2021-26 Strategic Plan

Academic Vision

Students will receive a challenging, engaging and relevant academic experience in Richfield Public Schools which will prepare them for college, career and life. 

Academic Belief Statement

All students are capable of achieving their dreams with the right educational foundation.

Academic Goals

• We will address the educational debt owed to marginalized communities to ensure equitable outcomes for all students. 
• We will maintain small class sizes to ensure ideal student to staff ratios according to grade level and subject area.
• We will increase course offerings to expand opportunities for students. 
• We will continue to support, promote and value biliteracy.
• We will ensure all students learn about post-secondary options to set them up for success in their futures.
   

Measures

• Increase our districtwide four-year graduation rate. 
  • Ensure the demographics of students graduating in four years align with the overall demographics of RPS. 
• Increase the districtwide seven-year graduation rate.
  • Ensure the demographics of students graduating in seven years align with the overall demographics of RPS. 
• Increase enrollment in college credit-bearing courses. 
  • Ensure the demographics of students enrolled in college-credit bearing courses align with the overall demographics of RPS. 
• Increase the number of students scoring proficient on the third grade MCA reading test. 
  • Ensure the demographics of students scoring proficient on the third grade MCA reading test align with the overall demographics of RPS. 
• Increase the number of students scoring proficient on the fifth grade FastBridge CBM Reading Assessment. 
  • Ensure the demographics of students scoring proficient on the fifth grade FastBridge CBM Reading Assessment align with the overall demographics of RPS. 
• Increase the number of students scoring proficient on the eighth grade MCA math test. 
  • Ensure the demographics of students scoring proficient on the eighth grade MCA math test align with the overall demographics of RPS. 
• Increase the number of students scoring proficient on the eighth grade FastBridge aReading assessment. 
  • Ensure the demographics of students scoring proficient on the eighth grade FastBridge aReading assessment align with the overall demographics of RPS. 
• Improve pre-referral intervention systems to prevent unnecessary special education referrals. 
  • Ensure the demographics of students referred to special education align with the overall demographics of RPS. 

2023-24 Key Actions

• All teachers participated in ongoing PLCs and coaching cycles.
• Learning walks occurred throughout the District to inform administration of additional classroom supports needed.
• Elementary teachers piloted a new literacy curriculum.
• RPS transitioned from NWEA/MAP to FastBridge assessments across the District, which provide greater tools for individual interventions and progress monitoring.
• Four modules of equity professional development were added to our New Teacher Orientation series. Educational equity sessions were also offered during the winter and spring professional development sessions.
• We continue to grow teacher participation in voluntary professional development opportunities such as Learning Academies and LETRS training.

Measure

• Maintain class size averages at 25 students per elementary class, 28 students per middle school class, and 30 students per high school class. 

2023-24 Key Actions

• None are reported at this time. 

Measure

• Increase course offerings at RHS. 

2023-24 Key Actions

• RHS expanded its elective course offerings for students.

Measure

• Increase the number of students receiving the seal of biliteracy. 

2023-24 Key Actions

• None are reported at this time.

Measures

• Increase the FAFSA and/or Dream Act application completion rate for eligible students. 
  • Ensure the demographics of students with a completed FAFSA and/or Dream Act application align with the overall demographics of RPS. 
• Increase the percentage of graduates enrolled in post-secondary education.
  • Ensure the demographics of graduates enrolled in post-secondary education align with the overall demographics of RPS. 

2023-24 Key Actions

• RPS participated in Direct Admissions to Minnesota colleges and universities.

Climate & Culture Vision

All students, families, staff and community members will share a sense of ownership, pride and belonging to Richfield Public Schools, where they will be part of a warm, welcoming and respectful environment that celebrates each and every individual. 

Climate & Culture Belief Statement

By truly listening to, valuing and celebrating every member of our educational community, we can ensure our schools and programs provide a safe and supportive environment for learning, playing and working. 

