Strategic Plan
2022-2027 STRATEGIC PLAN
Township High School District 211’s 2022-2027 Strategic Plan outlines the priorities, goals, strategies, and targets to drive innovative progress over five years. The Plan was developed by a Steering Committee comprising staff, parents, students, community members, and Board of Education members, with further review by the Board of Education. A community survey and focus groups were held to gather additional feedback from hundreds of individuals.
The Plan covers ten key priorities, with goals and subsequent indicators, strategies, and targets developed for each one. An updated Mission Statement and new District Value Statements, both adopted by the Board as part of the strategic planning process, are included
Strategic Plan Brochure
Priorities, Goals, Indicators, and Strategies
Priority: Involvement
Goal 1: All District 211 students will demonstrate involvement in the school community.
| Indicators | Strategies |
|---|---|
| Attendance | 1.1 Meet or exceed the yearly attendance threshold. |
| Activities and Athletics | 1.2 Participate in at least one activity or athletic team each year, OR |
| Community Service | 1.3 Complete a minimum of community service hours each year, OR |
| Employment or Internship | 1.4 Maintain employment or complete an internship during high school. |
| Targets 2022-2023 | Targets 2023-2024 | Targets 2024-2025 | Targets 2025-2026 | Targets 2026-2027 |
|---|---|---|---|---|
| 1.1 - 1.4: The five-year overall and subgroup target increase are 5% for the District Academic Goals with a year target of 89.8%. | 1.1 - 1.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 90.8%. | 1.1 - 1.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 91.8%. | 1.1 - 1.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 92.8%. | 1.1 - 1.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 93.8%. |
Priority: Academic Growth
Goal 2: All District 211 students will demonstrate academic growth.
| Indicators | Strategies |
|---|---|
| Critical Learning | 2.1 Meet the proficiency levels for District 211 course Critical Learning Standards. |
| GPA | 2.2 Meet yearly Grade Point Average (GPA) benchmarks. |
| AP, Dual Credit and Accelerated Coursework |
2.3 Enroll in and pass at least one Advanced Placement (AP) or Dual Credit (DC) course with a grade of "C" or better. 2.4 Enroll in and pass and accelerate course with a grade of "C" or better. |
| Targets 2022-2023 | Targets 2023-2024 | Targets 2024-2025 | Targets 2025-2026 | Targets 2026-2027 |
|---|---|---|---|---|
| 2.1 - 2.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 86%. | 2.1 - 2.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 87%. | 2.1 - 2.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 88%. | 2.1 - 2.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 89%. | 2.1 - 2.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 90%. |
Priority: College and Career Readiness
Goal 3: All District 211 students will demonstrate college and career readiness.
| Indicators | Strategies |
|---|---|
| Math and English Courses or Test Scores |
3.1 Meet SAT suite grade-specific benchmarks or growth targets for college and career readiness. 3.2 Meet ACCESS benchmarks or show year-over-year growth in language proficiency. 3.3 Demonstrate college and career readiness in math. 3.4 Demonstrate college and career readiness in English. |
| Targets 2022-2023 | Targets 2023-2024 | Targets 2024-2025 | Targets 2025-2026 | Targets 2026-2027 |
|---|---|---|---|---|
| 3.1 - 3.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 84%. | 3.1 - 3.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 85%. | 3.1 - 3.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 86%. | 3.1 - 3.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 87%. | 3.1 - 3.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 88%. |
Priority: Graduation
Goal 4: All District 211 students will maintain "on-track" to graduation status throughout high school.
| Indicators | Strategies |
|---|---|
|
Credits Earned Each Year |
4.1 Meet or exceed on-track graduation status after freshman year. 4.2 Meet or exceed on-track graduation status after sophomore year. 4.3 Meet or exceed on-track graduation status after junior year. 4.4 Earn a District 211 Diploma within four years. |
| Targets 2022-2023 | Targets 2023-2024 | Targets 2024-2025 | Targets 2025-2026 | Targets 2026-2027 |
|---|---|---|---|---|
| 4.1 - 4.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 84.47%. | 4.1 - 4.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 85.47%. | 4.1 - 4.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 86.47%. | 4.1 - 4.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 87.47%. | 4.1 - 4.4: The five-year overall and subgroup target increases are 5% for the District Academic Goals with a yearly target of 88.47%. |
Priority: Wellness
Goal 5: All District 211 students will demonstrate growth in physical, emotional and social wellness.
