STAR

STALLIONS
“Building the foundation for responsible, lifelong learners.”

A 3-5 Year School Plan as proposed

by Niki Scheppers
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STAR ELEMENTARY
• Determine the Task Force or Leadership Team
• Create the “Path” for Star Elementary
o System 1: School Operations
o System 2: Culture
o System 3: Professional Learning
• Implement the Plan
• Monitoring of Systems (Monitor the Plan) - current standing and future
actions items or goals
o Checkpoints (Benchmarks):
§ Mission and Vision
§ Culture and Design
§ Student Outreach, Recruitment, and Retention
§ Teacher Selection, Development, and Retention
§ Curriculum, Instruction, and Assessment
§ Strategic Alliances
§ Advancement and Sustainability

System Activity SMART Goals: Timeline and Evidence of Accomplishments Dates

School Strategic Plan • Develop a 3–5 year strategic plan that aligns Star Elementary’s June-September
Operations mission and vision to West Ada Requirements (budget, year-by- 2021
year rollout of grade levels to be served, pathways, projected
staffing needs, instructional technology and resources, and
appropriate facilities allocation through full enrollment.)
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• Develops strategic plan in collaboration with team, advisory

team, district personnel, etc. Provide annual analysis, review, and
revision of strategic plan and develop Annual Action Plan with
key stakeholders.
• Address sustainability in the strategic plan.
Professional High • Adopt a systemic professional development model of continuous August 2021
Learning Reliability learning that addresses prioritized needs as informed and
Schools evaluated by multiple sets of quantitative and qualitative data
(HRS) (student assessment data, instructional/classroom evaluations,
technological developments, workforce demands, demographic
changes, and community/societal expectations and needs).
o Utilize FIT model, HRS and WASD College & Career
Model
o Ensure that Star Elementary uses a model of continuous
learning that supports the S.M.A.R.T goals

School On-site • Identify/develop a Star Leadership Team and identify the internal June-August 2021
Operations Leadership role each member will play in the design, governance, operations,
accountability, curriculum development, professional
development, etc., as well as their external role in collaborating
with the design team, outreach, and other key interest groups for
continuous monitoring and improvement of the Star Elementary
Culture Mission • Define, research and ensure the school’s mission is in line with June-September
West Ada’s district mission statement and curriculum framework 2021
that will align with strategies to achieve school goals.
• The mission statement will drive Star Elementary’s goals.
• The definition of a mission statement should involve input from
all levels of staff, faculty, as well as any other relevant
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stakeholders, such as parents or local businesses – identify how

the mission is and has been a “moral compass” for the school in
past years.

School Hiring • Understand the skill sets you will need in teachers, leaders, and June-August 2021
Operations other staff members to set a sound foundation and build upon it
in years 1-3 and beyond.
• What professional learning experiences would you like your staff
members to have had BEFORE they enter your building?

School Scheduling • Understand the elements of district mandates, state requirements June-August 2021
Operations • Work efficiently with school team members and district leaders to (ongoing)
ensure the schedule runs smoothly and FTE needs are met. The
master schedule defines when teachers meet with students and for
how long.

Professional Onboarding • Adopt and implement a plan for new teachers to include August 2021
Learning orientation, induction, acculturation, mentoring, professional
development, and administrative support.

School Building • Know who is coming to the building, from where, and why is just June-September
Operations as important. 2021, ongoing
• Understand the complexities of the families Star Elementary
serves to gain the necessary insight to plan and host community
events
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• Identify the importance and the location for electives and

community events to take place.

Professional Instructional • The school leader and the leadership team will work to either August-September
Learning Core define the instructional core themselves or work with their 2021
district partners to roll out the definition.
• The instructional core will guide observations, school goals,
evaluations, PD, and teacher development. With an unclear core,
quality instruction can become nebulous,

School Grant • Develop a plan for sustaining Star Elementary beyond the grant- August/September
Operations Writing funding period to include strategic pursuit of additional grant 2021, ongoing
opportunities.

Professional Professional • Participate and collaborate with the DSC, regional schools, September 2021
Learning Learning middle school principal and district coaches to support the
Communities transformation of teaching methods, teacher preparation,
(PLC) instruction and K-5 alignment to support continuous
development and the achievement of long-term Star Elementary
goals.
• Sustain a PLC by instituting job-embedded ongoing opportunities
for continuous learning, peer coaching/mentoring, externships,
and participation in teacher and leader cadres for teachers and
administrators (research-based practices, content competence,
new instructional strategies, technology integration, reflective
inquiry, and student artifact analysis).
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• Provide ongoing professional development for counselors,

teachers, staff, and parents on strategies that support students to
ensure success in a rigorous course of study, such as: MTSS
interventions, and interpersonal and academic success strategies.

