Strategic Plan 2012
 
Five-Year Strategic Plan
Key Result Areas
KRA 1:  Community Stakeholders
KRA 2:  State Education Budget and Policy
KRA 3:  Shifting Demographics
KRA 4:  Competition
KRA 5:  Alternative Revenue Sources
KRA 6:  Student Performance
KRA 7:  World-class Curriculum
KRA 8:  GPS Faculty Selection, Retention,
              and Professional Development
KRA 9:  GPS Leadership 
 
 
KRA 1: Community Stakeholders

Strategic Focus 1.A: Community engagement

Action Plan 1.A.1:
  • Enlist business owners to provide career exposure and opportunities for GPS students.
Action Plan 1.A.2:
  • Expand Career Day activities and frequency.
Action Plan 1.A.3:
  • Develop a comprehensive communication plan with consistent messaging to position GPS as the district of choice.

Strategic Focus 1.B: Increased parental engagement across all education levels within the district

Action Plan 1.B.1:
  • Provide support for parental involvement in their children’s education.
Action Plan 1.B.2:
  • Demonstrate the link between GPS vision and the Town of Gilbert and City of Mesa.
Action Plan 1.B.3:
  • Create GPS ambassadors.
Action Plan 1.B.4:
  • Cultivate community relationships to foster unity and aid growth.
Action Plan 1.B.5:
  • Promote the importance of volunteerism in all GPS schools.

 
KRA 2: State Education Budget and Policy

Strategic Focus 2.A: Education, engagement, and involvement of policymakers and stakeholders

Action Plan 2.A.1:
  • Inform, engage, and involve state policymakers and the local community by communicating the impact of the positive outcomes of GPS’ long-term planning and vision, and the strategies used to achieve them.
Action Plan 2.A.2:
  • Become the go-to source for information regarding the potential impact of legislation on the learning process.
Action Plan 2.A.3:
  • Share GPS strategic plan with policymakers and local stakeholders.
Action Plan 2.A.4:
  • Establish and sustain community advocacy groups.



KRA 3: Shifting Demographics

Strategic Focus 3.A: Engagement of maturing communities

Action Plan 3.A.1:
  • Invite community members to school functions and events.
Action Plan 3.A.2:
  • Increase volunteerism among those without children in school, such as retirees and grandparents.
Action Plan 3.A.3:
  • Provide a continuous flow of information to assist in advocacy of the schools.
Action Plan 3.A.4:
  • Provide policy to allow open enrollment approval for grandchildren of school district residents.

Strategic Focus 3.B: Understanding demographics

Action Plan 3.B.1:
  • Use data to become fully knowledgeable of the actual demographics within the district.
Action Plan 3.B.2:
  • Create an understanding of how district demographics are changing and the factors causing those changes.

Strategic Focus 3.C: Realignment of school boundaries to maximize district resources

Action Plan 3.C.1:
  • Align boundaries with the GPS K-12 vision in mind.
Action Plan 3.C.2:
  • Align elementary schools to the same junior high which is a direct feeder to the high school.
Action Plan 3.C.3:
  • Re-establish school boundaries to take into account open enrollment.
Action Plan 3.C.4:
  • Provide additional space at schools on the district’s perimeter boundaries to accommodate the demand for open enrollment.

Strategic Focus 3.D: Repurposing schools to maximize district resources

Action Plan 3.D.1:
  • Utilize low-enrollment schools in the best interests of the district.
Action Plan 3.D.2:
  • Evaluate junior high facilities for the possible expansion of Gilbert Classical Academy.
Action Plan 3.D.3:
  • Expand opportunities for new traditional elementary schools.
Action Plan 3.D.4:
  • Reassess the use of available space within the district.


