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NEAAAT Strategic Plan Overview, 2020-2024

Our Mission

NEAAAT is a highly innovative regional public school that inspires and prepares all students with the STEM-related skills, knowledge, and attitudes needed to meet future challenges in the global workforce and their communities.

Our Vision

NEAAAT will be a model for teaching and learning and a leader in the movement to ensure that all children have equitable access to a high quality education.

 

Consistent with this vision, we endeavor to be a school where… 

  • Students and staff are consistently supported to grow and perform at their highest potential; 
  • Parents and community members participate in the learning environment in meaningful ways on a daily basis;
  • Students and staff offer a rich diversity of cultures and perspectives;
  • Students actively participate in myriad extracurricular activities and events to deepen their relationships and extend their learning;
  • All students feel nurtured and that they can be successful; 
  • Students, parents, and staff feel highly valued and included in the decision making process;
  • Collaboration between students, coaches and community members happens everyday in meaningful ways; 
  • Students exhibit and express immense pride in their school;
  • Students develop character and deep community relationships, not just content knowledge; and,
  • All students graduate well prepared for the modern workplace, with a special emphasis on high wage, high demand jobs across our region.

As you observe our students fully immersed in our educational ecosystem, you will see and hear them…

  • Learning and working in teams and alongside adults throughout the school, our community, and flexibly anywhere and anytime; 
  • Generating ideas and designing prototypes to solve the local and global challenges of today and tomorrow;
  • Fully engaged–everyday–in real-world learning, both inside our walls and outside our doors, using the same tools, processes, and technologies found in the workplace;
  • Taking action to direct their own learning paths and shape their school;
  • Leading groups of stakeholders to enact change and improve the lives of others in meaningful and lasting ways; and,
  • Collaborating with educators internally and externally to shape the future of teaching and learning.

So that our work endures for generations to come, we will become a learning organization that is…

  • Widely recognized by educators, businesspeople, and other community members as an emerging center for educational innovation and professional development;
  • Fiscally thriving, with strong engagement from both internal and external stakeholders;
  • Highly sought after by students, parents, and dynamic, passionate educators;
  • Dedicated and committed to continuously improving systems, processes, and procedures to maximize efficiency and effectiveness;
  • Partnered with schools, districts, and community organizations to provide unique learning opportunities to all students, including those who are enrolled elsewhere; and,
  • A global thought leader for educational systems that are committed to workforce development and stronger communities.

 

To realize our vision, we will focus and align our efforts using the strategies that follow.


 

Goal: Establish an exceptional school culture (ESC).

Objectives:

  1. Parents will volunteer at least 1,000 hours of labor to the school annually by May 2024, and at least 50% of all parents will volunteer, as measured by the NEAAAT Volunteer Form 
  2. Community (non-parent) volunteers will contribute at least 1,000 hours of labor to the school annually by May 2024, as measured by the NEAAAT Volunteer Form.
  3. By May 2024, the number of sustained extracurricular clubs will increase from 6 to 14, with at least 75% of students participating in a club, as measured by club rosters of at least 10 students and meeting calendars that document at least 6 meetings per year for at least two years.
  4. By May 2024, student demographic data will show that the NEAAAT student body reflects the demographics of the region: race/ethnicity data will show that the NEAAAT student body is within 5 percentage points of the region when compared to US Census data for the six-county target recruitment area; at least 60% of the student body will be considered “first generation college seeking”; and, at least 40% of students will meet eligibility requirements for the federal Free and Reduced Lunch program.
  5. By May 2024, 100% of staff, at least 85% of students, and at least 70% of parents will complete the annual staff, student, and parent surveys, with at least 80% of respondents stating.
    1. NEAAAT is a great place to work and learn, 
    2. They feel pride in their school,
    3. They feel highly valued and included in the decision making process.
  6. Based on student and staff surveys, 85% of student respondents and 90% of staff respondents will state they are consistently supported to perform at their best. 
  7. By May 2024, 100% of all graduating seniors will have contributed at least 200 hours of service to their communities since entering 9th grade, as measured by the senior cumulative folder audit report. 

Strategies:

Implement a high quality service learning program. (ESC-2, ESC-5, ESC-7, WRG-4, WRG-5, WRG-12, WRG-13)
Establish a more purposeful, inclusive, and effective family, community, and student engagement program that encourages diversity. (ESC-1, ESC-2, ESC-4, LTS-5, LTS-7, WRG-4, WRG-5, WRG-11)
Increase opportunities for students to participate in activities, clubs, and events during the regular school day and after traditional school hours. (ESC-1, ESC-3, ESC-4, ESC-5)
Institute high quality multi-tiered systems of supports for all students. (ESC-6, ESC-5, WRG-7, WRG-14, LTS-3)


Goal: Graduate all students well prepared for the “real world of work” (WRG). 

