Innovation Destination is a calibration of our forward momentum. It builds on the successes of our previous two strategic plans while defining an ambitious set of objectives for the next five years. It will guide our progress through 2016.
Approved by the Board of Education in June 2012, Innovation Destination was developed by nearly 100 community members and district staff. It defines six priority areas for the district:
- Core Strategy A: Sustained Academic Excellence
- Core Strategy B: Staff Development
- Core Strategy C: Technology Development
- Core Strategy D: Public Engagement
- Core Strategy E: Facilities
- Core Strategy F: Finance and Operations
Core Strategy A: Equip learners with the skills to meet high expectations
Understand student learners' needs to equip them with the necessary skills to meet high expectations for career readiness.
- Effectively transition from Ohio Content Standards to “Common Core” in grades K-12. Continue to improve our tools and processes for common assessment.
- Develop our capacity for online classes in the high school for our students and access by others.
- Focus our efforts on achieving annual progress of all students through differentiation, especially those with unique and diverse needs.
- Develop district intervention standards for “Response to Intervention” and other instructional improvement initiatives, including the use of research-based tools for improvement of student progress in math and reading K-12.
- Develop relationships with select colleges and universities to identify areas of student readiness to prepare future students.
- Explore and expand our use of nontraditional educational credit options for students (i.e., advanced placement, flex-credit, dual enrollment).
Core Strategy B: Promote and model lifelong learning among our staff
Promote and model lifelong learning among our staff members that values their leadership and assures the best educational practices for our students.
- Enhance staff knowledge of emerging technologies and their use in the classrooms and their relevance to students.
- Reinforce early adoption and staff competency in the “Common Core” and the related assessment processes.
- Educate middle and high school staff about expanding opportunities for college credit (flex credit, AP, dual credit, post-secondary placement).
- Reinforce and implement best practices that reinforce teacher collaboration and planning (PLCs, team time, team planning).
- Continue to expand our Institutes (in-house professional development programs), for staff, the community, and other districts.
- Explore and develop classroom-based instructional best practices among our staff that enable the most efficient learning outcomes for children.
- Expand opportunities for teachers to gain credit through collaborative learning.
- Expand learning opportunities for classified staff, particularly using vendor-supplied training.
- Evaluate the funding potential for staff development initiatives that educate underserved populations (e.g., diverse populations).
Core Strategy C: Provide students with real-world technology experiences
Provide students with the tools they need to succeed in the world through a high level of real-world technology uses that reinforce collaboration, communications, and critical thinking.
- Increase the integration of K-12 technology in classrooms and across campuses, reinforcing student skills (such as composition, communication, presentation, research, etc.).
- Increase operational efficiencies through integrated technology, including finance, business data, H.R., communications, classrooms, etc.
- Fully maximize technology as a means for differentiated instruction to better individualize instruction for students.
- Develop our online learning and assessment capabilities.
- Reinforce and educate students on the appropriate use of technology.
- Evaluate the potential and increase the use of new forms of electronic communications between teachers and parents (Blackboard, online communications, phone apps, etc.).
Core Strategy D: Engage the community in the pride and ownership of our educational mission
Share a clear understanding of the district, engaging the community as an active part of the pride and ownership of our educational mission.
- Educate parents and the community on the learning demands of tomorrow’s students.
- Conduct more frequent public forums on various topics of public interest.
- Create an alumni association and engage alumni in a systematic way as advocates and a public voice.
- Evaluate the potential of a Scrip gift card program to fund school initiatives, perhaps through an alumni association.
- Increase regular public communication on changes in funding for schools and their impact on the community.
- Expand the system of community pride signage and logo wear in VBCS schools and the community.
- Beyond opening events, implement a plan for increased public access to new facilities.
- Engage the community through our use of technology (i.e., the media center).
- Develop community pride signage for local business windows.
- Resume annual gathering of strategic planning teams for updates.
- Evaluate the creation of a key communicators’ network.
Core Strategy E: Provide a positive learning environment and value to the community through our facilities
Provide facilities that are a positive learning environment to entice families to move to the community, stay in the community, and return to the community in the future, providing value to residents and businesses.
- Re-assess the financial viability and investment in Murlin Heights.
- In light of Murlin Heights’ viability assessment, develop and evaluate options for alternate building scenarios and grade level configurations.
- Determine long-range facility improvement plans for Smith, Helke, and Murlin Heights (roofing, flooring, windows, lighting, HVAC, technology upgrades, etc.)
- Complete one year remaining services by Northview School to preschool Board of Developmental Disability students with an alternate plan to serve these students beyond 2011-2012.
- As feasible, proceed with facility improvements identified for Murlin Heights, including traffic management options.
- Maintain the current competitive edge in our technology access in each school facility.
- Study traffic flow patterns and vehicle access alternatives for Smith Middle School.
Core Strategy F: Maintain superior financial ratings, fiscal policy, and business systems
Maintain superior financial ratings, fiscal policy, and financial and business systems that create a community where people desire to live, work, and educate their children.
- Explore shared management and financial service options to other school districts.
- Continue to evaluate economies of scale through technology and systems.
- Create a more stable financial model for schools, including revenue enhancement and expense reduction.
- Study the efficient operations of school buildings to determine the needs for potential alternate grade level configuration of buildings and return of preschool children to the district.
- Explore offering expanded fee-based programs to other districts (summer school, professional development, electives, flex-credit, etc.).
- Re-evaluate the potential of different taxing models.