KRA 4: Competition

Strategic Focus 4.A: Market Analysis

Action Plan 4.A.1:
  • Assess, differentiate, and leverage our leading competitive advantage.
Action Plan 4.A.2:
  • Establish a data collection system focused on competitive analysis.
Action Plan 4.A.3:
  • Identify and build upon areas where GPS is the leader in the market.
Action Plan 4.A.4:
  • Analyze market segments and identify leaders in each.
Action Plan 4.A.5:
  • Analyze and monitor growth in competition and trends in educational offerings at local and national levels.
Action Plan 4.A.6:
  • Identify key impact areas to be addressed.

Strategic Focus 4.B: Expansion and leverage of the GPS brand

Action Plan 4.B.1:
  • Build and execute a comprehensive marketing program to leverage the GPS brand.
Action Plan 4.B.2:
  • Create branding campaign to raise awareness across various demographics.
Action Plan 4.B.3:
  • Evaluate and utilize the most current and effective communication tools for our customers.
Action Plan 4.B.4:
  • Optimize district website to ensure information is easy to find.
Action Plan 4.B.5:
  • Increase print media advertising and communications.
Action Plan 4.B.6:
  • Establish a schedule of tours and open-house events to showcase specific programs offered.

Strategic Focus 4.C: Alternative educational options i.e., Gilbert Classical Academy, Neely Traditional Academy, Canyon Valley School, Global Academy, specialty programs

Action Plan 4.C.1:
  • Survey stakeholders periodically to determine interests and unmet needs.
Action Plan 4.C.2:
  • Expand options based on the needs and demands of the community.
Action Plan 4.C.3:
  • Demonstrate district commitment to alternative programs.

 
KRA 5: Alternative Revenue Sources

Strategic Focus 5.A: Opportunities for renewable sources of income

Action Plan 5.A.1:
  • Explore and evaluate potential revenue sources to maximize return on existing assets, i.e., Food Services catering, facility rentals, Community Education.

Strategic Focus 5.B: Renewal of voter initiatives

Action Plan 5.B.1:
  • Educate and engage the community, including GPS employees, regarding the impact of overrides on teaching and learning.

Strategic Focus 5.C: Philanthropy

Action Plan 5.C.1:
  • Investigate the possibility of establishing a resource development director (RDD) position to develop relationships and coordinate efforts to raise funds.

Strategic Focus 5.D: Tax credits

Action Plan 5.D.1:
  • Increase marketing efforts to heighten awareness of the availability and benefits of tax credit donations.

Strategic Focus 5.E: Policy changes

Action Plan 5.E.1:
  • Modify existing policies, and, when necessary, draft new policies to open or create new avenues for entrepreneurial opportunities.
 
 
KRA 6: Student Performance

Strategic Focus 6.A: Student needs

Action Plan 6.A.1:
  • Expand the Response to Intervention (RTI) Process
Action Plan 6.A.2:
  • Implement Professional Learning Communities (PLC) committed to working collaboratively in ongoing processes to increase achievement for all students from Kindergarten through grade 12.
Action Plan 6.A.3:
  • Increase knowledge and application of differentiated instruction to meet the needs of all students.
Action Plan 6.A.4:
  • Develop uniform formative and summative assessments in all content areas, preschool through grade 12.
Action Plan 6.A.5:
  • Increase the rigor of assessments to align with Partnership for the Assessment of Readiness for College and Career (PARCC).

Strategic Focus 6.B: Student achievement

Action Plan 6.B.1:
  • Adopt and leverage 21st century tools to enhance student performance.
Action Plan 6.B.2:
  • Explore the use of electronic curriculum.
Action Plan 6.B.3:
  • Use assessments to monitor college and career readiness.
Action Plan 6.B.4:
  • Provide opportunities for parent and student education support.

Strategic Focus 6.C: Exam preparation and evaluation development

Action Plan 6.C.1:
  • Utilize progress-monitoring tools.

Strategic Focus 6.D: Use of world-class technology

Action Plan 6.D.1:
  • Assess the current use of technology in the classroom.
Action Plan 6.D.2:
  • Provide professional development to increase the use of technology in the classroom.
Action Plan 6.D.3:
  • Establish effective world-class technology usage in every classroom.
Action Plan 6.D.4:
  • Establish expectations for the use of technology in the classroom.
Action Plan 6.D.5:
  • Provide additional technology devices in the classroom, including access for students’ personal devices.

