In Pursuit of
The Community-Inspired
2021-2026 Strategic Plan
Developed by the Henry County Board of Education
ANNUAL REPORT YEAR 5 | AUGUST 2026
Exceptional Opportunities • Exceptional Futures
From the Superintendent Dr. John Pace III, Superintendent
As we conclude the 2021-2026 Community-Inspired Strategic Plan, I am proudly reflecting on Henry County Schools’ remarkable progress over the past five years. This strategic plan was well underway before I began my tenure as superintendent in 2024 and as I gained insight into our performance, needs, and opportunities, I was inspired by the spirit of collaboration and dedication that permeates our district. Our community has high expectations for its schools, and we are rising to meet them. Our new state-of-the-art Henry County STEM High School is scheduled to open in August 2027. We also invested in STEM equipment and curriculum districtwide, fostering innovation among our students and delivering on our mission to empower all students with exceptional opportunities and access that lead to success in a global society. We placed literacy at the heart of the strategic plan with updated materials and new instructional strategies. We expanded fine arts programs and upgraded arts and athletic equipment, enriching students’ experiences and broadening their horizons. The new Welcome Center forged stronger connections with our community. We launched the Henry County Public Schools Foundation, facilitating public support for our district. New safety and wellness measures were implemented, serving staff as well as students. We grew the ranks of our school resource officers. At every school, we introduced a Mental Health and Wellness Facilitator, providing holistic support for everyone in the building. Through professional development, we guided our employees and equipped them to provide quality education. To accommodate our district’s growth, we opened a new elementary school and new transportation and administrative facilities. We purchased more than 100 new clean-fuel air-conditioned buses for comfortable, efficient trips to and from school. Backed by an award-winning governance team, I remain committed to ongoing transformation, excellence, and ensuring every student has the tools, support, and opportunities to succeed. Our next strategic plan will continue to emphasize many of the same priorities, including literacy, college, career, and life readiness; school culture; and recruiting and keeping highly qualified employees. Our unifying vision will remain at the core of our efforts as we work together to ensure a high-quality, world-class education for every student. I am encouraged by all we have achieved and filled with optimism for the future. Thank you for your commitment to building bright futures in Henry County Schools. Dr. John Pace III
SP
21-26
ENRY
COUNTY SCHOOLS and our COMMUNITY share
A VISION TO ensure a
high-quality, world-class education for
every student. and a singular
MISSION TO empower all students with
exceptional opportunities and access that lead to
success
in a global society.
Unified Governance
Core Beliefs Henry County Schools’ governance team (i.e., the Board of Education) collaboratively developed the following Core Beliefs and Commitments in 2018 to unify the Board and the actions of the Board:
1. All children can learn at or above grade level and will have an equal opportunity to do so. 2. Family and community involvement is critical to student success. 3. All learning environments will be supportive, safe, and secure. 4. Effective teachers, leaders, and employees produce excellent results.
No Exceptions, just Exceptional Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
1
Our Governance Team Dedicated to Opportunities, Access, and Outcomes
The 2025-2026 school year marked the conclusion of Henry County Schools’ 2021-2026 Community-Inspired Strategic Plan. The last five years brought new faces to the school board and the superintendent’s seat, but through these transitions, the governance team remained committed to fostering a supportive learning environment for every Henry County Schools student. Key investments were made in instructional materials, student support, employee wellness, and operational infrastructure. Construction began on an innovative STEM high school. To accommodate growth, the governance team has also overseen the creation of two new elementary schools, additions to existing campuses, and a new transportation hub. The new Welcome Center and Henry County Public Schools Foundation strengthened the district’s connections to families and the greater community. The successful initiatives of the 2021-2026 Community-Inspired Strategic Plan transformed Henry County Schools. The governance team is now focused on a new plan, reflecting the continued prioritization of student success and the belief that every child deserves the opportunity to thrive.
Mr. Makenzie McDaniel, Board Vice Chair Board Member since 2021
pe, Board Chair
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Unified Governance
District 2
“Student success is at the heart of everything we do, and I am proud of the progress we have made through strategic investments in our educators, staff, programs, equipment, and facilities. Yet, the work of continuous improvement is never done, and we must remain focused on the future—anticipating the evolving needs of our students and preparing them for the opportunities ahead. The Board of Education will continue advancing access, opportunities, and outcomes for every student through strategic oversight, responsible stewardship, and a commitment to excellence.”
Dr. Pam Nutt Board Member since 1997
District 1
“Henry County Schools has demonstrated exceptional growth and achievement in the last five years. The Board of Education remains focused on innovation and excellence, ensuring we meet the evolving needs of our students and prepare them to thrive after they leave our system. The Henry County community has been instrumental in shaping our policies. I am proud to help advance our collective hopes, desires, and aspirations for Henry County’s children.”
Mrs. Jennifer Carter Board Member since 2025
District 3
“I joined the Board of Education as we were wrapping up the 2021-2026 Community-Inspired Strategic Plan, and I am thrilled to see Henry County Schools finish strong. I am proud of our recent work to support educators, boost attendance, and craft responsible budgets. The dedication of our staff, potential of our students, and vibrant nature of our community inspire me every day. I am excited for what lies ahead and committed to advancing an exceptional educational experience for every child.”
Mrs. Annette Edwards Board Member since 2015
“I was delighted to take part in the 2021-2026 Community-Inspired Strategic Plan as it progressed from the community to the boardroom to the classroom. I am proud to be a member of this proactive and exemplary District 2 Board of Education, which continues to strive toward its promise of a high-quality, world-class education for every child. It is my honor to support the work of this governance team in ensuring every Henry County student has an opportunity to succeed.”
