NORWOOD PUBLIC SCHOOLS 2019-2024 NPS ......2015/06/20 · 3. Innovative Teaching and Leadership -...

NORWOOD PUBLIC SCHOOLS

2019-2024 NPS STRATEGIC PLAN

Full Strategic Plan w/Progress for FY19/20

As of June 15, 2020

MISSION STATEMENT

The Norwood Public Schools is committed to providing each student with a comprehensive and innovative education in an inclusive, safe, and supportive environment.

VISION STATEMENT All Norwood Public School students will: - be respectful, responsible, resilient, caring, and confident individuals; - be able to communicate effectively, think critically, and work both independently, collaboratively, and creatively; - be culturally competent global citizens who are civically active and embrace diversity in an increasingly interconnected world; - be successful lifelong learners who are future (college and career) ready.

CORE VALUES

1. Improved Student Learning - We believe in supporting Professional Learning Communities to set high standards for engaged student learning that focuses on critical thinking, creative thinking, and project-based learning so that all students meet their highest potential.

2. Social Emotional Wellness - We believe in embedding social-emotional learning into our school culture and curriculum and providing programs and services to meet the needs of our students.

3. Innovative Teaching and Leadership - We will ensure that evidence-based practices are implemented as well as endeavor to increase professional involvement in the improvement of instruction and school leadership.

4. Positive Learning Culture - We believe in cultivating a culture based upon respect, trust, collaboration, effective communication, and broad-based decision making to collectively provide a positive learning culture.

5. Productive Community Partnerships - We believe in working to strengthen the trust, engagement, collaboration, and critical support between all stakeholders and the Norwood Public Schools.

2019-2024 NPS STRATEGIC PLAN - PROGRESS AT-A-GLANCE

STRATEGIC OBJECTIVES AND STRATEGIC INITIATIVES EOY TARGET, MEASURE ACTUAL STATUS

1 Investment and Resource Allocation

1.1 Commit to an open and transparent budget process that includes all stakeholders. OUTCOME: Develop a budget communication plan based on the input from the stakeholder survey and information from research into best practices from neighboring districts.

100% % complete supporting items

88% As of 06/09/20

1.2 Develop community outreach and parent partnerships which will serve to educate and inform the stakeholders regarding the district initiatives (e.g., central registration). OUTCOME: Parents and Community members are informed of District initiatives, as a result of in-person and virtual presentations of the Strategic Plan.


95% As of 02/03/20

1.3 Align School-Town resources (financial systems, facilities, human resources, etc.) whenever possible to achieve strategic objectives and initiatives. OUTCOME: Aligning systems wherever possible for optimal management.


70% As of 06/09/20

1.6 Review and evaluate the efficacy of all Norwood contracts and schedules toward meeting strategic objectives. OUTCOME: Develop an updated approach to contract management that is informed by internal/external data collection and analysis.


96% As of 06/09/20

2 Facilities and Operations

2.1 Revisit previous facilities study and develop a long-term strategic facilities plan. Secure funding for MSBA partial funding for a new CMS. Investigate the reconfiguration of the elementary neighborhood schools model. Elicit staff input and involvement in the development and planning of the renovation projects. OUTCOME: Develop a long-term facilities plan based on insight from previous building studies and newly gathered information.


99% As of 06/15/20

2.3 Continue to update the infrastructure in all schools that support the technology-enhanced curriculum. OUTCOME: Develop and implement technology plan to update infrastructure in all schools over the next 5 years.


70% As of 02/03/20

2.4 Sustain and improve the necessary safety measures and procedures that promote safe learning environments (improve communications infrastructure). OUTCOME: Evaluate communication infrastructure within schools to inform school officials and public safety officials on safety protocols of all buildings district-wide.

100% % Complete

100% As of 06/15/20

3 Innovative Instruction and Personalized Learning

3.1 Establish standardized instructional practices for the district, based on best practices, and build understanding among the teaching staff. OUTCOME: Increased use of standardized tools and best practices in classrooms district-wide.


100% As of 06/05/20

3.2 Provide common planning/professional learning time at the elementary and high school levels for all staff (2 times a week for 30 minutes) through the provision of adequate specialist staffing. OUTCOME: All levels will be provided with a minimum of 45 minutes of common planning time a month.


100% As of 06/08/20

3.3 Implement a professional learning system by using professional learning time for instructional improvement that includes high-quality professional development, PLCs, tiered supports, data teams, and project-based learning. OUTCOME: Outcome: A professional learning system will be developed that supports the District Plan.


93% As of 06/05/20

3.4 Identify core instructional programming for each level and content area to ensure equity and horizontal and vertical alignment. OUTCOME: A Curriculum Review Cycle will be established.


100% As of 02/03/20

3.5 Leverage technology to optimize teaching and personalized learning and increase student engagement. OUTCOME: Personalized learning will be defined as well as expected student outcomes, and professional learning opportunities will be developed to leverage technology to engage students.


93% As of 06/05/20

3.6 Analyze and synthesize data to inform instruction for all students and create personalized learning and targeted instruction. OUTCOME: Use data to create a baseline measurement for student performance and evaluate the success of personalized learning programs.


82% As of 06/02/20

3.7 Develop and implement inclusive practices that consistently meet diverse learning needs in grades PK-12. OUTCOME: Develop a plan to improve inclusive practices for the district.


26% As of 06/08/20

4 Programs and Pathways

4.1 Develop pathways and programs that capitalize on student interest and teacher expertise. OUTCOME: Develop and initiate initial career pathways that align with student interest.

100% % complete

96% As of 06/05/20

4.2 Review and align existing programs and courses to fit a K-12 career pathway model including dual enrollment opportunities for college credit. OUTCOME: explore and pilot programs/courses for career exposure in PK-12 curriculum to fit the K-12 career pathway model including dual enrollment opportunities for college credit.

100% % complete

62% As of 06/10/20

4.4 Identify and develop community partnerships for various pathways (i.e.; health care, computer science, service industry, global studies, fine and performing arts, etc.). OUTCOME: Develop network of community partners to support career exploration for students, with clearly defined roles for partners and participating students.

100% 50% complete

42% As of 02/11/20

5 Safe and Supportive Schools

5.1 Develop a pre K-12 systematic approach to building student and teacher capacity for social-emotional learning. OUTCOME: Norwood Public Schools will identify programs/resources to support SEL work in grades PreK to 12.

100% % complete

37% As of 06/05/20

5.2 Increase district capacity for culturally responsive practices that encompass all aspects of school life (community, PTO, engagement, etc.). OUTCOME: Norwood Public Schools will develop a comprehensive plan for strengthening culturally responsive practices across the district.


26% As of 02/13/20

5.3 Engage parents through culturally competent communication and outreach to support social-emotional learning. OUTCOME: Identify and develop culturally competent communication and outreach to support social-emotional learning.

100% 25% complete supporting items

84% As of 06/08/20

5.4 Create and maintain a highly effective crisis and safety assessment teams in every school. OUTCOME: A District Safety Assessment Task Force will be established to review and improve district-wide safety procedures and policies.


75% As of 02/13/20

2019-2024 NPS STRATEGIC PLAN - PROGRESS DETAIL

FINANCIAL STEWARDSHIP STRATEGIC OBJECTIVES & STRATEGIC INITIATIVES

1 Investment and Resource Allocation

1.1 Commit to an open and transparent budget process that includes all stakeholders. OUTCOME: Develop a budget communication plan based on the input from the stakeholder survey and information from research into best practices from neighboring districts. (Myev Bodenhofer) (06/30/20) Comments on Status: the FY21 budget process is complete and it is my belief it was a very open and transparent budget process and communication improved

Measure: % complete supporting items

Target: 100% 88%

PROCESS/CHANGE BENCHMARKS START/END

DATE TARGET,

MEASURE ACTUAL STATUS

1.1.1 PROCESS BENCHMARK: Identify 3-5 other districts who use "Best Practices" in the budget process. #benchmark (David Thomson) Comments on Status: 11/22/19 - At Budget Subcommittee meeting chose to focus on Worcester, Brookline, and two out of state districts that have great examples of budget presentation 11/6/19 - have list of possible towns to consider from MASC conference, will discuss at Nov. 13 Budget Subcommittee meeting

07/01/19, 10/31/19

100% % complete 100%

As of 11/23/19

1.1.2 PROCESS BENCHMARK: Research and attend at least 1 MASBO/MASC Budget Workshop. #benchmark (David Thomson) Comments on Status: Dr. Thomson and Ms. Bodenhofer attended MASC session on Communicating the Budget: Transparency and Trust on November 6, 2019

07/01/19, 12/31/19


As of 11/06/19

1.1.3 PROCESS BENCHMARK: Schedule interviews with 3-5 select districts to discuss how they improved their budget process. #benchmark (David Thomson) Comments on Status: 12/18/19 Budget Subcommittee discussed findings from review of budget information available on the Worcester and Brookline school websites. 11/22/19 Budget Subcommittee meeting, decided to focus on resources from the Rennie Center and MASS webinar in addition to reviewing budget presentation information from other districts. Ms. Sheridan shared information about Clinton budget process at June School Committee meeting and Oct. 16, 2019 Budget Subcommittee meeting.

