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The District's strategic plan, a guide map for the school system to reach
its preferred future, was created with input from more than 600 staff
members, parents and community members. It was adopted by the Board of
Education in the spring of 2006 and updated in 2009.
As a part of the strategic plan a District Scorecard was created
to help the community track the District's progress on its stated goals. Additionally, the District designed an Alignment Toward Continuous Improvement document to show the connections between the strategic plan, the Professional Learning Community initiative, the District's Constitution (contract with certified staff), the Leadership Evaluation Framework and the Response to Intervention (RtI) process that is mandated by the state.
The vision of Glenview School District 34 is to enable children to be:
- Self-directed learners committed to continuous growth
- Citizens of character who value diversity
- Confident, healthy individuals who are contributing members of a democratic society
Recognizing the needs of each child and believing all children can learn,
the mission of Glenview School District 34 is to empower children to be responsible learners
and decision makers in a changing society.
To achieve our mission and vision, we commit to the following guiding principles:
- All students can learn when they have appropriately defined learning goals and timely feedback on which to measure their progress.
- Learning is a shared responsibility among families, children and staff.
- Curricula and instruction are based on sound research.
- Effective instruction and assessment accommodates a variety of learning styles and aptitudes through differentiation.
- A healthy learning and teaching environment encourages and supports self-concept, safety, acceptance, collaboration, consistency, and innovation.
- Strategic direction, goals and policies are set, communicated, and monitored by District leadership which enables schools to set, communicate, and monitor implementation procedures.
- The principles as outlined in the Constitution and the Leadership Evaluation Framework shall guide our efforts.
To achieve our mission and vision we support the following long-range goals:
Student Achievement Goal: To ensure student progress, we will increase the number of students meeting and exceeding their growth goals as measured by achievement indicators.
District Achievement Indicators will be determined. Some examples might include: ISAT (grades 3-8), NWEA (3-8), ISEL (K-2), DIBELS (K-2), ACCESS (K-8), and GBS data.
Climate Goal: To do our best work, we will ensure a healthy, nurturing and empowering learning community as measured by climate indicators.
District Climate Indicators will be determined. Some examples might include: Class size guidelines, facilities utilization report, satisfaction surveys, Organizational Health surveys, Constitutional principles survey of staff, Character Counts survey of students, 40 Assets and exit surveys of staff.
Resource Goal: To protect the trust and confidence of our community and staff, we will make the best use of our resources as measured by resource indicators.
Resource Indicators will be determined. Some examples might include: Annual audit, Quarterly budget to actual reports, ISBE Financial Profile, facility utilization, life-safety measures, class size guidelines and competitive employee compensation system.
We recognize the themes for strategy consideration in identifying present gaps between where we are and where we want to be:
Align our work as a Professional Learning Community to ensure:
- Alignment of grade level student learning standards and common assessments
- Implementation of a District-wide problem-solving process to address the full spectrum of needs for all children. (Response to Intervention)
- Development of student ownership and responsibility for their own learning
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Infuse technology to advance teaching and learning |
Envision a preferred future for the district as part of the ongoing strategic planning process |
Measure and respond to student, staff, family and community satisfaction data/Organizational Health data |
| Implement consistent communication and deployment of our collaborative decision making structures and processes for all certified and support staff |
Develop a competitive compensation system in order to attract and retain a highly qualified staff |
Promote continuous and clear understanding of financial health and fiscal responsibility to staff, families and community |
Address projected enrollment growth to ensure quality programs, productive learning environment, flexibility of space, class size |
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