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
2
DISTRICT PROFILE
Provided by the Henry County Board of Education
At-A-Glance Priority Outcomes
HENRY ? s i o Wh
3,481 graduates across 14 winter, spring, and summer commencements $131 million scholarship dollars earned by Class of 2026 89.8% graduation rate for the Class of 2025
Advancing Opportunities
41,477 students projected across 53 schools for 2026-2027 school year 26 schools identified as "Beating the Odds" by the Governor's Office of Student Achievement 20 schools recognized as Literacy and Math Leaders by the Georgia Department of Education 50 Career, Technical & Agricultural Education (CTAE) Pathways 7,656 dual enrollment credit hours earned in 2025-2026 10 traditional high schools named Advanced Placement Access and Support Schools 9 Georgia High School Association individual state champions during the 2025-2026 school year
Ensuring Access
8th-largest district in Georgia 34,000+ families served at the Henry County Schools Welcome Center since 2021 2,200+ interpretive and translation requests fulfilled for Henry County families 2,755 students enrolled in Before and After School Enrichment programs 326 buses in service 1:1 access to digital student learning devices 345 events hosted at 2 Performing Arts Centers for a total of 117,277 patrons 1,571 acres maintained, including 88 acres of natural sports turf and 22.5 acres of artificial sports turf
Responsible Stewardship
$600 million budget: 50.8% from local taxpayers, 48.9% from state funding, and 0.3% federal funding 97% of funds aligned to teaching, learning environment maintenance, and direct student services $72.5 million invested in the 2021-2026 Community-Inspired Strategic Plan (non-personnel)
Exceptional Workforce 6,454 full-time employees: 3,502 certified educators and 2,952 classified support staff
Unified Governance
Henry County BOE is the 2023 Georgia School Boards Association (GSBA) Large System Governance Team of the Year with 50+ years of collective experience as a board Unified Governance
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
3
CONTENTS Governance Team – 2 HCS At-A-Glance – 3 Priority Student Outcomes – 5 Priority Student Outcome One – 5 Priority Student Outcome Two – 7 Priority Student Outcome Three – 10
Strategic Actions – 14 Strategic Action One – 14 Strategic Action Two – 18 Strategic Action Three – 20 Strategic Action Four – 24 Strategic Action Five – 27
Investments – 30
In Pursuit of
Unified Governance
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
4
YEAR 5 2021-2026 Strategic Plan The Community-Inspired
Priority Student Outcomes Bringing the hopes and dreams of our community to life Henry County Schools follows three Priority Student Outcomes to guide the work of the five-year Strategic Plan. Each Priority Student Outcome contains goals and metrics, which will serve as targets for impact.
1
Priority Student Outcome #1
Literacy Proficiency: HCS will advance opportunities, access, and outcomes for every group in literacy proficiency at every grade.
The Priority Student Outcome of Literacy Proficiency established the charge that Henry County Schools will advance opportunities, access, and outcomes for every group in literacy proficiency at every grade level. As shifts in resources and state and federal legislation compelled changes in elements centered around literacy during the life cycle of the strategic plan (Georgia House Bills 307 and 1193), the literacy PSOs evolved over time. The final literacy PSO elements used for the strategic plan were: 1. Reading Growth from Grade to Grade 2. Reading at or Above Grade Level
| PSO 1 GOAL
Reading Growth from Grade to Grade
ED D E NE E G IMA Reading Growth from Grade to Grade Baseline
51%
65% 2026 Goal
The goal of Reading Growth from Grade to Grade has one metric, which examines the reading growth of Henry County students in grades 2-8. Specifically, this metric examines the proficiency of students’ reading skills and compares performance from the spring of one school year to the student’s reading score in the spring of the following academic year. The growth calculation reports on the percentage of students who demonstrate expected growth (a year’s worth in a year’s time). Henry County Schools administers NWEA’s Measures of Academic Progress (MAP) assessment and utilizes the assessment’s associated spring-to-spring reading growth targets for this metric.
Monitoring our Progress OPERATIONAL DEFINITION
METRIC
Reading Growth from Grade to Grade
Unified Governance
Growth is defined as the student's actual change in reading ability compared to the expected change in a student's reading ability based on Reading MAP Assessment spring-to-spring projected and observed growth.
BASELINE AVERAGE
SP ANNUAL PROGRESS ‘21-’22
‘22-’23 ‘23-’24 ‘24-’25 ‘25-’26
51%
48%
SP ’21-’26 GOAL
REPORTING Jan. 2027
65%
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
5
51%
50% 53%
Reading Growth from Grade to Grade Averaging three years’ worth of baseline data (2019-2021), Henry County Schools had 51% of students making a year’s worth of growth in a year’s time. The governance team established a goal of 65% of students meeting the reading growth target by 2026. While initially declining from the baseline year through the 2022-2023 school year, the metric rose again and peaked in the 2024-2025 school year, which coincided with a deliberate district strategy to utilize LETRS (Language Essentials for Teachers of Reading and Spelling) training throughout the district to improve literacy scores. In the final year of the strategic plan, this number was not yet available by press time and is expected by January 2027. Although short of the ambitious 65% goal set by the Board of Education, the gains made from the inception year through the end were promising. However, the bar for success remains high in Henry as we embark upon the next strategic plan, keeping literacy at the forefront.
| PSO 1 GOAL Reading At or Above Grade Level Baseline
62%
65% 2026 Goal
Reading At or Above Grade Level The goal of Reading at or Above Grade Level has five metrics, a shift from the prior PSOs, which had three reading at or above grade level goals: one for elementary schools, one for middle schools, and one for high schools. Each metric reported the percentage of students reading at or above the grade level Lexile band, a standard educational tool that matches a student’s reading ability with the difficulty level of a book or text on a single numerical scale. The metrics are reported for three different groups of students (grades 3, 6-8, and 11) using MAP. A more narrowed and earlier focus was deemed necessary for crucial insights into the literacy development of Henry County students. In January 2024, a shift in the PSO category called for the analysis of five literacy indicators: Kindergarten, first grade, third grade, middle school (grades 6-8) and 11th grade. For Kindergarten and first grade students, the metric will be determined using AMIRA’s “Amira Reading Mastery” (ARM) score, which arrives at student reading levels through the platform’s data reporting systems. The measure allows teachers and leaders to see a student’s relative reading strength based on their year and month in school to help determine if a student is below, approaching, on, or above reading levels based on developmental milestones. In the winter of 2024, the Board of Education determined a shift was necessary in the metrics used to inform this PSO. Based on data collected from prior MAP administrations that included rapid guessing percentages, along with a discrepancy in reporting that showed reading levels were much higher on state assessments (Georgia Milestones Assessment System), it was determined that the GMAS Reading on Grade Level indicator would serve as a more reliable indicator for the PSO than MAP. Additionally, the information from the GMAS End-of-Course (EOC) assessment provides a much-needed indicator to inform the readiness and reading health of our older cohorts of students in HCS. As the new Georgia literacy standards were unveiled in the 2025-2026 school year, the changes resulted in an adjustment to the Georgia Milestones English language arts assessment system. Consequently, those results are delayed until January 2027, and will have to be analyzed later than the publication of this report. Unified Governance
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
6
Monitoring our Progress | Reading Growth from Grade to Grade METRIC
LEVEL
Students reading at grade level is determined by meeting or exceeding the CCRPI Stretch Band Lexile grade level score based on the Georgia Milestones Assessment System
Reading at or above Grade Level (Amira) Updated January 2024
Students reading at grade level is determined by meeting or exceeding the CCRPI Stretch Band Lexile grade level score based on the Georgia Milestones Assessment System
Reading at or above Grade Level (GMAS) Updated January 2024
Reading at or above Grade Level on State Assessments (GMAS) Combined 3, 6, 8, & American Literature
Students reading at grade level is determined by meeting or exceeding the CCRPI Stretch Band Lexile grade level score based on the Georgia Milestones Assessment System
BASELINE AVERAGE
SP ANNUAL PROGRESS ‘21-’22
‘22-’23 ‘23-’24 ‘24-’25
‘25-’26
SP ’21-’26 GOAL
Kindergarten
46%
46% 55%
REPORTING Aug. 2026
49%
1st Grade
45%
45% 60%
REPORTING Aug. 2026
49%
3rd Grade
59%
59% 56% 62%
REPORTING Jan. 2027
67%
Middle School 6th - 8th
62%
62% 63% 63%
REPORTING Jan. 2027
67%
High School 11th
64%
64% 64% 65%
REPORTING Jan. 2027
68%
District
62%
62% 64%
REPORTING Jan. 2027
65%
Baseline Set
Baseline Set
Baseline Set
Baseline Set
Baseline Set
Baseline Set
HCS averaged three years' worth of baseline data (2020-2021 through 2022-2023) using Georgia Milestones performance for third grade, middle school, and high school indicators. The governance team, based on these baselines, re-established an ambitious target of 67% of students reading at or above grade level by 2026, which will not be informed until the public release of 2026 English language arts Milestones data, anticipated for January of 2027. Data to inform the Kindergarten and first grade baselines were collected during the spring 2024 end-of-year AMIRA assessment, with 2026 goals set during the 2024-2025 school year. At the conclusion of the 2025-2026 school year, both measures exceed the 2026 targets, with Kindergarten exceeding by 15 percentage points (64%) and first grade exceeding by 5 percentage points (54%).