| Indicators | Strategies |
|---|---|
| Healthy Lifestyle |
5.1 Achieve a "healthy fitness zone" on Fitness Gram or demonstrate a growth from pre- to post-assessment. 5.2 Maintain a "90" rating on the student peer relationships supplementary measure of the Illinois 5 Essentials Student Survey. |
| Sense of Belonging, Trust and Safety |
5.3 Maintain a 50% or higher percentage of favorable responses to the sense of belonging measurement on the Panorama student survey. 5.4 Annually improve positive responses on the 5 Essentials Survey questions related to trust, safety, and collective responsibility. |
| Community Resource Connections | 5.5 Annually improve awareness of the continuum of support systems that includes school and community based resources. |
| Targets 2022-2023 | Targets 2023-2024 | Targets 2024-2025 | Targets 2025-2026 | Targets 2026-2027 |
|---|---|---|---|---|
| Healthy Lifestyle | ||||
|
5.1: Engage Wellness department teachers in professional development regarding Fitness Gram and "healthy fitness zone" concept. Develop and enhance lesson plans and student materials about the importance of physical fitness and the components of the Fitness Gram assessment. The five-year overall target is 56% for District Academic Goals. |
5.1: Establish baseline data on how many students either achieve a "healthy fitness zone" or grow from pre- to post-assessment. Identify potential barriers to achieving a "healthy fitness zone" or improving from pre- to post-assessment. The five-year overall target is 56% for the District Academic Goals |
5.1: Engage school-based student wellness teams to provide feedback on student mindset toward the Fitness Gram assessment. The five-year overall target is 56% for the District Academic Goals. |
5.1: Identify and implement strategies based on student feedback. The five-year overall target is 56% for the District Academic Goals. |
5.1: Formalize program that will systematically communicate the importance of reaching the "healthy fitness zone." Adapt curriculum and instructional methods to reduce barriers and increase performance on the Fitness Gram assessment. The five-year overall target is 56% for the District Academic Goals. |
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5.2: Analyze current questions and responses to establish baseline. Develop common language about expected peer relationships based on verbiage used in the 5 Essentials survey. The five-year overall target is a "90" rating for the District Academic Goals. |
5.2: Engage school-based student wellness teams to provide feedback on student mindset towards peer relationships. Identify specific barriers that prevent creation of positive peer relationships. The five-year overall target is a "90" rating for the District Academic Goals. |
5.2: Identify and implement strategies to increase positive peer relationships based on student feedback. Provide professional development to staff about strategies to increase positive peer relationships. The five-year overall target is a "90" rating for the District Academic Goals. |
5.2: Engage the District 211 Student Wellness Committee in providing feedback about peer relationships in our schools. Evaluate the impact of staff implementation of strategies to improve peer relationships. The five-year overall target is a "90" rating for the District Academic Goals. |
5.2: Formalize program that will systematically focus on peer relationships in District 211. The five-year overall target is a "90" rating for the District Academic Goals. |
| Sense of Belonging, Trust and Safety | ||||
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5.3: Develop a common District 211 definition of sense of belonging based on student and staff feedback. Communicate common language to students and staff. Identify baseline percentage of favorable responses by school. The five-year overall target is 58% for the District Academic Goals. |
5.3: Evaluate methods of communication used to describe sense of belonging to students. Provide professional development to staff about strategies to increase sense of belonging. The five-year overall target is 58% for the District Academic Goals. |
5.3: Engage the District 211 Student Wellness Committee in providing feedback about sense of belonging in our schools. Evaluate the impact of staff implementation of strategies to improve sense of belonging. Identify the most impactful strategies. The five-year overall target is 58% for the District Academic Goals. |
5.3: Implement additional strategies and modifications to existing programs based on feedback. The five-year overall target is 58% for the District Academic Goals. |
