CSD STRATEGIC PLAN 2023-2025

STRATEGIC PLAN

SUPERINTENDENT’S MESSAGE

As we embark on launching an era of “Advancing Educational Excellence through Innovation”, we are reminded that the climate and culture in our society affects the climate and culture in our schools. We can only realize the Capital School District’s strategic goals for Our Schools, Our Children, and Our Future with everyone’s help We must have a collective responsibility to accept that inaction is no longer an option for students, educators, and parents within the community, if we are committed to high levels of learning for all students. As a result, we should expect:

• more student voice

• more teacher leadership

• more opportunities to empower parentsand

• an evolving culture that incubates care withcreativity. Schools are managing the realities of a world that is in recovery. Everyone needs healing time to recover, yet some seem surprised by the unfolding trauma that is happening- in our homes, in our communities, and in ourschools

If we are to advance educational excellence through innovation, we need care, equity, and partnerships that are bottom up and top down. However, I urge everyone that we must start with incubating a culture that can support the success of our new vision, mission, and core values. As we continue our journey, we must find ways to significantly improve outcomes while eliminating barriers to learning for both students and adults. We must respect the significance of STEAM and artificial intelligence without losing sight of the importance of the human component. We must recognize that our achievements will be realized through intentional reciprocal partnerships. Victory occurs when we do things that benefit all involved. We must all accept and create new ways to enact our mission, vision, and core values We must adopt “a collective moral imperative” when it comes to Our Schools, Our Children, and OurFuture.

U. S. Secretary of Education Cardona said “Raise the Bar: Lead the World...prepare our students for a world where global engagement is critical to our nation’s standing.” This is why educational reform needs innovative cross-sectional partnerships, 21st-century learning paradigms that embrace artificial intelligence, and bold actions that dismantle inequities.

As one of Governor Carney’s Compassionate Champion Districts, we will continue to embrace social emotional and behavioral supports to address the intensive needs of students and adults However, we should expect more equity efforts that consider the unique needs of our gifted and talented students. We should expect more non-traditional approaches to engaging early learners that consider the impact of playful learning We should expect more STEAM and work-based experiences that honor the needs expressed by business leaders. We should expect transformational parent empowerment programs aligned with our goals to significantly improve studentachievement.

As we move forward, I want to reiterate that Senator Pride will continue to be the cornerstone of our efforts as we boldly reimagine learning together. Schools need everyone at the table as we lead academic recovery efforts for Our Schools, Our Children, and Our Future, holding steadfast to advancing educational excellence throughinnovation.

In closing, I want to thank our staff for their tireless efforts every day. I want to acknowledge the 900+ stakeholders who participated in our Senator Pride Conversations to drive the strategic planning process. The Capital School District is on the rise, and we will continue to be the Heartbeat of the First State by setting the rhythm for others tofollow.

With Senator Pride,

Dr. Vilicia Cade CEO and Superintendent

THE STRATEGIC PLAN STRUCTURE

Capital School District

Strategic plans are intended to guide the district from its current state to its ideal state. The process of developing a strategic plan includes aligning the district’s current and future initiatives and available resources with the intents, objectives, and goals that are of greatest interest and importance to the district community Each of a district’s strategic intents should have aligned objectives, goals, and action steps

Objectives reflect the changes the district plans to achieve, while goals represent the measurable targets the district will use to determine progress towards each objective. Reaching an objective requires accomplishing the associated goals. This plan represents a road map for district leaders to achieve the Capital School District Strategic Plan, using objectives and goals to measure the district’s progress along the way.

STRATEGIC PLAN STRATEGIC INTENTS OBJECTIVES GOALS ACTION STEPS

Capital School District THE STRATEGIC PLANNING PROCESS

Capital School District’s Strategic Plan reflects what we have heard about our community’s hopes and needs Capital School District leaders have proactively included the district community in conversations around strategic planning to gather feedback from community members on what should be included in our next Strategic Plan. The data below outlines the extent of community participation in thisprocess.

GATHERING COMMUNITY INPUT

We heard from the community that your strategic planning priorities revolve around mental health supports for students, improving behavioral supports, and increasing teacher recruitment and retention. This feedback helped us set the overall mission of Educational Excellence

993 PEOPLE HAVE CONTRIBUTED THEIR IDEAS AND OPINIONS INTO THIS PROCESS

169 Unique Individuals Attended a Strategic Planning Session

7 Community Stakeholder Meetings

ANALYZING QUANTIFIABLE DATA

DRAFTING STRATEGIC INTENTS

6 Parent/Staff Meetings

824 E-Survey Respondents

4 Student Meetings

3 ExecutiveTeam Meetings

In partnership with Hanover Research’s quantitative analysis team, CSD analyzed key metrics around student and educator data to determine longitudinal trends in CSD’s performance relative to peer districts.

ON-SITE WORKSHOP

Through the Senator Conversations, CSD leadership has developed three meaningful Strategic Intents, with six corresponding objectives. These conversations have helped to merge community input with district actions

3

6 Intents Objectives

6 Goals

CSD invited Hanover Research to complete an on-site workshop with the strategic planning team to refine the goals aligned with the district’sobjectives.