2
Priority Student Outcome #2 Readiness to Learn and Access to Learning
The Priority Student Outcome of Readiness to Learn and Access to Learning establishes the charge that Henry County Schools will advance opportunities, access, and outcomes for every group in readiness to learn at every level. There are four goals within this PSO: 1. Beginning Kindergarten Ready 2. Participation in Advanced Coursework 3. Participation in World Languages Programs 4. Attendance
PSO 2 GOAL
Beginning Kindergarten Ready Beginning Kindergarten Ready Baseline
34%
Unified Governance
44% 2026 Goal
The goal related to the readiness levels of students who enter Kindergarten is informed by the GKIDS Readiness Assessment. Previous years’ performance data was used to establish a district baseline for GKIDS readiness.
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
7
Monitoring our Progress | Beginning Kindergarten Ready BASELINE AVERAGE
OPERATIONAL DEFINITION
METRIC
Beginning Kindergarten Ready
Kindergarten ready includes foundational skills such as emotional readiness, fine motor skills, oral and receptive language skills, social skills, and basic literacy and math skills.
34%
SP ANNUAL PROGRESS ‘21-’22 ‘22-’23
‘23-’24 ‘24-’25
‘25-’26
37%
38%
35%
36%
35%
SP ’21-’26 GOAL
44%
Based on two years' worth of baseline data (2019-2020 and 2020-2021), Henry County Schools observed that 34% of students entering Kindergarten were identified as "Kindergarten ready" according to Georgia's GKIDS Readiness Check. The state defines readiness as demonstrating skills in at least two of the three assessed domain areas: school success, language arts, and math. The governance team set a goal of 44% of students beginning school Kindergarten ready by 2026. During the 2023-2024 school year, 38% of students in Henry County Schools started Kindergarten ready, reflecting a promising increase from the 2022-2023 performance of 36%, while showing a 4-percentage-point increase compared to the baseline average. By the end of the 2021-2026 strategic plan, this measure was reported at 35%, which remained consistent with the 2024-2025 school year data point. While the final performance metric fell short of the 44% target, it is important to note that the GKIDS assessment measures students during the fall of the Kindergarten school year, before teachers and staff really begin their dedicated and aligned support for the future of our youngest learners.
Participation in Advanced Coursework
| PSO 2 GOAL
Participation in Advanced Coursework Baseline
23%
34%
Monitoring our Progress OPERATIONAL DEFINITION
METRIC
Participation in Advanced Coursework
Unified Governance
Advanced coursework is any course beyond a student’s enrolled grade level designation and/or a course that is designated as Accelerated, Advanced Placement, Honors, or Dual Enrollment.
2026 Goal
The goal of increasing student participation in advanced coursework is measured through one key metric, which calculates the percentage of students enrolled in advanced courses that go beyond their current grade level designation or any course designated as accelerated, Advanced Placement (AP), honors, or dual enrollment. This metric only includes students in grades 3-12. For accurate reporting, the percentage of students included in this metric reflects unique individuals enrolled in qualifying courses. In other words, students who are enrolled in multiple advanced courses are only counted once in the calculation. Additionally, to be considered in the metric, students must successfully complete at least one semester of a qualifying course and receive a final grade for that semester.
BASELINE AVERAGE
23%
SP ANNUAL PROGRESS ‘21-’22
‘22-’23 ‘23-’24 ‘24-’25
21%
27%
34%
25%
‘25-’26
REPORTING Sept. 2026
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
SP ’21-’26 GOAL
34%
8
Participation in Advanced Coursework Averaging three year’s worth of baseline data (2019-2021), Henry County Schools had 22% of students in grades 3-12 participating in advanced coursework, with on average 7% of elementary students, 10% of middle school students, and 42% of high school students participating. The governance team established a goal of increasing that percentage to 34% by 2026. Although at the time of publishing the 2025-2026 school year data point is not available, it is notable that the district target was already exceeded in the 2024-2025 school year, signifying a unified approach to broaden opportunities and access.
| PSO 2 GOAL
Participation in World Languages
HCS calculated baseline data from three school years (2018-2019, 2019-2020,2020-2021) examining the percentage of students who completed one semester of a World Languages program, utilizing Georgia’s Course catalog to define qualifying courses. In prior years, including 2023-2024, HCS offered World Languages courses primarily in sixth through 12th grade. Beginning in the 2024-2025 school year, 24 elementary schools had a World Languages program and teacher, and in 2025-2026, every elementary school had a Participation in World Languages World Languages program and teacher. Programs To establish a baseline for comparison, we calculated 22% 70% data from three school years (2018-2019, 2019-2020, and 2020-2021). Only students who successfully completed one semester of a World Languages program were included and each student was counted only once per year (even if they participated in more than one World Languages course). Baseline
2026 Goal
Through this commitment, HCS is dedicated to ensuring that all students can engage with diverse content, literature, and resources, while also fostering linguistic and cultural proficiency through World Languages programs. By providing access to such enriching experiences, we seek to empower our students to thrive in an increasingly interconnected world.