5.3: Formalize program that will systematically focus on increase sense of belonging in District 211. The five-year overall target is 58% for the District Academic Goals. |
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5.4: Analyze current questions and response to establish baseline. Engage school-based student wellness teams to provide feedback on student mindset towards trust, safety, and collective responsibility. |
5.4: Identify strategies to increase trust, safety, and collective responsibility based on student feedback. Provide professional development to staff regarding student mindset toward trust, safety, and collective responsibility. Increase positive responses to survey questions by 2%. |
5.4: Implement common language and programs across schools focused on increasing trust, safety, and collective responsibility. Increase positive responses to survey questions by 2%. |
5.4: Evaluate the impact of common language and programs implemented during the 2024-2025 school year. Identify needed modifications to the common language and programs. Implement modifications to the common language and program. Increase positive response to survey questions by 2%. |
5.4: Formalize program that will systematically focus on increasing trust, safety, and collective responsibility. Increase positive responses to survey questions by 2%. |
| Community Resource Connections | ||||
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5.5: Formalize current tier 1 and 2 continuums for academic, attendance, and behavior systems of support. Determine level of community awareness regarding availability of supports. Identify areas of growth regarding communication methods. |
5.5: Provide updated communication and information to students, parents, and community members about the availability of supports. Engage the District 211 Wellness Committee in providing feedback about updated information and communications. |
5.5: Develop school-wide systems that will provide information to all freshmen and freshman parents about the availability of supports in District 211 and the community. Engage parents and students in focus groups in order to evaluate communication methods and their understanding of supports. |
5.5: Expand school-wide systems that provide information to additional stakeholder, including transfer students and parents. Implement modifications to our systems based on focus group feedback. |
5.5: Formalize system of communication, engagement, and regular analysis of our programs based on feedback and impact. |
Priority: Equity
Goal 6: District 211 will increase equity in our schools.
| Indicators | Strategies |
|---|---|
| Diverse Staff |
6.1 Increase the percentage of diverse staff members. |
| Equitable Practices |
6.2 Increase the percentage of students taking "non-developmental" coursework. 6.3 Expand the use of positive behavior supports and restorative practices to address inequities in student disciplinary practices. 6.4 Increase the number of underrepresented students meeting goals #1 through #4. 6.5 Increase the use of culturally relevant materials and culturally responsive teaching practices. |
| Targets 2022-2023 | Targets 2023-2024 | Targets 2024-2025 | Targets 2025-2026 | Targets 2026-2027 |
|---|---|---|---|---|
| Diverse Staff | ||||
|
6.1: Develop a 12-month recruitment campaign in order to expand the pool of diverse candidates. Build a highly qualified staff that reflects the diversity of the student body and community. The five-year overall target for increasing the percentage of diverse staff members is 5% for the District Academic Goals. |
6.1: Maintain or increase the percentage of applicants of color across all positions to 40%. Refine recruitment strategies that expand the pool of diverse candidates. Continue to build a highly qualified staff that reflects the diversity of the student body and community. The five-year overall target for increasing the percentage of diverse staff members is 5% for the District Academic Goals. |
6.1: Maintain or increase the percentage of applicants of color across all positions to 40%. Refine recruitment strategies that expand the pool of diverse candidates. Continue to build a highly qualified staff that reflects the diversity of the student body and community. The five-year overall target for increasing the percentage of diverse staff members is 5% for the District Academic Goals. |
6.1: Maintain or increase the percentage of applicants of color across all positions to 40%. Refine recruitment strategies that expand the pool of diverse candidates. Continue to build a highly qualified staff that reflects the diversity of the student body and community. The five-year overall target for increasing the percentage of diverse staff members is 5% for the District Academic Goals. |