Objectives:

  1. By 2024, at least 75% of graduating seniors will have earned at least three credits for aerospace, computer science, or health sciences coursework and at least 1 Internship credit at the time of graduation, as measured by the senior transcript audit report.
  2. By 2024, all MG students will successfully complete at least one course that is aligned to the high school aerospace pathway, computer science pathway, or health sciences pathway each year, as measured by the final report card audit.
  3. By 2024, at least 80% of NEAAAT interns will receive a satisfactory rating from their internship providers, as measured by the annual internship report. 
  4. By 2024, all coaches that have been employed by NEAAAT for one year or more will have designed and implemented a high quality PBL that has been informed by a business and community partner, as evidenced by the NEAAAT staff repository.
  5. All students will publicly showcase a high quality, authentic project that they have completed each year, as measured by NEAAAT Expo participation data, PBL presentation schedules and classroom presentation visitor attendance logs.
  6. By 2024, all students will successfully present a summary of learning to demonstrate their readiness for the next grade level, as measured by annual portfolio grades. 
  7. NEAAAT School Performance Grade data will show that NEAAAT student performance exceeds the state average across all tested subjects annually by 2024. 
  8. At least 70% of students who graduate on or after May 2021 will have earned an industry-recognized credential or certification prior to graduation, as measured by the senior transcript audit report. 
  9. At least 80% of all NEAAAT pathway completers will enroll in post-secondary programs aligned to the completed pathway or gain employment through the military or other employer in an aligned career area within 6 months of high school graduation, as measured by the post-graduate survey. At least 90% of graduates will respond to the post-graduate survey annually.
  10. All students will demonstrate professional skills proficiency prior to graduation by May 2024, as measured by the NEAAAT portfolio rubric and senior transcript audit report.
  11. At least 80% of students will directly participate in NEAAAT’s annual continuous improvement process, as measured by CIT attendance logs, SGA attendance logs, and annual student portfolio data.
  12. At least 90% of coaches employed by NEAAAT for 1 year or more will successfully implement a lesson off school grounds, as evidenced by lesson plan data. 
  13. At least 70% of students state that they have completed a meaningful PBL within the current school year annually by May 2022, as measured by the annual student survey.
  14. All students will set measurable personal learning goals each year, and at least 75% of all goals will be met beginning with the 2020-21 school year, as measured by student growth goal data.

Strategies:

Develop specialized, locally relevant course pathways in high demand, high wage areas of aviation, IT, and healthcare. (WRG-1, WRG-2, WRG-8, WRG-9, WRG-10, ESC-5)
Provide personalized and team-based professional growth experiences for all staff members. (WRG-4, WRG-7, WRG-12, WRG-13, ESC-5, ESC-6, LTS-3, LTS-4)
Better define, improve, and grow NEAAAT’s unique approach to teaching and learning. (WRG-3, WRG-4, WRG-5, WRG-6, WRG-7, WRG-10, WRG-12, WRG-13, WRG-14, LTS-2, LTS-8, ESC-5, ESC-7)
Design and implement a model work-based learning program that provides students exposure and experience throughout their NEAAAT careers. (WRG-1, WRG-3, WRG-4, WRG-8, WRG-9, WRG-10, WRG-13, ESC-2, ESC-5, LTS-2, LTS-5, LTS-6, LTS-8)
Increase career and college preparation opportunities that are available to students during the regular school day, with an emphasis on professional (soft) skills. (WRG–3, WRG-5, WRG-8, WRG-9, WRG-10, ESC-5, ESC-6)

 

Goal: Ensure the long-term sustainability of our school (LTS).

Objectives:

  1. Fund balance will reach 14% of annual revenue by May 2024, as measured by the annual fiscal audit.
  2. There are at least 4 student applicants for each available seat by May 2024, as measured by student lottery application data. 
  3. At least 10 highly qualified candidates for each staffing vacancy by May 2024, as measured by employee application data.
  4. At least 95% of employees who are offered continuing employment agreements accept them annually, as measured by the June personnel report each year.
  5. At least 10 collaborative projects with other schools, districts, and community organizations will have been completed or will be underway by June 2024, as evidenced by collaborative agreements.
  6. Business Alliance membership will reach 45 members by May 2024, as measured by signed partnership agreements and 200 business-related volunteer hours. Business Alliance membership will increase by 5 partners annually.
  7. Parents will contribute at least $30,000 annually by May 2024, as indicated by the annual fiscal audit.
  8. Grants, contributions, and proceeds will comprise at least 10% of annual operating revenue by May 2024, as measured by the year-end financial statement.

Strategies:

Develop a revenue-generating institutional development program that includes grant writing, annual and ongoing fundraising. (LTS-1, LTS-5, LTS-7, LTS-8, ESC-4, ESC-5)
Build a welcoming, inviting, modern facility that fosters leading edge approaches to teaching and learning. (LTS-2, LTS-3, LTS-4, LTS-7, LTS-8, ESC-5)
Adopt and implement with fidelity continuous improvement processes that allow for agility while growing a results-oriented culture of high expectations. (LTS-4, ESC-5, WRG-11, WRG-14)
Build a revenue-generating center for professional learning. (LTS-1, LTS-3, LTS-4, LTS-5, LTS-8, WRG-4, WRG-13, ESC-5, ESC-6)
Improve overall business engagement to include assistance with curriculum and program development, financial contributions, volunteering in classrooms, and support for internships and externships. (LTS-1, LTS-5, LTS-6, LTS-8, WRG-1, WRG-2, WRG-3, WRG-4, WRG-8, WRG-9, WRG-10, WRG-12, ESC-1, ESC-2, ESC-5)