Board Meeting Info
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The Board encourages residents to attend business meetings. In general, the Board meets once or twice per month on Thursday evenings beginning at 7 p.m. School breaks also impact the schedule, which appears below and is subject to change by prior notice. Meetings occur at the District Office at 841 West End Court, Vernon Hills, IL 60061 unless otherwise specified.
|June 20, 2024:|
|May 21, 2024:Site and Facilities|
|May 16, 2024:|
|April 18, 2024:|
|March 14, 2024:|
|February 27, 2024:Site and Facilities|
|February 22, 2024:|
|February 8, 2024:|
|January 23, 2024:Site and Facilities|
|January 11, 2024:|
|December 14, 2023:|
|December 4, 2023:Site and Facilities||Download|
|November 9, 2023:||Download||View|
|October 25, 2023:Site and Facilities||Download|
|October 18, 2023:||Download||Download||View|
|October 17, 2023: Wellness Committee||Download|
|September 21, 2023:||Download||Download||View|
|September 12, 2023: Site and Facilities||Download||Download|
|September 7, 2023||Download||Download||View|
|August 17, 2023||Download||Download||View|
August 1, 2023: Site and Facilities
|July 31, 2023: Policy Sub-Committee||Download|
|July 6, 2023: Closed Session||Download|
|June 15, 2023||Download||Download||View|
|June 6, 2023: Site and Facilities||Download||Download|
|June 4, 2023: Closed Session||Download|
|May 30, 2023: Closed Session||Download|
|May 18, 2023||Download||Download||View|
|May 15, 2023: Closed Session||Download|
|April 27, 2023||Download||Download||View|
|April 13, 2023||Download||Download||View|
|April 11, 2023: Policy Sub-Committee||Download||Download|
|March 16, 2023||Download||Download||View|
|February 23, 2023||Download||Download||View|
|February 16, 2023: Site and Facilities||Download||Download|
|February 9, 2023||Download||Download||View|
|January 19, 2023||Download||Download||View|
|January 10, 2023: Site and Facilities||Download||Download|
|December 15, 2022||Download||Download||View|
|December 13, 2022: Site and Facilities||Download||Download|
|November 15, 2022||Download||Download||View|
|November 1, 2022: Site and Facilities||Download||Download|
|October 20, 2022||Download||Download||View|
|September 22, 2022||Download||Download||View|
|September 20, 2022: Site and Facilities||Download||Download|
|September 8, 2022||Download||Download||View|
|August 11, 2022||Download||Download||View|
|August 9, 2022: Site & Facilities||Download||Download|
|June 21, 2022||Download||Download|
|June 16, 2022||Download||Download||View|
|May 19, 2022||Download||Download||View|
|May 17, 2022: Site & Facilities||Download||Download|
|April 14, 2022||Download||Download||View|
|April 12, 2022: Site & Facilities||Download||Download|
|March 17, 2022||Download||Download||View|
|March 15, 2022: Site & Facilities||Download||Download|
|February 24, 2022||Download||Download||View|
|February 22, 2022: Site & Facilities||Download||Download|
|February 16, 2022||Download||Download||View|
|February 10, 2022 (Cancelled)||Download|
|January 20, 2022||Download||Download||View|
|January 12, 2022: Special BOE Meeting||Download||Download||View|
|December 16, 2021||Download||Download||View|
|November 16, 2021||Download||Download||View|
|November 15, 2021: Site & Facilities||Download||Download|
|October 21, 2021||Download||Download||View|
|October 7, 2021||Download||Download||View|
|September 23, 2021||Download||Download||View|
|September 21, 2021: Site & Facilities||Download||Download|
|September 9, 2021||Download||Download||View|
|September 2, 2021: Site & Facilities||Download||Download|
|August 12, 2021||Download||Download||View|
|August 12, 2021: Site & Facilities||Download||Download|
|August 5, 2021 (Closed)||Download|
|June 18, 2020||Download||Download||View|
|June 18, 2020 (Closed)||Download|
|July 20, 2020||Download||Download||View|
|July 20, 2020 (Closed)||Download|
|July 28, 2020||Download||Download||View|
|August 5, 2020 Policy Subcommittee||Download||Download|
|August 13, 2020||Download||Download||View|
|August 13, 2020 (Closed)||Download|
|August 26, 2020||Download||Download||View|
|August 26, 2020 (Closed)||Download|
|September 9, 2020 Policy Subcommittee||Download||Download|
|September 10, 2020||Download||Download||View|
|September 10, 2020 (Closed)||Download|
|September 17, 2020 IASB Board Retreat (Closed)||Download|
|September 18, 2020 Policy Subcommittee||Download||Download|
|September 24, 2020||Download||Download||View|
|September 24, 2020 (Closed)||Download|
|October 7, 2020 Site & Facilities Committee||Download||Download|
|October 8, 2020 Policy Subcommittee||Download|
|October 15, 2020||Download||Download||View|
|October 15, 2020 (Closed)||Download|
|October 22, 2020 Strategic Planning Meeting||Download||Download|
|Cancelled: November 4, 2020 Site & Facilities Committee||Download|
|November 12, 2020||Download||Download||View|
|November 17, 2020 Strategic Planning Meeting||Download||Download|
|December 8, 2020 Strategic Planning Meeting||Download||Download|
|December 10, 2020||Download||Download||View|
|December 10, 2020 (Closed)||Download|
|December 16, 2020 Site & Facilities Committee||Download||Download|
|January 8, 2021 Special Meeting||Download||Download||View|
|January 12, 2021 Strategic Planning Meeting||Download||Download|
|January 14, 2021||Download||Download||View|
|January 21, 2021||Download||Download||View|
|February 3, 2021 Site & Facilities Committee: Canceled||Download|
|February 4, 2021||Download||Download||View|
|February 4, 2021 (Closed)||Download|
|February 17, 2021 Policy Subcommittee||Download|
|February 17, 2021 Site and Facilities Committee||Download||Download|
|February 25, 2021||Download||Download||View|
|February 25, 2021 (Closed)||Download|
|Cancelled: March 3, 2021 Site & Facilities Committee||Download|
|March 11, 2021||Download||Download||View|
|March 11, 2021 (Closed)||Download|
|April 7: Site & Facilities Committee||Download||Download|
|April 8, 2021||Download||Download||View|
|April 8, 2021 (closed)||Download|
|April 22, 2021||Download||Download||View|
|May 5: Site & Facilities Committee||Download|
|May 13, 2021||Download||View|
