Elevate 2030

Elevate 2030 Strategic Plan

We cultivate and empower every student’s potential through high-quality, rigorous instruction, personalized support, and strong relationships.

Download the Elevate 2030 Strategic Plan

Profile of a Learner

Mission

We cultivate and empower every student's potential through high-quality, rigorous instruction, personalized support, and strong relationships. In partnership with families and communities, we elevate learning experiences that prepare students to thrive as engaged learners, adaptable individuals, and confident contributors: community, college, and career ready.

Vision

Elevate. Empower. One NNPS.

Core Values

Integrity: We are committed to being honest, transparent and ethical

Respect: We value every individual

Accountability: We own our actions and commitments

Excellence: We strive for high quality in everything we do

Empowerment: We foster growth and recognize potential in everyone

Collaboration: We connect, communicate, and create solutions together, ensuring all stakeholders are informed and engaged

Strategic Goals

Academic Literacy

Goal: By 2030, 90% of students in grades 3 and 5 will be proficient in reading and math, with steady annual growth and a focus on closing achievement gaps.

Action Steps	Key Performance Indicator (KPI)
1.1. Strengthen core instruction in reading and math through aligned curriculum, high-quality resources, and ongoing professional learning for teachers, with a focus on data to guide instruction.	We will increase proficiency rates in grades 3 and 5 in reading and math by at least 6 percentage points each year, reaching 90% by 2030.
1.2. Embed inclusive practices such as co-teaching, scaffolds, and specially designed instruction (SDI) to ensure students with disabilities, English learners, and other high-need subgroups have equitable access to grade-level content and accelerated learning opportunities.	By 2030, we will ensure reporting group proficiency rates in grades 3 and 5 reading and math are within 15 percentage points of overall student proficiency. All reporting groups will demonstrate at least 3 percentage points of annual growth in proficiency until the gap target is reached.
1.3. Integrate literacy and numeracy skills across all content areas by equipping teachers to embed reading, writing, problem-solving, and academic vocabulary into daily lessons.	By 2030, we will ensure 100% of schools show evidence of cross-curricular literacy and numeracy integration—through lesson plans, walkthroughs, and student work—reviewed quarterly and tied to annual growth targets.
1.4.1. Implement a comprehensive teacher recruitment strategy, including early hiring timelines, university partnerships, residency pipelines, military-toteacher pathways, and incentives for hard-to-staff schools/content areas. 1.4.2. Strengthen induction and mentoring supports for new teachers and enhance ongoing professional learning aligned with high-quality instruction. 1.4.3. Implement strategies to improve teacher retention, including leadership coaching, school climate monitoring, recognition initiatives, and workload reduction efforts. 1.4.3. Build internal pipelines for aspiring teachers, paraprofessionals, and high school students (e.g., Educators Rising, CTE Teacher Prep pathways).	By 2030: Teacher retention will increase to 90%, with annual growth of 3 percentage points. NNPS will reduce vacancies by 40% division wide, with annual vacancy reduction targets. 100% of new teachers will complete the enhanced induction program with positive satisfaction ratings of 85% or higher. By 2030, the percentage of teachers rated “effective or highly effective” will increase by 5% annually, reflecting improved instructional capacity. By 2030, the number of “emergency” or “provisional” teacher placements will decrease by 10% annually.

Culture of Advancement

Goal: By 2030, we will increase student engagement and successful completion of advanced learning opportunities across all areas of the curriculum, while maintaining strong academic growth at all grade levels to ensure students are prepared for future-ready pathways.

