Hamilton-Wenham Regional School District Strategic Plan

Dear Families, Caregivers, Staff, Students, and Community Members,

I am excited to present the Strategic Plan to all of you. In conjunction with the Portrait of the Graduate, these documents serve to guide our future actions, plans, and decisions as we work together to improve our school system and create high-quality outcomes for our students.

For months, the Strategic Planning Committee has been working to review and update the mission and vision in order to develop core beliefs that will guide future decision-making. Initially, the group reviewed a large number of documents and data points across the district to find consistencies and connections. Once complete, we chose to develop our core beliefs first. That work led us to rewrite our mission and vision for the district. In conjunction with this work, several focus areas and strategic initiatives came to light and those will drive future change and improvement.

The resulting document is a dynamic strategic plan that will be used to guide the growth of our school district while being flexible enough to address unexpected challenges that may arise. This plan will be our roadmap for the next three years in that it will be used to support decision-making, the development of the budget, and change across the district.

This roadmap will also allow us to align with long-term plans for Budget/Priority Needs, Capital Needs, and Professional Development. We plan to embed the Strategic Plan within our work to improve Teaching, Learning, Facilities, and focus on Safe and Supportive Schools. Ultimately, this work should lead to improved academic and socialemotional learning outcomes for our students, with a lens on equity.

I look forward to sharing this plan with the greater community so that we can be transparent in our work to build high quality schools with the support of our communities. As we grow and improve it will be imperative for the three entities, the schools and the two towns, to come together to create amazing schools for our staff and students.

I would like to thank all of the members of our community who came together to do this work. Their insight and dedication to the strategic planning process has resulted in an excellent plan for us to gain forward momentum. I am thankful for the opportunity to lead the HWRSD and look forward to growing toward excellence!

Sincerely,

Eric Tracy Superintendent

Regional School District will be able to independently use their learning to:

ADAPT & PERSEVERE

Students will work effectively to pursue goals within a climate of diverse views, ambiguity, and changing priorities. They will demonstrate flexibility and resilience while responding productively to feedback, criticism, and even failure.

COMMUNICATE

Students will effectively articulate thoughts, ideas, and feelings using oral, written, and non-verbal skills for a range of purposes and audiences. They will actively listen to others to understand meaning, values, attitudes, and intentions.

THINK CRITICALLY

Students will employ a systematic approach to collect, evaluate, analyze, and interpret information to identify creative solutions to complex problems. They will apply unbiased, evidence-based thinking that demonstrates a global perspective and consideration for the impact on others.

EMPATHIZE

Students will demonstrate awareness, sensitivity, concern, and respect for the culture, experiences, feelings, and opinions of all individuals. They will seek to understand and value others’ life stories to make meaningful connections.

COLLABORATE

Students will leverage the strengths of all to achieve collective outcomes. They will elicit diverse perspectives and contributions to enrich the learning of both themselves and others.

LEARN FOR LIFE

Students will embrace curiosity, maximize opportunities to engage diverse perspectives and new insights, and seek appropriate resources to develop confidence, a positive attitude, and enduring beliefs about learning.

Hamilton-Wenham Regional School District

Strategic Planning Committee Members

Eric Tracy Superintendent of Schools

Jennifer Clifford Director of Teaching and Learning

Bryan Menegoni Principal, Hamilton-Wenham Regional High School

Zach Best Principal, Miles River Middle School

Carolyn Shediac Principal, Winthrop School

Mary Adamik

Instructional Coach, Cutler School

Lydia Austin

Grade 7 Educator, Miles River Middle School

Julie Carnevale

Special Education Teacher, HWRHS

Linda Mastrianni

Teacher, Hamilton-Wenham Educational Association

David Frenkel

School Committee

Anna Siedzik

School Committee

Becky Bonenfant Chair, SEPAC

Peter Clay Wenham Planning and Select Board

Tom Connors Parent

Tom Reed Parent

Nicole Ireland Parent

Alicia Thompson Parent

Eliza Bassom Student, Hamilton-Wenham Regional High Sch

Paige Skellett

Student, Hamilton-Wenham Regional High Sch

Phoebe Ting

Student, Hamilton-Wenham Regional High Sch

800 West Cummings Park Suite 5900 Woburn, MA 01801 781-305-3540

Summary of the Strategic Planning Process

The strategic plan is a powerful tool that can assist a district in staying focused on what it is, what it wants to be, and how it can achieve its goals. It represents “the set of actions an organization chooses to pursue in order to achieve its objectives. These deliberate actions are puzzle pieces that fit together to create a clear picture of how the people, activities, and resources of an organization can work effectively to accomplish a collective purpose. ” (Curtis & City, 2010, p. 20). The strategic planning process affords the opportunity to seek feedback from constituents that comprise the school district: students, parents, staff, administrators, school committee, and the community, in order to best serve the educational community in the future.

In the Fall of 2022, members of the Hamilton-Wenham Regional School District and community came together to develop a strategic plan that would serve as a road map for improvement for the 2023 through 2026 school year. The following three-step strategic planning process was employed to help guide the planning process:

Phase 1

Phase 2 Phase 3 Building

Phase One represented an important step in beginning the building of a strong foundation in the strategic planning process. In this phase, relevant data representing the performance of the Hamilton-Wenham Regional School District was collected and community input and feedback was solicited. A series of forums were conducted with parents, community, school committee, staff and leadership. Ex-post facto data about the Hamilton-Wenham Regional School District was also collected to be used in Phase Two of the process. This data guided the work of the Strategic Planning Committee in Phase Two and Phase Three of the process.