|May 13, 2021 (Closed)||Download|
|June 2: Site & Facilities Committee (Canceled)||Download|
|June 17, 2021||Download||Download||View|
|July 2, 2019 (Special Session)||Download||Download|
|July 18, 2019 (Closed Session)||Download|
|August 22, 2019||Download||Download||View|
|September 12, 2019 (Closed)||Download|
|September 12, 2019||Download||Download||View|
|September 26, 2019||Download||Download||View|
|September 26, 2019 (Closed)||Download|
|October 17,2019 (Closed)||Download|
|October 17, 2019||Download||Download||View|
|November 13, 2019||Download||Download||View|
|November 13, 2019 (Closed)||Download|
|December 11, 2019 Press Subcommittee Meeting||Download||Download|
|December 19, 2019||Download||Download||View|
|December 19, 2019 (Closed)||Download|
|January 16, 2020||Download||Download||View|
|January 16, 2020 (Closed)||Download|
|January 30, 2020 Special Meeting||Download||Download|
|February 6, 2020 Strategic Planning Meeting||Download||Download|
|February 13, 2020||Download||Download||View|
|February 13, 2020 (Closed)||Download|
|February 27, 2020||Download||Download||View|
|February 27, 2020 (Closed)||Download|
|March 12, 2020||Download||Download||View|
|March 12, 2020 (Closed)||Download|
|March 26, 2020 (Closed)||Download|
|April 2, 2020||Download||Download||View|
|April 23, 2020||Download||Download||View|
|April 23, 2020 (Closed)||Download|
|May 21, 2020||Download||Download||View|
|May 21, 2020 (Closed)||Download|
|June 18, 2020||Download||Download||View|
|June 18, 2020 (Closed)||Download|
|July 20, 2020||Download||Download||View|
|July 20, 2020 (Closed)||Download|
|July 28, 2020||Download||Download||View|
|August 5, 2020 Press Subcommittee||Download||Download|
|August 13, 2020||Download||View|
|August 13, 2020 (Closed)||Download|
|August 26, 2020||Download||View|
|August 26, 2020 (Closed)||Download|
|July 9, 2018||Download||Download||View|
|July 9, 2018 (Closed Session)||Download|
|July 23, 2018||Download||Download||View|
|July 23, 2018 (Closed Session)||Download|
|August 13, 2018||Download||Download||View|
|August 27, 2018||Download||Download||View|
|Special Referendum Mtgs||Download|
|September 17, 2018||Download||Download||View|
|October 8, 2018||Download||Download||View
ESSA Presentation Download
|October 22, 2018||Download||Download||View|
|November 12, 2018||Download||Download||View|
|November 26, 2018 (Closed Session)||Download|
|November 26, 2018||Download||Download|
|November 28, 2018 (Closed Session)||Download|
|November 30, 2018 (Closed Session)||Download|
|December 3, 2018 (Closed Session)||Download|
|December 7, 2018 (Closed Session)||Download|
|December 10, 2018 (Closed Session)||Download|
|December 11, 2018 (Closed Session)||Download|
|December 13, 2018 (Closed Session)||Download|
|December 14, 2018 (Canceled)||Download|
|December 17, 2018 (Closed)||Download|
|December 17, 2018||Download||Download||View|
|January 10, 2019 (Closed)||Download|
|January 14, 2019 (Closed)||Download|
|January 14, 2019||Download||Download||View|
|January 28, 2019||Download||Download||View|
|February 11, 2019||Download||Download||View|
|February 25, 2019||Download||Download||View|
|February 25, 2019 (Closed)||Download|
|March 11, 2019||Download||Download||View|
|March 11, 2019 (Closed)||Download|
|March 21, 2019 Meeting Canceled||Download|
|April 8, 2019||Download||Download||View
|April 22, 2019 Canceled||Download|
|April 29, 2019 (Closed)||Download|
|April 29, 2019||Download||Download||View
|May 20, 2019||Download||Download||View|
|June 10, 2019||Download||Download||View|
|June 24, 2019||Download||Download||View|
|July 10, 2017||Download||Download||View|
|July 10, 2017 (Closed Session)||Download|
|July 24, 2017||Download||Download||View|
|August 7, 2017 (Closed Session)||Download|
|August 14, 2017||Download||Download||View|
|August 28, 2017||Download||Download||View|
|September 11, 2017||Download||Download||View|
|September 25, 2017||Download||Download||View|
|September 25, 2017 (Closed Session)||Download|
|September 27, 2017 (Closed Session)||Download|
|October 5, 2017 (Closed Session)||Download|
|October 9, 2017||Download||Download||View|
|October 23, 2017||Download||Download||View|
|October 26, 2017 (Special Board meeting)||Download||Download||View|
|November 13, 2017||Download||Download||View|
|November 27, 2017||Download||Download||View|
|November 27, 2017 (Closed Session Agenda)||Download|
|December 11, 2017||Download||Download||View|
|January 5, 2018 (Closed Session)||Download|
|January 8, 2018||Download||Download||View|
|January 8, 2018 (Closed Session)||Download|
|January 22, 2018||Download||Download||View|
|January 22, 2018 (Closed Session Agenda)||Download|
|February 12, 2018||Download||Download||Watch|
|February 12, 2018 (Closed Session A)||Download|
|February 12, 2018 (Closed Session B)||Download|
|February 21, 2018 Community Meeting||Download||Download||Watch|
|February 26, 2018||Download||Download||Watch|
|March 12, 2018||Download||Download||Watch|
|March 12, 2018 (Closed Session)||Download|
|April 5, 2018||Download||Download|
|April 9, 2018||Download||Download||Watch|
|April 9, 2018 (Closed Session before open meeting)||Download|
|April 9, 2018 (Closed Session TBD after open meeting)||Download|
|April 17, 2018||Download||Download||Watch Preparation times for powerpoints have been edited for viewing convenience, unedited version available on request - Hawthorn Technology Dept.|
|April 23, 2018||Download||Download||Watch|
|April 23, 2018 (Closed Session)||Download|
|April 30, 2018||Download||Download||Watch
|May 4, 2018 (Closed Session)||Download|
|May 7, 2018 (Closed Session)||Download|
|May 12, 2018 (Closed Session)||Download|
|May 14, 2018||Download||Watch
|May 14, 2018 (Closed Session Agenda)||Download||Download|
|May 18, 2018 (Closed Session Agenda)||Download|
|May 21, 2018||Download||Download||Watch|
|May 30, 2018||Download||Download||Watch|
|June 6, 2018||Download|
|June 8, 2018 (Closed Session)||Download|
|June 11, 2018||Download||Download||1. Watch meeting
2. Board Meeting Finance Presentation
|June 11, 2018 (Closed Session Agenda TBD)||Download|
|June 13, 2018 (Closed Session)||Download|