07/01/19, 01/31/20

100% % complete 80%

As of 01/22/20

1.1.4 PROCESS BENCHMARK: Develop survey (Survey Monkey) of community members, town meeting members and parents budget information access. #benchmark (David Thomson) Comments on Status: 3/18/20 - Survey results presented at School Committee meeting 1/22/20 - School Committee reviewed survey, ready to distribute 11/22/19 - Budget subcommittee reviewed draft of survey and discussed ways to distribute survey. Hope to complete plans for survey in December, but actually conduct survey after the holidays.

07/01/19, 03/15/20


As of 03/25/20

1.1.5 PROCESS BENCHMARK: Combine data gathered to assess our current process and make recommendations for change areas. #benchmark (David Thomson) Comments on Status: 6/12/20 - Although COVID -19 disrupted our budget process there has been significant improvement in our process based on best practice. We will continue to explore improvements in this area. 1/8/20 - School Committee approved Budget Timeline 11/22/19 - Budget Subcommittee discussed Budget TImeline. Questions about how best to present budget information will not be answered until after research and survey are complete. The deadline for this task should be updated.

07/01/19, 12/31/19

100% % complete 90%

As of 06/15/20

1.1.6 PROCESS BENCHMARK: Develop action areas (recommendations for changes) to improve transparency and first steps. #benchmark (David Thomson) Comments on Status: 1/22/20- Budget Sub Comm Survey community on how Budget information is attained 11/22/19 - Budget Subcommittee discussed Budget Timeline. Subcommittee continues research on best practices.

07/01/19, 01/31/20

100% % complete 60%

As of 02/03/20

1.1.7 EARLY EVIDENCE OF CHANGE BENCHMARK: Updated plan of overall budget process. #EECB (Myev Bodenhofer) Comments on Status: Budget Subcommittee Meeting 11/22/19 - agreed to a draft budget timeline, discussed options for presenting budget data School Committee approved Budget Timeline 1/8/20 Budget Subcommittee discussed how budget information should be compiled and presented to SC at 1/17/20 subcommittee meeting

07/01/19, 01/31/20


As of 01/22/20

1.2 Develop community outreach and parent partnerships which will serve to educate and inform the stakeholders regarding the district initiatives (e.g., central registration). OUTCOME: Parents and Community members are informed of District initiatives, as a result of in-person and virtual presentations of the Strategic Plan. (David Thomson) (06/30/20) Comments on Status: OUTCOME: Host strategic plan presentation to parent and community groups that inform these groups of the components and outcomes of the Strategic Plan.


Target: 100%

95%


DATE TARGET,


1.2.1 PROCESS BENCHMARK: Identify # stakeholder groups to present strategic plan. #benchmark (David Thomson) Comments on Status: Stakeholder groups included the entire community and parent groups. These were delivered to the community in a forum, replayed on NCM, then prested by Principals at their PTO meetings.

04/01/19, 12/31/19


As of 01/15/20

1.2.3 PROCESS BENCHMARK: Develop a presentation on the Strategic Plan that would be deliverable by Admin team members. #benchmark (David Thomson) Comments on Status: The link is set up on our website and fully accessible.

07/01/19, 12/31/19


As of 01/15/20

1.2.4 PROCESS BENCHMARK: Develop a calendar and schedule # presentations. #benchmark (David Thomson) Comments on Status: Presentations have been delivered and the community presentation is running on the local cable station.

07/01/19, 10/31/19


As of 01/15/20

1.2.5 PROCESS BENCHMARK: Develop and record a filmed version of the presentation for NCM (Local Cable) and facilitate online access. #benchmark (David Thomson) Comments on Status: The link to this video is on the district website and continues to play on NCM.

07/01/19, 11/30/19


As of 01/15/20

1.2.6 PROCESS BENCHMARK: Deliver # presentations. #benchmark (David Thomson) 07/01/19,

02/29/20 100%

% complete 100% As of 01/15/20

1.2.7 PROCESS BENCHMARK: Collect and analyze feedback from presentations to inform next steps. #benchmark (David Thomson) Comments on Status: 1/15/20 Initial feedback is positive on direction of the district. will be getting more feedback at the next PTO Advisory session. this feedback process will begin this week after the public presentation.

07/01/19, 04/30/20

100% % complete 65%

As of 02/03/20

1.2.8 EARLY EVIDENCE OF CHANGE BENCHMARK: Cable Broadcast of Presentation. #EECB (David Thomson)

07/01/19, 11/30/19


As of 11/18/19

1.2.9 EARLY EVIDENCE OF CHANGE BENCHMARK: # Presentation sessions held (in person and online presentations) #EECB (David Thomson) Comments on Status: The district-wide presentation was held Monday 11/18/19. This was recorded and will be shown on NCM soon. Once this is broadcast this benchmark will be 100%. First public presentation in Mid November

07/01/19, 02/29/20

100% % complete 90%

As of 11/20/19

1.3 Align School-Town resources (financial systems, facilities, human resources, etc.) whenever possible to achieve strategic objectives and initiatives. OUTCOME: Aligning systems wherever possible for optimal management. (Karin Sheridan) (06/30/20) Comments on Status: We have worked to coordinate HR tasks and have shifter some responsibilities to the town HR department. Town and School have been working together on the new MUNIS software - training and collaboration.


Target: 100% 70%


DATE TARGET,


1.3.1 PROCESS BENCHMARK: Initial Set up and Munis Training. #benchmark (Joe Kidd) Comments on Status: Initial MUNIS training was completed in June and refreshes/assistance during the summer.

07/01/19, 07/31/19


As of 10/18/19

1.3.2 PROCESS BENCHMARK: Implementation of budget tracking and accounts payable for FY20. #benchmark (Joe Kidd) Comments on Status: 11.14.19 - Business manager is currently working on creating new accounts aligned with end-of-year reporting standard for school districts. 10.01.19 - Will need to confirm with the business manager if all accounts are set up for tracking and if there are changes to accounts that are pending.

07/01/19, 08/31/19

100% % complete 50%

As of 11/14/19

1.3.3 PROCESS BENCHMARK: Plan for set up and transition to Payroll and Human Resources. #benchmark (Joe Kidd) Comments on Status: 11.14.19 - 10.01.19 - Initial setup of employees, salaries and deductions are in Munis. We still have to create and add pay codes for stipends. We also need to add second job codes to people who have multiple jobs in the district. There is configuration to do for time entry groups and to set up and plan for workflows and electronic timesheets.

07/01/19, 01/01/20


As of 01/15/20

1.3.4 PROCESS BENCHMARK: Conduct assessment and evaluation of proposed facilities department. #benchmark (Karin Sheridan)

07/01/19, 11/30/19


As of 02/03/20

1.3.5 PROCESS BENCHMARK: Monitor and report on improved financial systems and outcomes. #benchmark (Karin Sheridan)

07/01/19, 01/31/20

100% % complete

As of 09/30/19

1.3.6 EARLY EVIDENCE OF CHANGE BENCHMARK: Tyler/Munis Training. #EECB (Karin Sheridan)

07/01/19, 07/31/19

100% % complete 50%

As of 10/28/19

1.3.7 EARLY EVIDENCE OF CHANGE BENCHMARK: Survey Admin Group on Munis functionality. #EECB (Karin Sheridan)

07/01/19, 11/30/19

100% % complete

As of 10/15/19

1.3.8 EARLY EVIDENCE OF CHANGE BENCHMARK: Report on evaluation of proposed facilities department. #EECB (Karin Sheridan)

07/01/19, 12/31/19

100% % complete

As of 10/15/19

1.6 Review and evaluate the efficacy of all Norwood contracts and schedules toward meeting strategic objectives. OUTCOME: Develop an updated approach to contract management that is informed by internal/external data collection and analysis. (Myev Bodenhofer) (06/30/20)


Target: 100%

96%


DATE TARGET,


1.6.2 PROCESS BENCHMARK: Conduct survey of "Comparable Towns" to gather salary and benefit information. #benchmark (Myev Bodenhofer)

07/01/19, 12/31/19

100% % complete 90%

Comments on Status: Comparable towns Identified awaiting contracts, 6 out of 8 salary tables were collected by Oct. 30th. We gathered comparable town info for union salaries as well as bus drivers, bus monitors,

As of 06/09/20

1.6.3 PROCESS BENCHMARK: Develop a Timeline for and schedule for contract reviews (prioritizing those up for negotiation in the next year). #benchmark (David Thomson) Comments on Status: Contract reviews have been completed

07/01/19, 02/07/20

100% % complete 95%

As of 02/03/20

1.6.4 PROCESS BENCHMARK: Engage in training on contract negotiations for MASC for SC and Superintendent. #benchmark (David Thomson) Comments on Status: Training held Nov. 22, 2019.

