HSD #153 Strategic Plan 2023/2028 One-year update

Goal: Curriculum, Instruction & Assessment Implement research-based instructional strategies that promote student engagement. What we’ve done:
Trained 97 staff members in the use of cooperative learning structures.
Completed a full year pilot of new ELA resources in grades 3-5 and researched Social Studies resources to align to new ISBE standards.
What we’ll do:
Encourage (require) all new staff to attend the training prior to earning tenure in the district.
Implement instructional coaching on the strategies for continued support.
Grades K-2 and 6-8 will research the same ELA resources.<br>

Goal: Student Needs Theory of Change
If all students feel safe and welcomed in the school environment, then they can reach their academic potential while also optimizing their social and emotional well-being. Strategic Plan Goal
Student’s self-rating of their emotional well-being will improve each year, as measured through a metric as yet to be determined.<br>

Goal: Student Needs Review existing SEL program and alternatives to find the best one available to meet this need. What we’ve done:
Zoom introductory session with 7 Mindsets on xSeL Labs & Empowering Educators
What we’ll do:
The SEL teams at each school review the program and consider age-appropriateness for their age level. training prior to earning tenure in the district.
Review universal screener like Teris Metrics.<br>

Goal: Finance Theory of Change
If we adequately manage our revenues and expenditures, then we will be able to provide a rich educational experience to our students while also attracting the best professionals to work here. Strategic Plan Goal
Our fund balances will increase by one million dollars each year from their current level. Also, we will remain in the top one-half of all elementary districts in BTTO with regards to compensation.<br>

Goal: Finance Build a fiscal model that is responsible and maintains sufficient fund balances to ensure financial stability. What we’ve done:
Partnered with our elected officials to pass Public Act 103-0587, allowing us to capture the remaining $1.7 million approved by the 2022 referendum.
Obtained a three-year, $117,000/year Teacher Vacancy Grant to attract and retain employees.
What we’ll do:
Develop a 5-year projection utilizing the entire $4.2 million in proceeds from the 2022 referendum.

2. Establish targets for fund balance growth over the next 5 years.
3. Complete market analysis to develop salary comparables for south suburban school districts.<br>

Goal: Facilities Theory of Change
If we provide safe, clean, and modernized spaces for learning, then student learning will be optimized. Strategic Plan Goal
Identify one major upgrade to be done each year and budget the funds to complete that task.
(Summer 2024- Churchill roof)<br>

Goal: Facilities Prioritize and address the needs of aging facilities. What we’ve done:
Conducted an Architect selection process to find a new firm for District 153.
Utilized a manufactures representative for a new roof for Churchill saving over $250,000 in fees over previous methods.
What we’ll do:
Conduct enrollment projections.
Perform a 10-year life safety survey using the new architects.
Utilize new architects to develop a master facility plan for the next 5 years.<br>

Goal: Human Relations Theory of Change
If we increase the diversity of our workforce and retain those employees, then our students will benefit from having a more veteran staff reflective of our student demographics. Strategic Plan Goal
The percentage of our certified staff who identify as non-white will increase by 5% each year from FY24-FY28.<br>

Goal: Human Relations Increase recruitment and retention by ensuring a positive and supportive climate and culture. What we’ve done:
All staff was surveyed in January of 2024 and results shared with board and ADCO in February.
What we’ll do:
Research different things done elsewhere and implement next year.
Review/act on 5 Essentials data.<br>

Goal: Community/Public Relations Theory of Change
If we communicate with our families using a variety of methods, then we will increase participation in the educational process and achieve greater buy-in and support from our families. Strategic Plan Goal
Increase the percentage of people who read our bi-weekly newsletter by 5% a year.<br>

Goal: Community/Public Relations Focus on strategies to ensure equity and accessibility of information. What we’ve done:
Completed NSPRA Communications Survey of staff, parents, and community at-large, March 8-25. 
What we’ll do:
Explore ways to increase inter-staff communications, as per survey results 
Create and build 153 Instagram account<br>

Goal: Community/Public Relations Increase involvement of all families in school activities. What we’ve done:
Talked with PTA, PMA and Foundation 153 about running all mass communication requests through district communications director. 
What we’ll do:
Continue discussions with parent organizations to further coordinate efforts.<br>