|June 18, 2018 (Closed Session)||Download|
|June 25, 2018||Download||Download||Watch meeting|
|June 25, 2018 (Closed Session Agenda)||Download|
2023-2024 Board Projects
|We will support implementation of a seven-hour instructional day in 2023-2024. These efforts include curricular planning, training, and guidance, as well as coordination of updated student entry and exit procedures.|
|We will further develop our Tier 1 social-emotional learning program via co-taught morning meetings and implementation of the Second Step Digital Program in grades K-5, as well as weekly extended advisory sessions in grades 6-8.|
|We will support consistent implementation of Positive Behavioral Interventions and Supports (PBIS), an evidence-based framework for providing social, emotional, and behavioral support for all students. This includes further development of Tier 2 and Tier 3 support structures.|
|We will support effective implementation of foundational resources adopted in the current and previous school year, including materials for ELA/SLA K-5, ELA 6-8, and STEM 6-8. This includes ongoing professional development, guidance documents, and resource allocation.|
|We will facilitate the development of an updated Guaranteed and Viable Curriculum (GVC) in science K-8, Spanish 6-8, and STEM 6-8 via our GVC Leadership Teams. This includes training around the prioritization and alignment of learning standards to update instructional units.|
|We will support the consistent implementation of our updated Guaranteed and Viable Curriculum (GVC), along with any needed audits and adjustments, across grade levels (preschool - 8) and content areas.|
|We will support the implementation of our updated Multi-Tiered System of Supports (MTSS) with a focus on Tier 2 and 3 academic, social, emotional, and behavioral supports. We will create team data protocols to ensure fidelity of implementation and monitoring of student learning outcomes at all Tiers.|
|We will define whole child success and determine relevant metrics to better promote and assess progress toward our fourth district goal.|
|We will explore options for updating the language of the standards on our report cards (K-8) to better reflect prioritized learning outcomes for each grade level and content area.|
|We will operationalize Board projects and district practices, specifically related to PLC, GVC, MTSS, PBIS & SEL, and foundational resource adoptions.|
|We will strategically and systematically create structures, systems, and build capacity to allow for increased integration of students with special education needs into their general education classroom or home district.|
|We will engage in Phase 5 of construction which includes construction projects at Elementary North and Townline/Dual Language. The Elementary North project is scheduled to be completed during the 2024-2025 school year. Renovations to the Townline/Dual Language library is scheduled to be completed in the summer of 2023.|
|We will empower learners and enhance engagement through a blend of forward-thinking, evidence-based approaches and supportive technology that encourages interactivity and real-world application. Our commitment is to innovate and embrace next-generation teaching strategies, preparing students for a dynamic future while keeping the diverse needs of every learner and their individual growth at the forefront.|
|We will evaluate current productivity processes for staff and students with the goal of creating streamlined and consistent workflows that increase efficiency to more effectively use devices for student learning. This will include recommendations and professional development for staff, as well as training for students.|
|We will implement the D73 comprehensive communications strategy to engage all stakeholder groups in the collective success of Hawthorn District 73.|
2022-2023 Board Projects
|Project||End of Year Update|
We will prepare for the implementation of a seven-hour instructional day in 2023-2024. These efforts include a start and end time of school study, as well as the facilitation of principal-led staff scheduling committees.
|In February, members of both the elementary and middle school scheduling committees presented the results of their planning to the Board of Education and staff across the district. Information about the updated instructional day schedule was shared with families via a formal letter with a link to the Board presentation. Throughout the spring, administration and staff have been partnering to prepare for the needed programmatic and/or curricular shifts. Adjustments to the bell schedule at each school were shared with families this past winter; district and school administration are preparing for updated entry and exit times, as well as transportation procedures.|
We will design and implement a comprehensive instructional coaching program to support staff in promoting the growth and learning of all students. This includes the selection and training of instructional coaches, as well as program development and monitoring across the district.
|Our instructional coaching program has continued to support the development of our teams, schools, and the district into professional learning communities. As of late April, we had a total of 78 active coaching cycles. In addition, our coaches began providing additional support structures, such as Coaching Connections (opportunities to connect with a coach outside of a formal cycle ), Coaching Chronicles (districtwide newsletter with resources and recommended instructional strategies), and formal professional development focused on both guided reading and literacy centers. Our instructional coaching team has continued to participate in their own professional development, as well; in order to grow their skills, our coaches have engaged in structured training modules around instructional coaching practices and robust instructional strategies.|
We will refine our social-emotional learning (SEL) practices, including the identification, prioritization, and instruction of expected social and academic student skills and behaviors.