Action Steps	Key Performance Indicator (KPI)
2.1. Establish an additional pathway for academic enrichment at the elementary level to complement existing Talented and Gifted (TAG) and magnet programs, ensuring broader access to advanced learning opportunities.	By 2030, 100% of elementary schools will implement at least one academic enrichment offering beyond TAG and magnet programs, with participation increasing by 5% annually and reﬂecting equitable representation by race, gender, language status, and economic background.
2.2. Implement the Advanced Learning Communication Plan to increase family awareness and understanding of advancement opportunities through an interactive course guide, targeted social media strategies, an administrator handbook and a professional development framework.	By 2030, 85% of families across NNPS will report increased awareness and understanding of advanced learning opportunities as a result of the enhanced communication plan, as measured by division-wide family surveys, engagement analytics, and participation data.
2.3. Provide ongoing, targeted professional development for teachers, instructional coaches, and school leaders to enhance instructional capacity in academic enrichment, differentiation, and high-level questioning strategies that promote deeper learning for all students.	By 2030, NNPS will build staff capacity to support advanced learning by ensuring that at least 90% of instructional staff engage in professional learning focused on enrichment and differentiation, with observable shifts in instructional practice across all schools.
2.4. Expand access to rigorous academic pathways that prepare middle and high school students for college success, including honors, dual enrollment and other advanced coursework.	By 2030, 85% of secondary students will enroll in and successfully complete at least one advanced learning course annually, such as Pre-AP, dual enrollment or honors, demonstrating mastery of college-ready skills, with outcomes monitored to ensure equitable participation and achievement across student subgroups.
2.5. Establish mechanisms for student voice and leadership in shaping and evaluating advanced learning opportunities (e.g., student advisory groups, enrichment ambassadors, annual student surveys on rigor and engagement).	By 2030, 100% of secondary schools and 75% of elementary schools will implement structures for student feedback and co-creation of enrichment opportunities, with data used annually to reﬁne programs and pathways.
2.6. Launch a quarterly "Safety & Well-Being Dashboard" for families and staff that reports progress on drills, audits, and climate data.	By 2030, perception survey confidence in NNPS safety systems will increase by 10% annually.
2.7. Strengthen systems of social-emotional learning, student voice, and restorative practices to create safe, inclusive, welcoming school climates.	By 2030, suspensions will decrease by 8% annually. By 2030, chronic absenteeism will decrease by 2 percentage points annually due to climate and safety improvements.

Workforce Readiness

Goal: By 2030, we will increase the number of students who graduate workforce-ready, equipped to enter high-demand careers and meet the needs of a changing economy.

Action Steps	Key Performance Indicator (KPI)
3.1. Expand and offer diverse career pathways for all students aligned with both regional and national workforce needs.	By 2030, we will increase enrollment in Career and Technical Education (CTE) programs by 10% annually. By 2030, we will increase the number of graduates who will earn one or more high-demand industry credentials by 5% annually.
3.2. Integrate soft skills and civic responsibility into daily instruction.	By 2030, at least 70% of students participate in a civic engagement activity within their class or school each year. By the end of each academic year, 100% of eligible students will have had the opportunity to register to vote during scheduled class time. By 2030, 100% of appropriate elementary, middle, and high school courses incorporate Virginia Department of Education-defined Workplace Readiness Skills into curriculum materials.
3.3. Provide hands-on, real-world learning experiences through partnerships.	By 2030, we will Increase the number of CTE high-quality work-based learning (HQWBL). experiences completed by 15% annually. By 2030, at least 50% of high school students complete one or more CTE HQWBL experiences by graduation.

Action Steps

Key Performance Indicator (KPI)

3.1.

Expand and offer diverse career pathways for all students aligned with both regional and national workforce needs.

By 2030, we will increase enrollment in Career and Technical Education (CTE) programs by 10% annually.

By 2030, we will increase the number of graduates who will earn one or more high-demand industry credentials by 5% annually.

3.2.

Integrate soft skills and civic responsibility into daily instruction.

By 2030, at least 70% of students participate in a civic engagement activity within their class or school each year.

By the end of each academic year, 100% of eligible students will have had the opportunity to register to vote during scheduled class time.

By 2030, 100% of appropriate elementary, middle, and high school courses incorporate Virginia Department of Education-defined Workplace Readiness Skills into curriculum materials.

3.3.

Provide hands-on, real-world learning experiences through partnerships.

By 2030, we will Increase the number of CTE high-quality work-based learning (HQWBL). experiences completed by 15% annually.

By 2030, at least 50% of high school students complete one or more CTE HQWBL experiences by graduation.

