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Mission:

Working to Inspire and Motivate all Students to SucceedanM

Tiger Up Characteristics for Students

T- Team

I- Ignite

G- Gratitude

E- Empower

R- Respect

U- Unstoppable

P- Power

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Hurley School District�Continuous School Improvement Plan

The Hurley school board and superintendent directed a process that involved extensive stakeholder input. The school board engaged the Education Governance and Leadership Association to conduct the stakeholder input.
All employees of the district were granted an opportunity to respond to an interview and a survey. The results were synthesized by members of the E.G.L. team. Questions were asked of employees regarding the direction of the district and items employees wanted to see addressed in the future of the district.
In addition, an electronic survey was made available to external stakeholders of the district, and community interviews occurred. The survey results have been maintained as documentation for the district.
An electronic survey was sent to all sophomores, juniors and seniors in the school district. The students were asked questions regarding how the district could better serve the students that follow them. In addition, student representatives were interviewed in a group setting.

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Hurley School District�Continuous School Improvement Plan

Members of the E.G.L. team took the results of the interviews and surveys and synthesized this information into priorities that were coupled with the information gathered from the Data Dive. The Data Dive was conducted by members of the E.G.L. team and consisted of all documents, plans and resources that are considered required and/or Best Practice.
The Priorities were shared with the leadership team of the district. Subsequently, members of the E.G.L. team developed objectives and S.M.A.R.T. goals. The priorities, objectives and S.M.A.R.T. goals were shared with the leadership team of the district and subsequently with the school board.
The financial impact of the Continuous School Improvement Plan adopted by the school board will only occur as plans that are created are implemented. In other words, other than current expenditures of the district, there is not an immediate financial impact on the district.
The S.M.A.R.T. Goals contained in this document consist of the Continuous School Improvement Plan adopted by the school board on October 18, 2022.

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MSIP 6 Standards & Indicators

L – Leadership
TL – Teaching & Learning
CC – Collaborative Climate & Culture
DB – Data-based Decision Making
AS - Alignment of Standards, Curriculum & Assessment
EA - Equity and Access

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Governing Priority: Leadership: Facilities Planning �Governing Objective: Prepare for the long-range facility needs of the District.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent’s designee, will engage stakeholders and develop a process in order to prepare a long-range facilities plan.	A written projection of student enrollment, department and capital needs, safety assessments, and facility audits will be utilized to create this plan. This plan will cover the needs of the district for the next 10 years.	A written report will be finalized by the Superintendent and subsequently presented to the school board.	This report can be completed by accessing information that is available internally and externally, and by consulting with existing personnel. External consultants may be utilized.	This information will help the school district with fiscal and facilities planning. This plan will enable the Superintendent and the school board to create a long-range facilities plan. Stakeholder Input indicated a strong desire to understand the future facility plans of the school district. In addition, this goal addresses M.S.I.P. 6, L3E L.4. B.	April 2023 The Superintendent will present a Draft long-range facilities plan to the school board. 2023-2024 The school board will adopt a long-range facilities plan. 2023-2033 Implementation of the 10-year plan

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Governing Priority: Leadership: Utilization of Fiscal Resources �Governing Objective: Help provide for efficient and effective management of district resources.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent and/or designee(s) will develop a plan to provide training to all staff dealing with the financial matters of the school district.	The Superintendent, utilizing outside resources, will create a plan to provide training to all staff dealing with the financial matters of the school district. This training will focus on the chain of custody for cash and for money collected through all venues.	A plan will be created impacting the current year and providing for annual training of staff.	Existing personnel, with the assistance of outside resources, can create the plan. Consultants may be utilized to provide the training.	This plan will help staff understand requirements and expectations, accurately handle reporting, and appropriately manage budgetary systems. This goal a addresses M.S.I.P. 6, L9	December 2022 The Board will be updated regarding the progress of this plan. 2022-2023 The plan will be implemented with progress reports provided to the Board.

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Governing Priority: Leadership: Fiscal Resources�Governing Objective: The school board will establish a minimum fund balance

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent will recommend a minimum fund balance to the school board.	The Superintendent will work with the school board to determine a minimum unrestricted annual fund balance for the school district.	A written recommendation will be presented to the school board for adoption.	The Superintendent can make this determination based upon Best Practices and knowledge of the district's financial status. There is not a cost for this goal.	This plan will significantly aid the District in budgeting and the goal also aligns with MSIP 6, L.4. B and D and is a Best Practice.	February 2023 The Superintendent will provide a written recommendation to the school board.

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Governing Priority: Leadership: Safety and Security�Governing Objective: Provide comprehensive analysis and recommendations for best practices of safety and security.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent, or designee, will direct an analysis of the Safety and Security systems of the District and research best practices. The goal is to expand on the work already initiated in the District.	The Superintendent, or designee, with the assistance of outside consultants, will analyze current practices and develop comprehensive recommendations.	A written report will be prepared for the Superintendent and subsequently the Board of Education. As allowed by law, some of this information may be confidential information.	Current personnel, with outside consultants, can conduct the analysis and make the recommendations in a written format.	The goal aligns with Stakeholder Input and M.S.I.P. L10, A and B , CC 1-2.	June 2023 The written report will be presented to the school board.