School teams have continued to work through the process of updating their pacing calendars and unit plans to align with prioritized SEL standards. In addition, a team of elementary teachers participated in a trial of the updated Second Step Elementary Digital Program (kindergarten - grade 5 currently use the Second Step Classroom Kits). Following this trial, the team provided structured and detailed feedback around key features of the resource such as accessibility, student engagement, and culturally responsive content. Given this feedback, the elementary administrative team elected to upgrade to the Second Step Elementary Digital Program. Licensed staff participated in training and received their digital subscriptions in May so that they may begin exploring the resource prior to implementation at the start of our 2023-2024 school year.
We will implement Positive Behavioral Interventions and Supports (PBIS), an evidence-based framework for providing social, emotional, and behavioral support for all students.
|Following spring break, all schools hosted a third PBIS booster day to reteach expected behaviors and celebrate success. School-based teams analyzed student behavior data to inform the facilitation of specific “cool tools” that teach expectations for different learning spaces and SOARing behaviors. They also continued to make adjustments to reinforcement systems that serve to promote and celebrate student success. This spring, our administrative team has participated in targeted reflection and professional development around improvements to our implementation of PBIS. This includes administration of a PBIS Tiered Fidelity Inventory to guide next steps.|
We will implement the recommendations from our comprehensive Dual Language Audit (2021-2022), including a renewed language allocation plan and staffing model, curricular resources, family engagement structures, and goals.
We are in the process of implementing the program recommendations resulting from our comprehensive Dual Language Audit, and shared last spring. Accomplishments include the realization of an updated staffing and language allocation plan, as well as training and materials to support the facilitation of new curricular materials for ELA/SLA instruction. Many updated family engagement structures, such as a new parent/guardian informational event for incoming sixth graders and comprehensive BPAC programming, are also in place.
We will support the consistent, first-year implementation of our new foundational resources in ELA/SLA K-5, ELA 6-8, and STEM 6-8. This includes comprehensive resource allocation, implementation guidance, and ongoing professional development. We will also support third year implementation (second year in-person) of our foundational resource in math K-5.
To support implementation of our new foundational resources in ELA/SLA K-5 and ELA 6-8, we have developed comprehensive guidance documents and sample schedules. We have also partnered with the relevant vendors to host a number of professional development sessions delivered by grade level or grade level bands. Principals have an opportunity to schedule staff support sessions with our Teaching and Learning coordinators and/or guided reading training with our instructional coaches. In addition, teams are encouraged to participate in an instructional coaching cycle to further support implementation success. One of our Teaching and Learning Coordinators regularly partners with our STEM staff during weekly PLC meetings and early release programming to support planning and implementation of our new foundational resource. This team is also supported by the Instructional Technology Director, who has assisted in securing ongoing training in preparation for the implementation of additional instructional modules scheduled for 2023-2024.
We will facilitate the development of an updated Guaranteed and Viable Curriculum (GVC) in ELA/SLA K-5, ELA 6-8, reading and math at the preschool level, physical education and health K-8, music K-8, and art K-8 via our GVC Leadership Teams. This includes training around the prioritization and alignment of learning standards.
Our P.E. and Related Arts GVC Leadership Team reached a point of confidence in the redevelopment of their Guaranteed and Viable Curriculum (GVC) in art, band, choir, health, music, orchestra, and physical education. This included prioritizing standards across grade levels, developing pacing calendars, unwrapping standards to identify accurate learning targets, creating essential questions, and drafting proficiency scales. In addition, our elementary (K-5) and middle school (6-8) ELA/SLA GVC Leadership Teams effectively collaborated around the realignment of their GVC to our new foundational resources in English and Spanish language arts. This helps ensure the alignment between curriculum, materials, instruction, and assessment necessary to promote high levels of student learning.
We will support the consistent implementation of our updated Guaranteed and Viable Curriculum (GVC) in social studies K-8 and math K-8 in coordination with our original GVC Leadership Teams.
|This spring, both our elementary and middle school Social Studies GVC Leadership Teams met for the purpose of reflecting upon implementation and making any needed adjustments to their Guaranteed and Viable Curriculum (GVC). In addition, we partnered with Newsela to provide our middle school social studies department with training related to available resources aligned with the GVC. We continue to support implementation of our GVC in math, and this spring partnered with The Math Learning Center to provide training focused on Bridges Intervention.|
We will focus on equity and inclusion in an effort to ensure all students feel safe and represented at school. This includes attention to student access and opportunity with regard to positive student outcomes.
Providing students with access and opportunity creates an equitable and inclusive environment where all students feel safe, have a sense of belonging, and are represented at school. The Board of Education projects identified below include an equity and inclusion lens to support our collective teaching and learning goals in alignment with our Strategic Plan.
We will support the implementation of our updated Multi-Tiered System of Supports (MTSS). This includes the refinement of districtwide practices, processes, and curricular materials specific to academic intervention, enrichment, and acceleration services, as well as professional development to support these efforts. This work also includes a focus on Tier 1 of our social, emotional, and behavioral supports (see SEL and PBIS projects).
The focus of this year’s MTSS efforts have included an emphasis on the redevelopment of our GVC for social-emotional learning and implementation of Positive Behavioral Interventions and Supports (PBIS) across the district. Improvements to our academic system of supports include weekly PLC meetings for our interventionists and Teaching and Learning coordinators to collaborate around best practices, ongoing implementation of a research-based math intervention program at the elementary level, supporting first year implementation of an ELA intervention program at the middle school level, exploring the tiered tools and strategies included in our new ELA/SLA K-5 foundational resource, as well as comprehensive professional development for our elementary enrichment teams and relevant middle school staff that targets the needs of our advanced learners. Next steps include a second trial of ELA/SLA K-5 intervention programs.