07/01/19, 10/31/19


As of 11/23/19

1.6.5 PROCESS BENCHMARK: Review current Norwood contracts and develop a list of strengths and opportunities. #benchmark (David Thomson) Comments on Status: The draft list is now in place

07/01/19, 10/31/19


As of 06/08/20

1.6.6 PROCESS BENCHMARK: Review and expand the salary comparison completed in the fall of 2018. #benchmark (Myev Bodenhofer) Comments on Status: Complete - shared with SC 1/17/20

07/01/19, 01/30/20


As of 01/22/20

1.6.7 PROCESS BENCHMARK: Develop a list of negotiation priorities. #benchmark (David Thomson) Comments on Status: An Initial list (teachers and unit B) has been developed and shared with the School Committee and Labor counsel has reviewed contract language for additional priorities.

07/01/19, 01/31/20

100% % complete 90%

As of 02/03/20

1.6.8 PROCESS BENCHMARK: Review individual contracts to reflect current laws for consistency of language. #benchmark (David Thomson) Comments on Status: 1-24-20 Only contract remaining is Unit B all the others have been reviewed. We have reviewed the superintendent's contract and one principal. Once we complete the union contract reviews we will pursue this in earnest

07/01/19, 03/31/20

100% % complete 90%

As of 02/03/20

1.6.9 EARLY EVIDENCE OF CHANGE BENCHMARK: Develop a comparison of salaries and benefits from comparable towns to gauge Norwood's competitiveness in the job market. #EECB (Myev Bodenhofer) Comments on Status: Contracts and salary scales have been collected from 7 other districts (11/13/19). Next step is to complete an analysis of salaries.

04/01/19, 12/31/19

100% % complete 75%

As of 06/09/20

INTERNAL/OPERATIONAL STRATEGIC OBJECTIVES & STRATEGIC INITIATIVES

2 Facilities and Operations

2.1 Revisit previous facilities study and develop a long-term strategic facilities plan. Secure funding for MSBA partial funding for a new CMS. Investigate the reconfiguration of the elementary neighborhood schools model. Elicit staff input and involvement in the development and planning of the renovation projects. OUTCOME: Develop a long-term facilities plan based on insight from previous building studies and newly gathered information. (Paul Riccardi) (06/30/20)


Target: 100% 99%


DATE TARGET,


2.1.2 PROCESS BENCHMARK: School Building Committee Appointments (MSBA Deliverable). #benchmark (Paul Riccardi)

07/01/18, 07/01/19


As of 11/14/19

2.1.3 PROCESS BENCHMARK: Educational Profile Questionnaire (MSBA Deliverable). #benchmark (Paul Riccardi)

07/01/19, 07/30/19


As of 11/14/19

2.1.4 PROCESS BENCHMARK: Online Enrollment Projection (MSBA Deliverable). #benchmark (Paul Riccardi)

07/01/19, 07/30/19


As of 11/14/19

2.1.5 PROCESS BENCHMARK: Development of a facilities planning committee. #benchmark (Paul Riccardi)

07/01/19, 09/30/19


As of 11/14/19

2.1.6 PROCESS BENCHMARK: Enrollment/Certification Executed (MSBA Deliverable). #benchmark (Paul Riccardi)

07/01/19, 10/28/19


As of 11/14/19

2.1.7 PROCESS BENCHMARK: Maintenance and Capital Planning Information (MSBA Deliverable). #benchmark (Paul Riccardi)

07/01/19, 10/28/19


As of 10/28/19

2.1.8 PROCESS BENCHMARK: Local vote authorization to fund (MSBA Deliverable). #benchmark (Paul Riccardi) Comments on Status: Town Meeting vote on 10.17.19

07/01/19, 11/30/19


As of 11/14/19

2.1.9 PROCESS BENCHMARK: Feasibility Study Agreement (MSBA Deliverable). #benchmark (Paul Riccardi) Comments on Status: This was slightly delayed due to MSBA's questions about grade configuration. However, the agreement has been signed in April of 2020 - DT

07/01/19, 01/27/20


As of 06/15/20

2.1.10 PROCESS BENCHMARK: We affirm our interest to enter the feasibility stage of the MSBA process. #benchmark (Paul Riccardi)

07/01/19, 05/01/20


As of 06/15/20

2.1.11 PROCESS BENCHMARK: Present long-term strategic facilities plan to the school committee which will include developing an equitable standard of resources for all buildings across the district. #benchmark (Paul Riccardi) Comments on Status: The plan is complete dependent on the impact to the elementary schools by possibly moving the 5th grade to the Coakley.

07/01/19, 06/15/20

100% % complete 90%

As of 06/15/20

2.1.12 EARLY EVIDENCE OF CHANGE BENCHMARK: Complete MSBA deliverables and secure funding needed for the MSBA feasibility study for a new Coakley Middle School. #EECB (Paul Riccardi)

07/01/19, 01/27/20


As of 10/28/19

2.1.13 EARLY EVIDENCE OF CHANGE BENCHMARK: Form a school facilities planning committee to review the previous building study and begin development of a long-term strategic facilities plan based on that study. #EECB (Paul Riccardi)

07/01/19, 01/31/20


As of 10/28/19

2.3 Continue to update the infrastructure in all schools that support the technology-enhanced curriculum. OUTCOME: Develop and implement technology plan to update infrastructure in all schools over the next 5 years. (Joe Kidd) (06/30/20)


Target: 100%

70%


DATE TARGET,


2.3.1 PROCESS BENCHMARK: Review of current technology plan. #benchmark (Joe Kidd) Comments on Status: Review of 2013-2018 plan completed with updates to action steps and notes on improvements for next plan.

07/01/19, 07/01/19


As of 10/18/19

2.3.2 PROCESS BENCHMARK: Develop an outline of updated technology plan template tied to the strategic plan. #benchmark (Joe Kidd)

07/01/19, 09/01/19


As of 02/03/20

2.3.3 PROCESS BENCHMARK: Create District-Wide Technology Committee made up of district stakeholders with the purpose of developing an updated strategic technology plan. #benchmark (Joe Kidd)

07/01/19, 03/31/20

100% % complete 80%

As of 02/03/20

2.3.4 PROCESS BENCHMARK: Present new updated technology plan tied to district strategic plan to the school committee. #benchmark (Joe Kidd)

07/01/19, 06/30/20

100% % complete

As of 10/01/19

2.4 Sustain and improve the necessary safety measures and procedures that promote safe learning environments (improve communications infrastructure). OUTCOME: Evaluate communication infrastructure within schools to inform school officials and public safety officials on safety protocols of all buildings district-wide. (Hugh Galligan) (06/30/20) Comments on Status: School Emergency Operations Plan in final draft phase, outlining communications roles and responsibilities for all.

Measure: % Complete

Target: 100%

100%


DATE TARGET,


2.4.1 PROCESS BENCHMARK: Collection of all current communication safety procedures. #benchmark (Hugh Galligan) Comments on Status: 11.14.19 - Facilities department has inventory of all safety/communication equipment and safety manuals of each school.

07/01/19, 07/01/19


As of 11/19/19

2.4.2 PROCESS BENCHMARK: Review of communication and safety infrastructure and protocols in each building throughout the district. #benchmark (Hugh Galligan) Comments on Status: Achieved during 2018-19 Safety Team series.

07/01/19, 10/01/19


As of 11/13/19

2.4.3 PROCESS BENCHMARK: Formalize a district safety team comprised of school administrators, teachers, police, fire, and town government members. #benchmark (Hugh Galligan) Comments on Status: Safety Team meets multiple times each year, but needs to add representatives of teachers and town government.

07/01/19, 01/01/20


As of 02/13/20

2.4.4 PROCESS BENCHMARK: Assess communication infrastructure and safety protocol of all buildings district-wide and make recommendations for improvement. #benchmark (Hugh Galligan) Comments on Status: Safety team met with school committee in executive session to identify communication needs. Infrastructure and safety protocols are documented in the School Emergency Operations Plan. (SEOP).

07/01/19, 06/30/20


As of 06/15/20

2.4.5 EARLY EVIDENCE OF CHANGE BENCHMARK: Create district-wide plan for communication infrastructure for all buildings within the district. #EECB (Hugh Galligan) Comments on Status: School Emergency Operational Plan for district outlines communication procedures in the event of any emergency or hazard scenario. Improved communication submitted to school committee for capital outlay (radios, PAs, cameras).

07/01/19, 06/30/20


As of 06/15/20

PROFESSIONAL DEVELOPMENT STRATEGIC OBJECTIVES & STRATEGIC INITIATIVES

3 Innovative Instruction and Personalized Learning

3.1 Establish standardized instructional practices for the district, based on best practices, and build understanding among the teaching staff. OUTCOME: Increased use of standardized tools and best practices in classrooms district-wide. (Alexander Wyeth) (06/30/20) Comments on Status: 11/15/2019 Instructional practices have been identified. 1/15/20 Principal observations focused on the implementation of focus areas of instructional practice


Target: 100% 100%


DATE TARGET,


3.1.1 PROCESS BENCHMARK: Key elements of standardized instructional practices are identified to ensure practices are implemented consistently across the district: High quality Tier 1 instruction: manipulatives; multiple modalities; scaffolding; flexible grouping; choice; accommodations; and effective lesson planning, mastery objectives, station rotations, workshop model in reading and math, essential questions, agendas, activators/energizers, brain breaks, summarizers, project-based learning, inquiry-based instruction. #benchmark (Alexander Wyeth) Comments on Status: 11/15/2019 Instructional practices have been identified by the Administration Team Instructional Practices were identified last year using Chapter Two of Ribas's Instructional Practices that Maximize Student Achievement, and those are being discussed and checked on by principals at staff meetings and classroom observations.