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Governing Priority: Highly Qualified Faculty and Staff �Governing Objective: Create and sustain a positive culture and practices to retain and reward highly qualified personnel.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent’s designee will create a plan to gather exit data for all departing employees in order to identify and mitigate factors that may improve employee retention.	The Superintendent’s designee and a representative team, will research and design an exit process to systematically capture pertinent data in order to mitigate factors that may improve employee retention.	Data will be collected and analyzed, and an exit process established and presented in a written format to the Superintendent. The Superintendent will subsequently share this information with the school board.	District personnel and team members can research exiting processes, which can be used to design a system for Hurley. Unless a tool is purchased/created to gather this information, there will not be a budgetary impact.	A historic pattern of high employee turn-over among all employee groups was reported as a significant concern among stakeholders. Understanding the variables that contribute to employee departures will allow the District to address controllable factors to improve employee retention. This goals addresses M.S.I.P. 6, L9 B and TL5 A.	January 2023 The research and the creation of an exit process will be created and presented to the Superintendent. February 2023 The Superintendent will present the information to the school board. 2023-2026 Implement the process, present the data analysis and findings on a regular basis.

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Governing Priority: Leadership: Parental Involvement and Communication�Governing Objective: The district will continue to promote parent involvement and communication.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent will create a Task Force to evaluate the current level of parental involvement and communication in the school district.	The Superintendent will work with the administrators to create a representative Task Force of employees and community members. The Task Force will evaluate the effectiveness of communication in the district and make written recommendations, as necessary. In addition, the Task Force will evaluate the current level of parental involvement and make recommendations, as necessary.	The Task Force will develop a written report that analyzes the results and makes specific recommendations for improvement.	The Superintendent can work with this administrative team to develop this Task Force. The Task Force, with school district assistance, can achieve this goal.	This goal is generated from Stakeholder Input and aligns with the requirements of M.S.I.P. DB 3, L8.	Fall 2022 The Task Force will be created and start their work. December 2022 The Task Force will share their recommendations with the Superintendent. January 2023 The Superintendent will share the results with the school board.

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Governing Priority: Leadership: Fiscal Planning�Governing Objective: The school board will develop a long-range fiscal plan to address employee compensation and facility needs.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent will develop a process to create a long-range fiscal plan for the school district.	The Superintendent will develop a process to bring recommendations to the school board regarding the long-range fiscal needs of the school district. These recommendations will include the facility needs of the district and the employee compensation needs of the school district.	A written recommendation will be presented to the school board for adoption.	The Superintendent can make this determination based upon revenue projections, knowledge of the district's financial status, an evaluation of the employee compensation of peer districts. In addition, an ongoing evaluation of the facility needs of the school district shall be included.	This plan will significantly aid the District in budgeting and the goal also aligns with MSIP 6, L.4. B and D and is a Best Practice.	December 2022 The Superintendent will provide a written recommendation to the school board.

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Governing Priority: Leadership: Professional Development�Governing Objective: Create a Professional Development Plan for the school board.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
Develop a School Board Professional Development Plan.	The Board President and Vice President will present a professional development plan to the entire school board for consideration. A board self-evaluation and additional input from board members will be considered	A written professional development plan will be presented to the school board.	Based on a board self-evaluation and additional input from the board, information can be attained to help develop areas of interest that would be addressed in the plan.	This goal addresses board policy BHA, stakeholder input, and MSIP 6 L1.	Fall 2022 A School Board Professional Development Plan will be presented to the school board.

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Governing Priority: Leadership: Professional Development �Governing Objective: Develop a comprehensive Professional Development Plan for the Leadership Team of the school district.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent will design a process to create a Professional Development Plan for the Leadership Team of the district.	The Superintendent will work with the administrators of the district to develop a Professional Development Plan for the team as a whole and for everyone on the team individually. The plan will focus on the needs of the position individuals hold and the experiences and skills of the team.	The Superintendent will develop a written report that will be presented to the school board.	The Superintendent with the assistance of the administrators of the district, and potentially outside consultants can develop this plan for Professional Development.	The Leadership Team of a district is crucial in the success of the district. A Leadership Team should possess extensive experience and a honed skill set. This goal aligns with MSIP 6 L9 and TL8.	Fall 2022 The Superintendent will share this plan with the school board. September 2022-June 2024 The plan will be fully implemented.

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Governing Priority: Effective Teaching and Learning �Governing Objective: Student performance on state and local assessments will continue to improve.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent will establish a Task Force to examine student achievement data in the school district.	The Superintendent will select a group of educators to form a Task Force to examine student achievement at the grade, department, building and district level. The Task Force will make specific recommendations regarding comprehensive strategies to improve student achievement.	A specific written plan that addresses student achievement at all levels in the district will be created.	Under the direction of the Superintendent the creation of this plan is attainable.	Student achievement remains an area of focus for the school district. This goal was in the previous C.S.I.P. and is contained in M.S.I.P. 6 TL 1.	Fall 2022 Create a District-wide Task Force. January 2023 The Task Force will create the written plan and share it with the Superintendent. February 2023 The plan will be shared with the school board.