In addition to the steps listed above, we have updated our districtwide MTSS Handbook, facilitated quarterly PLC meetings for our social workers and psychologists, and led a trial of research-based SEL intervention materials and strategies. We have identified a number of next steps for the 2023-2024 school year, and are also continuing to monitor and adjust our current practices to ensure we are implementing MTSS with fidelity at all levels.
We will engage in Phase 5 of construction which includes the design and development of Elementary North, to prepare for construction to begin in the summer of 2023.
In December, the board of education approved contracts for the Elementary North renovation project. The Elementary North project is scheduled to begin in the summer of 2023 and conclude in December of 2024. Although the footprint of the building will not change, major mechanical updates including a new HVAC system, lighting, fire alarms, and clock system will be featured. In addition, all ceiling tiles and flooring will be updated throughout the building and the library will be renovated to align with the current library re-envisioning initiative.
We will integrate technology to provide innovative learning experiences that meet the diverse needs of every learner and support our goals of equity and inclusion.
We have continued to work on and simplify our processes for adopting new technologies and digital platforms to enhance the learning experiences of our students.
Our tech committee, consisting of teachers and IT staff, has been meeting regularly to capitalize on the expertise and insights of our staff members to optimize and streamline technology integration in the classrooms. Based on feedback from staff and students, the Technology Committee has recommended — and the district will be adopting — a move from Canvas LMS at the middle school level to Google Classroom for the 2024-25 school year. During the 2023-24 school year, training and preparation for this move will be implemented. The committee has also begun evaluating student learning devices in anticipation of a refresh in 2024-25.
We have published over 25 episodes of the D73 DRIVE podcast and have expanded the audience to the general public by sharing episodes on social media. We plan to continue and expand the podcast series next year.
We have acquired VR headsets from several vendors to evaluate the best model for our needs. The tech support department has collaborated with us to set up a streamlined system for managing the devices, app requests and downloads, etc.
We will evaluate current productivity processes for staff and students with the goal of creating streamlined and consistent workflows that increase efficiency to more effectively use devices for student learning. This will include recommendations and professional development for staff, as well as training for students.
We have made significant progress in optimizing productivity processes across various areas, contributing to overall organizational efficiency. We have refined assessment processes by closely collaborating with the tech department and other stakeholders, resulting in more efficient planning. Post-assessment feedback forms have been introduced for staff to identify additional requirements or areas needing improvement, subsequently reducing tech support tickets and calls related to assessment issues. This has also helped us plan for further improvements during next year’s assessment windows.
In collaboration with the Operations and Teaching & Learning departments, we have established workflows that bolster the efficiency of tech-related implementation projects. A dedicated Strategic Systems team now oversees requests for new software platforms and digital resource implementation, ensuring a more streamlined approach.
Recognizing the limitations of our previous tech ticketing system, we have worked with multiple IT stakeholders to improve the system's workflows. The enhanced system is now more user-friendly for teachers and provides the IT team with essential information for troubleshooting.
To address the extended time needed for students, particularly younger ones, to log in to digital resources, we have been transitioning many of these resources to the Clever platform. This platform offers students an online portal for easier access to the apps required for their classes.
We have also collaborated with each of our schools and the technology department to ensure a smooth transition for students switching from iPads to Chromebooks between 5th and 6th grade, as well as ensuring that all students have access to a device during the summer months for summer school or other personal creative exploration.
Regarding future plans, we are dedicated to continuously improving our workflows and processes to provide the best possible learning experiences and working environment for our students and staff. We are eager to explore new opportunities, technologies, and strategies to enhance productivity and efficiency in the coming year.
2021-2022 Board Projects
|Project||End of Year Update|
|Develop a shared understanding of the district’s Mission, Vision, Commitments and Goals across all stakeholder groups.||
The Superintendent and Communications Departments have worked with the administration to instill a mission-first focus throughout the District. Our HumanEx survey results show that our staff are Mission Conscious and are engaged in furthering the District’s Strategic Plan. A video was produced highlighting the Strategic Plan and will be released shortly. We have worked to highlight activities and individuals around the District that epitomize our Mission, Vision, Commitments and Goals on social media. Students across the District recently completed a lesson about the Student Commitments, during which they were encouraged to internalize and make them their own. Dr. Hannigan joined the local Rotary Club and presented its members with the District’s Mission, Vision, Commitments and Goals. We have been active across social media, engaging with parents and community partners and tying elements of the strategic plan into many of our posts.
|We will create and implement a comprehensive communications strategy to engage all stakeholder groups in the collective success of Hawthorn District 73.||
A Communication Strategy was developed and presented to the Board of Education at the Oct. 7, 2021 board meeting. We have made progress on each initiative, including incorporating the CESO Communications Audit and HumanEx survey feedback. We have seen consistent growth in both reach and engagement in our social media efforts and continue to receive positive feedback regarding the website redesign. We are exploring options to engage the broader community in conversation. New videos for recruiting and highlighting the Strategic Plan were recorded and released. Additional steps to highlight board activity and communication have included Hawthorn Highlight emails sent to the community after each meeting and planned educational videos about board governance. We are producing a physical Annual Report to be mailed to the entire community in June to showcase the district and share progress regarding the referendum.
|We will create systems to successfully split the current technology department into two distinct strands: instructional technology and technology infrastructure. The Director of Instructional Technology is responsible for developing, coordinating, and supporting a strategic vision for instructional technology in the district, including STEM and Library Media Services. The Technology Support Supervisor supports the hardware and networking needs of the district. Both work to ensure SOPPA (Student Online Personal Protection Act) compliance.||
The Director of Instructional Technology, Technology Support Supervisor and Technology Systems and Infrastructure Administrator have met weekly this year to collaborate and delineate which projects and support tickets fall under “technology support” versus “instructional technology.” These meetings have helped draw distinctions between the various roles in the district and avoid confusion when supporting our various interconnected systems. This work has also allowed for better coordination between stakeholders concerning technical support for our various assessments taken throughout the year. The Technology Support Supervisor and Technology Systems and Infrastructure Administrator have worked to improve our practices related to cybersecurity and staff onboarding procedures. The Director of Instructional Technology has conducted meetings with the district’s Technology Vision Committee to develop additional procedures or guidelines to streamline staff training related to technology and the vetting process for digital resources.