Monitoring our Progress OPERATIONAL DEFINITION
METRIC
Participation in World Languages Programs
A variety of World Languages programs are available within each grade band (ES, MS, and HS) shown by % of students participating in World Languages courses.
BASELINE AVERAGE
22%
SP ANNUAL PROGRESS ‘21-’22
‘22-’23 ‘23-’24 ‘24-’25
‘25-’26
23%
24%
56%
24%
55%
SP ’21-’26 GOAL
70%
Averaging three years’ worth of baseline data (2019-2021), Henry County Schools had 22% of students in grades K-12 complete at least one semester of a World Languages course each year. The district established a goal of 70% of students participating in World Languages courses by 2026, with the governance team desiring 100% participation at the elementary level. With this expansion of World Languages into every elementary school for students in grades K-5, the World Languages PSO metric grew and achieved 56% participation in the final year.
Unified Governance
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
9
| PSO 2 GOAL
Student Attendance Student Attendance
Baseline
77%
85% 2026 Goal
The goal for student attendance is measured by the percentage of students who miss fewer than 10% of their enrolled days in a Henry County school. Since it is imperative that students are present to ensure their academic success, the attendance PSO serves as an important student benchmark. The baseline for the attendance PSO metric was based on the 2023-2024 school year, with 77% of students attending at least 90% of their enrolled days, and an 8-percentage-point growth goal to achieve 85% of students meeting this metric by the 2025-2026 school year.
Monitoring our Progress METRIC
Student Attendance
SP ANNUAL PROGRESS
OPERATIONAL DEFINITION
‘21-’22
‘22-’23 ‘23-’24 ‘24-’25 ‘25-’26
77%
% of students in attendance for 90% of enrolled days
Baseline Set
81%
82%
SP ’21-’26 GOAL
85%
Although the 82% final measure fell 3 percentage points short of the goal, it is important to note that a 5% increase in attendance suggests more than 2,000 additional students improved their attendance rates in a relatively short period of strategic work.
3
Priority Student Outcome #3 College, Career, and Life Ready
The Priority Student Outcome of College, Career and Life Ready establishes the charge that Henry County Schools will advance opportunities, access, and outcomes for every student group in college, career, and life ready skills post-graduation. There are three goals within this priority student outcome: 1. Graduates Meeting Course Requirements for College Admission 2. Graduates Completing Industry Certifications or Career Pathways 3. Graduates Meeting College Readiness Benchmarks: a. b. c. d.
| PSO 3 GOAL
ACT/SAT Participation ACT/SAT ELA Readiness ACT/SAT Math Readiness Participation and Performance on the PSAT 8/9 and PSAT 10
Graduates Meeting Course Requirements for College Admission Graduates Meeting Course Requirements for College Admission Baseline
80%
Unified Governance
82% 2026 Goal
As HCS seeks to ensure graduates are college, career, and life ready, the district sought to improve the number of graduates who meet the acceptance requirements for post-secondary education opportunities based on the University System of Georgia’s college admission standards.
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
10
Monitoring our Progress | Meeting Course Requirements for College Admission METRIC
Graduates meeting course requirements for college admission
OPERATIONAL DEFINITION
BASELINE AVERAGE
% of grads meeting University System of Georgia college admission standards
80%
SP ANNUAL PROGRESS ‘21-’22
‘22-’23 ‘23-’24 ‘24-’25
‘25-’26
79%
82%
80%
Baseline Set
81%
SP ’21-’26 GOAL
82%
Baseline performance for the percentage of HCS graduates who were meeting the University System of Georgia’s college admission standards was established using the 2022-2023 school year’s data. A district baseline of 80% was established in 2024, and a target of 82% for 2026 performance was set in the fall of 2024, as well. Although performance initially saw a 1-percentage-point drop in 2023-2024, by the completion of the 2025-2026 school year, the PSO goal of 82% was met.
Graduates Meeting College and Career Readiness Benchmarks
| PSO 3 GOAL
Henry County’s goal is to increase the percentage of students who meet college readiness benchmarks in English language arts (ELA) and math using the college readiness scores established by the ACT and College Board (SAT suite of assessments). ACT and College Board each establish performance metrics for students who are likely to be successful in college-level coursework. HCS evaluates the number of graduates who earn a 22 on the ACT reading subtest and those ACT/SAT® Participation 38% 48% who are designated as college ready in reading by ELA Readiness 54% 70% College Board (as measured by the SAT) to determine Math Readiness 30% 50% the number of graduates who are ready for college ELA coursework. The corresponding math metrics from SAT and ACT are used to calculate the math readiness of HCS graduates. Additionally, to ensure that more students in HCS are afforded access and opportunities to demonstrate college readiness, an ACT/SAT Participation PSO element was added in winter of 2024. Baseline
2026 Goal
Baseline
2026 Goal
Baseline
2026 Goal
Monitoring our Progress OPERATIONAL DEFINITION
METRIC
BASELINE AVERAGE
SP ANNUAL PROGRESS ‘21-’22
‘22-’23 ‘23-’24 ‘24-’25 ‘25-’26
SP ’21-’26 GOAL
ACT/SAT Participation
% of graduates with ACT or SAT scores while enrolled in Henry County Schools
38%
41%
38%
37%
42%
44%
48%
ELA Readiness
Graduates who are ready for college-level coursework in the area of ELA as defined by meeting ACT or SAT college readiness benchmarks
54%
41%
53%
57%
60%
59%
70%
Graduates who are ready for college level coursework in the area of math as defined by meeting ACT or SAT college readiness benchmarks
30%
21%
25%
23%
24%
28%
50%
Math Readiness
Unified Governance
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
11
Graduates Meeting College and Career Readiness Benchmarks Baseline data for the percentage of HCS graduates who are ready for college-level ELA (57%) and math (34%) coursework was shared with the governance team during the summer of 2022, and 2026 goals were established in both content areas. A goal of 70% was established for graduates who are ready for college-level ELA coursework, while a goal of 50% was established for the same indicator in mathematics. Baseline measures for the ACT/SAT participation percentage, by contrast, were established in 2024 using data from the 2023 graduating cohort. The governance team established a 2026 goal of 48% participation, based on the baseline measure of 39%. Although the 2026 mark fell short by 4 percentage points, HCS graduates demonstrated increased opportunity and access to ACT and SAT testing from the baseline year, arriving at the highest percentage of participation to date with the Class of 2026.
| PSO 3 GOAL
Graduates Completing Industry Certifications or Career Pathways
Completing Certifications or Career Pathways 62% 65% Baseline
HCS sought to examine the impact of the K-12 experience on graduates. Specifically, the district collected information from graduates to determine the number who complete industry certifications, persist through post-secondary degree programs, or are eligible for high-skilled workforce options within four years of graduating from high school. During the 2023-2024 school year, definitions of this metric were devised, along with baseline data.
