Opportunity 2030
By 2030, Hamilton County Schools will be a leader in developing our diverse graduates to be connected, competitive, and life ready.
Mission
To equip students with the knowledge, skills, and supports to thrive in life.
Just Cause
All children thrive and experience a future without limits.
To develop the 2024-2030 Strategic Plan, Opportunity 2030, we used the recommendations developed by our Superintendent’s 100-Day Transitions Committees in the Spring of 2022 as a foundation and then leveraged our HCS Family & Community Engagement Department to engage stakeholders during nine Community Input Sessions across the district. We met in person and virtually with families, staff, community partners, and the district advisory councils. Additionally, a Community Input Survey was administered to gather ideas from our wide-ranging stakeholders about the ways we can align our strategies to directly respond to the needs of our students, staff, and community.
These sessions and the survey helped us clarify perceptions of the successes, challenges, opportunities, and recommended priorities to increase student success and overall well-being during the next seven years. But this is only the beginning; we are committed to seeking continuous guidance from our stakeholders in order to best serve all students and fulfill the commitments of Opportunity 2030.
Our Commitments
- Every Student Learns
- Every Student Belongs
- Every School Equipped
- Every Employee Valued
- Every Community Served
Every student will improve in their learning each school year.
Objectives
- Develop students as readers, writers, and thinkers
- Ensure student growth in the classroom and against the standard
- Strengthen early literacy supports for our youngest learners
Strategies
- Supporting all HCS students to achieve: Believing in and acting on the capabilities of all of our students in becoming readers, writers, and thinkers.
- Aligning measures of success: Producing student achievement gains by focusing on and measuring what matters most for both academic press and personalization in the classroom.
- Delivering high-quality lessons with rigorous instructional materials: Equipping educators with integrated, compelling, and research-based resources, materials, and methods.
- Embracing strategies for building self-efficacy: Infusing growth opportunities for students and educators around students’ belief in themselves and their own capacity to achieve.
- Responding and intervening to student needs: Operationalizing systems to support demonstrated learning needs as they occur through extended learning programs, just-in-time tutoring, and differentiated classroom supports.
| Metrics | Baseline 2022 | Target 2030 | |
|
% met | 34.2% | 60% |
| Avg %ile | 52nd | 65th | |
|
Level 1 | Level 5 | |
|
% met | 34% | 20% |
| Avg %ile | 45th | 55th | |
|
51% | 70% |
|
Year 1 Targets: |
2022 Baseline |
All Students |
Black/ Hispanic/ Native American |
Economically Disadvantaged |
English Language Learners |
Students with Disabilities |
|
|
Percentage of students meeting or exceeding the stated on all state assessment (TCAP) |
% met ______
Avg %ile |
34.2% _______
52nd |
37.9% _______
54th |
24.8% ________
42nd |
22.4% ________
40th |
20.0% ________
39th |
21.6% ________
34th |
|
TVAAS overall composite score of Level 4 or Level 5 |
Level 1 |
Level 4 -or- Level 5 |
Level 4 -or- Level 5 |
Level 4 -or- Level 5 |
Level 4 -or- Level 5 |
Level 4 -or- Level 5 |
|
|
Percentage of K-2 students scoring below the 25th percentile nationally |
% met ______
Avg %ile |
34.0% _______
45th |
32.0% _______
46th |
44.5% ________
35th |
47.0% ________
33rd |
59.0% ________
26th |
27% ________
29th |
|
Percentage of students showing evidence of self-efficacy |
51% |
53.7% |
TBD |
TBD |
TBD |
TBD |
|
Every student will have connections to their school through educators, staff, other students, and their community.
Objectives
- Create a sense of belonging in school and community
- Strengthen relationships between schools and families
- Continuously Improve Student Well-Being
Strategies
- Helping students feel comfortable with challenges: Establishing safe, honoring, and respectful learning spaces that foster perseverance and recognize all students experience growth as unique individuals.
- Developing strong character and self-management: Dedicating attention to cultivating students’ personal traits, such as courage, curiosity, integrity, leadership, and empathy.
- Building student-centered relationships outside the school day: Increasing opportunities to demonstrate respectful behavior, collaboration, and sportsmanship through clubs, extracurricular activities, and sports.
- Creating a welcoming space for all: Equipping and sustaining all educators, including our teachers, staff members, and administrators, to design supports that include and encourage every learner.
- Constructing solid, equity-based foundations in every school, born from shared purpose, responsibility, caring, and mutual respect: Optimizing systems and processes to gauge connections, belonging, and social development.
| Metrics | Baseline 2022 | Target 2030 | |
|
32% | 80% | |
|
63% | 80% | |
|
__ | 85% | |
|
k-5 | 3.1% | 1.5% |
| 6-12 | 12.6% | 6.3% |
|
Year 1 Targets: |
2022 Baseline |
All Students |
Black/ Hispanic/ Native American |
Economically Disadvantaged |
English Language Learners |
Students with Disabilities |
|
|
Percentage of students with active connections aligned with identified strengths or needs through Student Success Planning |
32% |
39.0% |
43.5% |
49.1% |
31.0% |
51.7% |
|
|
Percentage of students showing evidence of self-management and social awareness |
63% |
65.4% |
TBD |
TBD |
TBD |
TBD |
|
|
Percent of families responding favorably to questions focused on student belonging |
70.2% |
72.3% |
— |
— |
— |
— |
|
|
Percentage of students receiving more than one discipline infraction |
K-5 ______
6-12 |
3.1% _______
12.6% |
2.9% _______
11.7% |
3.8% ________
16.3% |
4.6% ________
20.6% |
0.5% ________
5.9% |
5.9% ________
17.4% |
Every school will have equitable access to resources such as facilities, technology, and operations that provide for their individual student needs.