|We will support the consistent implementation of our updated Guaranteed and Viable Curriculum (GVC) in English language arts (K-8) and math (6-8) in coordination with our original GVC Leadership Team.||
We hosted a two-day professional development session in August, before the start of our school year, for our ELA (K-8) and Math (6-8) GVC Leadership Teams. The purpose of this session was to refresh our understanding of key GVC components and the critical connection to our PLC efforts and to develop proficiency scales for our priority standards. Teams continue to use our GVC to inform instruction and design common formative assessments that help monitor student progress toward mastering essential outcomes. Next year, we will refine our ELA/SLA (K-5) and ELA (6-8) GVC to align with our new foundational resources.
|We will support the consistent development and implementation of our GVC in social studies (K-8), math (K-5), and both English language arts and math at the preschool level via training and support with new Guaranteed and Viable Curriculum (GVC) Leadership Teams. This includes the prioritization and alignment of learning standards.||
We are nearing the end of our professional development series with the Math (K-5) GVC Leadership Team. These sessions aim to ensure a shared understanding of key GVC components and the critical connection to our PLC efforts. Additionally, these sessions are opportunities to identify priority and supporting standards, learning targets, big ideas and essential outcomes per unit of study, unwrap priority standards, develop pacing calendars, and build proficiency scales. Our Preschool GVC Leadership Team participates in this same process for both reading and math, as their units reflect an interdisciplinary approach. Similarly, we have re-engaged our GVC for Algebra with middle school math department members. We deliberately delayed the start of our Social Studies GVC Leadership Team until after December 31 to align with revisions in ISBE’s timeline for updating the standards. We are in the process of hosting these social studies sessions (K-8) to ensure we are prepared for the required implementation during our 2022-2023 school year.
|We will engage in a pilot analysis of Tier 1 elementary and middle school English language arts / Spanish language arts materials within a curriculum review cycle. The purpose of our pilot is to select a foundational resource for district-wide implementation in 2022-2023.||
Multiple teams across the district piloted specific foundational resources in ELA/SLA. Most teams began implementation in early October, following a comprehensive onboarding program. Team members engaged in additional professional development sessions with curricular representatives from the publishers throughout the pilot period. In addition, each pilot team received regular updates from our Teaching and Learning Department with support, reminders and resources. In December, pilot team members responded to a comprehensive survey to share their feedback on key criteria for our assessment of the foundational resources. This feedback was used to generate a robust evaluation tool, which was shared with all pilot team members at the end of January. Using this and other data collected during our pilot process, the administrative team reached a consensus around the selection of Into Reading/¡Arriba la Lectura! as our preferred English Language Arts and Spanish Language Arts foundational resource in grades K-5. For grades 6-8, myPerspectives was selected as our preferred English Language Arts foundational resource. In March, pilot team members presented our recommendation to the Board of Education, which approved our recommendation in April. Professional development will begin in May, with implementation scheduled for 2022-2023.
|We will participate in planning and professional development to ensure readiness for the implementation of a consistent and robust STEM program at the middle school level in 2022-2023.||STEM teachers at Middle North and Middle South have completed the necessary training sessions to implement the first round of new Project Lead the Way modules in their classes next year. Our 6th-grade students will participate in the courses “Design and Modeling” and “Computer Science for Innovators and Makers.” The 7th-grade students will participate in the courses “Medical Detectives” and “Science of Technology.” Our staff members will meet to collaborate on Project Lead the Way implementation planning during the summer. They will prioritize the content and skills to be addressed and identify common formative assessments. Training will take place next year to prepare for the implementation of the 8th-grade courses “App Creators” and “Flight and Space” during the 2023-2024 school year.|
|We will review our current Library Media Services program, study best practices, and develop a corresponding proposal including purpose, staffing, schedules, resources, and physical space with the goal of creating an implementation timeline to begin in 2022-2023.||
Our Library Media Services Team worked on analyzing the needs of our library programming, especially as it relates to better serving to support literacy instruction, information literacy, digital citizenship and our ELA/SLA foundational resources. The team identified needs related to our purpose and goals, physical spaces, staffing, scheduling and other resources. The team also conducted site visits at local school districts that have recently renovated their library spaces and consulted with a designer for initial redesign options for each school library. Using the feedback collected from this team and other district stakeholders, the Director of Instructional Technology presented an update on the project’s progress in February. This included our staffing recommendation in the general staffing recommendation shared by the Assistant Superintendent for Human Resources, which included a library assistant position at each elementary library and a Library Media Specialist at each of the middle schools. The board of education approved the recommendation in March. We are continuing the work of collaborating with building and district administrators to refine the structure and scheduling of library services at each of our schools.
|We will focus on equity and inclusion in an effort to ensure all students feel safe and represented at school. This includes attention to student access and opportunity with regard to positive student outcomes.||
Providing students with access and opportunity creates an equitable and inclusive environment where all students feel safe, have a sense of belonging, and are represented at school. The Board of Education projects identified below included an equity and inclusion lens to support our collective teaching and learning goals in alignment with our Strategic Plan.
In addition to these efforts above, Hawthorn District 73 will be utilizing the information from the Equity Journey Continuum from Illinois Report Card to support our ongoing efforts on diversity, equity and inclusion. The Equity Journey Continuum is an informational tool for districts to track their progress toward closing gaps in student achievement, opportunities, and support. Through the equity lens, the tool analyzes a continuum of district-level data points already collected and reported to ISBE to make that data more useful for improving outcomes for all students.
