LV – Background Information / Documents

Leadership and Vision – Background Information / Documents

A high quality leadership team has a clear vision, ambition, and goals; a sense of purpose and high aspirations with an action plan aligned to priorities; a focus on student success; an organization structure with defined roles; and a system of continuous improvement.  The elements of vision and leadership are continuous improvement, communication, and vision.

Continuous Improvement:

  • The District uses the S-CAP cycle and process to develop and revise district priorities, then monitor and evaluate progress toward the priorities. 
  • The District Leadership team, along with input from the District’s combined Professional Learning Development meetings, the District Accountability Committee (DAC), and the community stakeholders review student data and system data, using SSR executive summaries as a guide, to establish priorities. 
  • The priorities are established for a two-three year cycle, with actions within each priority adjusting annually upon review of leadership team and stakeholders identified previously. 
  • It is the primary responsibility of the superintendent to ensure the district priority actions are implemented and sustained to achieve the vision of the district.  
  • Current District Priorities were established based on the Executive Summary from the SSR Review in March of 2022 and through feedback from District Leadership, the District’s combined Professional Learning Development meetings, the District Accountability Committee (DAC), and the community stakeholders.  They are monitored throughout the year by district staff. 
  • During a two-day professional development day, the district went through prior evaluation with staff who then helped write the new priorities. The community was invited on day two to review the new priorities and offer input.
  • During a two-day professional development day, staff were asked if our mission and vision statement still represents the district (on day one). The staff drafted a new mission statement that was presented to community members on day two. The mission statement was revised with all stakeholder input.
  • The board reviews and approves updated vision, mission, and strategic priorites. They use it as a reference when adopting or revising policies. Board meeting are open to the public and feedback and discussion is welcome from all stakeholders.


Communication is constantly shared with families and the greater Hanover community via ParentSquare, an app-based information system.  In addition, our leadership team manages our Facebook and NextDoor accounts that provide frequent updates of learning and activities in our schools.  We utilize our website for not just static information that is updated regularly as needed but alerts and notifications. These alerts and notifications are then archived on our Hornet’s Nest blog. We also use social media to reach our families and the greater Hanover community.

The Superintendent holds monthly Coffee with Coop meetings (sample)

Social Media and Zoom links for public meeting are available on the district website.

Communication Plan 2023-24

Vision, Mission, Core Beliefs

New School Year Welcome Letter


  • How district vision, mission and strategic priorities part of leadership/staff decision and policy-making

Teacher Evaluation are conducted under the Colorado Department of Education Evaluations System, Randa. The High Quality Teaching Indicators are part of the Randa review.

Board Leadership:

  • The Board governs by policy governance. They approve updated Mission, Vision, and S-CAP Priorities.
  • The Board continuously reviews their policies every three years on a schedule (or earlier if needed) to ensure they are current and aligns with the district vision and the policies that govern the vision.

​Staff and teacher turnover:

Generations Networking Grant

2021-2022 Staff Attendance

Staff Retention

In the last few years, recruitment and retainment of our staff has been challenging. The distance between the Elementary, the Jr/Sr High School, and local township prove difficult for staff development and the additional cost of fuel.