Strategies & Action Plans

Goal: Address needs and expectations for continuous improvement at the local, state, and federal levels.

Strategy 1: Integrate Rigorous Academic Programs with Equity for ALL Students

Action 1: Build and utilize a Guaranteed and Viable Curriculum (GVC) for all students.

Action 2: Research, develop, and implement Universal Design for Instruction (UDL) strategies and methods to guarantee equitable student learning opportunities.

Action 3: Utilize vertical alignment and expand Future-Focused programming opportunities to prepare students to successfully graduate and prepare for life beyond high-school, including enrollment, enlistment, and employment (3-E's).

Action 4: Utilize curriculum crosswalks to identify critical student attributes, skills, and qualities, including self-efficacy and agency.

Action 5: Align school schedules and staffing to maximize student performance.

Action 6: Review relevance of current league of comparable schools and bands based on updated data.

Strategy 2:  Provide a Response Support System to Ensure Student Success

Action 1: Establish a systematic and systemic district-wide Multi-Tiered Systems of Support (MTSS) - Response to Intervention (RTI), Positive Behavioral Interventions and Supports (PBIS), Social-Emotional Learning (SEL).

Action 2: Create a system/warehouse and protocols to monitor students’ needs and progress in grades 9-12.

Action 3: Expand the GVC (courses) to include materials and resources for PLC Questions 3 & 4.

Action 4: Expand technology-based resources available to students and teachers for instruction, reteaching, and review.

Strategy 3: Implement a K-12 SEL system of support focusing on the whole child

A. Tier I - Coordinate a K-12 SEL program and curriculum.

Action A1: Formalize a vertically aligned SEL Curriculum and Tier 1 intervention strategies and implement with fidelity for all students.

Action A2: Implement consistent SEL monthly/quarterly themes to support development of common vocabulary and larger school community ownership for practices.

Action A3: Identify data metrics to track and monitor impact of SEL programs, curriculum, and services with regular monitoring cycles, sharing of results and review.

Action A4: Finalize a MTSS Handbook that includes clarification of process, forms, and guidance for supporting behavior plans and interventions for students identified in need of Tier II and Tier III behavior supports.

Action A5: Establish procedures to facilitate Question-Persuade-Refer (QPR) Suicide Prevention Program Training for all staff members on a bi-annual basis.

Action A6: Establish onboarding and renewal structures that support all staff training in the area of verbal de-escalation strategies through Crisis Prevention Institute (CPI).

Action A7:  Incorporate trauma informed best practices into all levels of SEL curriculum, programs, and professional development.

B. Tier II & III - Recommend changes to mental health staffing, structures and leadership to support local student and staff mental health needs.

Action B1: Conduct a needs assessment of mental health staffing and leadership needs as well as Tier 2 and Tier 3 community partnerships to provide review of current structures and responsibilities.

Action B2: Research models of best practice for school based mental health supports including local, state, and national structures.

Action B3: Review agreements with social service agencies to ensure the SEL Framework is providing adequate mental health service opportunities.

Strategy 4: Coordinate Programming to Support Balanced Media Practices

Action 1: Deliver a blended learning approach prioritizing media balance and enhancing instruction with technology.

Action 2: Integrate ongoing instruction on the topic of responsible and balanced technology use into curriculum and family outreach.

Action 3: Develop and utilize a vertical alignment of digital skills to guarantee student success in grades K-12 as well as prepare for life beyond high-school.

Action 4: Expand technology integration into the GVC to enhance instruction, including resources for instruction, reteaching, review, and extension.

Action 5: Focus use of blended learning strategies and media to enhance DSC High-Impact Teaching Strategies (HITS).

Strategy 5: Prioritize Resources to Support Students & Families Through Educational Milestones

A. Early Learning - Support students and families through early learning initiatives.

Action A1: Promote readiness and early literacy skills with families of preschoolers.

Action A2: Further develop Early Learning HUB (early childhood) services and programs offered to neighborhoods within the school corporation.

Action A3: Strengthen existing, and develop new, community partnerships to share and coordinate early learning strategies.

Action A4: Investigate formal programming for school-age students who demonstrate a need for additional support prior to entering Kindergarten.

B. Promotions - Support students and families through the K-12 experience.

Action B1: Provide formalized actions and support to students and parents through grade-level promotion and orientation activities when moving to a new campus associated with a level change (K-4, 5-8, 9-12, post-secondary).

C. Formative Experiences - Support students and families through formative life experiences.

Action C1: Embed local risk assessment practices and procedures into Tier II and Tier III interventions as identified.

Action C2:  Provide guidance documents, protocols and individual and small group supports to students through identified formative life experiences (divorce, suicidal ideation, death of family member, etc.)

Strategy 6: Elevate & Support Continuous Growth Opportunities For Staff

Action 1: Prioritize methods to guarantee all teachers have access to participate in and receive feedback from the PLC.

Action 2: Align staff schedules to promote effective collaboration between general education staff and specialized staff (special education, multilingual (ML), High Ability, etc.).