Additionally, our Parent Liaison has worked directly with our principals, social workers and families to support our community with issues associated with technology access, food insecurity and providing increased access to local resources.
|We will begin the implementation of our updated Multi-Tiered System of Supports (MTSS). This includes districtwide practices, processes, and structures specific to academic intervention and enrichment services, as well as professional development to support these efforts.||
The refinement of MTSS practices, processes and structures began in May of 2021 with the development of a district-wide MTSS team. This district-wide team comprised representatives from each of Hawthorn’s buildings. At the beginning of the 2021-22 school year, the district-wide MTSS Team came together for a professional development session. The team was provided with the newly created MTSS handbook that specified the districtwide practices, processes, and structures to support students' academic and social-emotional needs who needed interventions or extensions of learning targets. Clearly defined definitions of each of the three tiers were provided, and each staff group was provided clear roles and responsibilities. Building teams left the session with their plan to support MTSS at their buildings.
Also, in August 2021, the text “Taking Action” was provided to each staff member. This text supports our refinement of the MTSS framework and has been used as a guide to implementing MTSS practices throughout the school year. During faculty meetings and Early Release Days, staff members participated in activities that featured key content from the text.
Additional professional development sessions for the District Site Intervention MTSS Team were provided in September, October and December 2021. Each professional development session was differentiated based on the grade level and the roles of those attending. These were working sessions where the building teams learned practices, analyzed data and shared artifacts about collaborating and reflecting within the systems and processes occurring at their building. Besides weekly PLC meetings, to better support our advanced students, our enrichment staff continues to be supported with formal professional development sessions led by our talent and development consultant, Jeanine Buishas.
Throughout the 2021-2022 school year, buildings received differentiated support to ensure effective implementation. Data on the understanding and use of core components of MTSS continue to be collected and analyzed. The last meeting with this school year's district-wide Site Intervention Team will occur on May 23. This meeting will look at each building’s data, celebrate their successes and plan for the 2022-23 school year. Next year our all-staff text, “Behavior Solutions,” will continue to expand the MTSS process focusing on academic and social behaviors.
|We will engage in a comprehensive evaluation of the Dual Language Program with respect to programming goals, objectives, and the language allocation plan. The evaluation will focus on program structure; curriculum and instruction; assessment and accountability; professional development; family and community; and support and resources.||
Hawthorn School District 73 utilized The Guiding Principles for Dual Language Education to complete a comprehensive evaluation of District 73’s dual-language program. The Guiding Principles for Dual Language Education is a comprehensive and research-supported tool designed for ongoing planning, self-reflection, and improvement. This instrument provided us with the opportunity to critically examine the structures, policies and practices within our program and align them with researched-based criteria to achieve the intended equitable outcomes of dual language programming that include the following:
The comprehensive evaluation also incorporated teacher, parent and student surveys; teacher interviews; a site visit, and review of programmatic documents from other dual-language programs in neighboring districts. The results from this comprehensive evaluation were presented at the February 24, 2022, Board of Education meeting.
The following programmatic changes will be implemented in the 2022-23 school year:
|We will engage in Phase 4 of construction which includes the design and development of Middle School South building additions and renovation and mechanical updates at Aspen.||
The Board of Education approved contracts for the Middle South and Aspen projects. The Aspen project will include mechanical updates in one wing of the building and a new clock/bell system. The Middle School South project will expand the music spaces, reconfigure existing classroom space to support the new Project Lead the Way curriculum, and update the clock/bell system. Both projects will begin as soon as school ends. The Aspen project will be completed before the opening of school in August of 2022. Middle School South will open in the fall with the new STEM labs completed and the new clock/bell system installed. The music spaces are scheduled to open in January 2023.
|Develop the District 73 Leadership Academy for staff members pursuing a leadership position or staff interested in expanding their leadership skills.||
The Leadership Academy is underway with 24 participants, and it has met three times. Through these meetings, participants have learned about various leadership styles and have heard firsthand experiences from current administrators about the professional paths they took to be in their current roles. Members have also engaged in discussing the Patrick Lencioni book, The Advantage. Conversations have been thought-provoking and have stretched the participants' perception of leadership. The feedback has been very positive. Here are a couple of the comments shared after our last meeting:
For our final meeting, feedback was solicited from the participants as to what topics would be most beneficial to them. The vast majority of the responses received requested to hear from additional leaders within the organization and their professional journey. To that end, we had five administrators in various positions share their stories.
As we review the year and the feedback from our Leadership Academy participants, the overwhelming tenor of responses has been incredibly positive. Participants have commented how much they appreciate the open and honest conversations and the thought-provoking nature of the book study. Many have shared how it has adjusted their mindset and broadened their perspectives.
Finally, as we have had the opportunity to add additional leaders to Hawthorn for the 2022-23 school year, we are proud to share that seven were participants in the Leadership Academy. This Academy will undoubtedly become an annual tradition at Hawthorn moving forward.
|Project||End of Year Update|
With the foundational PLC pieces in place, PLC teams across the district will work collaboratively to develop Common Formative Assessments (CFAs) and implement assessment for learning cycles. For a second year, the District 73 Leadership Professional Learning Community (PLC) Leadership Teams will continue to collaboratively guide the systemic implementation of these impactful PLC practices and structures across the district.
This was the second year of deep implementation of Professional Learning Communities across the district. Building on last year’s foundational training, this year’s focus has been on instructional cycles, and the development and implementation of common formative assessments. During our September and November Early Release Days, as well as our October Institute Day, Dr. Dennis King (Solution Tree) guided staff in building upon last year’s work and implementing the assessment for learning cycle. All school schedules were designed for teams to collaboratively engage in this important work. Time was provided at every Early Release Day and during Institute Days for teams to collaborate within their PLC s. Additionally, during Early Release Days, Dr. King partnered with administration around specific leadership training, tools, and protocols that will help administrators provide feedback and guidance to support PLC teams in their buildings. Many buildings ended the year with PLCs formally reflecting on their progress and planning for next year. Moving forward into the 2021-22 school year, PLCs will continue to be invaluable as we continue the PLC process and focus on meeting student intervention and extension needs.
