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XCS Strategic Plan & Portrait of a Graduate
XCS Portrait of a Graduate
The Portrait of a Graduate defines the key skills and mindsets that students will develop over the course of their academica career at Xenia Community Schools. These six traits help define what it means for our students to be ready for the world:
Empathy
XCS students notice and respect other people’s feelings, treat them with kindness and respect, and use this understanding to build meaningful connections.
Learner’s Mindset
XCS students will be curious learners who are always eager to learn new things. They will embrace challenges, try new approaches, and stay open to growth with each experience.
Perseverance
XCS students understand that failure is a natural part of the learning process as they persevere through adversity, learn from mistakes, and use setbacks as opportunities to grow stronger as they strive to reach their goals.
Responsibility
XCS students own their choices, stay accountable, and contribute positively to their community and the people around them.
Critical Thinking
XCS students think critically by questioning information, evaluating evidence, considering multiple perspectives and developing reasoned solutions in real-life situations.
Communication
XCS students communicate effectively by listening attentively, articulating thoughts clearly, and using appropriate nonverbal communication skills to adapt their message for different situations and audiences to build understanding and collaboration.
XCS Strategic Plan
Destination 2030: Every Student, Future-Ready serves as a clear and focused roadmap for our district. It outlines the priorities and commitments we’re making to students, staff, families, and the broader Xenia community — all centered on academic excellence, personal growth, and social responsibility.
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XCS will foster an environment of academic excellence by strengthening teaching and learning practices, supporting student engagement, and promoting a culture of continuous improvement that prepares students for success in the 21st century workforce.
# Objectives Strategies 1A By Spring of 2026, XCS will create a high-quality curriculum, instructional, and assessment practices roadmap for all subject areas in grades PreK-12.
- Implement a uniform system for professional feedback, reflection, and coaching grounded in data to support effective teaching and learning.
- Implement high quality, individualized professional development that supports best instructional practices that support student engagement and growth.
- Establish consistent practices for reviewing and renewing high-quality instructional resources.
- Establish consistent expectations for curricular, instructional and assessment practices to maximize student achievement.
1B By Spring of 2027, XCS will integrate Portrait of a Graduate competencies in all PreK-12 academic content areas to prepare 100% of our students for college, the workforce, or the military. - All academic content areas will build digital literacy and technological proficiency.
- Transform spaces for innovation and expand opportunities for project-based learning, experiential learning, real-world application, and career exploration.
- Develop college, career, and workforce pathways to prepare each student for future success.
- Integrate Portrait of a Graduate competencies into PreK-12 roadmaps.
1C From 2026-2029, XCS will demonstrate continuous progress toward closing educational gaps as measured by the “Gap Closing” indicator on the Ohio State Report Card. - Strengthen social-emotional and academic MTSS/RTI models.
- Analyze and act upon assessment data to implement intervention and enrichment practices to personalize learning to support all students reaching their full potential.
- Execute a tiered system of support to improve student attendance.
- Early and consistent implementation of programs to target students who are at-risk of not graduating.
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XCS will align all district operating systems to support schools of quality and character.
# Objectives Strategies 2A By Spring 2026, develop and implement a comprehensive, cross-departmental Internal Responsibility Plan to manage operational logistics.
- Form interdepartmental workgroup to develop the IRP, to include representation from the Treasurer, Facilities/Operations, and Building Administrators.
- Implement changes recommended by the workgroup.
- Assess, evaluate, and course-correct as necessary.
2B Align 100% of purchasing decisions to established District goals and objectives. - Incorporate strategic plan goals as a step in the purchase process.
- Train supervisors/department leads to assess purchases in light of strategic goals.
- Create feedback to department leads to align educational goals with good stewardship of resources.
2C Implement a facilities management plan that aligns with District goals and objectives for students, and prioritizes the creation and maintenance of safe and secure spaces in all facilities. - Evaluate status of previous Facilities Plan.
- Create a 5-year plan that incorporates any remaining items, with a focus on both maintenance and regular upgrades to maintain a high-quality educational environment.
- Develop a strong partnership between district and building leadership teams to build pride in and ownership of each facility, creating and maintaining high standards for building use.