2026 Goal
Monitoring our Progress METRIC
Graduates Completing Industry Certifications or Career Pathways
OPERATIONAL DEFINITION
BASELINE AVERAGE
% of graduates who have completed at least 1 year of an internship or apprenticeship opportunity
62%
SP ANNUAL PROGRESS ‘21-’22
‘22-’23 ‘23-’24 ‘24-’25 ‘25-’26
62%
Baseline Set
63%
66%
69%
SP ’21-’26 GOAL
65%
Baseline data for the percentage of HCS graduates who completed industry certifications or career pathway course sequences was collected in spring of 2024. Using the baseline measure of 62% established in the 2022-2023 school year, the Board of Education set a goal for this PSO at 65%. At the conclusion of the summer graduations in July 2025, the updated performance in this PSO metric was reported at 66%, marking a 3-percentage-point increase from 2023-2024, and exceeding the district target of 65%. Final data for this PSO will be reported in August 2026.
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12
| PSO 3 GOAL
PSAT 8/9 Participation 84% 90% PSAT 10 Participation 66% 85%
Participation in and Performance on PSAT
Baseline
2026 Goal
Baseline
2026 Goal
HCS sought to increase the percentage of eighth and 10th grade students who participate in PSAT 8/9 and PSAT 10, respectively, as well as the performance of students on the PSAT. The PSAT 8/9 and PSAT 10 performance metrics provide information on the percentage of HCS students who meet at least one of the college and career readiness indicators (i.e., math, reading/writing, or both) to provide schools with data for targeted interventions.
Monitoring our Progress METRIC
OPERATIONAL DEFINITION
BASELINE AVERAGE
SP ANNUAL PROGRESS
SP ’21-’26 GOAL
‘21-’22
‘22-’23 ‘23-’24 ‘24-’25 ‘25-’26
84%
90%
92%
95%
95%
90%
16%
17%
14%
13%
15%
22%
PSAT 8/9 Participation
Student participation (percentage of students taking the assessment)
84%
PSAT 8/9 Performance
Student performance (meeting college readiness benchmarks)
16%
PSAT 10 Participation
Student participation (percentage of students taking the assessment)
66%
45%
80%
87%
88%
87%
85%
PSAT 10 Performance
Student performance (meeting college readiness benchmarks)
24%
18%
15%
16%
15%
18%
38%
Baseline Set
Baseline Set
*2021-2022 was the first year of universal implementation of PSAT 8/9 for 8th-grade students In the spirit of providing opportunities and access for students to participate in the PSAT 8/9 and PSAT 10, the Board established goals of 90% and 85% participation, respectively, for the two assessments. Data informing the baseline participation for the PSAT 8/9 in 2021 reflected 84% of eighth grade students were taking part in the opportunity; by the conclusion of the 2025-2026 school year, the goal of 90% had been exceeded by 5 percentage points, with 95% of eighth grade students participating in the assessment. The goal for this PSO had already been met in the second year of strategic plan implementation. Similarly, a baseline participation rate of 62% was established in 2021 for 10th grade, with a 2026 goal of 85%. This goal was achieved in 2024, with 87% participation, which was the same rate at the end of the strategic plan. Accomplishing both goals for the two PSO elements signaled the district’s successful commitment and investment in expanding opportunities and access.
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Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
13
YEAR 5
The Community-Inspired
2021-2026 Strategic Plan
Strategic Actions Progress To achieve the Priority Student Outcomes that our Board of Education and community stakeholders have set as goals of our five-year plan, HCS has developed and is implementing five Strategic Actions designed to guide us and inform our work. STRATEGIC ACTION STRATEGIC ACTION STRATEGIC ACTION STRATEGIC ACTION STRATEGIC ACTION
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1 2 3 4 5
Advance PreK-12 learning opportunities and experiences for all students. Advance effective school leadership and classroom instruction. Advance connectivity to value and engage all students, employees, families, and partners in our growing community. Advance student and employee health, wellness, and support structures. Advance a high-performing operational culture.
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
14
In Pursuit of
STRATEGIC ACTION
1
Advance PreK-12 learning opportunities and experiences for all students. 5-YEAR PROGRESS DASHBOARD RESEARCHED
100%
DESIGNED
98%
INVESTED
IMPLEMENTED
100%
100%
COMPLETED
96%
Initiative 1: Create a community of powerful readers and writers. Initiative 2: Increase exploration of, access to, and participation in advanced content coursework and experiences. Initiative 3: Expand Science, Technology, Engineering, & Mathematics (STEM) opportunities at every school and across the district. Initiative 4: Expand fine arts at every school and across the district. Initiative 5: Expand student knowledge and skills around wellness, well-being, and real-world connections along with access to the Academy for Advanced Studies, other academies, and World Languages programs. Initiative 6: Establish firm partnerships with Henry County early childcare providers and other community partners.
Continuation of Work For the new state-of-the-art Henry County STEM High School scheduled to open in August 2027, curriculums have been proposed that will lead to industry-recognized certifications and competition opportunities. HCS is researching, evaluating classroom resources, and seeking university guidance within the school’s three planned tracks: sustainability, biotechnology, and aerospace engineering. The process to hire a principal has begun. Based on interest, 15 after-school sites now offer robotics activities. STEM clubs or classes are offered 4-5 times per week at all after-school sites. Orchestra programs are now in place at every middle and high school after three new high school orchestra programs opened in the 2025-2026 school year, a significant expansion of fine arts offerings. Unified Governance
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
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In Pursuit of
SA1 Continuation of Work - Cont. Every elementary school now offers Spanish, after the curriculum was implemented in the 2025-26 school year at the final five schools. Students in the Tomorrow’s Healthcare Today program are taking dual enrollment courses and completing internships at Piedmont Henry Hospital.
Reading and Writing •
• •
•
•
HCS invested in new literacy materials for early learners, and literature texts and activities for middle and high schools. Uniform literacy instruction practices were developed to align with district standards. The Henry Reads campaign was launched, inspiring collaborations with community leaders and participation in local and national reading events. The HCS model shifted to teaching writing skills explicitly instead of assigning writing at the end of each unit. Schools that quickly adopted the new strategies reported improvements in student writing performance, engagement with complex texts, comprehension, and command of academic language in all subjects. Principals noticed more focused, meaningful discussions about literacy.