Objectives
- Create Environments that Support Learning
- Prioritize Safe and Secure School Environments
- Invest in Resources that Remove Barriers
Strategies
- Customizing solutions to provide safe, secure, and functional learning spaces: Securing schools and campuses through improved lighting systems, video monitoring, hardened entrances and common spaces, as well as professionally trained security personnel.
- Providing well-maintained, clean, and efficient classrooms: Committing to furnish efficient, functional, and accessible HCS buildings and grounds which inspire productive learning.
- Investing in efficiency: Introducing updated operational systems to produce cost and time savings, which can then be redirected back to classroom supports and resources.
- Overcoming technological barriers to opportunity and access: Making technology use in support of learning an everyday routine by expanding connections to high-speed internet and integrated technological devices and systems.
- Enhancing operational systems to maximize functionality: Upgrading business and data operating systems to allow for increased instructional time by minimizing time spent on required information tracking processes.
| Metrics | Baseline 2022 | Target 2030 |
|
18 | 10 |
|
6.6 days | 3 days |
|
41 kBTU | 38 kBTU |
|
__ | 100% |
|
Year 1 Targets: |
2022 Baseline |
2024 Target |
|
|
Decrease the number of buildings currently rated as unsatisfactory or poor condition |
18 |
17 |
|
|
Average time to resolution for IT support tickets |
6.6 days |
6.1 days |
|
|
Decrease the average kBTU per square footage to increase energy efficiency |
41 |
40.6 |
|
|
Percentage of schools receiving a satisfactory of higher school safety rating on a comprehensive school safety rubric |
— |
— |
|
Every educator and staff member is valued while feeling empowered, supported and connected to their work.
Objectives
- Increase Employee Satisfaction
- Invest in Employee Development
- Enhance HCS as applicants employer of choice
Strategies
- Prioritizing staff through career development opportunities: Introducing multiple career development pathways including school leadership, mentorship, and classroom leader tracks.
- Expanding employee retention efforts: Sourcing attractive employee supports, such as employee compensation, benefits and local partnerships, to support the well-being of our employees and their families.
- Recruiting outstanding, diverse educators: Pairing well-qualified educators with caring school sites through both high-quality traditional and innovative recruitment pipelines.
- Increasing access to licensed, highly-skilled teachers: Incentivising educator availability through strategic human resourcing and staffing such as differentiated pay structures and quality substitute management systems
- Offering ongoing professional development opportunities for all employees: Encouraging a spirit of inquiry where employees are students of their vocation.
| Metrics | Baseline 2022 | Target 2030 |
|
__ | 85% |
|
93.1% | 95% |
|
84.3% | 93% |
|
__ | 75% |
|
Year 1 Targets: |
2022 Baseline |
All Employees |
Employees of Color |
|
|
Percent of employees responding favorably to questions on employee satisfaction |
— |
— |
— |
|
|
Percentage of all posted positions filled by the first day of school |
93.1% |
93.4% |
TBD |
|
|
Percentage of effective employees retained. |
84.3% |
85.5% |
TBD |
|
|
Percentage of employees attending at least one professional development opportunity aligned to their scope of work |
— |
— |
— |
|
Every family, partner, mentor, and advocate will be connected and empowered in their critical role in supporting our students to become life-ready.
Objectives
- Facilitate Thriving Futures for All
- Enhance Wraparound Supports
- Build Connections and Opportunities for Students and Families
Strategies
- Encouraging engagement through broad and inclusive co-curricular offerings: Offering and supporting a wide-range of engaging choice options that best suit student unique interests and needs.
- Expanding career exploration and exposure opportunities including Future Ready Institutes, Pre-Apprenticeships and Work Based Learning: Stimulating career-oriented ambitions through authentic post-secondary and work-based experiences via robust community and business partnerships.
- Meeting the needs of students through shared responsibility of schools and families: Individualizing learning plans and personalizing learning environments for every student together with schools and families.
- Organizing support from the community: Collaborating with families and local providers to provide wraparound supports meeting immediate student needs.
- Investing in middle grades engagement: Installing middle grades engagement efforts and programs aimed at launching students to successful futures.
| Metrics | Baseline 2022 | Target 2030 |
|
88.5% | 93% |
|
20.9% | 10% |
|
51 | 150 |
|
–– | 100% |
|
Year 1 Targets: |
2022 Baseline |
All Students |
Black/ Hispanic/ Native American |
Economically Disadvantaged |
English Language Learners |
Students with Disabilities |
|
|
Percentage of on-time graduates |
88.5% |
89.1% |
85.1% |
86.3% |
64.1% |
77.5% |
|
|
Percentage of students chronically absent |
20.8% |
19.3% |
23.9% |
31.8% |
15.6% |
22.4% |
|
|
Number of community strategic partners |
51 |
65 |
|||||
|
Percentage of seniors with a post-secondary plan (College Acceptance, Military Enlistment, Trade School, Apprenticeship, Internship, Work) |
— |
— |
— |
— |
— |
— |
|