Crossroads Charter Schools Strategic Plan
2022- 2025 Balanced Scorecard
Strategic Priorities
Measures
2022-23
2022-24
2022-25
Strategic Priorities
Codify and strengthen the academic beliefs,expectations, and practices required to ensure rigor, joy, and equity.
Measures
% of teachers and school leaders who Strongly Agree/Agree that “curricular resources and assessments
promote rigor, joy, equity, and achievement”
Measures
% of students who graduate from HS in 4 years (all and student groups)
Measures
% of seniors with college-ready SAT or ACT scores (all and student groups)
2022-23
2022-24
2022-25
Measures
% of seniors who pass an AP exam and/or dual-credit courses (all and student groups)
2022-23
2022-24
2022-25
Measures
Algebra I, Algebra II, English II, Biology EOC scores (all and student groups)
2022-23
2022-24
2022-25
Measures
Algebra I EOC scores (all and student groups)
2022-23
2022-24
2022-25
Measures
Algebra II EOC scores (all and student groups)
2022-23
2022-24
2022-25
Measures
English II EOC scores (all and student groups)
2022-23
2022-24
2022-25
Measures
Biology EOC scores (all and student groups)
2022-23
2022-24
2022-25
Measures
% of students who meet/exceed standards on ELA, math, and science state exams (all and student groups)
2022-23
2022-24
2022-25
Strategic Priorities
Build the systems to address racial and other culturally-competent practices that biases and model inclusive,
Measures
% of staff who Strongly Agree/Agree that the organization “values diversity”
2022-23
2022-24
2022-25
Measures
% of staff who Strongly Agree/Agree that the organization “provides a welcoming environment, given my background and identity,”
2022-23
2022-24
2022-25
Measures
% of staff who Strongly Agree/Agree that the organization”provides a welcoming and supportive environment for all students”
2022-23
2022-24
2022-25
Measures
% of students and families who Strongly Agree/Agree that the organization “values diversity”
2022-23
2022-24
2022-25
Measures
% of students and families who Strongly Agree/Agree that the organization “provides a welcoming and supportive environment for all students”
2022-23
2022-24
2022-25
Measures
% of teachers who improve on the state teacher effectiveness measure tied to culturally competent instruction
2022-23
2022-24
2022-25
Measures
% of alums who graduate from college in 6 or fewer years (all and student groups)
2022-23
2022-24
2022-25
Measures
% of alums enrolled in college (all and student groups)
2022-23
2022-24
2022-25
Measures
% of senior class that graduate with at least one Market Value Asset (work experience, dual credit, industry recognized credential, or entrepreneurial experience)
2022-23
2022-24
2022-25
Measures
% of students persisted (fall to fall re-enrollment) (all and student groups)
2022-23
2022-24
2022-25
Measures
% of students who qualify for free and reduced lunch
2022-23
2022-24
2022-25
Measures
# of students enrolled
2022-23
2022-24
2022-25
Strategic Priorities
Recruit, develop, and retain adiverse, high-quality, and culturally competent team.
Measures
% of teachers and leaders who Strongly Agree/Agree that “coaching and professional learning opportunities have helped me develop and improve”
2022-23
2022-24
2022-25
Measures
% of staff retained (all and by sub-group)
2022-23
2022-24
2022-25
Measures
% of staff retained (all and by sub-group)
2022-23
2022-24
2022-25
Measures
% of staff who identify as a person of color
2022-23
2022-24
2022-25
Strategic Priorities
Implement an intentional cycle of listening, planning, and open and timely communications.
Measures
% staff and families who Strongly Agree/Agree that “they are provided opportunities to be heard”
2022-23
2022-24
2022-25
Measures
% staff and families who Strongly Agree/Agree that the organization “communicates clearly, transparently,
and in timely fashion”
2022-23
2022-24
2022-25
Strategic Priorities
Ensure operational and financial sustainability while meeting the network’s growing programmatic.
Measures
% of teachers and school leaders who Strongly Agree/Agree that operational services meet expectations
cash reserves as % of total budget
Strategic Priorities
And facilities needs.
Measures
% annual fundraising goal met
% of capital campaign committed
% spending with MWBEs
Crossroads Charter Schools Strategic
Plan 2022- 2025 Priorities & Initiatives
SP #1
Codify and strengthen the academic beliefs, expectations, and practices required to ensure rigor, joy, and equity.
1.1
Increase student achievement
1.2
Shared ownership of goals amongst key stakeholder groups – staff, teachers, families, board
1.3
Refine and retool Crossroads Community Collaborative
1.4
Better articulate standards for community partnerships
1.5
Establish a K-12 RWL Continuum (including social justice)
SP #2
Build the systems to address racial and other biases and model inclusive, culturally competent practices that drive equity.
2.1
Better articulate standards for community partnerships
2.2
Recruit and retain diverse students
2.3
Engage, track and report on successes of alumni
SP #3
Recruit, develop, and retain a diverse, high-quality, and culturally competent team.
3.1
Recruit and retain diverse staff
3.2
Formalize leadership development/training program/succession planning
3.3
Increase emphasis on professional development for all staff and families (“Crossroads Way”)
3.4
Make Crossroads a destination for other educators looking to learn
SP #4
Build the systems to address racial and other biases and model inclusive, culturally competent practices that drive equity.
4.1
Ensure all stakeholders – students, staff, families, board – have a voice at Crossroads
4.2
Formalize parent engagement, involvement, and education (understanding “Crossroads Way”)
SP #5
Ensure operational and financial sustainability while meeting the networks growing programmatic and facilities needs.
5.1
Increased spend with MWBEs
5.2
Completion of the Downtown Innovation Campus
5.3
Build a sustainable financial model that contributes positive net operating income to district financial reserves