Expanding Access to Advanced Coursework • • • • • Unified Governance
Innovative programs increased the number of students identified as eligible for gifted education. Every middle school now offers Spanish I, Algebra I, Physical Science and Visual/Comprehensive Art for high school credit. The World Languages team developed a comprehensive elementary Spanish curriculum. High school Spanish programs were accelerated, giving students the opportunity to earn the state’s Seal of Biliteracy and International Skills Diploma. Advanced Placement course offerings expanded, and more students enrolled in AP courses. Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
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In Pursuit of
SA1
Science, Technology, Engineering, and Mathematics (STEM) • •
•
• •
The Board of Education approved $73 million in E-SPLOST VI funds to build the STEM High School, which broke ground in 2025. HCS began hosting VEX IQ robotics competitions, enabling students to showcase their skills in robotics and coding. Each middle school has 55 robots and robotics equipment is available in every high school. Investments were made in new equipment, including robotic arms, AI robots, laser cutters, 3D printers, advanced electronics kits, math manipulatives, graphing calculators, and lab upgrades. STEM labs and related lessons were added to every elementary school. Schools established STEM-related clubs that educate students about college and career options. • Engineering course sequences were implemented in all middle schools. • High school Career, Technical, and Agricultural Education (CTAE) tracks were aligned to STEM, such as Engineering & Technology, Architecture Drafting & Design, Agriculture Science, Digital Technology, and Healthcare Science. Students can take the appropriate sequence of three courses and an End of Pathway Assessment. In many cases, students who pass their EOPAs earn industry certifications. • Investments were made to improve high school computer science equipment and curriculum. • Teachers are continuously supported with STEM supplies and training.
Fine arts •
•
High school theatre departments received upgraded equipment to create black box theaters, giving students the ability to explore lighting, sound design, set building, and stage management. Elementary schools implemented after-school chorus programs.
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Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
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In Pursuit of
STRATEGIC ACTION
2
Advance effective school leadership and classroom instruction. 5-YEAR PROGRESS DASHBOARD RESEARCHED
100%
DESIGNED
100%
INVESTED
IMPLEMENTED
100%
85%
COMPLETED
85%
Initiative 1: Establish aligned frameworks for highly effective schools, classrooms, leaders, teachers, and support professionals with a focus on positive culture and climate. Initiative 2: Advance school leadership capacity to lead instruction, data teaming, collaborative planning, school improvement, and community engagement. Initiative 3: Create a pipeline for district leaders, school leaders, certified positions, and classified job families. Initiative 4: Build out clusters for the purpose of vertical articulation of academics, student and family experience, community engagement and outreach, and shared civic leadership.
Continuation of Work A competitive compensation and benefits package increased retention rates for teachers and support staff. HCS is supporting paraprofessionals and substitute teachers who aspire to become certified teachers. The district provides them with information about projected time frames and costs of teacher certification. Para to Teacher grants help defray the costs. HCS also facilitated meetings between partner universities and paraprofessionals regarding teacher certification programs. A district team helps provisionally certified teachers complete their requirements for full certification. On college and career days, high school students are encouraged to pursue careers in education. Unified Governance
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
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In Pursuit of
SA2
Professional Development •
•
•
Counselors, social workers, and mental health and wellness facilitators have been trained to use technology effectively to promote academic success and college and career readiness. The Learning and Performance Services division built a comprehensive professional learning system that has strengthened teacher and leader capacity across the district. Through the implementation of the Highly Effective Classroom (HEC) instructional framework, leadership development, literacy initiatives, curriculum implementation support, instructional coaching, and job-embedded professional learning, HCS has aligned training directly to district priorities and classroom needs. By using classroom observation data, student performance trends, and continuous feedback to inform professional learning, the district has created a coherent system that supports consistent instructional practices, builds leadership effectiveness, and contributes to improved outcomes for all students.
School Leadership Capacity •
• •
Cluster lead principals were designated every year to organize events and support and mentor other principals in their school clusters. The MODEL program provided professional support for new principals. Student data clerks were hired to assist school leaders by monitoring and tracking student performance and helping with scheduling.
Pipeline Programs • •
•
STRIVE: prepares Exceptional Student Education teachers for leadership positions. ASPIRE (Additional Support Professionals Inspired to Reach Excellence): prepares teachers and entry-level leaders to become assistant principals or district leaders. LEAD (Leadership Enhancement and Development): prepares assistant principals to become principals. Unified Governance
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
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In Pursuit of
STRATEGIC ACTION
3
Advance connectivity to value and engage all students, employees, families, and partners in our growing community. 5-YEAR PROGRESS DASHBOARD RESEARCHED
100%
DESIGNED
100%
INVESTED
IMPLEMENTED
100%
100%
COMPLETED
100%
Initiative 1: Expand the Partners in Education Program ensuring that every school has (at least) a faith-based partner, a small business partner, and a civic organization partner, in addition to involved families and school staff. Initiative 2: Establish a comprehensive volunteer and mentoring program. Initiative 3: Establish a Henry County Schools “Welcome Center” for students and families new to HCS. Initiative 4: Design a Culturally Responsive Teaching course to be made available to all staff in HCS and to propose to the Professional Standards Commission for consideration as a PSC-approved endorsement. Initiative 5: Create and incorporate a 501(c)(3)-approved Henry County Schools Foundation. Initiative 6: Elevate systematic language services. Initiative 7: Elevate community partnerships with local and state intergovernmental agencies Initiative 8: Build out adult education programming for HCS families to provide learning and skill development opportunities.
Continuation of Work Mentors are serving in schools throughout the district, forming relationships with students to promote academic success and overall well-being. HCS is hosting training sessions to onboard new mentors, ensuring consistency and accountability across all mentoring programs. To expand the mentor pipeline, HCS is recruiting through “How to Partner” seminars for businesses, faith-based organizations, and community members. For upcoming high-impact grant applications, prospect lists and timelines were prepared. Preliminary outreach to potential grant funders was conducted. Unified Governance
Initiative 8:
Initiative 6:
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
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In Pursuit of
SA3
The Henry County Public Schools Foundation distributed mini-grants to support innovative initiatives in schools. The Superintendent’s Bright Futures Fund addressed emergency student needs. A targeted marketing and outreach campaign was launched for the Georgia Peach Education Tax Credit program, which allows taxpayers to donate a portion of their state income taxes to fund innovative projects in public schools. All district-level communications are now accessible in English and Spanish, ensuring inclusive engagement and compliance with equity goals. Soft skills training for adults is being conducted with community partners, advancing workforce readiness. Topics include resume and cover letter development, interview techniques, workplace etiquette, and personal branding strategies.
HenryConnects • •
•
•
The HenryConnects Family View platform was developed to strengthen partnerships with families. Available through the Infinite Campus parent portal, Family View shows students’ courses, learning progressions, standards, unit-specific resources, and teacher contact information. Families receive a roadmap of what is being taught and when. “Family Connections” provide links to information about college and career readiness, digital literacy, community resources, and other topics. The platform includes a language translation tool.
