• DEMOGRAPHICS
    YEAR SCHOOL OPENED
    1976
    ATTENDANCE RATE (%)
    88.7
    student Enrollment
    1379
    Race/Ethnicity (%)
    African American....................... 4.8
    Hawaii/Pac. Islander..........................
    White.............................. 83.3
    Multiracial...................... 3.6
    Hispanic......................... 6.2
    American Indian/AK.......................
    Asian.............................. 1.7
    GENDER (%)
    Male................................ 50.5 
    Female........................... 49.5
    Special Services** (%)
    FARMS........................... 16.1
    504.................................. 7.9
    Special Ed..................... 8.6
    LEP.................................
    Title 1............................. no

     **Special Services Terms Glossary

    School Renovation Details -2004-2005, 2016-2018 Science classroom renovation & Openspace enclosure

Chesapeake High School

Strategic Plan Indicators

  • After each school leadership team reflected on its school culture, community, and the key contributing factors to student growth, they used this information to select the Strategic Plan Indicators that would have the greatest positive impact for their students.  Each school was directed to select two to six indicators on which to focus during the 2018-19 school year.  Certainly, we all know that if we focus narrowly and deeply, we are more likely to realize positive results.  The indicators that this school’s leadership team selected are noted below.

  • 2019-2020 STRATEGIC PLAN INDICATOR(S) CHOSEN BY THE SCHOOL - 1, 7, 9 (EXPAND TO VIEW DETAILS)

    Indicator 1. INCREASE THE PERCENTAGE OF STUDENTS, FAMILIES, STAFF, AND PARTNERS WHO REPORT FEELING LIKE A VALUABLE MEMBER OF THE SCHOOL OR SCHOOL SYSTEM COMMUNITY

    Indicator 7. INCREASE THE PERCENTAGE OF STUDENTS IN GRADES 9-12 WHO MEET OR EXCEED EXPECTATIONS ON STANDARDIZED ENGLISH AND MATHEMATICS ASSESSMENTS

    Indicator 9. INCREASE THE PERCENTAGE OF 9TH GRADERS WHO MATRICULATE TO 10TH GRADE STATUS AFTER ONE YEAR

    We deleted Indicator #13 due to a more deeper and intentional focus on Indicators 1, 7, and 9. The three indicators (1, 7, and 9) are tightly aligned with our School Improvement Plan. We recognize indicator 13 around completing career-based professional internships is important and is an area we area seeking to increase; however, it is not our primary focus this year.

  • 2018-2019 Strategic Plan Indicator(s) Chosen by the School - 1, 7, 9, 13 (expand to view details)

    View Full List/Descriptions of Indicators

    Indicator 1. INCREASE THE PERCENTAGE OF STUDENTS, FAMILIES, STAFF, AND PARTNERS WHO REPORT FEELING LIKE A VALUABLE MEMBER OF THE SCHOOL OR SCHOOL SYSTEM COMMUNITY

    Indicator 7. INCREASE THE PERCENTAGE OF STUDENTS IN GRADES 9-12 WHO MEET OR EXCEED EXPECTATIONS ON STANDARDIZED ENGLISH AND MATHEMATICS ASSESSMENTS

    Indicator 9. INCREASE THE PERCENTAGE OF 9TH GRADERS WHO MATRICULATE TO 10TH GRADE STATUS AFTER ONE YEAR

    Indicator 13. INCREASE THE PERCENTAGE OF STUDENTS COMPLETING CAREER-BASED PROFESSIONAL INTERNSHIPS

Strategic Journey

  • Throughout the next 3 years, schools will focus on their chosen Strategic Plan Indicators as the drivers to increase student engagement and achievement within their schools.  They will choose strategies to help them grow or increase within each indicator and will monitor and evaluate the student and school changes that take place along the journey.  Below you will see what this school imagines their students and school to look like in 2021 after having focused and worked on their chosen indicators for three years.

Our Vision of Success: 2021

  • Increased stakeholder engagement opportunities will be planned throughout the year, both on and off campus, to engage with parents/community stakeholders in conversations about events and initiatives related to the school. Using PBIS to improve the school climate through evidence of staff and student appreciation/recognition throughout the building. 

    Students will feel safe and welcomed when they enter the doors of Chesapeake HS.  They will see  staff members who want to engage and challenge them in a supportive rigorous environment.  They will see themselves throughout the building in visual displays and take pride in what it means to be a Chesapeake Cougar.  They will also find support for their social and emotional needs.  They will feel the adults care about them and know their stories.  They will build strong relationships with one another other and with their teachers.  Lastly, they will feel prepared to take on the challenges of life after high school.

    Adults will feel invested in the success of Chesapeake.  They will feel heard and appreciated when it comes to the mission and vision of the school.  They will seek to challenge students to be the best version of themselves they can be, regardless of perceived limits to their abilities.  They will take pride in being a part of the Chesapeake family and value the relationships they have with one another.  They will also feel empowered to change the status quo and seek ways to engage and challenge students to best meet the students’ needs.

    A school-wide approach to academic success of all students where regardless of the class, the skills needed for success will be practiced and reinforced in all areas.  Staff in assessed areas will work collaboratively to taylor instruction to meet the specific needs of all students.  They will not only seek out professional development, but will readily incorporate these skills and concepts into their daily lessons.  We will also be proactive to actively engage reluctant learners by ensuring they have the requisite skills to be successful in school.  We will find alternative ways to reteach material to ensure students can achieve success after initial failure.  We will use researched based programs to improve instruction by taking AVID school-wide and using other available programs to support teachers in their efforts to reach their students.

    Students will interact with a staff that cares for them and actively works to build relationships with them.  They will find classrooms that offer alternative seating arrangements and lessons that foster student collaborations.  They will find there are avenues to success after failure as well as opportunities to improve their grades within the school day. 


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    Students will say their teachers care about them and work hard to prevent them from failing.  They will say their teachers know them and make efforts to engage them in ways that meet their specific needs.  They will be grateful for opportunities to seek out and participate in internships and learning opportunities beyond the walls of CHS. Lastly, they will feel prepared to face the world beyond high school.

    Adults will see their efforts and hard work have made a difference in the lives of ALL of their students.  They will see classrooms that make use of a variety of different activities and space.  They will see they have the tools to help reach even the most reluctant learners.  

    Staff members will say they feel a part of the process of making Chesapeake a great school.  They will say they were supported and heard by administration when it comes to the overall climate of the building.  Finally, they will say Chesapeake is a great place to work.

    By the end of the 2022-2023 SY, Chesapeake HS will foster a school climate where students, families, staff, and community partners feel welcomed and are  vested members of the school community.