6.1: Maintain or increase the percentage of applicants of color across all positions to 40%. Refine recruitment strategies that expand the pool of diverse candidates. Continue to build a highly qualified staff that reflects the diversity of the student body and community. The five-year overall target for increasing the percentage of diverse staff members is 5% for the District Academic Goals |
| Equitable Practices | ||||
|
6.2: The five-year overall target for students taking "non-developmental" coursework is 97.5% for the District Academic Goals. |
6.2:The five-year overall target for students taking "non-developmental" coursework is 97.5% for the District Academic Goals. |
6.2: The five-year overall target for students taking "non-developmental" coursework is 97.5% for the District Academic Goals. |
6.2: The five-year overall target for students taking "non-developmental" coursework is 97.5% for the District Academic Goals. |
6.2: The five-year overall target for students taking "non-developmental" coursework is 97.5% for the District Academic Goals. |
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6.3: Engage staff to analyze current inequities in student disciplinary practices. Identify baseline data on inequities. Research effective strategies related to positive behavior supports. Identify strategies that can be integrated with current school culture and climate. The five-year target for decreasing disproportionate suspensions and referrals is a 5% decrease for the District Academic Goals. |
6.3: Provide professional development to staff regarding the use of positive behavior supports and restorative practices. Implement school-wide and classroom-based strategies to proactively reduce student discipline. The five-year target for decreasing disproportionate suspensions and referrals is a 5% decrease for the District Academic Goals. |
6.3: Evaluate school-wide and classroom-based strategies implemented during the 2023-2024 school year. Modify practices based on impact to student behavior. Engage the District 211 Equity Team in providing feedback and recommendations toward addressing inequities in student disciplinary practices. The five-year target for decreasing disproportionate suspensions and referrals is a 5% decrease for the District Academic Goals. |
6.3: Implement recommendations from the District 211 Equity Team. The five-year target for decreasing disproportionate suspensions and referrals is a 5% decrease for the District Academic Goals. |
6.3: Formalize systematic program that will utilize high-impact practices to continue to monitor and address inequities in student disciplinary practice. The five-year target for decreasing disproportionate suspensions and referrals is a 5% decrease for the District Academic Goals. |
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6.4: The five-year overall target is a 5% increase for the District Academic Goals with a yearly target of 44.5%. |
6.4: The five-year overall target is a 5% increase for the District Academic Goals with a yearly target of 45.5%. |
6.4: The five-year overall target is a 5% increase for the District Academic Goals with a yearly target of 46.5%. |
6.4: The five-year overall target is a 5% increase for the District Academic Goals with a yearly target of 47.5%. |
6.4: The five-year overall target is a 5% increase for the District Academic Goals with a yearly target of 48.5%. |
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6.5: Provide professional development to staff on the Illinois Culturally Responsive Teaching and Leading Standards. Identify curricular and instructional areas that can increase the use of culturally relevant materials. |
6.5: Provide professional development to staff regarding strategies related to Culturally Responsive Teaching. Increase curricular materials and instructional strategies that represent our diverse student population. |
6.5: Provide professional development to staff regarding strategies related to Culturally Responsive Teaching. Increase curricular materials and instructional strategies that represent our diverse student population. |
6.5: Provide professional development to staff regarding strategies related to Culturally Responsive Teaching. Increase curricular materials and instructional strategies that represent our diverse student population. |
6.5: Provide professional development to staff regarding strategies related to Culturally Responsive Teaching. Increase curricular materials and instructional strategies that represent our diverse student population. |
Priority: Post Secondary Success
Goal 7: All District 211 students will engage in preparation and experiences for college and career readiness throughout high school.
| Indicators | Strategies |
|---|---|
|
Post High School Plan |
7.1 Ensure that all District 211 students have a post high school plan that includes a potential career pathway. |
|
Career Development Experiences |
7.2 Establish a system that uses student post high school experiences to inform changes to current college and career preparation programs. 7.3 Provide opportunities for all students to participate in career development experiences during high school. |
|
Business Partnerships |
7.4 Partner with local businesses and organizations to ensure academic programs include rigorous curriculum with industry relevance. |
| Targets 2022-2023 | Targets 2023-2024 | Targets 2024-2025 | Targets 2025-2026 | Targets 2026-2027 |
|---|---|---|---|---|
| Post High School Plan | ||||
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7.1: Identify current materials and methods used by schools to engage students in selecting a career pathway. Identify an effective platform for students to explore and record potential career pathway(s) during freshman year. |
7.1: Provide professional development to staff regarding career pathways, selection software and post high-school planning. Communicate updated post-high school planning information to students and parents. Engage freshman students in career pathway selection. |
7.1: Continue professional development opportunities for staff regarding career pathways and post-high school opportunities. Engage parents in post high school planning experiences. Ensure that all students identify a career pathway during freshman year. Engage sophomores in reviewing or updating their career pathway. |
7.1: Engage junior students in reviewing or updating their career pathway. Develop a system for students who transfer to District 211 schools after freshman year to explore and identify career pathways. Provide opportunities for junior students to earn career pathways endorsements. |
7.1: Engage seniors in finalizing career pathways through career development experiences. Engage students and parents in evaluating the District 211 framework for post-high school planning. |
| Career Development Experiences | ||||
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7.2: Analyze current data on student post-secondary experiences and success through NECSS and the National Clearinghouse. Identify effective methods for engaging District 211 graduates to provide feedback. |
7.2: Develop survey tool to engage District 211 alumni in providing feedback regarding career preparation. Facilitate survey to identify baseline response rate and patterns of feedback. |
7.2: Facilitate survey to alumni and implement communication methods to increase response rate by 10%. Analyze trends and patterns in feedback to identify potential changes to college and career preparation programs. Engage staff to evaluate programs and feedback. |
7.2: Increase alumni survey response rate by 10% through continued focus on improving communication channels. Begin implementation of changes in career preparation programs based on feedback. |
7.2: Formalize systematic process of gathering alumni feedback regarding career preparation. Formalize systematic review process for incorporating feedback and recommendations into program review. |
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7.3: Analyze currently available career development opportunities into an organized framework. Evaluate current communication methods and information provided to students, parents, and staff. Identify baseline of how many students participate in a career development experience. |
7.3: Provide professional development to staff regarding career development experiences. Communicate updated information to students and parents about the scope of career development experiences. Increase the number of students participating in a career development experience by 3% over baseline. |
7.3: Ensure that there is a least one career development experience available to students in each pathway.Increase the number of students participating in a career development experience by 3% over previous year. |
7.3: Ensure that there are at least two career development experiences available to students in each pathway. Increase the number of students participating in a career development experience by 3% over previous year. |
7.3: Ensure that there are at least three tiered career development experiences for each career pathway. Increase the number of students participating in a career development experience by 3% over previous year. |
| Business Partnerships | ||||
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7.4: Identify and re-engage current District 211 business and organizational partnerships.Identify and engage potential new partnerships in emerging fields. |
7.4: Provide opportunities for staff and business leaders to collaborate regarding curriculum and industry relevance in four career pathways. |
7.4: Implement changes to curriculum based on recommendations from the collaboration between staff and business leaders. Provide opportunities for staff and business leaders to collaborate regarding curriculum and industry relevance in four additional career pathways. |
7.4: Implement changes to curriculum based on recommendations from the collaboration between staff and business leaders. Provide opportunities for staff and business leaders to collaborate regarding curriculum and industry relevance in four additional career pathways. |
7.4: Formalize systematic process for incorporating feedback and recommendations into curriculum on an ongoing basis. Formalize a systematic process for collaborating with business leaders to ensure rigor and relevance in curriculum. |
Priority: Excellent Staff
Goal 8: All students will have exceptional learning opportunites through the retainment and development of a highly effective staff.