In Phase Two, a Strategic Planning Committee was established to begin the important work of analyzing internal and external data to guide the work in establishing a mission, core values, and a vision. The 2022-2023 District Goals were assessed to inform the development of a new strategic plan. During Phase Two work, members of the Strategic Planning Committee analyzed internal and external data collected in order to identify focus areas. The Strategic Planning Committee established a strategic objective for each focus area, developed strategic initiatives for each objective, and identified outcomes for each strategic initiative. The Strategic Committee also revisited the vision in this phase to ensure it represented the mission of the Hamilton-Wenham Regional School District. A theory of action was also developed.

In the final phase of the strategic planning process, the Strategic Planning Committee discussed how the newly developed contents of the strategic plan could be implemented both vertically and horizontally in the organization to guide the change process over the next three years. Strategies were developed that will be employed to ensure that district improvement would highlight the identified focus areas. The graphic below highlights the process for using the strategic plan to guide the district in shared vision and vertical alignment of goals.

School Committee Superintendent / Leadership Team (Evaluation Goals)

School Leadership Team

Staff (Evaluation Goals)

Student Growth

The Mission Statement

The Mission Statement explains who we are and highlights our fundamental reason for existing. When others read the mission statement they should understand what our core role is as a district. The mission creates fundamental questions for all organizations to ask:

What is it that we do as a school district?

Who does the district serve?

What are the core values of our school community?

What are the strengths and challenges in our district?

The Strategic Planning Committee reviewed all collected data from parents, community, and staff and then engaged in a great deal of conversation regarding the aforementioned questions and developed the following mission statement:

Together we inspire

Core Values

The Hamilton-Wenham Regional School District's Core Values should remain constant in an ever-changing world. These values provide the foundation for our work and influence how we conduct ourselves and engage with others. The following set of core values were established:

The Vision Statement

Engage the future with

creativity and confidence

Theory of Action

An organization’s theory of action represents a set of actions that will be implemented in order to improve the organization and help it reach its mission. The theory of action is closely related to the strategic objectives and how their implementation will lead to organizational improvement.

Hamilton-Wenham Regional School District’s Theory of Action:

By improving student outcomes through high expectations, deeper learning opportunities, and datainformed instruction in a supportive and equitable environment, utilizing leading-edge technologies and facilities, we will inspire continuous learning for a purposeful life.

Strategic Objectives and Strategic Initiatives

2023 - 2026

After developing a mission, core values, and a vision, the Strategic Planning Committee began the work of developing the focus areas that will serve as the core focus of district improvement for the next three years. Each focus area is highlighted in an action plan that includes a strategic objective, multiple strategic initiatives, outcomes, timeline, and responsibility. The Strategic Planning Committee found many similarities between the identified focus areas and strategic objectives and the strategic objectives identified in the 2022-2023 District Goals. The following four strategic objectives emerged from the process:

Strategic Objective #1: Teaching and Learning

Improve student outcomes through high expectations for all students, deeper learning strategies, data-informed instruction, and tiered systems of support in culturally-responsive classrooms to ensure equitable educational opportunities.

Strategic Initiative Outcome Timeline Responsibility

Continue to examine and develop Multi-tiered Systems of Support at all grade levels.

Reduce the need for higher level tiered services by decreasing learning gaps and disparity for subgroups of learners.

September 2022 -

June 2026

Director of Teaching and Learning

Director of Student Services

Director of School Counseling

Principals

Curriculum Leaders

Instructional Coaches

All Staff

Strategic Objective #1: Teaching and Learning

Strategic Initiative Outcome Timeline Responsibility

Increase opportunities for academic offerings, including innovative deeper learning.

Students Will Think Critically They will employ a systematic approach to collect, evaluate, analyze, and interpret information to identify creative solutions to complex problems. They will apply unbiased, evidence-based thinking that demonstrates a global perspective and consideration for the impact on others.

Students Will Adapt and Persevere. They will demonstrate flexibility and resilience while responding productively to feedback, criticism, and even failure.

Students will Collaborate: Students will leverage the strengths of all to achieve collective outcomes. They will elicit diverse perspectives and contributions to enrich the learning of both themselves and others.

March 2023June 2025

Director of Teaching and Learning

Director of Student Services

Principals

Curriculum Leaders

All Staff

Strategic Objective #1: Teaching and Learning

Strategic Initiative Outcome Timeline Responsibility

Infuse the Portrait of a Graduate throughout the district and communicate it to the community at large.

A clearer understanding within both communities of the Portrait and expectations for student outcomes Pre K-12.

January 2023 -

June 2024

Leadership Team

Family/Community Engagement Liaison

Create a process for continuous PK-12 curriculum review and renewal.

Keeps the curriculum current and flexible and growth oriented.

September 2023 -

June 2024

Director of Teaching and Learning

Director of Student Services

Curriculum Leaders

Strategic Objective #2: Communication and Community Partnerships

Strengthen communication to build support and collaboration among school, community, and town partners.

Strategic Initiative Outcome Timeline Responsibility

Increase regular collaboration between school district and towns to promote shared vision and support long-term goals.

Synchronize the timeline the school district and towns strategic planning to lead to long-term budget solutions and planning.

Ongoing Superintendent

School Committee

Asst. