Strategic Plan Initiatives

Mission Statement:
Inspire all children to embrace learning in an ever-changing world.

Long-Range Goals:

  • STUDENT ACHIEVEMENT: In five years, all students will meet or exceed their individual growth targets.
  • LEARNING ENVIRONMENT: Provide and implement common expectations for joyful and challenging learning across the district.
  • PROFESSIONAL ENVIRONMENT: Provide a mutually supportive professional environment that features collaboration, collegiality and strategic, impactful staff development.
  • PARTNERSHIPS: Hawthorn District 73 will have a districtwide community volunteer program to support student learning.
  • RESOURCES: Ensure a stable fiscal position that provides the required resources, personnel, facilities, programs, and technology to continually sustain Hawthorn District 73’s strategic mission and vision.

2020-2021 Board Projects Mid-Year Update

Project:
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. 

Status:
Professional Learning Communities are in the second year of deep implementation 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 on 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. Additionally, Dr. King partnered with administration around specific leadership training, tools, and protocols that serve to provide feedback and guidance to support teams. 

Project:
We will engage in the design and development of Hawthorn Elementary South building additions and programs.

Status:
The Elementary South project has been designed. The bid process is complete and the Board of Education approved all contracts at the February 4, 2021 meeting.  Construction will begin in June.

Project:
We will collaborate with the Hawthorn 73 learning community to develop a strategic plan focused on the growth and learning of all students.

Status:
Dr. Hannigan and Dr. King (Solution Tree) facilitated the work of our Strategic Planning Committee, which began meeting in February of 2020. The committee is composed of 55 representatives from Hawthorn’s staff, families, and community. Committee members reconvened this year for three additional meetings, developing our mission, vision, commitments, and goals for the next five years. The final strategic plan will be shared with the Board of Education for consideration during both the February 25, 2021 and March 11, 2021 meetings.

Project:
We will continue to utilize the results of the 2019 technology audit to develop and enhance the D73 instructional technology plan.

Status:
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. We are posting positions for two 12-month additions to the team (Tier 1 helpdesk and Tier 2 support) and will be conducting interviews in mid-February. We have engaged several temporary employees through Brilliant IT Staffing, and have also used that as a platform to “audition” potential candidates for full-time employment in the district. We are developing a comprehensive staffing plan that will include technology support and instructional technology training personnel to support staff as they implement and improve technology use in their classrooms.

Project:
We will streamline processes for asset management, resource scheduling and communication between departments — including transitioning management of instructional digital resources from the Teaching & Learning Department to the Instructional Technology Department.

Status:
Postpone
This project has been postponed as the focus has switched from the utilization and distribution of digital resources to distributing a district device to all students. Digital resource management will be a focus for the 2021-22 school year.  

Project:
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.

Status:
Bridges in Mathematics has been implemented in grades K-5 for students in both general and special education programs. As a follow up to our formal training sessions in the spring, staff participated in grade level-specific professional development this fall. Additional support has been provided to staff via a bi-weekly newsletter and guidance documents customized for our district, as well as by members of the Teaching and Learning Department and building administration. Staff have access to digital displays and manipulatives, and individual student kits were ordered to further support learning in a remote environment. We are in the process of scheduling our next phase of formal training to focus on differentiation (both intervention and extension) within the program. 

Project:
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. 

Status:
Guidance documents and updates have been shared to support the implementation of our Guaranteed and Viable Curriculum in English language arts (K-8) and math (6-8). We are in the process of coordinating efforts with the Business Department to secure funding that would allow us to host GVC sessions for participating staff outside of the school day, as plans to secure substitutes and facilitate sessions during instructional hours are not feasible. In addition, we are leading compacted sessions for middle school algebra, seventh grade civics, as well as early childhood and pre-kindergarten language arts.

Project:
We will develop a second GVC Leadership Team focused on elementary math (K-5) and middle school science (6-8). 

Status:
Postpone
This project has been postponed due to the unavailability of substitute teachers, who are needed for staff to successfully participate in collaborative planning sessions across the district.

Project:
We will engage in a pilot analysis of Tier 1 middle school math materials within a modified curriculum review cycle. The purpose of our pilot is to select a foundational middle school math resource for district-wide implementation in 2021-2022. 

Status:
Postpone
This project has been postponed to ensure staff are focused on the implementation of robust remote and hybrid learning models. 

Project:
We will strengthen our Multi-Tiered System of Supports (MTSS). This includes districtwide practices, processes, and structures specific to academic intervention and enrichment services.

Status:
Hawthorn’s current Multi-Tiered System of Supports (practices, processes and structures) has been reviewed, and a plan for revision and refinement is currently being developed. We have drafted a Hawthorn MTSS Handbook to define the process and organize all forms and procedures in one central location. Additionally, an MTSS Team composed of representatives from each of our buildings has been developed. The team will have their first meeting in April, 2020. Additional meetings have been planned for the 2021-22 school year. The MTSS Team will lead implementation of our timeline and goals, as well as develop and provide professional development and support at the building level. 

Project:
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.  

Status:
We have implemented our comprehensive Remote Learning Plan for all grade levels. 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 plans for hybrid learning have been presented and approved by the Board of Education. These plans reflect our six driving goals, and are in alignment with guidance from the IDPH, CDC, and ISBE. The implementation of our hybrid learning model began the week of February 1st for participating students in early childhood, kindergarten, first, second and sixth grades. Participating students in third, fourth, fifth, seventh, and eighth grade began in-person learning during the week of February 8th.

Project:
We will engage in a comprehensive evaluation of the Dual Language Program with respect to programming goals, objectives, and the language allocation plan. Specifically, the evaluation will focus on program structure; curriculum and instruction; assessment and accountability; professional development; family and community; and support and resources.

Status:
Postpone
This project has been postponed due to the unavailability of substitute teachers, who are needed for staff to successfully participate in this extensive project.

Project:
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.

Status:
Discussions have occurred with HEA leadership to outline necessary components and steps to update our current Licensed Staff Evaluation procedures.  HEA is finalizing the identification of team members that will join an administrative team, composed of building principals and district leadership, in committee work to review and update our current system.  

About the Strategic Plan

Hawthorn District 73 takes great pride in the quality of education that is provided to our students.  Parents, community members, students, and staff members have high expectations in helping to prepare our students for the world in which they live.

The key to our students’ success is through the collaborative efforts of our stakeholders. A strategic plan is a prime example of such collaboration. It is the product of hard work between board members, teachers, administrators, staff, and community leaders. This collaboration will not only help in envisioning the future of the District, but also in the development of a roadmap that will take us there.  By clearly articulating our values, vision, mission, focus areas, goals and objectives, we will be in the position to continue in the direction of educational excellence.

These website pages will serve as a portal for communication on the progress of the District as we work to fulfill our strategic plan goals.