(Re)Discover Rdale Strategic Plan

At its June 20, 2022, meeting, the School Board approved the strategic plan framework, which is the direct result of stakeholder input during the spring of 2022. This framework includes a number of priority outcomes grounded in equity, four themes, and a number of associated objectives for each theme.

Each theme has objectives, which have strategic initiatives. Moving forward, teams will work on specific initiatives, and when complete and implemented, will move on to a new initiative.

download the one-page framework document

Strategic Plan Framework
Priority Outcomes Grounded in Equity	Themes	Objectives	Initiatives (those in progress are in bold)
Improve achievement for students of color All students are ready for school Every child reading at or above grade level by the end of third grade Academic and social-emotional growth in middle grades Student engagement in school and learning Student support from families to learn and achieve Clear path and readiness for career, college and life	Strategic Theme A: Academic Achievement	Enhance cultural relevance of curriculum for students Enhance an equitable learning system from early childhood to adults Increase responsiveness to individual student needs Deepen preparation for life, college and career	1a. Implement culturally responsive teaching and culturally relevant instructional resources 1b. Implementation of phases of Science of Reading (SOR) PreK-12 grades 2a. Implement a blended learning instructional framework throughout RAS 2b. Transform grading practices to incorporate standards-based grading 2c. Implement a redesigned middle school model district-wide 3a. Establish classroom systems that productively address student behavior 3b. Personalize curriculum in response to student voice and choice 4a. Increase opportunities for applied career experiences 4b. Integrate career exploration within the PK-12 curriculum 4c. Define the essential characteristics of the future graduate in collaboration with our community, and align learning opportunities for all students
	Strategic Theme B: Student Engagement and Wellness	Improve student-staff connection Increase student access to school opportunities, programs, and activities Increase support for student social, emotional, and mental wellness Strengthen practices around student, staff, and school safety	1a. Implement a system to ensure every student has a positive relationship with at least one adult at school 1b. Identify and implement student voice at the building and district level 2a. Remove barriers to student access and participation 2b. Create programming and activities that are responsive to parent and student interests and needs 3a. Build staff and student skills and develop resources to provide support and strategies that are responsive to individual needs 3b. Create and develop student wellness spaces in each building 4a. Train staff and students on policies regarding protocols on staff and student interactions
	Strategic Theme C: Collaboration and Partnerships	Strengthen mutual communication and responsiveness with all stakeholders Expand equitable inclusion and influence of student, family, staff, and community voice Maximize our partnerships and embrace our diverse community	1a. Inform and engage stakeholders through targeted and responsive communication 1b. Improve communication with multilingual families, communities - at all levels (classroom, school, district) 2a. Increase opportunities for families and community members to influence school culture and climate and improve student outcomes 3a. Develop strategic partnerships that meet the needs of students, staff, and families
	Strategic Theme D: Staff Investment and Impact	Enhance hiring and retention to support student success Cultivate the district culture to be inclusive, supportive, and welcoming  Increase consistency and accountability for common district practices Provide high quality professional development opportunities	1a. Enhance the diversity, efficiency and effectiveness of hiring 1b. Create retention practices for all staff to reduce turnover and build a stronger workplace culture 2a. Develop and strengthen onboarding and mentorship programs with each employee group 2b. Establish an employee culture that is anti-racist, welcoming, and grounded in mutual respect for each other 3a. Create a robust evaluation system, with documentation, that includes feedback to strengthen performance of each staff member 3b. Create a common and comprehensive vetting process to align, implement, and evaluate district initiatives

In April and May of 2022, the strategic plan steering team met three times to help coordinate the input gathering phase. Members included:

• Helen Bassett, School Board Chair/Director
• Greta Evans-Becker, School Board Clerk/Director
• Toya Stewart Downey, Executive Director of Strategic Communications, Equity and Inclusion
• Peter Eckhoff, President - Robbinsdale Federation of Teachers (RFT)
• David Engstrom, Superintendent
• Patty Flores, RAS parent
• Meghan Hickey, Director of Student Services (no longer with the district or on the committee)
• Willie Howard, Athletic/Activities Director - Cooper High School
• Nina Jonson, RAS parent
• Sonya Lewis, RAS parent
• Fathia Mohamed, RAS parent
• Alicia Morales Garcia, RAS parent
• Matt Pletcher, Director of Secondary Curriculum and Multilingual Programs
• Mike Rieckenberg, Principal - Noble Elementary
• Francisco Compean Rocha, RAS parent
• Abby Rombalski, RAS parent
• Dena Russell, Director of Partnerships and College Pathways - Hennepin Technical College
• Marti Voight, Assistant Superintendent
• Anthony Williams, Executive Director of Community Education, Athletics and Activities