07/01/19, 10/31/19


As of 11/15/19

3.1.2 PROCESS BENCHMARK: Professional development resources to implement instructional practices are identified, developed/curated, including but not limited to: annual new teacher training (Induction Program prior to start of school); ongoing PD based on individual professional needs; workshops/conferences; instructional coaching. #benchmark (Alexander Wyeth) Comments on Status: 11/15/2019 Our New Teacher Induction/Mentoring and PD plan are in place.

07/01/19, 06/30/20


As of 01/29/20

3.1.3 PROCESS BENCHMARK: Professional development resources are deployed in all schools district-wide, via staff meetings and other faculty professional development time (6 sessions) #benchmark (Alexander Wyeth) Comments on Status: 01/29/2020 PD PLans are being executed as planned. 11/15/2019 Our 2019-20 PD Plan is in place and is taking place.

07/01/19, 05/31/20


As of 06/05/20

3.1.4 EARLY EVIDENCE OF CHANGE BENCHMARK: Changes in instructional practices are observable via supervisor observations and Instructional Rounds. #EECB (Alexander Wyeth) Comments on Status: 11/15/2019 Principals, Directors, and Department Chairs are looking for our identified instructional practices as they do their observations & daily rounds and providing feedback.

07/01/19, 06/30/20


As of 06/05/20

3.1.5 EARLY EVIDENCE OF CHANGE BENCHMARK: Professional Development plan is developed (for implementation in 2020-21) #EECB (Alexander Wyeth) Comments on Status: 6/10/20 This will be completed by the end of June 11/15/2019 We will begin developing next year's PD plan in Dec. & when we have established a calendar. 6/5/2020 Our work was interrupted by the pandemic and we have not fully completed this action item but it is on our Admin Team agenda!

07/01/19, 06/12/20

100% % complete 99%

As of 06/15/20

3.2 Provide common planning/professional learning time at the elementary and high school levels for all staff (2 times a week for 30 minutes) through the provision of adequate specialist staffing. OUTCOME: All levels will be provided with a minimum of 45 minutes of common planning time a month. (Bryan Riley) (06/30/20) Comments on Status: The elementary and secondary teams have been working hard to


Target: 100%

100%

establish common planning time. The elementary team has a minimum of 60 minutes common planning time. This work is ongoing at the high school as part of a broader scheduling conversation.


DATE TARGET,


3.2.1 PROCESS BENCHMARK: Utilize one staff or department meeting per month for common planning. #benchmark (Bryan Riley) Comments on Status: The 3.2.1 PROCESS BENCHMARK was designed as an interim benchmark for full implementation of common planning time. As outline in other benchmarks, there has already been progress in providing teachers with common planning time during the regular school day. Staff/department meetings are still utilized to make progress on instructional strategies, departmental goals and strategic initiatives. 02/11/20 When necessary, schools utilize the second staff meeting for common planning time. 06/08/20 Many schools utilized a second staff meeting to collaborate around curriculum, analyze data or receive PD

07/01/19, 06/30/20


As of 06/08/20

3.2.2 PROCESS BENCHMARK: Develop a plan for full implementation in 2020-21. #benchmark (Bryan Riley) Comments on Status: 3.2.2 PROCESS BENCHMARK has been achieved at the elementary level. At the secondary level, this continues to be part of the conversation about the overall secondary schedule.

07/01/19, 06/30/20


As of 06/08/20

3.2.3 EARLY EVIDENCE OF CHANGE BENCHMARK: Common planning time agendas developed and minutes recorded. #EECB (Bryan Riley) Comments on Status: 10/28/2019 Many schools have standard CPT planning/agenda forms that are in place. Reporting structure is such that the notes are provided to an administrator/department chair and shared with specialists. (Elementary) 01/09/20 Elementary Schools continue to provide teachers with uniform planning and reporting tools. This keeps district level (reading/math specialists) up to date on the conversations happening. Department meetings are taking place at the secondary level where notes and minutes are uniformly shared out amongst stakeholders. 02/12/20 See notes from previous month. CPT agendas are developed and minutes are recorded at the elementary level. The work continues to be addressed at NHS. 06/08/20 First year of CPT at the Elementary Schools was a success with appropriate documentation, note taking and reporting structure. This continues to be an area of focus for NHS for the future.

07/01/19, 06/30/20


As of 06/08/20

3.2.4 EARLY EVIDENCE OF CHANGE BENCHMARK: Common planning tools rolled out. #EECB (Bryan Riley) Comments on Status: 10/28/2019 Some schools have rolled out tools so far 01/09/20 Tools have been rolled out and routinely used 06/08/20 Tools effectively rolled out and utilized by all staff.

07/01/19, 06/30/20


As of 06/08/20

3.3 Implement a professional learning system by using professional learning time for instructional improvement that includes high-quality professional development, PLCs, tiered supports, data teams, and project-based learning. OUTCOME: Outcome: A professional learning system will be developed that supports the District Plan. (Alexander Wyeth) (06/30/20) Comments on Status: 11/15/2019 Instructional Rounds were initiated last year and two were done at the Balch and Coakley. 1/30/20 Instructional rounds are planned for the high school this spring. 6/5/2020 Our work was interrupted by the pandemic and we have not fully completed this action item.


Target: 100%

93%


DATE TARGET,


3.3.1 PROCESS BENCHMARK: Establish instructional rounds at every level and collect observational data based on the identified problem of practice to produce actionable feedback for all staff. #benchmark (Alexander Wyeth) Comments on Status: 11/15/2019 Instructional Rounds were established last year. This year we have not yet had the time to continue them

07/01/19, 05/29/20


As of 06/05/20

3.3.2 PROCESS BENCHMARK: Establish instructional rounds at each school and collect observational data based on the identified problem of practice to produce actionable

07/01/19, 06/30/20

100% % complete 80%

feedback for all staff. #benchmark (Alexander Wyeth) Comments on Status: 6/5/2020 Our work was interrupted by the pandemic and we have not fully completed this action item.

As of 06/05/20

3.3.3 PROCESS BENCHMARK: Develop a Professional Development Plan for the district that supports the Strategic Plan and School Improvement Plans. #benchmark (Alexander Wyeth) Comments on Status: APD plan for 2019-20 was developed at the end of last year and directly supports our Strategic Plan.

07/01/19, 06/30/20


As of 01/29/20

3.3.4 PROCESS BENCHMARK: Develop School-based Data Teams/Professional Learning Communities. #benchmark (Alexander Wyeth) Comments on Status: 6/5/2020 Our work was interrupted by the pandemic and we have not fully completed this action item.

07/01/19, 06/30/20

100% % complete 75%

As of 06/05/20

3.3.4.1 Identify team (grade level, MS, departments) (Alexander Wyeth) Comments on Status: 6/5/2020 Our work was interrupted by the pandemic and we have not fully completed this action item.

07/01/19, 06/30/20

100% % complete 75%

As of 06/05/20

3.3.4.2 Identify the data/assessments to collect & review (Edwin data, etc) (Alexander Wyeth) Comments on Status: 6/5/2020 Our work was interrupted by the pandemic and we have not fully completed this action item.

07/01/19, 06/30/20


As of 06/05/20

3.3.4.3 Create Google sheets to organize and present the data (Alexander Wyeth) Comments on Status: 6/5/2020 Our work was interrupted by the pandemic and we have not fully completed this action item.

07/01/19, 06/30/20

100% % complete 50%

As of 06/05/20

3.3.4.4 Identify student groupings (Intervention, On-level and Advanced), timeline, teacher leaders and support staff. (Alexander Wyeth)

07/01/19, 06/30/20


As of 06/05/20

3.3.4.5 Progress monitor (Alexander Wyeth) Comments on Status: 6/5/2020 Our work was interrupted by the pandemic and we have not fully completed this action item.

07/01/19, 06/30/20

100% % complete 75%

As of 06/05/20

3.3.4.6 Reevaluate (Alexander Wyeth) Comments on Status: 6/5/2020 Our work was interrupted by the pandemic and we have not fully completed this action item.

07/01/19, 06/30/20

100% % complete 50%

As of 06/05/20

3.3.5 PROCESS BENCHMARK: Identify the criteria for high-quality Project Based Learning (PBL). Identify PD for PBL. #benchmark (Alexander Wyeth) Comments on Status: This initiative is getting started but the pandemic has thrown a huge wrench in the works.