Professional Professional • Create a professional development plan that is reflective of your August/September
Learning Development school academic goals and priorities, in line with the school’s 2021, ongoing
Plan (FIT instructional core.
Model) • Develop a PD plan for a sustained professional development
model of continuous learning based on student results, teacher
development, and the short and long-term goals of the school.

School Community • Develop and demonstrate support from an Advisory Board September 2021,
Operations Outreach (PTO/PTA/Boosters) consisting of representatives from the ongoing
school, school board, district, community, higher education, and
businesses to support and guide facility requirements, resource
acquisition, curriculum development, internships, externships,
and student/community outreach to ensure a successful academic
and career pipeline.
• The Advisory Board (PTO) assists with the larger mission of the
school. It consists of internal and external stakeholders.
School Program • Implement a process for program review and formative August/September
Operations Review and evaluation to achieve mission goals that includes metrics such as 2021
Evaluation attendance, demographics, and student achievement
Culture Parent • Research shows students are more likely to succeed when parents September 2021,
Engagement are engaged and involved in their child’s school. It is important to ongoing
start off parent engagement strong by having them collaborate on
decisions.
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• Foster collective involvement through “Town Hall” or

“Community Council” meetings, monthly Principal/PTO
meetings, etc.
Professional Teacher • Annual Action Plan should include a creative teacher incentive June/August 2021,
Learning Incentive plan that provides release time and other incentives, such as ongoing
Plan stipends or bonuses, for teachers to contribute to and lead Star
(retention) Elementary education efforts (journal articles, conference
presentations, attend bursts/trainings and cluster meetings,
contribute to newsletter, community outreach, etc.)

School Multi-Tiered • Annually review instructional and intervention plans to ensure June/August 2021,
Operations Systems of continual growth on all of the required state accountability ongoing
Support measures.
(MTSS)
School Internal • Develop internal indicators and checklists unique to Star June-September
Operations Indicators Elementary to measure continuous improvement towards 2021
student performance goals and the state of the school.
o Identify lagging and leading indicators as they relate to
High Reliability Schools

Professional Ongoing • Provide opportunities for ongoing professional development to August 2021,
Learning Professional improve teachers’ content knowledge, technology embedded ongoing
Development instruction, integrative STEM pedagogy, college and career
readiness standards, instructional strategies for ensuring a
successful K-12 pipeline, and leadership capacity.
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Professional Model • Personalized professional development can be tailored to meet August 2021,
Learning Professional staff members where they are, and support them in growing and ongoing
Learning developing to fulfill their personal goals, and also fulfill overall
school goals. While general professional development is always
needed, personalizing it to staff member needs can only be done
with a clear plan of what is required.

Culture Mindset • Explain and reinforce a growth mindset with staff as it will help August 2021,
guide the culture. ongoing
• Unpack and understand the necessary mindsets to achieve this
vision the mindsets that can detract from it, and how to leverage
stakeholder mindsets to support the work and tasks at hand.

School Annual • Develop and incorporates an Annual Action Plan (AAP) into the Est. fall 2021,
Operations Action Plan Campus/School Improvement Plan of goals and resources aligned ongoing
to the school’s mission with the AAP regularly monitored and
assessed.
• Incorporate Annual Action Plan goals for participation and
leadership of students, teachers, parents, business and community
partners, institutions of higher education, and Coaches and
Centers into Campus/School Improvement Plan.
• NOTE: If a plan already exists (HRS Level 1), address and monitor
growth for change and improvement – refer to lagging and
leading indicators

Culture Expectations • Clear expectations that are upheld for everyone are important to Est. Fall 2021,
establish with your teachers to gain buy-in, and building ongoing
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expectations collaboratively, with different members of your

community, is a great way to foster buy-in
o Dress code, contract time, etc.
School Annual • Provide annual analysis, review, and revision of strategic plan and Twice annually
Operations Analysis & develops Annual Action Plan with key stakeholder (HRS)
Review • Annually review strategic plan (HRS) and Annual Action Plan to
ensure Star Elementary meets high expectations across a broad
range of performance measures as indicated by the school’s
mission and vision, program and district requirements.

Culture Data • Integrate and assess the level of mission-driven and data-driven 4 times annually
decision making evident in the daily work of Star Elementary (minimum)
School

School Data • Use data to inform all leadership decisions and to annually review 4 times annually
Operations and revise the mission-driven Star Elementary Action Plan (AAP). (minimum)
• The school continuously uses data to make ongoing decisions