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XCS will champion a culture that attracts, develops, and retains effective staff who are willing to take risks, build relationships, and create a positive learning environment for student success.
# Objectives Strategies 3A By Spring 2026, create a Portrait of a Xenia Community Schools Educator that aligns high expectations for teachers with the mission and vision of the district. - Identify a XCS representative team to develop a Portrait of an XCS Educator.
- Define characteristics, traits and skills that will make up the Portrait of a Staff Member.
- Incorporate an interview process that maximizes the use of the Portrait of an Educator in the hiring, onboarding, and mentoring process.
3B Develop a comprehensive system for staff mentoring and leadership development with a strong focus on supporting all staff during their first three years with the district. - Create peer coaching networks and a continuous feedback process by the mentor.
- Provide experienced in-building mentors to support teachers.
- Provide accessible and engaging resources for professional development, ensuring that educators have ongoing opportunities for learning and skill enhancement.
3C Develop and implement a comprehensive hiring, onboarding, and evaluation strategy that supports the recruitment and retention of high quality staff. - Recruit early in the cycle each year to attract the best-possible candidates for open positions.
- Provide clear expectations for staff that drive evaluation, and support growth opportunities.
- Provide high quality professional development opportunities for staff that align with mission and vision.
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XCS will actively engage families in their child’s learning process through support, communication, and outreach to build credibility and trust. XCS will also help parents and families become active partners in their child’s education as the students develop the key competencies in the district's Portrait of a Graduate, with a focus on involvement, advocacy, and student success.
# Objectives Strategies 4A Actively engage XCS families to create a collaborative and open culture that welcomes feedback, keeps parents & families informed, and helps them connect with school staff in support of student success. - Ensure all families are connected through current communication technologies that streamline messages and eliminate barriers.
- Connect with families with regular, dynamic in-person events to engage them in the learning process.
- Family liaisons in each building will help bridge any gaps between school and families, ensuring that parents and caregivers are engaged in a two-way conversation and that there are ongoing opportunities for connection.
- Find new ways to solicit feedback from the community.
4B Actively engage students and build positive relationships by creating a positive school climate that sets high expectations for students in an environment that is welcoming, motivating, nurturing, and respectful. - Create schools that are welcoming and engaging for every student.
- Cultivate opportunities for belonging and connection to school.
- Incorporate a variety of student voices and perspectives into the decision-making process, creating leadership opportunities through the Superintendent's Student Advisory Group.
- Optimize use of technology to ensure students are informed and engaged in the learning process.
4C Actively engage the wider Xenia community, building strong connections through storytelling, partnerships, and collaborative efforts in support of student success. - Proactively tell the stories of success at Xenia Community Schools.
- Create and nurture opportunities for authentic partnerships with local businesses and organizations.
- Evaluate and improve current communications to the wider Xenia community.
- Develop a public dashboard that tracks and reports progress on district goals.
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The Xenia Community Schools Board of Education will be a professional, fiscally responsible, and responsive board in service of Xenia families. It will follow best practices and use established organizational norms, training, and data to create positive outcomes for students as they develop the competencies delineated in the Portrait of a Graduate.
# Objectives Strategies 5A Enhance Board Member Knowledge and Capacity - Implement a structured onboarding program for new board members, including training on policies, finance, and educational priorities.
- Provide ongoing professional development opportunities aligned with district goals and governance best practices.
- Establish mentorship pairings between experienced board members and new members to foster institutional knowledge.
- Regularly review and refine governance policies to align with state regulations and district needs.
5B Improve Board-Community Engagement and Transparency - Implement a structured process for community input, such as listening sessions, town halls, and digital feedback platform.
5C Ensure Effective and Ethical Board Operations - Establish an annual board self-assessment process to evaluate effectiveness and identify areas for growth.
- Adopt a board code of ethics and commitment agreement, with annual reaffirmation by all members.
- Use data-driven decision-making by integrating student performance metrics, financial reports, and policy impact assessments into board discussions.
- Schedule annual governance retreats focused on team-building and strategic goal alignment.
Accountable to Our Community
Keep track of the district’s progress on each of the five goals presented in the strategic plan through the online tracker.