Civic & Business Partnerships

Goal: By 2030, all students in grades 6–12 will engage in real-world learning experiences that connect them to their communities and prepare them for future success.

Action Steps	Key Performance Indicator (KPI)
4.1. Create a comprehensive framework for defining school division needs to match with potential business and community supports; build a network of partnerships with a diverse group of businesses and organizations to support a variety of student interests and learning experiences; leverage civic partnerships for student service learning and engagement.	By 2030, we will design and complete infrastructure to coordinate partnership engagement by year one. By 2030, we will also assign management responsibility to administrator/execution team.
4.2. Partner with local organizations to co-design learning experiences; ensure experiential learning is mapped to standards in NNPS Profile of a Learner.	By 2030, all schools will identify at least three strategic partners aligned with learning goals. By 2030, we will increase to 100% student participation in business and community partner-designed experiential learning activities that are mapped to NNPS Proﬁle of a Learner through STEM challenges, history projects, cultural expos, etc.
4.3. Develop a centralized portal for schools and partners to connect, post opportunities and share outcomes; ensure access in multiple languages and formats for equity.	By 2030, we will track the number, type and impact of partnerships per school. Include metrics such as student participation in learning experiences, feedback from partners, family survey responses and postsecondary plan development.

Action Steps

Key Performance Indicator (KPI)

4.1.

Create a comprehensive framework for defining school division needs to match with potential business and community supports; build a network of partnerships with a diverse group of businesses and organizations to support a variety of student interests and learning experiences; leverage civic partnerships for student service learning and engagement.

By 2030, we will design and complete infrastructure to coordinate partnership engagement by year one.

By 2030, we will also assign management responsibility to administrator/execution team.

4.2.

Partner with local organizations to co-design learning experiences; ensure experiential learning is mapped to standards in NNPS Profile of a Learner.

By 2030, all schools will identify at least three strategic partners aligned with learning goals.

By 2030, we will increase to 100% student participation in business and community partner-designed experiential learning activities that are mapped to NNPS Proﬁle of a Learner through STEM challenges, history projects, cultural expos, etc.

4.3.

Develop a centralized portal for schools and partners to connect, post opportunities and share outcomes; ensure access in multiple languages and formats for equity.

By 2030, we will track the number, type and impact of partnerships per school. Include metrics such as student participation in learning experiences, feedback from partners, family survey responses and postsecondary plan development.

Elevating Our Identity

Goal: By 2030, Newport News Public Schools will strengthen the district’s image through consistent storytelling, elevating community pride, and the celebration of student and staff success.

Action Steps	Key Performance Indicator (KPI)
5.1. Engage a marketing and communications consultant to lead a multi-year branding initiative. The consultant will conduct a brand audit, design a visual identity refresh, and implement an integrated media campaign.	By 2030, 100% completion of Year one campaign milestones as outlined in the consultant’s scope of work (brand audit, messaging toolkit, launch plan, visual identity) by July 30, 2026. By February 2026, we will launch a refreshed brand identity. By 2030, we will achieve a minimum 10% annual increase in positive stakeholder perception from 2025-2026 baseline.
5.2. Launch a coordinated storytelling campaign that shares weekly success stories of students, staff, and schools via the district website, newsletters, social media, and partner media outlets.	By 2030, there will be a 15% annual increase in engagement metrics (newsletter open rates, social media shares, website visits). By 2030, at least 52 feature stories are published annually (1 per week).
5.3. Design and promote a "District of Choice" brand identity with a new slogan and media assets. Incorporate into recruitment materials, school signage, and community presentations.	By February 2026, 100% of principals will be trained in district messaging.
5.4. Track and grow regional media exposure through intentional pitching of NNPS success stories, programs, and partnerships to local media.	By 2030, there will be a 10% annual increase in perception survey ratings on effective communication.
5.5. Implement an annual workforce recruitment marketing campaign including branding, testimonials, digital media outreach, and recruitment events.	By 2030, NNPS will see a 15% annual increase in applications across priority shortage areas. By 2030, regional perception surveys will reflect a 10% annual increase in "NNPS is an employer of choice."