-
Strategic Plan 2025-2030
Public school systems have a unique opportunity to empower every student to excel academically and graduate well-prepared for their future. Under the direction of the Knox County Board of Education, KCS is in the process of developing a new five-year strategic plan to begin in 2025.
In August 2024, a five-member Strategic Plan Committee was established to oversee the development of a five-year road map to increase student outcomes. They selected two vendors to facilitate key stakeholder engagement and evaluate district data. Committee members include:
- Kristi Kristy, Committee Chair - Board of Education District 9 Representative
- Betsy Henderson - Board of Education Chair & District 6 Representative
- Rev. Dr. John Butler - Board of Education District 1 Representative
- Kori Lautner - KCS Assistant Superintendent of Strategy
- Steve Rudder - KCS Director of Impact
Community Feedback
The district is gathering feedback from key stakeholders to guide the creation of a new strategic plan for 2025-2030. On Wednesday, September 25, 2024, KCS distributed three surveys to gather input from families, staff, and community members on topics such as academic achievement, staffing, career empowerment, and student supports. A family survey was shared with KCS families through the ParentSquare messaging system, and employees received a staff survey by email.
KCS also wants to hear from our community. We hope community members will complete a survey available at this link. The deadline to complete the survey was October 18. Sign up for a focus group at this link.
-
Annual Action Plan
In October of each year, the Knox County Board of Education approves an Annual Action Plan to serve as a one-year road map with intentional strategies and target objectives to move forward each of the district’s four priorities: Excellence in Foundational Skills, Great Educators in Every School, Career Empowerment and Preparation, and Success for all Students.The district’s first Annual Report was issued in early fall 2023 to share data, celebrate successes, and evaluate opportunities for improvement in the 2022-2023 Annual Action Plan.
-
Knox County Schools 2019-2024 Strategic Plan
From 2019-2024, Knox County Schools operated under a strategic plan representing community-identified priorities supporting continuous improvement and providing our students the best education possible.Using responses to parent satisfaction and district culture surveys alongside the timeline for implementing recommendations from the DEO Task Force, benchmarks and metrics were established to monitor progress being made to increase student achievement, eliminate disparities, and create a positive culture. Find the full plan document here.
Increasing Student Achievement
-
Knox County Schools is committed to providing every student with a high-quality education. Our professional educators promote student growth and academic success in a way that prepares students to thrive in a flourishing community. Our goal of continuous improvement in reading and math proficiency will propel students toward their desired postsecondary path.
OBJECTIVESREADING PROFICIENCY
Provide dedicated and qualified instructional reading support for elementary schools
Continue training PreK and elementary teachers with effective strategies for how to diagnose barriers to reading
MATH PROFICIENCY
Design and use, with intention, real-world projects and programs that are engaging and relevant, to increase intrinsic motivation for students to progress
READY GRADUATES
Create and implement a plan for all high schools to increase composite ACT scores
Align career and technical course offerings to ensure progress toward industry certification
Develop school-level plans to increase the number of students completing Advanced Placement, International Baccalaureate, Cambridge International, dual enrollment, and/or technical-career courses prior to graduation
Educate students and families on how to navigate all aspects of college and career entry
Eliminating Disparities
-
Knox County Schools is working to eliminate disparities in both academic achievement and discipline and to provide access to learning opportunities that reflect a rich diversity in a culturally sensitive manner. The district will continue to place priority on preparing our students to interact in our increasingly diverse society. We will focus on whole-child development through education in the arts, physical activity, wellness, STEM (Science, Technology, Engineering, and Math), and world languages.
OBJECTIVESProvide Student Support
Develop a well-executed principal preparedness program to train effective, visionary administrators
Equip educators and align resources, tools, and training to be culturally responsive, build positive relationships, and reflect the diverse needs of ALL students
Provide training for all staff in Adverse Childhood Experiences, monitor progress and refine best practices of behavior support systems to address specific school needs
Seek and advocate funding for additional mental health professionals
Engage school community to educate and respond to bullying
Narrow Achievement Gaps
Use multiple strategies to recruit and retain experienced educators at high-needs schools
Maintain commitment to provide effective class sizes for instructional, academic and behavioral support
Continue to invest in the professional growth and support of all educators by offering training and learning opportunities tailored to meet individual needs
Improve Student Access
Develop strategies to ensure student access to advanced academic programs and Career & Technical Education courses
Continue to review, evaluate and strengthen special education services for students with disabilities
Maintain and reinforce the KCS commitment to arts education
Creativing a Positive Culture
-
Knox County Schools seeks to create a culture of open communication among students, faculty and staff and to promote transparent, two-way dialogue with stakeholders. The district will continue to build a team of outstanding teachers and administrators and to compensate them at a level that reflects our high standards. We will also emphasize fiscal responsibility by ensuring strong management and oversight systems.
OBJECTIVESExceptional Place to Work and Learn
Improve regional standing for teacher compensation with competitive salaries and benefits
Improve support personnel compensation
Create Minority Educators Advisory Council to address and enhance staff diversity
Continue to evaluate and improve working and learning conditions
Effective Communication
Develop district-wide communication plan focused on increasing engagement with staff and families
Engage community voice and stakeholder advisory groups to gather input and recommendations for district improvements
Provide annual report and ongoing updates on strategic plan initiative
Strong Fiscal Engagement
Clarify and strengthen financial procedures and practices at district/school levels to reduce audit findings
Ensure transparency in the program evaluation and budget process
Continue to implement best practices in managing capital assets and transportation services