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Governing Priority: Effective Teaching and Learning �Governing Objective: Establish a plan to develop a Portrait of a Graduate.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent’s designee will establish a task force to develop a Portrait of a Graduate.	The Superintendent’s designee, will select a group of educators and community members to form a task force to examine the characteristics and attributes of a Hurley graduate. The Task Force will make specific recommendations regarding comprehensive strategies to address the identified characteristics and attributes.	A specific written plan that addresses student outcomes at all levels in the district will be created. This plan will include existing initiatives and potential new initiatives.	The creation and implementation of this plan is attainable. Extensive Stakeholder Input will be required. There is not an immediate budgetary impact to this goal.	This goal addresses Stakeholder Input and M.S.I.P. 6 CC4, TL1, TL3, TL4.	December 2022 Create a District-wide task force. January 2023 The task force will create the written plan and share it with the Superintendent. February 2023 The plan will be shared with the school board.

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Governing Priority: Collaborative Climate and Culture�Governing Objective: The district will gather information to assess the Climate and Culture Data from all stakeholder groups.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent will design a process to gather Climate and Culture Data.	The Superintendent will work with the administrators to design a process that will gather evidence-based Climate and Culture Data from all stakeholder groups, analyze the data, and make recommendations to the school board for strategies to keep the district on the continuous cycle of improvement.	The Superintendent will develop a written report that analyzes the results and makes specific recommendations for improvement.	The Superintendent will ensure stakeholder input is gathered in a confidential manner. There will be a budgetary impact., if outside resources are utilized.	Culture and Climate concerns did not emerge as a theme in Stakeholder Input. This goal aligns with the requirements of M.S.I.P. DB 3.	Fall 2022 The Superintendent will share the results with the school board.

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Governing Priority: Equity and Access�Governing Objective: Explore the possibility of expanding Before and After School Programs.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The superintendent’s designee will determine a process to examine the expansion of Before and After School Programs for elementary	The superintendent’s designee will determine a process to gather stakeholder input, assess need, and research Best Practices for Before and After School Programs.	A written report will be prepared for the superintendent. The superintendent will subsequently present the report to the school board.	The information needed is available in the district and community. District staff may want to utilize D.E.S.E. information and outside consultants.	The idea of enhanced Before and After School programming was a topic identified in Stakeholder Input. And M.S.I.P. 6, EA4. and Tl1.	February 2023 The superintendent’s designee will present the report to the superintendent. March 2023 The superintendent, or designee, will present the report to the school board.

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Governing Priority: Data Based Decision Making �Governing Objective: Establish a plan to update curriculum, assessment, practices and resources to engage students and increase achievement.

SMART Goal	Specific	Measureable	Attainable	Relevant	Time-Bound
Explore the need for a student data system or data software to support faculty analysis of student performance for identification of students in need of prevention and intervention. This goal is a continuance of the work underway.	The Superintendent and/or designee(s) will explore the need and priority for a student data system for analyzing assessment data, including local assessments, in order to evaluate student performance and facilitate data-driven decision making to enhance student achievement.	A process for exploring the need and options for a student data tracking system will be established in a manner, which will result in documentation of findings.	The Superintendent, and/or designee(s) can identify needs and priorities for the potential investment in a student data system for longitudinal analysis and storage.	The ability to make data-driven decisions to raise student achievement, evaluate curriculum and instruction (which students are meeting standards and which ones are not, which strategies are working and which ones are not, etc.), and drive school improvement is non-negotiable and required for federal and state accountability. Establishing efficient systems which store historical data is essential. This goal addresses M.S.I.P. 6, DB2 and EA3	2022-2023 SY Develop district-wide spread sheets, for data analysis to implement a cost-effective strategy for data sharing and facilitate analysis of its sufficiency and/or limitations. 2023-2024 SY The Superintendent, and/or designees will explore the need and benefits of investing in a student data system.

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Governing Priority: Effective Teaching and Learning: High Quality Career Education �Governing Objective: Establish a plan to update curriculum offerings in order to engage students in career exploration.

SMART Goal	Specific	Measurable	Attainable	Relevant	Time-Bound
The Superintendent’s designee will devise a process to explore and implement curriculum offerings and experiences that align with High Quality Career Education Standards.	The Superintendent, or designee, will establish a collaborative process to explore and implement a plan that provides access to career centered experiences that include solving authentic problems, working in professional environments and engaging in curriculum developed by industry professionals. The district will implement broad based elementary and middle level career awareness and exploration programs.	A written plan will be developed, communicated, and implemented district-wide.	The Superintendent, or designee, has knowledge and access to a range of resources to study and implement framework. Consultants may be needed for training or technical assistance.	This was an area of focus in Stakeholder Input and addresses M.S.I.P. 6, TL3 B and C.	December 2022 The High School Principal will update the Superintendent regarding this work. January 2023 The Superintendent will update the school board. March 2023 The Superintendent, or designee, will present recommendations to the school board.

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