07/01/19, 06/30/20


As of 06/05/20

3.3.6 PROCESS BENCHMARK: Implement tiered supports of students. Review Response to Intervention (RtI)/Multiple Tiered Support System (MTSS) process and fidelity for each school; Identify needs to refine/support effective RtI. #benchmark (Alexander Wyeth) Comments on Status: We purchased Renaissance Flow 360 as an assessment tool for benchmarking, intervention, and progress monitoring student performance in grades 3-5, 6-8, and 9-10. Margo presented information from MTSS Institute 2/10/20.

07/01/19, 06/30/20


As of 06/05/20

3.3.7 EARLY EVIDENCE OF CHANGE BENCHMARK: Identify professional development topics and trainers. #EECB (Alexander Wyeth) Comments on Status: Most of the PD time has been planned as appropriate.

07/01/19, 12/31/19


As of 01/29/20

3.3.8 EARLY EVIDENCE OF CHANGE BENCHMARK: Instructional rounds agendas and notes. #EECB (Alexander Wyeth)

07/01/19, 06/30/20


As of 06/05/20

3.3.9 EARLY EVIDENCE OF CHANGE BENCHMARK: Data Team/PLC list of members, meeting agendas and action steps. #EECB (Alexander Wyeth)

07/01/19, 06/30/20

100% % complete 75%

As of 06/05/20

3.4 Identify core instructional programming for each level and content area to ensure equity and horizontal and vertical alignment. OUTCOME: A Curriculum Review Cycle will be established. (Diane Ferreira) (12/31/20)


Target: 100%

100%


DATE TARGET,


3.4.1 PROCESS BENCHMARK: Establish an Elementary ELA Curriculum Committee. #benchmark (Diane Ferreira)

07/02/19, 02/28/20


As of 02/03/20

3.4.1.2 Implement Fundations at grades K,1 & 2 (PD for 1&2 in September 2019). (Diane Ferreira) 07/01/19,

09/30/19 100%


3.4.1.4 Pilot a selection of curriculum options. (Diane Ferreira) 07/01/19,

09/30/19 100%


3.4.1.5 Adopt/Purchase and Elementary ELA curriculum (Diane Ferreira) 02/12/20,

05/15/20 100%


3.4.2 PROCESS BENCHMARK: Establish a sustainable Curriculum Review Cycle (review, develop, implement, integrate, evaluate). #benchmark (Diane Ferreira)

07/01/19, 06/30/20


As of 02/03/20

3.4.2.1 K-8 ELA: Review and Implement (Diane Ferreira) 07/01/19,

06/30/20 100%


3.4.2.2 K-12 Social Studies: Review (Implement 2021-22) (Diane Ferreira) 07/01/19,

06/30/20 100%


3.4.2.3 Elementary Math: Evaluate 2021 (year 5); new contract (2021-22) (Diane Ferreira) 06/30/20,

06/21/21 100%

% complete As of 02/13/20

3.4.3 EARLY EVIDENCE OF CHANGE BENCHMARK: SEL programming implemented. #EECB (Diane Ferreira) Comments on Status: Elementary level continuing with Open Circle as their Social Competency Program: new materials purchased for all classrooms and PD provided. The CMS is currently using PBIS and exploring SEL curriculums. The HS has updated their Wellness program to include SEL content & skill development.

07/01/19, 09/30/20


As of 06/05/20

3.4.4 EARLY EVIDENCE OF CHANGE BENCHMARK: Elementary ELA program(s) identified to pilot. #EECB (Diane Ferreira) Comments on Status: Three programs identified by June 2019- Wonders by McGraw-Hill, Pearson MyView, and National Geographic Reach for Reading.

07/01/19, 09/30/19


As of 10/30/19

3.4.5 EARLY EVIDENCE OF CHANGE BENCHMARK: Elementary ELA program chosen to implement. #EECB (Diane Ferreira) Comments on Status: ELA pilot teams have met regularly within their buidlings and CPT to talk about programs. Cross pilot teams met in October to discuss engagement, rigor, etc... for each program.

07/01/19, 05/31/20


As of 06/03/20

3.4.6 EARLY EVIDENCE OF CHANGE BENCHMARK: Elementary ELA program materials purchased. #EECB (Diane Ferreira) Comments on Status: Still awaiting results from our pilot

07/01/19, 04/24/20


As of 06/08/20

3.4.7 EARLY EVIDENCE OF CHANGE BENCHMARK: Elementary ELA program implemented with professional development. #EECB (Diane Ferreira)

07/01/19, 09/30/20

100% % complete 60%

Comments on Status: We provided 1 hour overview PD in June and teachers will engage in 6 more hours on August 31. Sustained PD over the 2020-21 school year will be necessary for a strong implementation of this program.

As of 06/08/20

3.4.8 EARLY EVIDENCE OF CHANGE BENCHMARK: Curriculum review cycle developed for next few years. #EECB (Diane Ferreira) Comments on Status: Elementary ELA in first cycle (Sept-Dec 2019), History/Social Sciences in second cycle (Oct 2019-June 2020)

07/01/19, 09/30/19

100% % complete 25%

As of 06/15/20

3.5 Leverage technology to optimize teaching and personalized learning and increase student engagement. OUTCOME: Personalized learning will be defined as well as expected student outcomes, and professional learning opportunities will be developed to leverage technology to engage students. (Jill Milton) (06/30/20)


Target: 100%

93%


DATE TARGET,


3.5.2 PROCESS BENCHMARK: Expand in school Chromebook access to 3-5. #benchmark (Jill Milton) Comments on Status: When 6-12 went to 1:1 with Chromebooks the carts were allocated the elementary schools for grades 3-5.

07/01/19, 12/31/19


As of 10/30/19

3.5.4 PROCESS BENCHMARK: Launch Fuse Fellowship Cohort 2, Year 1. #benchmark (Jill Milton) Comments on Status: Cohort 2 established; Fellows and Early Adopters established

07/01/19, 10/31/19


As of 10/30/19

3.5.5 PROCESS BENCHMARK: Establish a committee Summer 2019; Define personalized learning for the district and articulate expected experiences and outcomes for students and expectations for teachers. #benchmark (Jill Milton) Comments on Status: A committee has been established. The educators that are working together were involved in the FUSE Cohort 1 established during the 2018-19 school year. The group worked on summer curriculum projects and started curating blended and personalized learning resources for the entire district to use. The first few meetings this year (2019) were held to organize a presentation that was presented at the 2019 MASSCUE conference. The membership will grow over the course of the year.

07/01/19, 09/30/19


As of 10/30/19

3.5.6 PROCESS BENCHMARK: Provide instructional technology focused professional development for personalized learning during in-service time and out of district (e.g., MassCue). #benchmark (Jill Milton) Comments on Status: On 10/23 and 10/24 33 educators attended 2019 MASSCUE, some for one day and some for both days. Teachers who attended bring their new learning back to their school and implement new practices and share out in common planning and staff meetings. This PD cost the district approx. $5,000.

07/01/18, 06/30/20


As of 06/05/20

3.5.7 PROCESS BENCHMARK: Identify high-quality online paper and digital instructional/curricular resources to be used systematically at each level for personalized learning. #benchmark (Jill Milton) Comments on Status: Renaissance Learning - purchase, implementation of PD and implemented first benchmark testing window; Renaissance Accelerated Math program Freckle Premium available to all teachers for Adaptive Math Practice and Fact Fluency practice. Renaissance Accelerated Reading is available for all grade 3-5 students.

07/01/19, 06/30/20

100% % complete 50%

As of 11/13/19

3.5.9 EARLY EVIDENCE OF CHANGE BENCHMARK: Chromebooks allocated 3-5. #EECB (Jill Milton)

07/01/19, 12/31/19


As of 10/29/19

3.5.10 EARLY EVIDENCE OF CHANGE BENCHMARK: Chromebook & iPad usage monitored and reported out to Admin Team. #EECB (Jill Milton) Comments on Status: Started sending out reports of Chromebook usage to schools during pandemic. Will need to modify and clarify what usage data is needed for next school year.

07/01/19, 06/30/20


As of 06/10/20

3.5.11 EARLY EVIDENCE OF CHANGE BENCHMARK: Observational data on Chromebook and iPad usage from supervisor observations and Instructional Rounds. #EECB (Jill Milton) Comments on Status: Principals report that they are observing the use of technology during instructional rounds.

07/01/19, 06/30/20


As of 06/10/20

3.5.14 EARLY EVIDENCE OF CHANGE BENCHMARK: List of technology-related professional development provided with feedback for participants. #EECB (Jill Milton)

07/01/19, 06/30/20


As of 06/05/20

3.5.15 EARLY EVIDENCE OF CHANGE BENCHMARK: List of IT resources to be used systematically. #EECB (Jill Milton) Comments on Status: Technology support website created for staff with list of IT resources and resources with student data privacy agreements on file, along with video tutorials and other resources.

07/01/19, 06/30/20


As of 06/10/20

3.6 Analyze and synthesize data to inform instruction for all students and create personalized learning and targeted instruction. OUTCOME: Use data to create a baseline measurement for student performance and evaluate the success of personalized learning programs. (Margo Fraczek) (06/30/20) Comments on Status: Data from all 4 assessments will be used to evaluate both in school and remote learning.