| Indicators | Strategies |
|---|---|
|
Professional Development and Growth |
8.1 Codify the District 211 approach and system for growing our own talent. 8.2 Annually improve the quality and scope of professional development based on emerging needs. |
|
Staff Wellness Support Systems |
8.3 Improve availability and knowledge of staff wellness support systems. |
| Targets 2022-2023 | Targets 2023-2024 | Targets 2024-2025 | Targets 2025-2026 | Targets 2026-2027 |
|---|---|---|---|---|
| Career Development Experiences | ||||
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8.1: Identify current materials and methods used by schools to engage students in selecting a career pathway. Identify an effective platform for students to explore and record potential career pathway(s) during freshman year. |
8.1: Finalize plans for a prospective teacher program for District 211 students that includes curricular and co-curricular programs focused on preparing students for a career in education. Identify and recruit rising 11th and 12th grade students to participate in the prospective teacher program for the 2024-2025 school year.Launch the program for teacher assistants to earn their Professional Educator License. |
8.1: Implement the prospective teacher program in at least two District 211 schools. Develop a post-secondary plan to maintain connection and support for participants in the prospective teacher program. Monitor academic and professional progress of teacher assistants working toward their Professional Educator License. |
8.1: Implement the prospective teacher program in all District 211 schools. Expand the prospective teacher program to include co-curricular opportunities and involvement for students in all grades. Monitor academic and professional progress of teacher assistants working toward their Professional Educator License. |
8.1: Continue to implement the prospective teacher program in all District 211 schools. Monitor academic and professional progress of teacher assistants working toward their Professional Educator License. |
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8.2: Develop professional growth and skill development plan for the following non-licensed employee groups: office workers, technology workers and student supervisors. See goal 6.5 for licensed staff. |
8.2: Deliver professional development opportunities for the following non-licensed employee groups: office workers, technology workers and student supervisors. Develop professional growth and skill development plan for the following non-licensed employee groups: transportation, operations and maintenance, and food services. See goal 6.5 for licensed staff. |
8.2: Deliver professional development opportunities to all non-licensed employee groups. See goal 6.5 for licensed staff. |
8.2: Deliver professional development opportunities to all non-licensed employee groups. See goal 6.5 for licensed staff. |
8.2: Deliver professional development opportunities to all non-licensed employee groups. See goal 6.5 for licensed staff. |
| Staff Wellness Support Systems | ||||
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8.3: Collaborate with staff to develop informational materials and professional development for new District 211 staff to ensure they have knowledge of support systems and resources. Collaborate with school-based staff to develop a communication plan and informational resources for staff regarding available support systems. |
8.3: Implement staff surveys regarding social-emotional wellness. Analyze staff survey data to identify areas of improvement. |
8.3: Evaluate the utilization of staff wellness support systems. Host focus groups of staff members that focus on support systems and overall wellness. |
8.3: Implement recommendations from staff focus groups. Monitor the utilization of staff wellness support systems to determine impact of modifications. |
8.3: Formalize an ongoing process of professional development, monitoring the use of resources, and gathering recommendations from staff to improve supports. |
Priority: Facilities and Finances
Goal 9: All District 211 students will experience enhanced safety, wellness and learning through the completion of annual facilities and technological improvements enabled by financial stability.
| Indicators | Strategies |
|---|---|
|
Debt-Free Operations |
9.1 Maintain fund balance in accordance with Board policy and debt free status annually. |
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Innovative & Secure Technology Solutions |
9.2 Keep pace with evolving technology updates and innovations. 9.3 Protect district electronic assets and student and employee information by continuously evolving and enhancing technology infrastructure and resources. |
|
Facility Enhancements |
9.4 Annually continue to improve safety and modernization of our facilities. |
| Targets 2022-2023 | Targets 2023-2024 | Targets 2024-2025 | Targets 2025-2026 | Targets 2026-2027 |
|---|---|---|---|---|
| Debt-Free Operations | ||||
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9.1: Develop an annual budget that allows the District to prioritize instructional programs and operations while maintaining a level of fund balance that adheres to Board policy. Utilize annual operating budget and/or operating reserves to fund all operational needs without the need to issue debt. |
9.1: Develop an annual budget that allows the District to prioritize instructional programs and operations while maintaining a level of fund balance that adheres to Board policy. Utilize annual operating budget and/or operating reserves to fund all operational needs without the need to issue debt. |
9.1: Develop an annual budget that allows the District to prioritize instructional programs and operations while maintaining a level of fund balance that adheres to Board policy. Utilize annual operating budget and/or operating reserves to fund all operational needs without the need to issue debt. |
9.1: Develop an annual budget that allows the District to prioritize instructional programs and operations while maintaining a level of fund balance that adheres to Board policy. Utilize annual operating budget and/or operating reserves to fund all operational needs without the need to issue debt. |
9.1: Develop an annual budget that allows the District to prioritize instructional programs and operations while maintaining a level of fund balance that adheres to Board policy. Utilize annual operating budget and/or operating reserves to fund all operational needs without the need to issue debt. |
| Innovative & Secure Technology Solutions | ||||
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9.2: Begin migration to Windows 11 and Office 21 (pilot program). Evaluation of the efficiency and begin migration of latest versions of software to a cloud version (SAAS). Modify WAN to support multiple communication paths between schools from multiple vendors with auto failover. Provide ongoing expanded training and certification opportunities for IT employees. Complete Ad Center MDF (data center) remodel. |
9.2: Continue migration of all users to Windows 11 and Office 21. Continue evaluation and migration of latest versions of software to a cloud version (SAAS). Replace +10 year old voice over IP telephone system. Replace/upgrade Board room audio and video platforms. Ongoing analysis related to automation of rentals, safety software and forms approval to improve process efficiencies and effectiveness. Establish strategy for improved collaboration between applications team and end-user managers. |
9.2: Continue migration of all users to Windows 11 and Office 21. Complete analysis related to automation of rentals, safety software and forms approval to improve process efficiencies and effectiveness. Implement strategy for improved collaboration between applications team and end-user managers. Implement new version of Infinite Campus Messenger. |
9.2: Continue migration of all users to Windows 11 and Office 21. Review results of analysis related to automation of rentals, safety software and forms approval to improve process efficiencies and effectiveness. Conduct cost/benefit analysis of migrating Infinite Campus to cloud service. |
9.2: Complete migration of all users to Windows 11 and Office 21. |
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9.3: Implement Privileged Access Management (PAM) toolset. Perform 4-6 phishing simulations per year and provide security awareness training follow-up. Subscribe to BitSight continuous environment rating systems in preparation for cyber liability insurance evaluations. Institute annual penetration testing. |
9.3: Evaluate applicability and pilot of the Center of Internet Security (CIS) endpoint analysis tool. |
9.3: If found applicable, execute CIS endpoint analysis tool against all district images and modify configurations (images) to comply with findings. |
9.3: Expand system monitoring capabilities. |
9.3: Contact with security firm to conduct District-wide cybersecurity audit. |
| Facility Enhancements | ||||
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9.4: Complete projects in year 6 of the current 10-year facility plan. Evaluation of possible school safety enhancement solutions. Engage architects and engineers to design improvements and bids for applied technology cooling, public address system improvements, and auditorium renovations and develop final timeline for completion. Ongoing improvements designed to enhance energy efficiency. Engagement of architect in development of a 10-year master facility plan and completion of year 4 life safety projects. |
9.4: Complete projects in year 7 of the current 10-year facility plan. Possible school safety enhancement solution implementation following research conducted in 2022-2023. Architects and engineers continue to design improvements and bids for applied technology cooling, public address system improvements, and auditorium renovations and complete projects according to scheduled timeline. Ongoing improvements designed to enhance energy efficiency. Years 1-5 of the master facility plan completed. Completion of year 5 life safety projects and conduct next life safety survey. |
9.4: Complete projects in year 8 of the current 10-year facility plan. Architects and engineers continue to design improvements and bids for applied technology cooling, public address system improvements, and auditorium renovations and complete projects according to scheduled timeline. Ongoing improvements designed to enhance energy efficiency. Years 6-10 of the master facility plan completed. ISBE approval of life safety survey with projects to begin summer 2024. |
9.4: Complete projects in year 9 of the current 10-year facility plan. Architects and engineers continue to design improvements and bids for applied technology cooling, public address system improvements, and auditorium renovations and complete projects according to scheduled timeline. Ongoing improvements designed to enhance energy efficiency. Communication and implementation of the final master facility plan. Complete year two of approved life safety projects. |
9.4: Complete projects in year 10 of the current 10-year facility plan. Architects and engineers continue to design improvements and bids for applied technology cooling, public address system improvements, and auditorium renovations and complete projects according to scheduled timeline. Ongoing improvements designed to enhance energy efficiency. Ongoing implementation of the final master facility plan. Complete year three of approved life safety projects. |
Priority: Communication
Goal 10: All District 211 students, families and the community will receive relevant communication in a timely manner utilizing methods and languages.
