Strategic Plan

Strategic Plan 

Curriculum  and Technology

Strategy One: 

Provide Southeast of Saline’s students with the skills and abilities to pursue postsecondary training and/or a college education.

  1. Align the curriculum from elementary school through postsecondary.

  2. Continue to examine concepts such as Career Cluster Pathways and Personal Plans of Study and determine how to incorporate these concepts into our curriculum.

  3. Use leading edge technology to enhance and expand the curriculum.

  4. Utilize a rigorous and relevant curriculum ending with positive measureable results and a responsive culture.

  5. Create opportunities within the curriculum to promote individual health and wellness planning.

  6. Conduct a study to determine the needs of Pre-K children in our district. After reviewing this data implement a plan to address these needs.

Strategy Two:

Technology is the key to continuous growth and achievement.

  1. Use technology focused professional development to support and augment the vision for educational excellence in USD 306.

  2. Continue and expand technology support staff as needed.

  3. Include an ongoing and funded schedule of replacement and new equipment in the budget.

  4. Encourage and expand parental involvement via technology.

  5. Continue to provide ongoing training for staff in new technologies.

  6. Continue to provide resources to staff and students as needed to effectively implement technology as part of daily instructional techniques.

Fiscal Planning

Strategy One:

Efficient and effective use of district resources when and where needed.

  1. Maintain competitive salaries and benefits for staff (teaching and support) in order to attract and retain quality employees.

  2. Give highest priority in resource allocation to instructional programs (Pre K–High School) based on impact on student performance.

  3. Continue to upgrade district facilities making them more energy efficient using available funds.

  4. Place emphasis on care of district buildings and grounds to maintain attractiveness in an immaculate condition.

  5. Establish a long term replacement schedule for the district transportation fleet.

  6. Continue to invest in staff development as a commitment to continuous improvement.

  7. Maintain positive student enrollment trends to keep the class sizes at a level that would be appropriate for current classrooms.

  8. Continue to work in coordination with the SES Educational Foundation in exploring funding opportunities to supplement district funds.

  9. Investigate ways to reduce general fund transfers in the areas of food service, textbooks rental, and activity bus routes.

Strategy Two:

Create a system which fosters accountability and transparency in relationship to the district expenditures and student needs.

  1. Develop an understanding among all district stakeholders of the needs of the district in facilities, curriculum, and technology.

  2. Reduce transfers from the general fund.

  3. Utilize educational grants to supplement district funds.

  4. Utilize local funding options as needed to provide programming and facilities consistent with the mission, beliefs, and expectations of the district.

  5. Keep focused on the district’s mission.

  6. Develop short-term goals aligned with the mission.

  7. Inform all stakeholders of the successes of the district by students and staff.

  8. Celebrate successes with students, staff and patrons.

Future Trends 

Strategy One:


Encourage and enhance the development of partnerships between parents, patrons, social agencies, and businesses in the evolution of an entire learning community.

  1. Provide virtual education options allowing for students to have a wider variety of educational experiences and opportunities.

  2. Provide internships for a wider exploration to careers.

  3. Continue to explore “Green” projects and be proactive in taking advantage of recycling and renewable energy options.

  4. Conduct research to determine the viability of a community fitness center. The development of this type of facility for all age groups would create excellent social capital.

Strategy Two:

Monitor population growth trends in the county that may impact future plans.

  1. Continue to monitor district enrollment and develop a system which creates long-term stability for the district.

  2. Develop a plan for the most efficient, stable and affordable solution to unexpected enrollment changes. A transient and mobile society can expand and/or settle at any given time.

  3. Give special attention to maximizing safety through facility design if expansion or redesign should become necessary.

 “The Important Thing Is Not So Much That Every Child Should Be Taught, As That Every Child Should Be Given The Wish To Learn.”