Target: 100% 82%


DATE TARGET,


3.6.1 PROCESS BENCHMARK: Identify an online assessment system capable of screening, progress monitoring, and benchmarking student achievement for grades K-8. #benchmark (Margo Fraczek) Comments on Status: Renaissance has been chosen as the system for K-12

07/01/19, 10/31/19


As of 11/13/19

3.6.2 PROCESS BENCHMARK: Purchase new online assessment system. #benchmark (Margo Fraczek) Comments on Status: renaissance Training scheduled for Oct 3

07/01/19, 10/31/19


As of 11/13/19

3.6.3 PROCESS BENCHMARK: Implement digital assessment system for ELA and Math at middle school. #benchmark (Margo Fraczek) Comments on Status: Did initial assessment on October 21st and 22nd

07/01/19, 11/30/19


As of 11/13/19

3.6.4 PROCESS BENCHMARK: Provide initial professional development for digital assessment system to teachers. #benchmark (Margo Fraczek)

07/01/19, 11/30/19


As of 11/18/19

3.6.5 PROCESS BENCHMARK: Develop district-based trainers for assessment. #benchmark (Margo Fraczek) Comments on Status: All schools have assigned Renaissance coaches and initial training has started. TRaining will be completed in January. All three training sessions have occurred. Champions are leaders in their buildings. Last step is to define their role for each school.

07/01/19, 02/29/20

90% complete 90%

As of 01/28/20

3.6.6 PROCESS BENCHMARK: Collect data generated with Data/PLC team work in 3.3. #benchmark (Margo Fraczek)

07/01/19, 06/30/20

100% % complete

As of 10/01/19

3.6.7 EARLY EVIDENCE OF CHANGE BENCHMARK: Improved student performance as measured by new assessment tool, MCAS, ACCESS and local data. #EECB (Margo Fraczek)

07/01/19, 06/30/20

100% % complete

As of 10/01/19

3.6.8 EARLY EVIDENCE OF CHANGE BENCHMARK: Instructional reports generated by assessment tool and teachers. #EECB (Margo Fraczek)

07/01/19, 06/30/20


Comments on Status: Teachers have completed two district wide assessments. They now have two data points and can look at student growth and predictive data. This information can be used to target instruction. Teachers have begun to use data tools. Need to schedule PD around data use for Nov/Dec. Once "champions" are trained we should be able to move forward quickly. All Champions received training by January. We have completed three tests prior to school shutdown and will complete our fourth test remotely. This data will be used to help design appropriate curriculum for the summer and fall.

As of 06/02/20

3.7 Develop and implement inclusive practices that consistently meet diverse learning needs in grades PK-12. OUTCOME: Develop a plan to improve inclusive practices for the district. (Lori Cimeno) (06/30/21) Comments on Status: -Beginning to collect current practices used throughout district and develop a best practices library. -Next step to begin a needs assessment Pk-12.


Target: 100%

26%


DATE TARGET,


3.7.1 PROCESS BENCHMARK: Identify inclusive practices used in the district. #benchmark (Lori Cimeno) Comments on Status: -begin meeting with Principals to log practices and identify common strategy use -met with EL Teachers to begin the conversation

07/01/19, 06/30/20

100% % complete 10%

As of 02/13/20

3.7.2 PROCESS BENCHMARK: Identify what inclusive practices need to be happening in classrooms. #benchmark Comments on Status: -Investigating reading intervention supports

07/01/19, 12/31/20

100% % complete 2%

As of 11/13/19

3.7.3 PROCESS BENCHMARK: Identify professional development needed to implement inclusive practices. #benchmark Comments on Status: We have identified Universal Design for Learning as an appropriate means to increase inclusive and culturally sensitive instructional practice

07/01/19, 06/30/20

100% % complete 65%

As of 06/08/20

3.7.4 EARLY EVIDENCE OF CHANGE BENCHMARK: List of inclusive practices developed. #EECB (Lori Cimeno)

07/01/19, 03/31/20

100% % complete 10%

As of 02/13/20

3.7.5 EARLY EVIDENCE OF CHANGE BENCHMARK: Recommendations for professional development for inclusive practices. #EECB (Lori Cimeno)

07/01/19, 12/31/20

100% % complete

As of 10/01/19

STUDENT DEVELOPMENT STRATEGIC OBJECTIVES & STRATEGIC INITIATIVES

4 Programs and Pathways

4.1 Develop pathways and programs that capitalize on student interest and teacher expertise. OUTCOME: Develop and initiate initial career pathways that align with student interest. (Hugh Galligan) (06/30/20) Comments on Status: Healthcare Innovation Pathway has successfully launched at NHS with 26 students enrolled. We are investigating addition of a second career pathway starting in the fall of 2020.

Measure: % complete

Target: 100%

96%


DATE TARGET,


4.1.7 PROCESS BENCHMARK: Students begin coursework in HIP. #benchmark (Hugh Galligan)

07/01/19, 10/31/19


As of 11/14/19

4.1.8 PROCESS BENCHMARK: Research additional innovation pathway options for the subsequent school years. #benchmark (Hugh Galligan) Comments on Status: Researching and proposing an additional career pathway under DESE's "information" sector.

07/01/19, 06/30/20

100% % complete 80%

As of 06/05/20

4.1.9 PROCESS BENCHMARK: Continuously monitor and evaluate progress and build community relationships. #benchmark (Hugh Galligan) Comments on Status: This is ongoing. Currently forming new partnerships with Harvard Medical School and Moderna.

07/01/19, 06/30/20

100% % complete 80%

As of 06/05/20

4.1.11 EARLY EVIDENCE OF CHANGE BENCHMARK: Number of students applying to participate #EECB (Hugh Galligan) Comments on Status: 26 students enrolled in Healthcare Innovation Pathway at NHS.

07/01/19, 09/30/19


As of 06/05/20

4.1.12 EARLY EVIDENCE OF CHANGE BENCHMARK: Number of students applying to continue to participate. #EECB (Hugh Galligan) Comments on Status: We will know this information at the end of the 19-20 school year in preparation for year 2 of career pathways at NHS, but 25/26 students have indicated they would like to continue in year 2.

07/01/19, 05/31/20

% complete 100%

As of 06/05/20

4.1.13 EARLY EVIDENCE OF CHANGE BENCHMARK: College plans for the selection of a field of study #EECB (Hugh Galligan) Comments on Status: Specific college data for students in career pathways will not be available until 2023. However, all students are tracking their progress through MyCap college and career plan.

07/01/19, 05/31/20

% complete 50%

As of 11/19/19

4.2 Review and align existing programs and courses to fit a K-12 career pathway model including dual enrollment opportunities for college credit. OUTCOME: explore and pilot programs/courses for career exposure in PK-12 curriculum to fit the K-12 career pathway model including dual enrollment opportunities for college credit. (Hugh Galligan) (06/30/20) Comments on Status: This effort has started at Norwood High School through our Career Week series and at Coakley Middle School, but not in PK-8 yet.

Measure: % complete

Target: 100%

62%


DATE TARGET,


4.2.1 PROCESS BENCHMARK: The NPS will review curriculum that identifies potential career pathways K-12. #benchmark (Hugh Galligan) Comments on Status: Curriculum review is happening on an ongoing basis in grades 9-12, and beginning in grades 6-8. This has not yet impacted PK-5.

07/01/19, 06/30/20

100% % complete 25%

As of 11/15/19

4.2.2 PROCESS BENCHMARK: Identify opportunities for career exploration and exposure in elementary and middle-level coursework. #benchmark (Hugh Galligan) Comments on Status: Happening in grades 6-8, but has not begun PK-5 yet.

07/01/19, 06/30/20

100% % complete 50%

As of 11/15/19

4.2.3 PROCESS BENCHMARK: Develop and administer an interest survey for both staff and students to identify the careers that they are interested in investigating. The staff survey would identify areas that they have an interest in teaching. #benchmark (Hugh Galligan)

07/01/19, 06/30/20

100% % complete 33%

As of 06/10/20

4.2.4 PROCESS BENCHMARK: The NPS will also explore partnerships with colleges and universities for dual enrollment for high school students by June 2020. #benchmark (Hugh Galligan) Comments on Status: We currently have established dual enrollment opportunities with Massasoit Community College and Mass Bay Community College and are researching additional partners.

07/01/19, 06/30/20


As of 06/05/20

4.2.5 PROCESS BENCHMARK: CMS piloting Project Lead the Way to explore computer innovation pathway. #benchmark (Hugh Galligan) Comments on Status: At CMS we have implemented the first PLTW course for seventh grade students "Computer Science for Innovators and Makers" this course could eventually align with a computer based career pathway at the high school. We have also applied for a grant to increase our PLTW programs at CMS to include "Medical Detectives" in grade 7 and "Learning by Design (STEM)" which will also have potential connecting pathways at the High School Level.