HenryPartners •
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A leadership team was established, including representation from the superintendent’s office, Family and Student Support Services, Leadership Services and Human Resource Services. The team redesigned the process for establishing school-based partnerships, shifting to a more dynamic approach to recruiting, documenting, and recognizing school-based partners. • A partnership development process was instituted, ensuring clear and replicable steps for establishing partnerships to support consistency across schools. Partnerships are tracked and monitored districtwide.
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
21
In Pursuit of
SA3 HenryPartners Cont. • •
Protocols were established for volunteering, mentoring, and sponsoring. Donations from partners have provided financial and in-kind aid to students and families in need.
Welcome Center •
•
•
•
•
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Community feedback led to the establishment of the Welcome Center to help new students and families transition into the district. Staff enroll and register students in the summer in a centralized, accessible hub. The center connects families with support services virtually, in person, and by phone. Students are referred to services such as counseling or basic needs assistance at little to no cost. A telehealth service for students is based at the center, in partnership with Southside Medical Center. Families who have not yet met immunization requirements can obtain vaccinations through the new clinic. The Language Services team provides interpretation for employees and families. The Welcome Center also hosts English classes for adults with other native languages.
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
22
In Pursuit of
SA3 Henry County Public Schools Foundation •
The Board of Education launched the fHenry County Public Schools Foundation in February 2025 to provide philanthropic support to students and staff. A director and a 15-member Board of Trustees were appointed, including retired educators, parents, counselors, and local business and community leaders. The foundation established tax-exempt status and can now operate independently from the school district.
•
The foundation launched major initiatives, including the “Stuff the Bus” school supply campaign, the “Give First” public giving campaign, and a “Drive for Bright Futures” golf tournament scheduled for September 2026. The foundation is preparing to launch partnerships eliminating financial barriers to higher education for Henry County students.
•
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Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
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In Pursuit of
STRATEGIC ACTION
4
Advance student and employee health, wellness, and support structures. 5-YEAR PROGRESS DASHBOARD RESEARCHED
100%
DESIGNED
100%
INVESTED
IMPLEMENTED
100 %
94%
Initiative 1: Establish a comprehensive schoolwide counseling, academic, and career coaching and advisement program. Initiative 2: Establish a community health and wellness collaborative to invest in physical, emotional, academic, and mental health services, care, and resources for students. Initiative 3: Establish an employee wellness framework and wellness commitment. Initiative 4: Develop a continuum of services to ensure that every student is learning in a safe and healthy environment.
Continuation of Work In the HenryCares tool, questions for students were updated and students in crisis were identified from the results. CARE (Caring Adults Responding Everyday) teams developed schoolwide and individualized support plans based on student responses. A four-year data analysis was conducted for the district and individual schools. Mental Health and Wellness Facilitators were trained in data analysis and monitoring student perceptions. Schools used at least three methods of communication to inform students and families about academics and postsecondary pathways. New benefit choice sessions were offered to district employees in partnership with Delta Community Credit Union. Employee orientation included a benefits fair featuring more than 25 providers and vendors. Health insurer Kaiser Permanente increased access to mental health counseling and other resources. Additionally a new financial seminar was made available to all employees. Human Resources partnered with the Henry County Public Schools Foundation to support teachers and staff members financially, as needed.
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Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
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COMPLETED
94%
In Pursuit of
SA4 Comprehensive Counseling •
• • •
•
Comprehensive school counseling model was implemented, revising the role of counselors to encompass academic advising, student wellness, and college and career readiness. Counselors provided small group or individual sessions for student wellness. Henry Futures, a web-based program that helps students explore their options after high school, was deployed. Counselors also used the program to guide student achievement and wellness. Counselors facilitated Career Days. • As academic advisors, counselors promoted advanced courses, helped students improve study skills, and strategized with students about testing. • A team of school counselors communicated after hours with subgroups of students who had declining college acceptance rates, such as potential first-generation college students.
Counselors received training on depression and suicide prevention through the Signs of Suicide program.
Safety • • • • • •
School employees were trained in threat assessment, improving preparedness and early intervention. Physical environment audits were conducted. Safety upgrades included keycard access, and single-point buzzer systems with video, to enter all facilities. Open door alerts were implemented. Campus safety monitors were hired for all schools. HVAC systems were upgraded in all elementary school gymnasiums. Fred Latschar, Director of Student Services
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Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
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In Pursuit of
SA4 Safety Cont. •
• • • • •
More school resource officers were hired, dedicating one to each middle and high school while others covered elementary schools and other district facilities on a rotating basis. More cameras were installed in schools and on buses. A revision to the Code of Conduct amended consequences for fighting, terroristic threats, and bus misconduct. Mental Health and Wellness Facilitators trained staff in verbal de-escalation. Clear bags were required for all public functions at school facilities, such as athletics competitions. Weapons detection systems were purchased for large public events such as football games. Random weapons screenings were conducted at high schools.
Mental Health •
•
•
•
• • •
•
Teachers and staff were trained in trauma-informed care and support for students facing emotional challenges, improving student behavior, engagement, and academic achievement. The Board of Education invested nearly $6 million to establish a Mental Health and Wellness Facilitator at every school. They respond to crises and refer students and employees to mental health providers. They monitor wellness trends by tracking student attendance, health, and disciplinary records, such as the Georgia Student Health Survey. They also provide activities and toolkits for employee wellness. Mental Health and Wellness Facilitators lead CARE teams that include school counselors, social workers, data clerks, graduation coaches, and administrators. The teams identify and address students’ academic, social, emotional, and attendance-related needs. The HenryCares check-in tool was implemented, enabling students to report on their own wellness. The tool provides important data and helps CARE teams support students. Buddy Benches were installed across the district to promote social inclusion. All students in after-school programs were offered mental wellness activities. A clinical therapist was hired, providing confidential support to staff facing personal challenges. Collaborations with local organizations provided employees with financial assistance, food, and housing in times of crisis.
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Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
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In Pursuit of
STRATEGIC ACTION
5
Advance a high-performing operational culture.
5-YEAR PROGRESS DASHBOARD RESEARCHED
100%
DESIGNED
100%
INVESTED
IMPLEMENTED
100%
86%
COMPLETED
91%
Initiative 1: Acquire and implement an enterprise resource management system with the capability to integrate the processes of finance, human resources, procurement, and document storage. Initiative 2: Develop and implement a comprehensive data strategy and data support structure. Initiative 3: Establish a basic equipment list and growth and replacement plan of resources and basic equipment for every classroom, school common space, and office space. Initiative 4: Evaluate and update compensation and classification infrastructure and address position controls, internal accountability processes, and job family career ladders. Initiative 5: Expand the energy management plan across the district.
