INTRODUCTION

Strategic planning is something most districts do on a regular basis. It is an amazing opportunity for a district to reflect and look forward. This website will showcase our preliminary planning work. An additional website will be created once the final plan is created. This website will showcase the work done in development of the final plan. During the preliinary strategic planning sessions, the main questions we ask ourselves during this process are:

How are things going in our district right now?

Where do we want to be as a district in three to five years?

How can we best focus our efforts and work together to get there?

How can we continue to grow as a responsive organization?

LETTER FROM SUPT. & BOE PRESIDENT

Dear Goldbacks,

The Year of 2020 has been a test of endurance. At the time of this new strategic plan, our country is battling a global health crisis, an economic crisis, and a systematic racism crisis. All across the country, schools have had to reimagine what teaching and learning entails in a remote environment. The ability to unlearn and relearn will be the new test on how schools respond to the pandemics. The needs of our scholars during the ‘2020 academic pause’ will have ramifications over the duration of this strategic plan. However, in the Newburgh Enlarged City School District, we see these unprecedented challenges as opportunities.

Over the last five years, our district performance hit multiple milestones. This plan was developed collaboratively with district and community stakeholders representing all corners of our school system. We remain committed and united to our vision and mission. IMAGINE2025 is a forward-focus approach to educating Newburgh scholars over the next five years.

IMAGINE2025 will focus on four priorities:

  1. Teaching and Learning
  2. Wellness
  3. Transformative Leadership
  4. Efficient Operations

Each of these priorities are coupled with a set of strategic initiatives and outcomes that will guide our decision making. IMAGINE2025 is a plan for everyone, designed to bring together the most important efforts that will continue to drive our success.

Now more than ever, we must double-down on ensuring our district is culturally responsive. We have to make sure our district educates all children and continues to lead with an equity lens. Our promise will be to ensure that a child’s zip code, skin color, language, or disability do not become predictors of success.

We ask that you continue to ShoulderUp with us and IMAGINE a school district that excels and achieves new heights.

Through the Work of All,
Carole Mineo, Board President
Roberto Padilla, Superintendent

ROADMAP: FOCUS ON THE FUTURE

During the 2020-2025 Strategic Plan there are some big milestones that are planned along the way. Below is a sample of those milestones and what our progress is for each of these items. Our major outcomes of the strategic plans can be found on the Outcomes page.

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1:1 Devices
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NFA Main Pool Reopening
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New Cafeteria at HMS
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Students with 21st Century Skills
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Erasing the Impact of the Pandemic
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District-wide K-5 Reading Program
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District Workforce that Represents Scholar Population
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Reopen Portion of New Windsor School
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Career and Technical Education Center