Action 3: Expand instructional coaching model to include implementation of research-based instructional strategies to improve collaboration between special education and general education staff.

Action 4: Provide job-embedded coaching on UDL strategies and methods.

Action 5: Identify teacher leaders who successfully implement UDL and provide opportunities for them to collaborate and lead.

Action 6: Continue to provide job-embedded opportunities for teachers to explore, implement, and master DSC High-Impact Teaching Strategies (HITS).

Action 7: Develop, implement and monitor professional development for ALL staff with an emphasis on Exceptional Learning.

Action 7A: Provide Training in Co-teaching to enhance peer to peer collaboration.

Action 7B: Utilize external and internal resources as well as legal guidance to provide staff with training on best practices in IEP development.

Action 7C: Provide targeted training on Functional Behavior Assessments and Behavior Intervention Plans. 

Action 7D: Provide targeted training on Transitional Assessments (Post Secondary planning including Career, Education and Independent Living) and the development of Transition IEPs to guide planning for life after high school.

Strategy 7: Enhance Opportunities, Services, and Interventions for Students with Exceptional Needs. 

Action 1: Research, develop and implement K-12 services that includes varying levels of emotional and behavioral support for students at every grade level based on need. 

Action 2: Research models and best practices to implement interventions and supports for students with intensive emotional and behavioral needs.

Action 3: Investigate the addition of inclusive models of instruction throughout the district with an emphasis on attempting to provide programming and services to students in their neighborhood school.

Action 4: Collaborate with families to make the best informed decision for students.

Action 5: Evaluate the effectiveness of current PCES shared services and recommend adjustments as needed to provide high quality support for students.

Action 6: Research, develop and implement opportunities for 18-22 year olds with disabilities, such as independent living, vocational opportunities, community access, etc., that prepare students with specific needs for life after high school.

Action 7: Develop and utilize vertical alignment of services to facilitate effective transitions through grade-level promotion when moving to a new campus associated with a level change (pre school, K-4, 5-8, 9-12, post-secondary).

Goal: Become a preferred employer by maximizing efforts to attract, retain, develop and recognize all school corporation employees.

Strategy 1: Carry out and evaluate a systematic plan for recruitment and retention for all staff.

Action 1: Foster strategies to further diversify workforce.

Action 2: Standardize exit interview process for all departing and transferring employees to identify best practice, thematic turnover and/or department and building concerns.

Action 3: Maintain a certified employee retention rate of 92%.

Action 4: Maintain a classified employee retention rate of 88%.

Strategy 2: Oversee and build upon the professional development system for classified staff

Action 1: Continue to develop classified department-specific staff development plans that identify skills and objectives needed for employees to further personal and corporation successes.

Action 2: Utilize technology systems for tracking classified employee professional development milestones for purposes of recognition and/or compensation incentives.

Action 3: Provide and promote opportunities for internal career tracks.

Strategy 3: Apply and expand the system for validation, satisfaction and celebration of all faculty and staff.

Action 1: Continue to participate in annual employee recognition programs, such as teacher-of-the year, employee-of-the year, and department/professionals weeks and days as a way to highlight and celebrate the K-12 industry and school corporation employees.

Action 2: Establish and/or promote weekly, monthly, and/or per semester stakeholder-nominated recognition programs within each building and/or department in an effort to promote, with intention, community and healthy workplace relationships.

Action 3: Improve and digitize onboarding and offboarding classified staff procedures.

Action 4: Continue to solicit and analyze staff satisfaction feedback.

Strategy 4: Evaluate and create insurance, benefit and total compensation packages to retain quality employees.

Action 1: Continue quarterly insurance committee meetings to evaluate trends, issues, creative cost containment solutions, and performance of school corporation-sponsored insurance plans.

Action 2: Compare insurance benefit offerings to those of comparable school corporations to maintain status as a destination employer from a total compensation standpoint.

Action 3: Evaluate employee compensation rates, ranges, and stipend opportunities to ensure school corporation is competitive from both market and industry standards.

Strategy 5: Formalize processes to create succession planning documents for new personnel coming into the school corporation.

Action 1: Review research-based, best practice from comparable school corporations.

Action 2: Identify succession planning process for district-wide application including standardization of format and retention/storage procedure.

Action 3: Designation of groups or individuals to write, edit, and store documents.

Action 4: Development of onboarding process with documents embedded into practice.

Strategy 6: Develop, implement, and monitor systemic communication strategies for both one-way and two-way communication (district and school)

Action 1: Continue to review populations for targeted communication opportunities.

Action 2: Review data on current systems for communication (DuneNews, Chesterton Tribune, social media, weekly school newsletters, website, etc.).

Action 3: Review and implement strategies aligned to IDOE Family Friendly Schools Rubric.

Action 4: Provide professional development to appropriate staff on utilization of identified platforms.

Action 5: Inform families of proper utilization of communication platforms.

Action 6: Generate quarterly reports on communication plan effectiveness.

Action 7: Provide opportunities for family involvement in school and corporation activities (strategic planning, school improvement, curriculum adoption, PTO, parent ambassadors, booster club organizations, volunteer opportunities).

