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 Teacher's College Benchmark Reading Assessment. 
  • Ensure the demographics of students scoring proficient on the fifth grade Teacher's College Benchmark 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 local reading assessment. 
  • Ensure the demographics of students scoring proficient on the eighth grade local reading 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. 

2022-23 Key Actions

• Teachers and administrators utilized the new data warehouse system (Hoonuit). 
• All teachers participated in ongoing PLCs and coaching cycles. 
• Learning walks occurred throughout the District to inform administration of additional classroom supports needed. 
• Elementary digital gradebooks operated out of the student information system (Synergy) for standards-based grading and reporting. 
• Secondary staff used common grading scales and were trained in additional tools to determine student progress on priority standards.

Measure

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

2022-23 Key Actions

• COVID-19 relief funds continued to be allocated to maintain and reduce class sizes.

Measure

• Increase course offerings at RHS. 

2022-23 Key Actions

• None are reported at this time.
   

Measure

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

2022-23 Key Actions

• Teachers received training in Ellevation, a tool designed to improve instruction for multilingual learners.
• The process was systematized to encourage more students to participate in the seal of biliteracy assessments.

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. 

2022-23 Key Actions

• RPS participated in the pilot program of 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.

2022-23 Key Actions

• Staff members participated in ongoing professional development through Conscious Discipline. 
• The new minor behavior form (Qualtrics) was utilized at all schools. 
• We aligned our protocols for assessing threats and created a comprehensive data tracking system. 
• Districtwide social-emotional learning curricula were implemented at both the elementary and secondary levels.
• School wide behavior expectations were aligned across the District. 
• Administrators attended training on creating trauma-sensitive schools. 
• New behavior interventions and social skills groups were launched.

Measure

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

2022-23 Key Actions

• Districtwide social-emotional learning curricula were implemented at both the elementary and secondary levels.
• Administrators attended training on creating trauma-sensitive schools. 
• New behavior interventions and social skills groups were launched.
• Deans were added at RMS and RHS to support student needs.

Measure

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

2022-23 Key Actions

• A student Safe & Supportive Schools Committee was launched at RMS, following the model at RHS.
• A Land Acknowledgement was unveiled and is being shared at District events according to the aligned guidelines for use. Each building will have the land acknowledgement artwork installed as soon as supplies arrive. 

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. 

2022-23 Key Actions

• Instructional teams were created at RMS and engaged in community building activities throughout the year.

Measures

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

2022-23 Key Actions

• None are reported at this time. 

Measure

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

2022-23 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. 

2022-23 Key Actions

• None are reported at this time.

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. 

2022-23 Key Actions

• New Director of Extended Learning role was fully integrated to lead the expansion of programming.
• Participation in after school programming increased due to expanded offerings and collaboration with community partnerships. 
• COVID-19 relief funding continued to be allocated toward new after school and summer programs to provide additional academic and social-emotional support.
• Best Buy Teen Tech Center was officially launched.

Measure

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

2022-23 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. 

2022-23 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. 

2022-23 Key Actions

• A task force was created to plan and implement upgrades to RMS and RHS auditoriums.

Measure

• Maintain or improve District energy performance. 

2022-23 Key Actions

• Planning occurred for upgrades to lighting that will be more environmentally friendly.
• The installation of additional solar panels was completed.

Measure

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

2022-23 Key Actions

• Nutrition services received an additional grant for farm-to-school foods. 
• Additional food choices were added that are culturally relevant to our student populations.

Measure

• Improve audit practices to eliminate negative findings. 

2022-23 Key Actions

• COVID-19 relief funding was responsibly and effectively being allocated with student equity in mind, and planning is occurring to provide stability as COVID-19 relief funding expires. 
• Presentations occurred in each school building to ensure transparency with staff around budgeting and future planning.

Measure

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

2022-23 Key Actions

• A task force was created to plan and implement upgrades to RMS and RHS auditoriums.

Measure

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

2022-23 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. 

2022-23 Key Actions

• To improve family communication, a new communication platform was implemented (ParentSquare).

Measures

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

2022-23 Key Actions

• To support the positive reputation of the District, social media content was posted regularly, and the District continued a partnership with Captivate Media to create marketing videos.
• Original news content was written for the RPS website and social media.

Measures

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

2022-23 Key Actions

• To support District enrollment and improve the overall enrollment experience for families, a part time enrollment coordinator was hired. The enrollment coordinator supported enrollment events and activities across the district, supported school staff with enrollment, worked with new families, and will take the lead on the summer enrollment process.