally at every age.
10. Continue to encourage and celebrate student voice, advocacy and opportunity.

• Professional Development - increase SEL PD offerings.
• Professional Development - positive feedback from staff on SEL PD sessions.
• SEL Assessment System - widespread adoption of SEL Assessment System among all schools
• SEL Assessment- Percent of students rated positively on DESSA
  Parent Perception - Percent of parents who respond positively on the 2023 School Climate Survey
• Staff Perception - Percent of students who respond positively on the 2023 School Climate Survey
• Student Perception - Percent of students who respond positively on the 2023 School Climate Survey
• Student Achievement -Increase in the percent of students on-track to graduate.
• Student Achievement -Decrease in achievement gaps among student groups. 
• Student Achievement - Decrease in number of students chronically absent by grade and student groups.

• District Attendance Teams 
• Adoption of Aperture/DESSA SEL Assessment System (14 schools by 2023/ all schools by 2024)
• Vita Health & Wellness