District 303 Strategic Plan

The District 303 Board Approved the Five-Year Strategic Plan on June 29, 2023. The plan becomes effective starting with the 2023-2024 school year. The Strategic Plan guides the District’s long-term priorities, resources and intended outcomes in order to drive student success.

The plan is the work of the Strategic Plan Development Committee, which launched in September 2022 and is comprised of nearly 20 individuals. Members met routinely to engage in robust research, thoughtful deliberation, review feedback and make amendments in preparing the final plan. 

Commitment Statement

Together building pathways to excellence

Core Values

We honor the dignity of each person by accepting, validating, and appreciating them, and by treating every individual fairly.

We face and overcome challenges by being determined and resilient and encouraging one another to develop effective, sustainable solutions.

We establish high standards, and leverage our talents, time, and resources, to produce exceptional work, engage in continuous improvement and attain ambitious goals.

Strategic Priorities

Effective Collaboration
People work interdependently to positively affect student learning and take collective responsibility for the outcomes of District 303 students, staff, families, and our community.

• Establish highly effective Professional Learning Communities.
• Maintain responsible, transparent stewardship of taxpayer resources.
• Purposefully engage families and community for the benefit of students.

Instructional Coherence
Every component of the student academic experience is tightly aligned and designed to advance core grade-level and beyond instruction. We build academic and socio-emotional supports that prepare the way for and extend grade-level learning.

• Ensure a guaranteed and viable curriculum which is representative of students and is aligned to grade-level, course, or content standards.
• Utilize evidence-based instructional practices that are responsive to each student and include grade-level and beyond learning activities and assignments.
• Engage in and implement professional learning to advance core grade-level and beyond instruction that supports the values, commitments, and priorities of District 303.

Culture of Dignity
All people hold an immense value that is tied to their humanity, regardless of circumstances, social status, or background.

• Ensure equitable policies, programs, and infrastructures that promote access, excellence, and accountability.
• Create learning environments that support the social and emotional well-being of students and staff.
• Attract, develop, and retain effective, caring and culturally competent staff. 

Success Indicators

Primary Learners (EC-2)

• Attendance: Student attends school 95% or more.
• Behavior: Student demonstrates age-appropriate self-regulation and attention skills; Student has 2 or fewer discipline referrals a year.
• Content: Student is proficient in math and literacy as evidenced by end of unit common formative assessments.
  

Intermediate Learners (3-5)

• Attendance: Student attends school 95% or more.
• Behavior: Student reports a sense of belonging; Student has 2 or fewer discipline referrals per year.
• Content: Student is proficient in math and literacy as evidenced by end of unit common formative assessments; Meets or Exceeds grade level in math and literacy based on state assessment

Middle School Learners (6-8)

• Attendance: Student attends school 95% or more.
• Behavior: Student reports a sense of belonging; Student has 2 or fewer discipline referrals per year.
• Content: Student has B average or better; Meets or Exceeds grade level in math and literacy based on state assessment.

High School Learners (9-12+)

• Attendance: Student attends school 95% or more.
• Behavior: Student reports a sense of belonging; Student has 2 or fewer discipline referrals per year.
• Content: Student has B average or better; (By end of senior year: Earn 1 or more AP or DUal Credits and/or Industry Credits; SAT 1080 or above). 

Theory of Action

1. If all district office team members: Collaborate to create and align evidenced-based systems, resources and support; develop system-aligned instructional leadership capacity, and engage families and community members.
2. Then, as instructional leaders, ALL principals: Will collaborate to create highly effective Professional Learning Communities (PLC), develop belonging for students, staff, and families, establish a culture of high expectations by providing professional learning and clear feedback that builds staff capacity to implement standards-aligned, evidenced-based, data-driven, rigorous, and student responsive instruction.
3. This will support ALL teachers and staff to: Collaborate through the PLC process to implement standards-aligned, data-driven, rigorous, evidence-based instruction that is responsive to each student’s academic and social-emotional learning. Teachers will build a learning environment where each student is deeply known, valued and seen.
4. Which will ensure that EACH student: Graduates college/career ready and achieves at high levels as a result of actively engaging in rigorous instruction, seeing themselves in their learning, using their voice, and feeling a sense of ownership, safety, and belonging.

As part of this process, the committee used continuous feedback loops to gather input from the full Board, staff members and other stakeholders throughout District 303. Staff members shared their feedback on the initial plan in March and a revision in May. 

Community members were given the opportunity to review the current plan and share feedback between May 31 and June 7.

On June 29, District Administration recommended and the Board approved the five-year Strategic Plan, which becomes effective to begin the 2023-2024 school year. 

To achieve the plan, the District will implement prioritized action steps that are aligned with the strategic priorities and success indicators over the five-year period. 

The Strategic Plan Development Committee met regularly between September, 2022 and May 2023 to build the Strategic Plan. The committee is made up of nearly 20 individuals, including two Board members, two students, District administrators and certified and classified staff members. 

Routine updates on the progress of the committee's were shared during the Superintendent’s report of the District’s Regular Board meetings and in staff and parent communications. 

The Strategic Plan Committee’s charge statement was as follows:

• Develop a comprehensive strategic plan that provides priorities,
• focuses energy and resources,
• establishes agreement around intended outcomes/results,
• assesses and adjusts the organization’s direction in response to a changing educational environment.

Effective strategic planning articulates not only where an organization is going and the actions needed to make progress, but also how it will know if it is successful.

Team Leaders
Dr. Paul Gordon
Dr. Christine Igoe

Board
Kate Bell
Ed McNally

Administration
Jarrod Buxton
Audra Christenson
Shanna Lewis
Tim Loversky
Gina Shaw
Tracy Taylor

Certified & Classified Staff
Jennifer Adam
Kevin Harrington
Julie Hart
Maura Kenny
Kris Marbutt
Beth O'Connell
Rebecca Prebble
Kimberly Rich
Elizabeth Vander Woude

Students
Edward Herrera
Sabreena Kapadia