Strategic Plan

Strategic Plan / Dashboard

Tri-Creek School Corporation has published Strategic Plan documents in three year terms - 2012-2015, 2015-2018, and a new strategic plan will be coming for 2018-2021.  

View progress on 2015-2018 strategic plan initiatives via our Dashboard.

 Jump to:
Student Growth and Achievement | Finance and Resources | Culture and Climate

Strategic Plan Icon for Growth and Achievement
Goal Area 1: Student Growth and Achievement Action Plan 2015-2018

Tri-Creek School Corporation will maintain an “A” rating as a district each school year as measured by the Indiana Department of Education Accountability report card.

Strategy 1:  Align curriculum and curricular strategies K-13

Throughout the past three years, the Student Growth and Achievement team have been working to develop a process for insuring alignment amongst all programs within the district.  We began by creating a process for evaluating programs within the district.  This past year, we utilized this process to evaluate Title I and High Ability as well as adopt new math resources.  Our data team process uncovered the need for transitional supports for students between levels.  We continued a Summer Bridges program from 8th to 9th grade and added a Bridges program from 5th to 6th grade.  In addition, our data team worked together to determine district-wide areas of academic need. 


Strategy 2:  Create career pathways leading to licensure, certification, or one year worth of college credit. Revisit and revise career pathways based on monitoring data. 

At the high school level, all career area pathways have been finalized for application with students.  Each student will choose a flexible career pathway freshman year that will help guide students to choose courses that support their areas of interest.  These pathways also include multiple opportunities for students to earn college credit through an Advanced Placement (AP) or Dual College Credit Course.  We have since seen an increase in the number of college credits students are earning.  Continued alignment of college and career needs is now supported through the Redesigning School Counseling grant.


Strategy 3:  Provide the necessary professional development to and coaching support to stakeholders to carry out the actions in Strategies 1 and 2 successfully.

We have streamlined professional development opportunities to coincide with our identified areas of opportunity.  The MyLearningPlan tool has allowed us to present a catalog of available professional development in these areas.  Our district and building teams are then able to track the type and amount of professional development utilized by our staff.  This laser focus has also led to our district participation in the AP TIP-IN program.  This program supports success in AP and requisite courses.  The district is current engaged in participation with professional development in the areas of Literacy, Project-Based Learning, Technology Integration, and Depth of Knowledge.



Strategic Plan Icon for Finance and Resources

Goal Area 2: Finance and Resources Action Plan 2015-2018


Goal:  Tri-Creek School Corporation will develop and implement a transparent, data driven, system for financial responsibility to provide a globally competitive environment for student achievement.


Strategy 1:  Develop a formal process to request Professional Development outlined by the corporation’s strategic plan and/or school improvement plan.

Working together with members of the Student Growth and Achievement strategic goal area team we evaluated the needs for a professional development tracking system to ensure that a single system might meet the needs for both teaching and support staff.  MyLearningPlan was selected because of the ability to create a professional development catalog of options for staff along with the ability to track attendance in order to determine gaps in skill areas. Next steps include rolling out MyLearningPlan to support staff members as professional development opportunities increase.

Strategy 2:  Develop a process to evaluate current and future programs for effectiveness.

Working together with the Division of Innovations in Learning we adopted a process for evaluating programs that was already in place for instructional programing. This includes looking at existing procedures, looking at outside practices (often with the support of experts in the field), determining best practices, creating an evaluation plan that includes stakeholder input, and finally monitoring programs once processes are in place.  This helps to make a recurring program evaluation focus that allows for changes after several years.

Strategy 3:  Develop and implement a plan to evaluate capital needs in the district.

We have partnered with local experts in facilities and security to conduct audits and reviews of needs for building and equipment replacement, refurbishment, and ongoing maintenance. This resulted in the development of a 5 year plan that takes into account funding needed to support building needs for regular operation as well as building requests for additional improvements. All of this information is tracked using an internal tracking system that allows district stakeholders to see when equipment needs to be replaced, approximate costs, and priority with other items.   

Strategy 4:  Evaluate and create an employment package to retain quality employees.

We utilized the benefits committee to evaluate the current benefit offerings and review the packages as compared to our league schools as well as outside industry benefit packages. Insurance offerings and other benefits have been evaluated for value as they are up for renewal. We have partnered with experts in the education industry to conduct audits in our Transportation, Cafeteria and Custodial/Maintenance departments. These audits provide us with an industry comparison of our current compensation and benefits packages, as well as recommendations.  To further compare our benefits and compensation packages, we utilize the Forecast 5 Analytics software to trend data.

Strategy 5:  Identify opportunities for revenue generation and/or cost offset to increase district savings.

We have had an ambitious plan for the growth of solar energy as a means to offset the costs of regular energy production.  By the end of 2017 4 of the 5 schools and the Transportation Center will have some form of solar energy helping to drive district dollars back into the classrooms.  


Strategic Plan Icon for Climate and Culture

Goal Area 3: Culture and Climate Action Plan 2015-2018

Students, faculty, and community members will work together so that each is empowered to advance their potential.

Strategy 1:  Establish a partnership with the IDOE’s Family Friendly Schools

All 5 buildings have established a partnership with the IDOE Office of Family and Friendly Schools. Each building has earned the distinction of the Family Friendly Schools. Through the process, school buildings have developed parent advisory committees that they use to provide additional stakeholder feedback on the work they are completing.  Next steps include the renewal of the distinction for each year, a redesign of stakeholder feedback surveys, and pairing Family Friendly Schools with AdvancEd accreditation.

Strategy 2:  Analyze specific vehicles of communication and enhance systems already in place.

We continue to analyze our communication tools and search for ways to measure the effectiveness of the tools we use.  Next steps include identifying tools that can be used to track and measure communication delivery systems (Facebook, podcast, SchoolMessenger messages, emails, etc.) and continuing to identify areas of improvement for 2-way communication

Strategy 3:  Create and implement a district and building level marketing plan. 

In this area we have invested a lot of time in policy and procedure revisions, auditing branding to learn more about how the Tri-Creek name is used for a variety of promotional materials, and writing articles, communications, and press releases.

We are focusing now on working with the Marketing & Graphic Design class on Farmer's Market, building the safety & crisis communication protocol (both in the building and to the community), and on pursuing trademarks and logo creation. This fall we will be conducting staff trainings on marketing and social media and pulling the noncompliant social media pages into compliance.