Strategic Focus 6.E: Strategic collaborations

Action Plan 6.E.1:
  • Increase collaborations with universities, community colleges, and businesses to enhance student performance.
Action Plan 6.E.2:
  • Develop opportunities for volunteerism, service learning, internships, and career exploration.
Action Plan 6.E.3:
  • Increase use of nationally certified programs and develop partnerships, such as Project Lead the Way (PLTW), Advancement Via Individual Determination (AVID), etc.

 
KRA 7: World-class Curriculum

Strategic Focus 7.A: World-class K-12 curriculum

Action Plan 7.A.1:
  • Develop quarterly sequenced curriculum maps, teacher checklists, and student rubrics for Preschool through 12th grade.
Action Plan 7.A.2:
  • Identify resources needed for alignment with Common Core State Standards (CCSS).
Action Plan 7.A.3:
  • Identify staff needed for alignment with CCSS.
Action Plan 7.A.4:
  • Analyze learning facilities as they relate to implementation of CCSS.

Strategic Focus 7.B: Birth-to-Kindergarten education

Action Plan 7.B.1:
  • Form strategic alliances with other organizations to collaborate on education and kindergarten readiness for children from birth to five years.

Strategic Focus 7.C: Improved instruction using Rigor, Relevance, and Relationships framework

Action Plan 7.C.1:
  • Use and apply research-based instructional strategies and practices.
Action Plan 7.C.2:
  • Analyze test data, and develop Specific Measurable Attainable Realistic and Timely (SMART) Goals in Professional Learning Communities (PLC).

Strategic Focus 7.D: 21st century education

Action Plan 7.D.1:
  • Prepare students to succeed at every level, and graduate students who are:
  • College and career-ready
  • Responsible contributors to the community
  • Competitive in a global environment
 
Action Plan 7.D.2:
  • Leverage next-generation technology to enhance teaching and learning.


 
KRA 8: GPS Faculty Selection, Retention, and Professional Development

Strategic Focus 8.A: World-class employees

Action Plan 8.A.1:
  • Recruit and retain world-class employees.
Action Plan 8.A.2:
  • All employees will serve as ambassadors for Gilbert Public Schools.
Action Plan 8.A.3:
  • Develop world-class criteria for each employee group – administrators, teachers, support staff.
Action Plan 8.A.4:
  • Provide professional development to support attainment of world-class criteria.

Strategic Focus 8.B: Professional learning and growth

Action Plan 8.B.1:
  • Provide a superior staff development, learning and training program that emphasizes reliable, research-based strategies, classroom application, and student/teacher growth.

 
KRA 9: GPS Leadership

Strategic Focus 9.A: Strategic management culture

Action Plan 9.A.1:
  • Develop a culture focused on strategic leadership.
Action Plan 9.A.2:
  • Create a culture of trust and collaboration that empowers employees.

Strategic Focus 9.B: Succession planning

Action Plan 9.B.1:
  • Establish leadership development program.
Action Plan 9.B.2:
  • Identify future leaders.
Action Plan 9.B.3:
  • Provide training and leadership learning opportunities.

Strategic Focus 9.C: Governance

Action Plan 9.C.1:
  • Expand community engagement opportunities with the governing board.
Action Plan 9.C.2:
  • Develop an orientation program for new governing board members specific to Gilbert Public Schools, including fiduciary responsibilities, and advancing world-class teaching and learning.
Action Plan 9.C.3:
  • Create and foster a culture of trust between all employees and the governing board.
Action Plan 9.C.4:
  • Create an informational program for prospective governing board members.
Action Plan 9.C.5:
  • Provide opportunities for regular visits to campuses and facilities.
Action Plan 9.C.6:
  • Serve as ambassadors and advocates for Gilbert Public Schools (world-class employees).


 
 
 
 
 
 
 
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