Climate & Culture Goals

• We will ensure students are seen, valued, heard and respected to maintain a healthy school and District climate.
• We will increase student support, especially social-emotional support to care for the needs of the RPS community.
• We will support and celebrate diversity to provide a welcoming environment.
• We will improve school pride to increase student enjoyment of and dedication to their education.
• We will provide new opportunities for parent involvement to strengthen connections between home and school. 
• We will provide new opportunities for community involvement to strengthen connections between the Richfield community and school.

Measures

• Decrease the total number of office referrals per semester. 
  • Ensure the demographics of students receiving office referrals align with the overall demographics of RPS. 
• Increase the percentage of students reporting a positive school climate. 
  • Ensure the demographics of students reporting a positive climate align with the overall demographics of RPS.

2023-24 Key Actions

• Districtwide social-emotional learning curricula were implemented at both the elementary and secondary levels.

Measure

• Increase the number of staff members whose main role is to support social-emotional learning. 

2023-24 Key Actions

• The SAEBRS screening tool was utilized to identify student needs in the area of SEL.
• Building level SEL teams are meeting regularly to analyze data.
• Partnership with Bloomington Public Health allowed us to offer a mobile immunization clinic at each building to help all students get caught up on immunizations missed during the pandemic.
• We expanded partnerships with mental health providers for school-based mental health services in our buildings.
• Chemical health supports were added in the middle school and the high school.

Measure

• Increase the number of student and family groups whose main purpose is to support traditionally marginalized students and families. 

2023-24 Key Actions

• The Gender Inclusion Policy was revised, and expanded gender inclusion professional development was offered.
• Several new indigenous cultural events were held, including a Powwow at RHS.

Measures

• Increase the percentage of students reporting that student voice is valued at their school.
  • Ensure the demographics of students reporting that student voice is valued align with the overall demographics of RPS. 

2023-24 Key Actions

• None are reported at this time. 

Measures

• Increase the number of volunteers who support RPS schools. 
• Increase the percentage of student conferences completed each semester. 

2023-24 Key Actions

• The new districtwide volunteer approval process was fully utilized.
• The parent tech connect program was expanded from Sheridan Hills to RDLS.

Measure

• Increase the number of hours RPS students report volunteering in the community per year. 

2023-24 Key Actions

• None are reported at this time.

Activities Vision

Students will develop life skills, friendships and a sense of belonging through active participation in a variety of extracurricular activities at all grade levels. Activities will be inclusive, providing access, opportunity and a welcoming environment for all students. 

Activities Belief Statement

Extracurricular activities are an asset to our entire school community, enhancing all aspects of school life and ensuring a well-rounded educational experience for students. 

Activities Goals

• We will provide more variety of activity programs to cater to the needs and interests of all students.
• We will increase student participation in activity programs and better align the demographics of participating students with those of the overall student population.
• We will increase attendance at games and performances to foster a greater sense of community.
   

Measure

• Increase the number of new activities that are started by students. 

2023-24 Key Actions

• RPS participated in a co-op to allow students to participate in Girls Lacrosse for the first time, based on student requests. 

Measures

• Increase the number of students participating in activities at the elementary level. 
• Increase the number of students participating in activities at the middle school level. 
• Increase the number of students participating in activities at the high school level. 
  • Ensure the demographics of students participating in activities align with the overall demographics of RPS. 
• Increase the number of students with accommodations or modifications participating in activities. 

2023-24 Key Actions

• Choirs from all levels throughout RPS performed at a Districtwide Choral Festival this year. 
• Performing arts programs at RMS and RHS were highlighted in several different articles on the District website. 
• The RHS ESports program continued to grow, with student successes in multiple competitions.
• DREAMS Academy classes were added at R-STEM for the second half of the school year with a mix of academic and enrichment offerings for students in grades 2-5. DREAMS Academy is now in place at all four elementary schools. 
• 8th Hour programming was introduced at RMS to offer academic support to students after school. 
• An activity bus was added on Tuesdays and Thursdays at RMS to provide transportation for students participating in 8th hour, clubs and intramurals.

Measure

• Increase the average number of people in attendance at games and performances. 

2023-24 Key Actions

• None reported at this time. 