We will engage in the design and development of Hawthorn Elementary South building additions and programs.
Permits have been issued and construction will begin on June 7. Prior to school starting in August of 2021, the HVAC system will be overhauled and all ceiling tiles in the buildings will be replaced. All other construction will continue during the 2021-22 school year with additions and renovations complete prior to the start of the 2022-23 school year.
We will collaborate with the Hawthorn 73 learning community to develop a strategic plan focused on the growth and learning of all students.
Dr. Hannigan and Dr. King (Solution Tree) facilitated our Strategic Planning Committee to create Hawthorn’s five year Strategic Plan. The committee was composed of 55 representatives from Hawthorn's staff, families, and community. They began meeting in February of 2020 and reconvened virtually this year for three additional meetings. These meetings were utilized to finalize our mission, vision, commitments, and goals. The completed strategic plan was approved by the Board of Education and is each building’s guidepost as they create their school improvement plans.
We will continue to utilize the results of the 2019 technology audit to develop and enhance the D73 instructional technology plan.
The Instructional Technology Department continues to review staffing levels and needs based on the Net56 technology audit and the current and future demands on remote and hybrid learning. The technology staffing levels now include 5 full time technicians: (1) Tier 1 Help Desk and (4) Tier 2 Support Technicians. The Director of Instructional Technology will finish out this current school year as the supervisor of this team. For the 2021-22 school year, a Technology Support Supervisor will be hired to lead this team and support the maintenance of district technology infrastructure. This allows the Director of Instructional Technology to focus on training, Professional Development, and systemic changes that will take place due to the 1:1 implementation of devices for pre-K through 5th grade.
We will implement Bridges in Mathematics (K-5) during the 2020-2021 school year. Efforts will include: providing a consistent scheduling framework; sharing teacher training resources for successful implementation in a remote setting; monitoring and mentoring consistent use of key resource components; and coordinating additional, district-wide training for elementary teachers.
Bridges in Mathematics has been implemented in grades K-5 for students in both general and special education. Staff participated in grade level-specific professional development sessions provided by the Math Learning Center in both the fall and winter; our most recent training focused on differentiation (both intervention and extension) to support student success. Additional professional development was provided to staff in our self-contained special education program. Throughout this year, staff have received bi-weekly newsletters and guidance documents customized for our district. Individual student kits were ordered to further support learning in a remote environment, and staff have had access to digital displays and manipulatives. At this time, we are planning for our second year of implementation. This includes seeking staff feedback around materials that need to be replaced, preferred topics for professional support, and the development of updated implementation guidelines. We are also working closely with the Math Learning Center around the recommended scope and sequence for next year, as well as continued professional development.
We will support the consistent implementation of our updated Guaranteed and Viable Curriculum (GVC) in English language arts (K-8) and math (6-8) via ongoing support and training sessions with our original GVC Leadership Team (teacher representatives and building administrators). Next steps include attention to fidelity and the development of coordinating assessments.
During this school year, we have led compacted GVC development sessions for grade level departments that have common planning time during the school day. Specifically, middle school algebra, preschool English language arts, seventh grade civics (in alignment with a curricular mandate), and an eighth grade social studies unit (in alignment with a curricular mandate). An invitation to re-engage with our original GVC Leadership Team (K-8 ELA, 6-8 math) for two full days in August has been shared with staff, so that we may participate in our sixth session and then transition to maintenance mode. Additional communication or time together may be scheduled during the 2021-2022 school year to support these efforts, as GVC development is intended to be an ongoing cycle of refinement.
We will strengthen our Multi-Tiered System of Supports (MTSS). This includes districtwide practices, processes, and structures specific to academic intervention and enrichment services.
The school year began reviewing Hawthorn’s current Multi-Tiered System of Supports (practices, processes and structures) and creating a plan for revision and refinement. Utilizing two years of deeply embedded PLC foundational learning, a MTSS Handbook that defines the process and organizes all forms and procedures in one central location has been created. The original drafts were shared with specific departments for feedback. After many feedback loops, the completed handbook will be shared with all staff at the beginning of next school year. Additionally, an MTSS Team, composed of representatives from each of our buildings, has been chosen and an introductory meeting occurred with this team on May’s Early Release Day. In August, these representatives will participate in a half day of MTSS training. Additional learning sessions have been planned for this team throughout the 2021-22 school year. The MTSS Team will utilize their learning to lead all aspects of MTSS implementation including providing professional development and support at the building level.
District 73 will begin the 2020-2021 school year by implementing our Remote Learning Plan. We will work with the Lake County Department of Health to determine when it is safe to begin phasing in on-campus learning options. Within our Remote Learning Plan, students and staff will follow structured synchronous and asynchronous learning schedules each school day.
|Through January of this school year we implemented our comprehensive Remote Learning Plan for all grade levels (preschool-eighth grade). Detailed staff and family handbooks were developed to support participation. We collected feedback from families in November; this feedback was used to identify needed outreach to families, celebrate success, and inform continued improvements. Our hybrid learning model was implemented in phases beginning the week of February 1st. Specifically, students participating in our hybrid model participated in on-site learning two days each week, then four, then for five full days. Corresponding updates were added to our staff and family handbooks. Both our remote and hybrid learning plans reflected the district’s six driving goals, and were in alignment with guidance from the IDPH and ISBE.|
We will collaboratively engage in a systematic process to review our current Licensed Staff Evaluation procedures and develop a comprehensive evaluation handbook to reflect the Hawthorn District 73 system.
Discussions have occurred with HEA leadership to outline necessary components and steps to capture our current Licensed Staff Evaluation procedures in a handbook. This handbook includes Hawthorn’s evaluation procedures as well as agreed upon timelines and required forms to be completed through our online, My Learning Plan, system. This document will be available for all Licensed staff to begin the 2021-22 school year.
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