DISTRICT DATAREVIEW

Capital School District

6,396 Total Student Enrollment

510 Classroom Teachers

90% Students NOT Receiving Out of School Suspension

63% Students NOT Chronically Absent

Student Body Racial Demographics

53% BLACK 24% WHITE 14% HISPANIC 7% MULTIRACIAL 2% ASIAN 0.7% NATIVE 0.3% PACIFIC ISLANDER

61%

Revenue Going to Classroom Instruction

21%

39%

Students in Special Education Low Income Students

8% English Language Learners

ACADEMIC DATA REVIEW

MISSION, VISION, AND CORE VALUES

Capital School District

MISSION VISION

Through partnerships with students, families, and the community, we create a culture of high expectations and excellence. Our students will become lifelong learners equipped with 21st Century skills for success as global citizens.

CORE VALUES

SENATOR PRIDE

Students, staff, parents, and community identify with and feel they are a part of the school district.

EQUITY & INCLUSIVENESS

Service and supports are appropriate and meet the needs of the school community. Accessibility and outcomes are not determined by individual identity.

COLLABORATION

Work is performed in partnership with students, staff, parents, and the community to advance innovation and educational excellence.

EFFECTIVE COMMUNICATION

Advancing educational excellence through innovation.

INTEGRITY & RESPECT

Communication is clear, consistent, honest, appropriate, and considers the needs of the audience.

Interactions with students, staff, parents, and community are honest, ethical, and morally grounded. Decisions are made with empathy, compassion, grace, care, and understanding and everyone has a safe space.

Embrace change and nurture a culture of learning and growth.

OVERVIEW OF STRATEGIC INTENTS Capital School District

Capital School District has identified three central Strategic Intents to guide its strategic plan. These Strategic Intents are based on data collection, including perception data from stakeholder surveys and committee meetings and a quantitative data analysis. Strategic Intents, specifically, are the areas of policy or practice that the district wishes to focus on for change.

Linear & Streamlined

STRATEGY 1

Enhance educational effectiveness and efficiency by improving communication and engagement to all stakeholders, developing quality educational experiences, streamlining systems, and leveraging resources.

2 STRATEGY 3

Meeting the Needs of the Whole Child

Apply a holistic approach to address students’ needs by providing supports in partnership with students, staff, parents, and community.

Senator Pride

Build a culture of pride and accountability through effective communication, collaborative partnerships and valuing all members of the school community.

STRATEGIC INTENT 1

LINEAR & STREAMLINED

SI 1

LINEAR & STREAMLINED

LS GOALS

1. Update the Facilities Master Plan based upon grade reconfiguration, identified needs, costs, and feasibility. Communicate the plan revisions.

LS OBJECTIVE 1

Provide safe, healthy, and modern school buildings that support student achievement, encourage community engagement, and drive Senator Pride.

LS ACTION STEPS

• Open the new middle school campus on schedule and on budget. Share Phase II of the Grade Reconfiguration Plan with Senator Nation.

• In collaboration with key stakeholders, issue an evergreen three-year grade reconfiguration plan. Broadly share this plan and seek feedback. Produce annual updates.

SI 1

LINEAR & STREAMLINED

LS GOALS

2. Develop an ongoing three-year districtwide Professional Development plan.

LS OBJECTIVE 2

Provide exceptional support and growth opportunities to staff, including personalized professional development and clear access to resources.

LS ACTION STEPS

• Convene a cross-functional committee to identify needs, decide logistics, allocate resources, and deliver training.

STRATEGIC INTENT 2

MEETING THE NEEDS OF THE WHOLE CHILD

SI 2

MEETING THE NEEDS OF THE WHOLE CHILD

WC GOALS

1. Implement a multi-tiered system of support (MTSS) with fidelity across the District.

WC OBJECTIVE 1

Continue to prioritize behavioral and mental health to support the Whole Child.

WC ACTION STEPS

• Adopt a system for tracking and monitoring student behavioral health and mental health concerns. Use these data to inform ongoing efforts to improve supports and resources.

• Provide ongoing training and professional development opportunities for educators and staff to increase their knowledge and skills related to addressing student behavioral health and mental health concerns

SI 2

MEETING THE NEEDS OF THE WHOLE CHILD

WC OBJECTIVE 2

Adopt and implement exceptional, innovative

instructional programming that prepares students for college and careers.

WC GOALS

2. Provide rigorous K-12 educational experiences that develop Future-Ready skills while ensuring that all students are performing at or above grade level.

WC ACTION STEPS

• Implement the new ELA and Mathematics curricula with fidelity.

• Introduce robust intervention programs for students who are not reading by the age of seven.

• Provide professional development opportunities to increase the overall reading intervention skills across the District.

STRATEGIC INTENT 3

SENATOR PRIDE

SI 3 SENATOR PRIDE

SP GOALS

1. Recruit and retain a high-quality workforce that is driven by our Core Values.

SP OBJECTIVE 1

Attract and retain high-quality educators by creating supportive, inclusive, and innovative environments that value diversity and provide competitive compensation and benefits.

SP ACTION STEPS

• Form collaborative, inclusive committees and Building Leadership Teams to increase staff input and employee satisfaction.

• Optimize District Office organizational structure and communications.

SI 3 SENATOR PRIDE

SP OBJECTIVE 2

Improve parent and community involvement through communication, advocacy, and empowerment.

SP GOALS

2. Develop a comprehensive plan for parent involvement and community engagement.

SP ACTION STEPS

• Implement Come Home Senators program

• Develop and implement a plan to increase family, student, and alumni excitement in the District’s activities, programs, and successes. Increase involvement and enrollment.