Strategic Plan Dashboard

Goal: OPRF High School will continuously strive to create an environment where the academic achievement and social and emotional growth of students will no longer be predictable by race, socioeconomic status, or other social factors.

Strategies to achieve goal:

• Strategy 1) Strengthen professional development programming related to racial equity to improve the organization's capacity and influence teacher practice
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Strategy 1

- Established a Development Team and preliminary scope of work. The team will focus, in part, on developing OPRFHS owned protocols for engaging in racial conversations.

- Writing the content for OPRFHS onboarding modules for new faculty and staff, and

- Ongoing content for learning communities (i.e., CARE Teams).

• Strategy 2) Improve the organization's capacity to differentiate resources based on student needs
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Strategy 2

Resource Allocation administrative procedure written. The procedure is 50% complete and is being vetted with various department leaders.

• Strategy 3) Implement comprehensive racial equity procedures throughout the organization in alignment with board policy 7:12
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Strategy 3

Administrative procedures under review

Goal: OPRF will provide engaging, equitable learning experiences for our students by taking a holistic, supportive, and transformative approach to education. The ultimate goal is for all educational outcomes to cease to be predictable by any demographic indicators. We will accomplish this through a four-step process: 1. Critical examination of our current practices, 2. honest reflection of our own assumptions and approaches to education, 3. engaged discourse with stakeholders, and 4. the determination of specific action steps for school improvement.

Strategies to achieve goal:

• Strategy 1) By Fall 2022, complete curriculum plans to implement a detracked freshman English, History, Science, and World Languages courses
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Strategy 1

- Students demonstrating competencies in critical thinking, problem-solving, effective communication, and cultural consciousness

- Students reporting that they belong and feel supported in rigorous curricular experiences

• Strategy 2) Throughout the 22-23 school year, implement a professional development plan that is comprehensive and differentiated to support the needs of all teachers and the learning of all students
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Strategy 2

Teachers report that they have more knowledge and capacity to apply their learning in each of the three initiative areas in meaningful ways in their classroom

• Strategy 3) By Fall of 2023 consistently integrate equitable assessment and grading practices into all academic and elective courses
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Strategy 3

• Strategy 4) By Spring 2023 have the systemic pieces in place to become a data-driven organization (technology, data, and data conversations among stakeholders)
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Strategy 4

- Internal dashboards deployed and relevant staff trained in their implementation

- Data analysis protocols drafted and reviewed by relevant teams

- Data usage calendar utilized and monitored for progress toward identified goals in the respective areas

• Strategy 5) By fall of 2022, integrate post-secondary career clusters and pathways into student decision making throughout high school
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Strategy 5

• Strategy 6) By the end of the 2021-22 school year, develop and finalize the Special Education Division Strategic Plan
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Strategy 6

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• Strategy 7) By the end of the 2020-22 school year, implement year one of the Special Education Division Professional Development 3-Year Plan
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Strategy 7

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• Strategy 8) By Spring 2022 adjust and add additional interventions at all Tier levels based upon progress monitoring data and students identified by EWS data
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Strategy 8

Students demonstrating an increased ability to self-regulate and respond positively to a variety of stimuli and situational occurances

• Strategy 9) By Spring 2022 implement a plan to highlight and enhance student character traits and relational connections throughout the school
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Strategy 9

Students taking more ownership in their citizenship and care at and of the school in demonstrated through their interaction with peers and adults. Intentional focus placed on building the capacities of Respectfulness, Responsibility and Reliability

• Strategy 10) By Fall 2023 cultivate a safe and inclusive community environment in all our common spaces
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Strategy 10

Students and staff work on building relationships with one another as the primary means for including student voice in important conversations, continue to promote less punitive ways to address student conduct and to promote greater connectedness in school spaces

Goal: Hold leaders to high expectations in responsibilities, policies, practices, and professional development, and create opportunities that support effective teaching, learning, and leadership

Strategies to achieve goal:

• Strategy 1) By July 2024, increase representation of teachers of color to 35% of the overall faculty
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Strategy 1

For the 2021-2022 school year, we hired 9 new teachers. Teachers of color comprise 56% of faculty new hires, however, the overall percentage of faculty of color remained the same – 25% due to the equal number of new hires and separations

• Strategy 2) By July 2024, increase representation of employees of color to 50% of all employees
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Strategy 2

Employees of color comprise 65% of all our new hires for the 2021-2022 school year. Compared to the previous school year, we have increased the overall percentage of administrators of color by 8% (46% in 2021-2022 vs. 38% in 2020-2021). This year, employees of color comprise 60% of our non-affiliates (compared to 58% in 2020), 43% of classified employees (vs. 41% in 2020), 62% of buildings and grounds employees (vs. 58% in 2020), 54% of food service (vs. 55% in 2020), and 81% of campus safety employees (vs. 79% in 2020)