Goal: Align available financial and other resources to meet the school corporation's strategic initiatives.

Strategy 1: Establish a school corporation budget that aligns with School Board fiscal and strategic initiatives.

Action 1: Confirm School Board’s fiscal goals for the budget year.

Action 2:  Review and prioritize corporation revenue resources and budget needs to meet School Board goals.

Action 3: Work with each school and department to develop and prioritize resource requirements in order to meet strategic initiatives.

Action 4: Develop and present annual taxable funds (Operations, Referendum, Debt) and Education Fund budgets to the School Board for adoption.

Action 5: Monitor and adjust all corporation budgets based upon actual resources, property tax collections, circuit breaker impact, state support changes, and revised priorities throughout the year.

Action 6: Provide School Board with financing strategies for priority capital improvement projects.

Strategy 2: Prepare and conduct a renewal of the school corporation Operating Referendum.

Action 1: Assess financial status of the school corporation and confirm need for renewal of the current Operating Referendum.

Action 2: Develop key strategies to involve all DSC stakeholder groups in the implementation and undertaking of the Operating Referendum renewal campaign process.

Action 3: Conduct Operating Referendum renewal campaign by sharing information with the Duneland community regarding the programs, experiences and opportunities provided to students, staff and the overall community.

Action 4: Provide Duneland community with regular communication that highlights the positive impact of the Operating Referendum funding for students, schools, staff and community.

Strategy 3: Develop and implement a school corporation long-range facility plan that aligns with safety, security and instructional goals.

Action 1: Ensure safety and security standards are met at all school corporation facilities while providing an appropriate physical learning and work environment.

Action 2: Update and prioritize capital improvement and capital asset plans to reflect short-term and long-term needs to meet safety, security and instructional goals.

Action 3: Monitor and communicate status of facility needs and capital improvement projects.

Strategy 4: Create a 3-year and 10-year CHS facility and campus plan to meet instructional, safety and security, co- and extra-curricular programming needs.

Action 1: Engage administration, faculty, and staff to assess and prioritize CHS facility improvements.

Action 2: Provide School Board with prioritized list of potential capital improvements, expected costs and timeline for completion.

Action 3: Implement, monitor and communicate project status and financing strategies.

 

Goal: Develop, implement and monitor safety and security systems.

Strategy 1: Improve and enhance safety & security measures throughout the school corporation.

Action 1: Ensure corporation Emergency Response Plan (ERP) is in line with national best practices.

Action 2: Conduct ongoing training with staff members, students and appropriate stakeholders on ERP and other related safety measures.

Action 3: Continue to review the need for additional School Resource Officers (SROs) throughout the school corporation.

Action 4: Improve security camera allotment and positioning at all corporation facilities (post completion of 2024 construction projects).

Action 5: Formalize a suicide ideation risk screener.

Action 6: Conduct a reunification drill.

Action 7: Establish process for effective crisis communication methods.

Action 8: Ensure security procedures are relevant/appropriate for non-school day settings (transportation, extra-curricular activities, after school hours, etc.).

Strategy 2: Align Technology Department goals and benchmarks to safety & security and instructional goals.

Action 1: Ongoing analysis and implementation of industry leading security cybersecurity practices.

Action 2: Conduct ongoing cybersecurity training for all IT staff.

Action 3: Conduct cybersecurity training for all employees and students on an as-needed basis.

Action 4: Incorporate digital signage for communicating messaging in emergency situations (lockdown, hold, severe weather, etc.).

Action 5: Maintain an accurate inventory of IT assets.

Action 6: Investigate new and emerging technologies (e.g., artificial intelligence).

Strategy 3: Enact Transportation Department goals that focus on safety & security and instructional targets.

Action 1: Implement route time efficiencies to minimize overall student transportation time.

Action 2: Continue to assess and adjust bus routes.

Action 3: Provide enhanced and ongoing safety training for bus drivers.

Action 4: Integrate various transportation software solutions into one comprehensive program which includes functionality for routing, fleet maintenance, and activity trips, into one system.

Action 5: Improve routing information and communication between transportation, school buildings, and families; including, but not limited to emergencies, delays, and route changes.

Action 6: Develop comprehensive driver training program to include: classroom instruction, behind-the-wheel skill courses, and behind-the-wheel driver observations to monitor driver performance.

Action 7: Investigate methods to provide proactive communication with teachers and office staff in an effort to improve student behavior and bus experiences.

Strategy 4: Ensure Child Nutrition Department goals are aligned with safety and instructional vision.

Action 1: Implement a plan to ensure that student meals are prepared in safe, sanitary and fully functioning kitchens within each school building.

Action 2: Monitor and report adherence to state & federal guidelines for student nutrition and food safety.

Action 3: Provide nutritional information to stakeholders (students, parents, nurses, staff) using a common electronic system that is informative and user friendly.

Action 4: Review opportunities to incorporate a wider range of meal choices within the constraints of the USDA nutritional guidelines.