Business & Operations Vision

Every person in every role and every department will work together seamlessly to further our mission and vision. 

Business & Operations Belief Statement

Only by working in alignment across all departments can we, as a district, achieve our goals.

Business & Operations Goals

• We will maintain or improve staff hiring and support.
• We will continuously improve our facilities to provide a comfortable and functional physical environment.
• We will ensure environmentally friendly practices are used across the District.
• We will continue to improve student meals to provide for students’ nutritional needs.
• We will maintain financial accountability and transparency as part of our responsibility to the community of Richfield.
• We will continue to invest in technology resources for students, staff and families.
• We will continue to improve transportation services to provide a welcoming atmosphere and access to opportunities.

Measures

• Decrease the number of staff members who voluntarily leave RPS per year. 
• Increase the percentage of RPS staff hires who are black, indigenous, and/or people of color. 

2023-24 Key Actions

• RPS administrators participated in diverse hiring fairs and events and deliberately recruited diverse staff members through our partnerships with higher education institutions.

Measure

• Decrease the magnitude of unmet facilities needs. 

2023-24 Key Actions

• The planning for the renovation of RHS and RMS auditoriums is underway.

Measure

• Maintain or improve District energy performance. 

2023-24 Key Actions

• Environmentally friendly lighting upgrades were installed.
• Policy 117: Environmental Sustainability was drafted and approved by the board. 

Measure

• Increase the percentage of students participating in school meals per month. 

2023-24 Key Actions

• Free lunches were implemented districtwide aligned with recently approved state program.

Measure

• Improve audit practices to eliminate negative findings. 

2023-24 Key Actions

• The operating and technology levies were both approved in the November election, which will strengthen the financial status of the District and continue the investment in technology resources.
• Planning occurred to ensure financial stability as COVID-19 relief funding expires.

Measure

• Increase the financial investment allocated to technology in the hands of students and teachers. 

2023-24 Key Actions

• The operating and technology levies were both approved in the November election, which will strengthen the financial status of the District and continue the investment in technology resources.

Measure

• Increase the percentage of RPS students receiving District transportation and/or safe routes to school support. 

2023-24 Key Actions

• The Safe Routes to School program continued with additional grant funding.

Communication & Marketing Vision

Our families, staff and community will view Richfield Public Schools as a trusted first source of school-related information and feel well informed through consistent, high-quality digital and print communications.

Communication & Marketing Belief Statement

By producing consistent, engaging and detailed content, as well as responsible marketing materials, we can engage and educate our audience, resulting in a stronger community. 

Communication & Marketing Goals

• We will improve family communication to strengthen the partnership between families and schools. 
• We will support the positive reputation of Richfield Public Schools.
• We will improve marketing and public relations efforts to increase District enrollment.

Measures

• Increase the percentage of families reporting a high level of connection to their student's teachers.
• Increase the percentage of staff members reporting that District communication is effective. 
• Increase the percentage of families reporting that District communication is effective. 

2023-24 Key Actions

• To help improve family communication to strengthen the partnership between families and schools, we worked with school staff to provide communication support, ParentSquare assistance, newsletter templates and more; and we continued to support and celebrate diversity by using social media for cultural recognition and education throughout the year.

Measures

• Increase the number of positive news stories about RPS published per year.
• Increase average community engagement with RPS social media posts. 

2023-24 Key Actions

• To help support the positive reputation of Richfield Public Schools, we launched RPS Inside Out as a way to engage all staff in promoting the positive things taking place in our schools; implemented multiple pay-per-click digital strategies and posted content to niche.com and Google; and wrote 48 original articles, promoting students, schools and programs from across the District.

Measures

• Increase RPS website traffic from social media referrals.
• Increase RPS enrollment market share percentage. 

2023-24 Key Actions

• To help improve marketing and public relations efforts to increase District enrollment, we developed and implemented an RMS-specific marketing strategy that focused on transitions from elementary into middle school as well as retention; published and mailed two print newsletters to all city and district residents and families (August 2023 & June 2024); and we increased advertising in print media, including the Southside Pride, Twin Cities Living and Lavender magazine.