Goal One – Student Achievement

We are committed to ensuring that all students will achieve at their highest potential socially, academically and professionally.

1.       Identify by January, 2025 a timeline for core curricular areas in need of course and/or staff growth and provide implementation steps to achieve growth in the 25-26 school year while considering and reflecting OPI’s curriculum review cycle.

2.       Identify by January, 2025 measures to strengthen existing CTE pathways and target a pathway for expansion in career and technical education by provide implementation steps to achieve expansion in the 25-26 school year.

a.       Further develop and expand opportunities for Work Based Learning in the 24-25 school year in CTE.

3.       Support the growth of curricular and elective course offerings to better meet student learning needs, career goals, and enrollment trends.

4.       Research and apply to embed online non-diploma graduation option for select high school students by October, 2024 to potentially include applying to the State of Montana for a charter school.

a.       In considering online and charter school options, the district will work to clearly articulate enrollment criteria and set clear proficiency standards and learning outcomes.

5.       Complete implementation of PLC+ by July 1, 2025.

o   Each grade and course identify essential learning standards

o   Initiate vertical alignment of essential learning standards

o   Each grade establishes pacing guides prioritizing the identified learning standards

o   Assessments and instructional resources are aligned to essential learning standards

Goal Two – Employee Excellence

We are committed to the Recruitment, Development, Retention and Recognition of a high performing staff and administration.

1.       Develop a process and procedure that identifies and collects staff professional development goals by January, 2025.  Support and fund PD goals that align with building and district efforts.

a.       Improve the relevance of professional development opportunities for certified and noncertified staff.

2.       Superintendent will offer exit and stay interviews to staff in the 24-25 school year and present recommendations to the school board and school leadership in late spring, 2025 on processes for improvement to retain more staff in the 25-26 school year.

a.       Superintendent and building administration will work to increase knowledge of community perception through advisory committees, School Improvement Team (SIT), and parent/guardian relationships to support staff and build school culture reflective of community values.

3.       Develop a process and procedure that supports and encourages curricular departments, grade levels, and campus support departments to identify their needs and vision for growth through formal processes channeling requests through administration as well as informal listening sessions conducted by the board in the 24-25 school year.

Goal Three – Family, Community and External Engagement

We are committed to an open and welcoming district that engages the community for the betterment of both entities.

1.       The district will proactively communicate student successes and highlights of at least one story per building per month through online and print media.

2.       The district will proactively communicate upcoming activities and programs of community interest on at least a monthly basis through online and print media.

3.       The district and board will collaborate and develop ongoing and nimble proactive communication mechanisms through the board’s governance committee to include community perspective through formal advisory to the superintendent and informal stakeholder input and feedback.

4.       The district’s website will be updated frequently and be a primary resource for valuable and timely information related to school programs and activities.

5.       Building administrators, with the support and collaboration of school leadership teams, will present building culture and student behavior management plans and goals to the school board for informational review in the fall of 2024.

6.       Review the implementation status of the school-community relations plan by July 1, 2025.

Goal Four – Safety & Wellness

We are committed to a safe and healthy learning environment and lifestyle.

1.       Building administration will identify plans and processes by September, 2024 that de-escalate and minimize repetitive disruptive behavior by students emphasizing positive and productive learning environments for students through the implementation of MTSS systems schoolwide by July 1, 2025.

2.       The district will work to create a culture where students and staff feel safe.  Situations and individuals that compromise the sense of safety will be met with firm consequences.  Processes and procedures will be evaluated on an ongoing basis throughout the school year in an effort to quantify if changes in shared efficacy have resulted in improved student behaviors and a greater sense of safety.

3.       The district will work with outside vendors to bring full operational compliance of existing electronic door locks and surveillance cameras by the start of the 24-25 school year.

4.       Continued transitioning and additions to the district’s video surveillance system by July 1, 2025.

5.       The district will transition auxiliary building door locks to controlled access/key systems by October, 2024.

6.       Continued implementation of electronic access system for select entry doors by July 1, 2025.

7.       Evaluate and update the District’s Emergency Operations Plan by July 1, 2025.

Goal Five – Operations & Capacity Building

District operations, facilities and human resources support an efficient, transparent and progressive education system while maintaining effective management & prioritization of resources.

1.       The school board will clearly identify budget priorities in advance to provide vision and clarity for the direction of the district.

2.       The district will continue to prioritize fulfilling our mission when pursuing resources. 

3.       The school board will discuss budget priorities in the summer of 2024 and set the 2024-25 budget in August, 2024.

4.       Curricular needs for the 2025-26 school year will be presented to the board ideally by  January, 2025.

5.       The district will transition to a proactive budgeting stance for the 2025-2026 school year to be presented to the Board no later than the summer of 2025.

6.       District administration and the Board will explore grant opportunities through internal and possible external contracted services to supplement available funds through targeted grants to grow opportunities for the district and students.