Continuation of Work Pay guidelines were redefined, with the help of a compensation and classification study, to allow advancement within the school district and to remain competitive in the labor market. AccessHCS, the district's human resource and finance platform, received additional enhancements to improve user experience and departmental workflows. Procedures were created to train employees and other users on the updates. Additionally, new payroll auditing processes were instituted. The Board of Education adopted a policy governing evaluations of facility and equipment needs.
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Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
27
In Pursuit of
SA5 AccessHCS •
• • •
AccessHCS, the new employee HR and finance software system, was implemented and expanded. It gives employees a modernized, streamlined, and accessible platform for managing financial and human resources needs. It also eliminated reliance on paper and outdated systems, some of which were used for more than 40 years. Training materials and on-site support were provided for AccessHCS. Prospective employees also used AccessHCS to apply for jobs and communicate with hiring managers. The system was integrated with banking platforms to provide daily cash balances.
Growth and Replacement • • • • •
• •
•
A replacement cycle was created for athletic equipment. New equipment was purchased based on inventory and need. New scoreboards were installed at middle and high schools. Band instruments and marching band uniforms were replaced. Middle and high school choral equipment was upgraded. Equipment was purchased for visual arts classrooms across the district and music technology classes at the Academy for Advanced Studies. Birch Creek Elementary School opened in 2024 to balance enrollment among three existing schools. Building-level assessments were conducted, and new furniture was installed in classrooms, offices, and common spaces depending on the unique needs of each school or office. A new three-story administration building was constructed, including meeting rooms on each floor, a full-service cafeteria, and a modern design to increase efficiency.
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Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2026 Annual Report
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In Pursuit of
SA5 Growth and Replacement Cont. • • •
• • •
Multiple schools received additions and renovations, including parking lot paving, roof recovery, and electrical and plumbing upgrades. High-visibility electronic message signs were installed at schools, providing updates, celebrating student achievements, and promoting events. A second, state-of-the-art transportation facility was constructed to serve bus routes primarily west of Interstate 75 and some special education programs, a $19.4 million investment funded by E-SPLOST VI. The facility supports 218 air-conditioned clean-fuel buses, 150 drivers, administrative staff, and mechanics. The existing transportation center, which had been operating beyond its capacity, was renovated for the first time since 1999. More than 100 new buses were purchased. Central data center equipment was upgraded.
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Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2025 Annual Report
29
YEAR 5 2021-2026 Strategic Plan The Community-Inspired
Plan Investments Bringing the hopes and dreams of our community to life
STRATEGIC ACTION
1
Advance PreK-12 learning opportunities and experiences for all students.
5-Year Strategic Plan investments totaled $33.8M including $17.7M non-personnel expenditure and $16.1M for personnel • STEM HIgh School • LIteracy Standards & Practices • HS Credit in Middle Schools
$33.8M Expended to Date STRATEGIC ACTION
2
5-Year Strategic Plan investments totaled $19.3M including $4.8M non-personnel expenditure and $14.5M for personnel • Compensation & Benefits • Para-To-Teacher Grants/Pathways • Highly Effective Classroom
$19.3M
3
4
• Student Data Clerks to Assist Leaders with Data Entry
5-Year Strategic Plan investments totaled $1.7M including $1.2M non-personnel expenditure and $0.5M for personnel • Welcome Center • Henry Connects • Partnerships & Mentoring Frameworks
• Bilingual & Adult Language Classes • Adult Workforce Soft Skills Training • Henry County Public Schools Foundation
Advance student and employee health, wellness, and support structures.
5-Year Strategic Plan investments totaled $38M including $17.1M non-personnel expenditure and $20.9M for personnel • School Counseling for Secondary Readiness • HenryCares • Threat Assessment & De-Escalation Training • Safe Entry Systems & Weapons Detection • Healthcare, Financial, & Mental Health Benefits • Mental Health & Wellness Facilitators & Care Teams Districtwide
$38M Expended to Date
STRATEGIC ACTION
• Leadership Pipelines • Model Program for Aspiring Principals • Counselor College Readiness Training
Advance connectivity to value and engage all students, employees, families, and partners in our growing community.
$1.7M Expended to Date STRATEGIC ACTION
• CTAE Pathways & Certifications
Advance effective school leadership and classroom instruction.
Expended to Date
STRATEGIC ACTION
• Spanish in Elementary Schools • K-12 STEM for All • Performing Arts Expansion
a high-performing operational culture. 5 Advance 5-Year Strategic Plan investments totaled $34.1M including $31.6M non-personnel expenditure and $2.5M for personnel • AccessHCS • Compensation & Classification Models • Birch Creek ES, Transportation & Admin Buildings
$34.1M
Expended to Date
• Modernized Data Center Technology • HVAC Upgrades, Roofs, School • Transportation Infrastructure & Clean Fuel Signage & High School • Fine Arts/Athletic Growth & Replacement Scoreboards
$127.1M
Total Investment
by Strategic Action
Specific expenditure highlights by Strategic Action: STRATEGIC ACTION
SA5 SA1
$34,179,184
SA4 SA2 $19,383,074 SA3 $1,748,358
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$1.1 million in principal training programming focused on leading highly effective schools
STRATEGIC ACTION
million+ in professional development of teachers, leaders, and staff 2 $1.6 $1 million+ to align data systems in support of increased accountability for student outcomes
STRATEGIC ACTION
million in connectivity services to ensure a system of instructional, advisement, and communication support 3 $0.5 $80K in drafting mission, by-laws, and operating procedures for a Henry County Schools Foundation
STRATEGIC ACTION
million+ to provide consistent supports for therapeutic behavior interventions and behavior replacement strategies 4 $5.7 $2.6 million to improve air quality and ventilation in elementary school gymnasiums
STRATEGIC ACTION
million to support growth and replacement of school furniture, band uniforms, choral supplies, and athletic equipment 5 $19.8 $8.7 million+ in anenterprise resource planning system to advance and streamline financial, procurement, and human resources practices
$33,832,203
$37,988,805
$3.8 million in literacy and writing resources to build a community of powerful readers and writers
million in updating career and technical learning environments and increasing access to engineering pathways 1 $2.3 $5.4 million+ to prepare for the physical build and design of a STEM high schools
$0.7 million+ in systems and translation services to advance access for Henry County families
$8 million+ to enable single-point entry and buzzer system in every ES, MS, HS, and district facility
$2.8 million to continued maintenance and upgrade of energy management software and equipment across all facilities
Henry County Board of Education | 2021-2026 Community-Inspired Strategic Plan | 2025 Annual Report
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The Community-Inspired
2021-2026 Strategic Plan
Developed by the Henry County Board of Education