• Strategy 3) By July 2024, increase employee retention rate to 90%
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Strategy 3

Ongoing employee recognition program: The OPRFHS Recognition Program is based upon the concept of promoting the culture of warmth and celebrating excellence! OPRFHS recognizes and values our most important asset: people. We continue to encourage and support a positive work environment that celebrates those things that are best by recognizing each month the teacher, employee, and volunteer of the month

Stay interviews: informal one-on-one conversations are conducted by Assistant Superintendent for Human Resources with all new teachers as a retention strategy to get feedback on new teacher level of job satisfaction and specific ways the District can maintain or improve it and foster an open and communicative environment

Expanded benefit offering and streamlined benefit administration system:

Employee Navigator - electronic benefit administration system that holds in one place all benefit information and provides streamlined benefit open enrollment experience

CRX – Voluntary international pharmacy mail order program that enables eligible members to receive a 90-day supply of over 300 brand name, maintenance medications at no cost

Zero Card – a supplemental voluntary benefit for outpatient care that utilizes direct contracting to set fee schedules resulting on average savings of over 46% over typical PPO pricing

Livongo – voluntary hypertension and diabetes care

Hinge Health – voluntary musculoskeletal care

The Blue Choice Options High Performance Network - (tiered access to the PPO network that offers lower deductibles and out-of-pocket maximum to members who choose Tier 1 providers)

Access to Calm - mental fitness app for employees to practice mindfulness and strengthen their mental health

Goal: OPRF High School will make fiscally responsible, student-centered decisions regarding facilities and finances and will allocate resources to ensure excellence and equity.

Strategies to achieve goal:

• Strategy 1)

  By August 2022, complete summer construction for the long term facilities plan

  By May 2022, complete 15 infill classrooms in the old library and tutoring center areas

  By October 2022, bid additional 20 classrooms for summer 2023 construction

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Strategy 1

- Obtain students, staff, and stakeholders constructive feedback on the completed projects

- Use the 15 additional classrooms for summer school

- Obtain Board approval and complete the 20 classrooms by August 2023

• Strategy 2)

  By August 2022, present the tentative budget

  By September 2022, present the budget for the Board to adopt

  Determine the finance options for Project 2 and the 10-Year Maintenance Plan

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Strategy 2

Work with budget managers in zero-based budgeting and staying within their budget allotment

Develop a framework aligned with the Illinois evidence base funding model that allocates funds based on student needs.

Implement the following Racial Equity Policy 7:12 procedures:

• Racial Incident Protocol
• Racial Equity Analysis Tool
• Accountability and Monitoring
• Equitable Practices, Procedures, and Programs

Develop a systemic racial equity transformation plan that articulates the districts:

• Core Equity Ideology
• Equity Objectives
• Equity Assessment Plan
• Equity Action Plan

Establish a system to become a data-driven organization.

Integrate post-secondary career clusters and pathways into decision-making throughout high school.

Implement systemic practices to become a trauma-informed school.

Complete design and initial implementation of multi-tiered system of support for social, emotional, and behavioral needs.

Complete curriculum plans to detrack freshman English, history, science, and world language courses.

Conduct a review of assessment and grade-point average practices, to include best practices in equitable grading and evaluation of the Academic Performance Index calculation process.

Create and submit an outline proposal for the Special Education Department Strategic Planning Process, to begin fall 2021.

Develop a two-year outline for job-embedded coaching and professional development specific to the respective roles of Special Education staff who teach and support the needs of diverse learners.

Implement comprehensive and differentiated professional development to support the needs of all teachers and the learning of all students.

Increase the percentage of new teachers of color.

Increase the overall percentage of diverse new hires.

Increase employee engagement and job satisfaction, with specific emphasis on employees of color.

To assist in building a balanced budget, determine a tool based on the Evidence-Based Funding model that benchmarks and provides direction to determine strategic outcomes.

Identify and benchmark district expenditures that do or do not align with the state’s Evidence-Based Funding model.

Begin the three-year process of replacing the all-school fire alarm, master clock, and intercom systems, as detailed in the Capital Improvements Plan.

Complete the asbestos abatement, as detailed in Imagine OPRF Project 1 and the Capital Improvements summer 2021 Plan.

Complete gender-neutral restroom upgrades, as detailed in Imagine OPRF Project 1.

Complete renovations to the commons, balcony, main entrance and welcome center, as detailed in Imagine OPRF Project 1.

Install the stage sprinklers, as detailed in the 2017 Health/Life Safety survey and identified in the Capital Improvement Plan.

Complete the phase one tuckpointing and roofing replacements, as detailed in the Capital Improvements Plan.

Complete the renovation of fourteen classrooms and two office areas, as detailed in Imagine OPRF Project 1.