07/01/19, 11/30/19


As of 11/15/19

4.2.6 EARLY EVIDENCE OF CHANGE BENCHMARK: Implementation of career exposure and interest in PK-8 curriculum. #EECB (Hugh Galligan) Comments on Status: Middle School has implemented healthcare and computer science options to align with career pathways at the high school as part of their Project Lead the Way and elective opportunities.

07/01/19, 06/30/20

100% % complete 50%

As of 11/13/19

4.2.7 EARLY EVIDENCE OF CHANGE BENCHMARK: Explore opportunities for dual enrollment for college credit. #EECB (Hugh Galligan) Comments on Status: - Agreement with Massasoit for Gateway to College program. - Individually proposed dual enrollment opportunities exist. - Exploring more robust opportunities currently.

07/01/19, 06/30/20

100% % complete 50%

As of 11/19/19

4.4 Identify and develop community partnerships for various pathways (i.e.; health care, computer science, service industry, global studies, fine and performing arts, etc.). OUTCOME: Develop network of community partners to support career exploration for students, with clearly defined roles for partners and participating students. (Cindy Derrane) (06/30/20) Comments on Status: Career partners identified for Healthcare Innovation Pathway (HIP) and proposed Information Pathway. Identified partners for Global Citizenship Program.

Measure: 50% complete

Target: 100%

42%


DATE TARGET,


4.4.1 PROCESS BENCHMARK: Identify and recruit business and community partners for exploration, exposure, and immersion phases of career education. #benchmark (Cindy Derrane) Comments on Status: First Career Week held November 12-15. 100+ students attended 3 separate career workshops centered around the 5 C's. School to Career Field Trips to a variety of settings have begun. We have hired a part-time Career Specialist to help with community partnerships.

07/01/19, 06/30/20

100% 50% complete 50%

As of 02/11/20

4.4.2 PROCESS BENCHMARK: Design and implement work readiness training programs in the district. #benchmark (Cindy Derrane)

07/01/19, 06/30/20

100% 50% complete 25%

As of 02/11/20

Comments on Status: This is happening with HIP students and students in our alternative program at NHS currently and we are exploring broadening it. Students in the HIP program have begun to participate in field experiences.

4.4.3 PROCESS BENCHMARK: Provide mentoring, supervision, and feedback to studenys and organizations involved in career education placements on an ongoing basis. #benchmark (Cindy Derrane) Comments on Status: The high school has a Career Counselor for the Healthcare Innovations Pathway who is working with students to complete industry recognized credentialing and facilitating the MyCAP process with students. We have hired a part time Career Specialist who has been working with students who are not in the HIP. This Career Specialist also works with staff to find experiences for students geared to specific disciplines.

07/01/19, 06/30/20

100% 50% complete 50%

As of 02/11/20

4.4.4 EARLY EVIDENCE OF CHANGE BENCHMARK: Percentage of students participating in programs with community partners. #EECB (Cindy Derrane) Comments on Status: Between the Healthcare Innovation Pathway, the Global Citizenship Program, and the students currently working with NCM, we have about 10% of our students involved in programs with community partners.

07/01/19, 05/31/20

50% complete 50%

As of 11/18/19

4.4.5 EARLY EVIDENCE OF CHANGE BENCHMARK: Number of businesses interested in participating and partnering with the Career Pathways program. #EECB (Cindy Derrane) Comments on Status: We have identified partners for the current Healthcare Innovations Pathway and the potential Information Innovations Pathway. Each Pathway has several community partners. We have expanded our international partners for the Global Citizenship Program.

07/01/19, 05/31/20

50% complete 50%

As of 11/18/19

5 Safe and Supportive Schools

5.1 Develop a pre K-12 systematic approach to building student and teacher capacity for social-emotional learning. OUTCOME: Norwood Public Schools will identify programs/resources to support SEL work in grades PreK to 12. (Anthony Freeman) (06/30/20) Comments on Status: We are looking for a program that can support capacity building and consistency of implementation. The Norwood Public Schools has identified 3 programs/resources to support SEL work in grades 6 to 12: Character Strong, Choose to be Nice and Second Step. Our next step is to bring in representatives from all three companies to an SEL 6-12 committee to review programs. Character Strong has met with our SEL 6-12 committee to review their program.

Measure: % complete

Target: 100%

37%


DATE TARGET,


5.1.1 PROCESS BENCHMARK: Establish SEL Taskforce. Provide introductory SEL professional development to all staff. #benchmark (Anthony Freeman) Comments on Status: SEL task force was established in 2018 -19. Developed initial plan for SY 18-19.

07/01/19, 07/31/19

100% 100% complete

As of 11/15/19

5.1.3 PROCESS BENCHMARK: Research and review SEL programs, PreK-12, that meet the needs of the district. #benchmark (Anthony Freeman) Comments on Status: We are looking for a program that can support capacity building and consistency of implementation. The Norwood Public Schools has identified 3 programs/resources to support SEL work in grades Pre-K to 12: Character Strong, Choose to be Nice and Second Step. Our next step is to bring in representatives from all three companies to an SEL 6-12 committee to review programs. Character Strong representatives have joined us within a SEL 6-12 committee reviewing their program. K-54 has chosen to continue with Open Circle and retrain all K-5 classroom teachers.

07/01/19, 06/30/20


As of 06/09/20

5.1.4 PROCESS BENCHMARK: Pilot and select SEL programs/resources for the district. #benchmark (Anthony Freeman) Comments on Status: We are looking for a program that can support capacity building and consistency of implementation. The Norwood Public Schools has identified Character Strong as the program to support SEL work in grades 6-12. Our next step is to begin to discuss a pilot program with company

07/01/19, 06/30/20

100% 100% complete 100%

As of 06/11/20

representatives. In light of COVID-19 school closures, we are in a holding pattern with definitive next steps for implementation (new social distancing schedules). K-5 has selected to continue with the Open Circle Program and to offer new training to all K-5 classroom teachers this spring.

5.1.5 PROCESS BENCHMARK: Procure funding to purchase selected SEL program/resources. #benchmark (Anthony Freeman) Comments on Status: Next steps are to procure funding to purchase selected SEL program/resources. Looking to use either CARES act funds or BRYT grant funds to cover 6-12 Character Strong. Open Circle is in budge for k-5

07/01/19, 06/30/20


As of 06/15/20

5.1.6 PROCESS BENCHMARK: Continued development of building-based SEL initiatives/strategies. #benchmark (Anthony Freeman)

07/01/19, 06/30/20

100% % complete 60%

As of 02/03/20

5.1.7 PROCESS BENCHMARK: Identify and schedule professional development for the 2019-2020 school year. #benchmark (Anthony Freeman)

07/01/19, 07/31/19

100% % complete

As of 10/01/19

5.1.8 PROCESS BENCHMARK: Train the district administration in SEL competencies prior to implementing SEL program across the district. #benchmark (Anthony Freeman)

07/01/19, 06/30/20

100% % complete 50%

As of 06/05/20

5.1.9 PROCESS BENCHMARK: Review the current school start times and their impact on student learning and social emotional development. #benchmark (Anthony Freeman)

07/01/19, 10/31/19

100% % complete

As of 10/01/19

5.2 Increase district capacity for culturally responsive practices that encompass all aspects of school life (community, PTO, engagement, etc.). OUTCOME: Norwood Public Schools will develop a comprehensive plan for strengthening culturally responsive practices across the district. (Carolyn Robbins) (06/30/20) Comments on Status: Willett/LMPA is hosting two events to learn more about families from diverse cultures. Feb 26 and April 2


Target: 100% 26%


DATE TARGET,


5.2.1 PROCESS BENCHMARK: Research methods that assess the level of cultural competency at each school to develop targeted PD. #benchmark (Carolyn Robbins) Comments on Status: NHS has held PD for groups of teachers and students. Rolling out a 9th grade curriculum related to diversity. Parent night related to DEI

07/01/19, 11/30/19

100% % complete 30%

As of 02/13/20

5.2.2 PROCESS BENCHMARK: Assess the level of cultural competency at the school and district level. #benchmark (Carolyn Robbins)

07/01/19, 04/30/20

100% % complete 20%

As of 02/13/20

5.2.3 PROCESS BENCHMARK: Form a sub-committee from the SEL task force to focus on developing PD to introduce culturally responsive practices during the 2020-2021 school year. #benchmark (Carolyn Robbins) Comments on Status: 11/13/19 CMS has had several 1/2 day PD sessions on culturally responsive practice with a focus on integrating cultural responsive strategies into lessons. Additional PD is scheduled for this winter focusing on creating culturally responsive classrooms. 11/13/19- NHS Update: Participate in whole staff professional development series focused on social emotional learning with an equity lens. • Identify and train three staff advisors to spearhead the “A World of Difference” program • Advertise, recruit, interview, and select a group of 30-35 student leaders in grades 9-11 to lead the World of Difference program for their peers. • Implement A World of Difference curriculum with all grade 9 students. • Enhance teachers’ ability to implement culturally relevant and responsive curriculum and culturally proficient teaching practices • Offer a community event with a focus on building equity efforts at NHS and the community at large. • Monitor feedback and evaluate program. 11/18 Willett/LMPA has established a goal in its SIP to NHS and CMS are providing PD in culturally responsive practices.