| Indicators | Strategies |
|---|---|
| Diverse Stories & Platforms |
10.1 Ensure our schools are represented regularly in stories told in multiple languages and across a variety of platforms. 10.2 Increase community engagement across platforms annually using multiple methods of communication. 10.3 Create and implement a District-wide equity campaign to increase diversity of students and staff represented in stories. |
| Student Created Content | 10.4 Increase student participation in the development of communication strategies. |
| Targets 2022-2023 | Targets 2023-2024 | Targets 2024-2025 | Targets 2025-2026 | Targets 2026-2027 |
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| Diverse Stories & Platforms | ||||
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10.1:Conduct audit of all content produced annually. Launch department chair meetings to identify diverse story options that can be used across media platforms. |
10.1: Implement subtitling of videos in English and Spanish. Identify new and diverse media platforms, including blogs and foreign language publications. Build repository of diverse student success stories and share across all platforms. |
10.1: Identify opportunities for repurposing content (printouts at school open houses, etc.) allowing for broader exposure to all stories. Review school/District communications and ensure all are reaching target audience and resonating appropriately in terms of messaging. |
10.1: Publish at least five stories a month across three different news outlets. Examine opportunities for translation of podcast and other storytelling. |
10.1: Complete second communications audit to measure progress and identify next steps going forward. |
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10.2: Engage a Community Advisory Group to identify preferred methods of and content for communication. Perform audit of social media sites and establish baseline from which to train schools and monitor growth. Investigate possibility of District 211 app. Fully onboard Blackboard mass communications tool. |
10.2: If app is possible financially and logistically, identify applicable content and begin creation. Explore new options for providing information to parents and students, including video series with info they need or a "Survival Guide" by year in school. |
10.2: Launch podcast (or other appropriate media) series to connect with parents, students and our community. Create consistent hashtags and increase engagement on social media by 25 percent over year before. Implement app at base level. |
10.2: Explore potential for District 211 radio station to proactively share stories and information all stakeholders need. Seek increased engagement through purposeful social media content. Increase engagement on social media by 15 percent over year before. |
10.2: Host events that generate community involvement and create press opportunities, like signing for trades or teacher preparation program. Expand use of mobile app. |
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10.3: Engage quarterly with Equity Team to determine new opportunities for messaging, gaps in communication methods, content and audiences. |
10.3: Initiate targeted effort to tell stories of diverse students as series of vignettes promoting opportunities throughout all schools, including AP classes, internships and credentials to boost involvement. Work with Director of DEI to identify opportunities and set priorities. |
10.3: Conduct audit of all materials with eye on equity based on priorities set in 2023-2024. |
10.3: Launch equity campaign with logo, hashtag and content to showcase work of Equity Team. |
10.3: Review story placements and conduct equity audit to identify next steps to further broaden diverse storytelling. |
| Student Created Content | ||||
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10.4: Launch Student Media Corps with a focus on writing and photography. Use journalists to work with students to tell District 211's story in internship format. |
10.4: Form Student Advisory Team to identify how students get their information, how they would prefer to get their communication and what information they want. |
10.4: Expand Student Media Corps to include video and potential podcast work. Use student-conducted interviews to tell District video stories. Engage regularly with student groups for content ideas. |
10.4: Expand Student Media Corps to include graphic design work. Implement at least one student-suggested new tactic for communications. |
10.4: Review work to date and perform audit of new materials to identify gaps and opportunities. |