Strategic Plan

The Henry County Board of Education has adopted and is now implementing the Community-Inspired Five-Year Strategic Plan that consists of a clear vision and mission; shared core beliefs and understandings; community identified priority student outcomes to serve as metrics of success; and ambitious initiatives to drive the collective work of the district and schools together.

2021-2026 Strategic Plan

At-A-Glance | Strategic Plan Implementation Overview
*Information Subject to Change

Core Beliefs

The Board of Education believes…

1. All children can learn at or above grade level and will have an equal opportunity to do so.
2. Family and community involvement is critical to student success.
3. All learning environments will be supportive safe and secure.
4. Effective teachers, leaders, and employees produce excellent results. 

Common Understandings

The following common understandings will drive the core business of teaching and learning in Henry County Schools.

Understanding 1: We will preserve and promote an aligned system of teaching and learning that includes clearly articulated standards, common pacing, aligned resources, and internal formative assessments to validate learning.

Understanding 2: We will hold ourselves accountable to metrics determined by the State of Georgia including on-grade level and above performance by content area for all student groups.

Understanding 3: We will embrace a culture of continuous improvement that involves stakeholders in the process of getting better as a system of schools, as an employer of choice, and as a lever for strength in the community.

Priority Student Outcomes

Therefore to advance the district’s ambitious pursuit to become a high performing school district and community we must strive to additionally hold ourselves accountable to advancing opportunities, access, and outcomes for every student group in the following ways:

Priority Outcome 1: HCS will advance opportunities, access, and outcomes for every student group in literacy proficiency at every grade.

Priority Outcome 2: HCS will advance opportunities, access, and outcomes for every student group in readiness to learn at every level.

Priority Outcome 3: HCS will advance opportunities, access, and outcomes for every student group in college, career, and life-ready skills post-graduation.

Strategic Actions

Therefore to advance the district’s ambitious pursuit and achieve metrics that strive to increase opportunities, access, and outcomes for every student group, we propose the following strategic actions.

Strategic Action 1: Advance PreK-12 learning opportunities and experiences for all students.
Initiatives will be designed in the next phase and could include elements such as: STEM, Performing Arts, Dual-immersion, world language, robotics, coding, financial literacy, and employability skills.

Strategic Action 2: Advance effective school leadership and classroom instruction.
Initiatives will be designed in the next phase and could include elements such as: effective principal and AP leadership framework, effective instructional framework, principal and teacher-leader pipeline plan, effective use of technology, and social-emotional learning.

Strategic Action 3: Advance connectivity to value and engage all students, employees, families, and partners in our growing community.
Initiatives will be designed in the next phase and could include elements such as: parent engagement, volunteer, and mentor involvement; and cultural development that fosters a diverse, inclusive, respectful, and productive organization.

Strategic Action 4: Advance student and employee health, wellness, and support structures.
Initiatives will be designed in the next phase and could include elements such as: mental health support, non-profit and community partnerships to address food insecurity, medical health access, social work, psychological services, and school counseling.

Strategic Action 5: Advance a high-performing operational culture.
Initiatives will be designed in the next phase and could include elements such as: operational effectiveness and efficiency in transportation, facilities and maintenance, human resources, information services, and financial practices; along with expanding employee pay options, competitive compensation, and employee training and development.