07/01/19, 04/30/20

100% % complete 40%

As of 02/13/20

5.2.4 PROCESS BENCHMARK: Recruit, hire and retain staff from a variety of cultures and backgrounds. (Create a pathway that leads to a greater number of diverse candidates applying to the NPS). #benchmark (Carolyn Robbins)

07/01/19, 06/30/20

100% % complete

As of 10/01/19

5.2.5 PROCESS BENCHMARK: Establish a committee to create a district-wide parent support group for non-English speaking families. #benchmark (Carolyn Robbins) Comments on Status: Parent nights for non-English speaking families at LMPA/Willett, NHS, and CMS

07/01/19, 04/30/20

100% % complete 40%

As of 02/13/20

5.2.6 EARLY EVIDENCE OF CHANGE BENCHMARK: Determine tool to measure school-based cultural competency and complete staff survey. #EECB (Carolyn Robbins) Comments on Status: 10/29/2019 See above

07/01/19, 06/30/20

100% % complete

As of 11/13/19

5.3 Engage parents through culturally competent communication and outreach to support social-emotional learning. OUTCOME: Identify and develop culturally competent communication and outreach to support social-emotional learning. (Nancy Coppola) (06/30/20) Comments on Status: To date, MCAS scores/letters, the student handbook, and all lunch and transportation applications have been translated. Many health letters have also been translated before being sent to parents. Topics to address social-emotional learning include: -Drugs (vaping, opioids, alcohol,marijuana) - Bullying -Technology/Social Media -Stress/ anxiety -Mental Health initiatives - Local social services

Measure: 25% complete supporting items

Target: 100%

84%


DATE TARGET,


5.3.1 PROCESS BENCHMARK: Identify the major cultures in the Norwood School Community (% of the school population at the district and at the schools). #benchmark (Nancy Coppola) Comments on Status: District languages have been identified Individual school languages have been identified Major cultures of each school have been listed District cultures have been listed English Language learner #'s at all schools have been identified as a district and among schools.

07/01/19, 06/30/20


As of 01/29/20

5.3.2 PROCESS BENCHMARK: Develop a community survey for families for the district to inform us more about our community and its needs. #benchmark (Nancy Coppola) Comments on Status: Eight questions have been developed to inform the district about our ELL community. These questions will eventually be put into a Google Survey and sent to parents in our community.

07/01/19, 11/30/19


As of 01/30/20

5.3.3 PROCESS BENCHMARK: Develop programming for parents at all levels around SEL topics (eventually create Parent University events). #benchmark (Nancy Coppola) Comments on Status: Currently creating SEL topics for future programming. Received information from the Sheriff's task force on juvenile substance abuse and mental health. Future topics include drugs, bullying and suicide prevention. At elementary level, school adjustment counselors continue to work with and support parents in SEL related topics. Our school nurse also provides parents with strategies to help students who suffer from anxiety and anxiousness.

07/01/19, 06/30/20

100% 20% complete 59%

As of 01/30/20

5.3.4 PROCESS BENCHMARK: Develop and strengthen community connections (Impact Norwood, Housing Authority, local business, local health, Minds Matter, Recreation Department etc.). #benchmark Comments on Status: Impact Norwood and Minds Matter are providing mental helath information to the schools. Their goal is to work with the schools to educate, bring awareness and provide prevention for substance abuse and health issues.

07/01/19, 06/30/20

100% % complete 90%

As of 06/08/20

5.3.5 PROCESS BENCHMARK: Write policies that create consistency around distributing information in all major languages. #benchmark

07/01/19, 06/30/20

100% % complete 60%

As of 01/30/20

Comments on Status: We currently have an number of poicies on the website that can be easily translated into different languages. Elementary Principals are working together to review the Student Handbook and make it available in mulitiple languages.

5.3.6 PROCESS BENCHMARK: Identify school-based resources for providing translation services for major school events (Open House, parent-teacher conferences). Provide stipends for our staff, reach out to parent community or Liaisons/translation support. #benchmark Comments on Status: A school-based resource for contacting translation services has been created and made available to parents at all elementary schools. Parents are provided support at Open House to download apps that are used by their children in school. We provide translators for parent conferences and IEP meetings on a regular basis. Most recently we have sent out a Google Poll to determine how often these services are needed.

07/01/19, 06/30/20


As of 06/08/20

5.3.7 PROCESS BENCHMARK: Develop a collection of resources tat are easily available for new second language families entering the district (both online and paper based). #benchmark Comments on Status: The outline for a Welcome Kit has been designed. It includes : Teacher information, bussing information, the school's website, lunch information, attendance policies and important phone numbers for new parents. We are hope to produce a video for new parents that could be translated into many different languages that would have all of this important information.

07/01/19, 06/30/20

100% % complete 80%

As of 01/30/20

5.3.8 EARLY EVIDENCE OF CHANGE BENCHMARK: Development and implementation of a community survey. #EECB (Nancy Coppola) Comments on Status: A survey has been created to elicit feedback from staff regarding the need for language translations are meetings and conferences in each elementary school. The results of this survey will be used to develop a community survey in the near future.

07/01/19, 06/30/20

100% 10% complete 70%

As of 02/13/20

5.4 Create and maintain a highly effective crisis and safety assessment teams in every school. OUTCOME: A District Safety Assessment Task Force will be established to review and improve district-wide safety procedures and policies. (Donna Brown) (06/30/20) Comments on Status: TEC safety workshops: #1: Framework of a Safety Assessment Team *Red flags for potentially dangerous behavior? *response to potentially dangerous situations? *substantive threats/ transient threats? #2: Local Law Enforcement Nov. 13, 2018 *develop relationships with law enforcement Session #3: Impact of Social Media on Student Behavior and Student Self Esteem Jan 19, 2019 *Manage threat-social media & other digital technologies? #4: Creating a Positive School Culture,March 5, 2019 *Qualities schools need to foster personal, social, emotional safety and to foster learning? How does school climate support staff and students? Session #5: Crisis Management: Engaging and Utilizing Community Resources (Communication) April 30, 2019 *address behavioral health crises? *crisis management plan *community resources/agencies


Target: 100%

75%


DATE TARGET,


5.4.2 PROCESS BENCHMARK: Establish a timeline for Task Force work. #benchmark (Donna Brown) Comments on Status: This has been achieved based upon the timeline established in the action plan for 5.4

07/01/19, 07/31/19


As of 11/15/19

5.4.3 PROCESS BENCHMARK: Review resources to be utilized in the review of the School Emergency Operations Plan. #benchmark (Donna Brown) Comments on Status: Members of the Task Force attended the Safe and Supportive Schools workshops offered by TEC to local districts. Participants reviewed a variety of resources pertaining to safety.

07/01/19, 09/30/19


As of 11/15/19

5.4.4 PROCESS BENCHMARK: Review policy impacted by changes to the NPS Emergency Operations Plan. #benchmark (Donna Brown) Comments on Status: Policies have been reviewed by members of the task force as well as local law enforcement. This work continues to date.

07/01/19, 06/30/20

100% % complete 75%

As of 02/13/20

5.4.5 PROCESS BENCHMARK: Present first draft to the Administration Team for feedback. #benchmark (Donna Brown) Comments on Status: Members of the task force have begun to draft this document. They are looking over each section and will be adding information and resources gained from the TEC safety workshop. This has not been shared with the administration team as a whole as it is still in progress.

07/01/19, 03/31/20

100% % complete 75%

As of 02/13/20

5.4.6 PROCESS BENCHMARK: Revise the first draft based upon feedback and present to the school committee in executive session. #benchmark (Donna Brown) Comments on Status: Not addressed to date

07/01/19, 06/30/20

100% % complete

As of 11/15/19

5.4.7 EARLY EVIDENCE OF CHANGE BENCHMARK: Roster and meeting schedule of district -wide safety task force. #EECB (Donna Brown) Comments on Status: 10/29/2019 To date team members include: Cindy Derrane, John Greeley, Donna Brown, Kerri Quinn, and Paul Murphy Members needed: Superintendent or Assistant Superintendent, School Nurse, School Adjustment Counselor, Chief of Police The task force has met several times to date.

07/01/19, 11/30/19


As of 06/15/20

5.4.8 EARLY EVIDENCE OF CHANGE BENCHMARK: Needs Assessment completion. #EECB (Donna Brown) Comments on Status: Safety Team attended the TEC workshops during the 2018-2019 and identified areas of need. The safety team is in the process of reviewing various protocols and procedures as it pertains to threat assessment and safety A Needs Assessment was drafted and shared with the members of the Safety Team. We are awaiting feedback from the members of the team and will edit the Needs Assessment accordingly.

07/01/19, 04/30/20

100% % complete 80%

As of 06/03/20

NORWOOD PUBLIC SCHOOLS 2019-2024 NPS ......2015/06/20 · 3. Innovative Teaching and Leadership -...

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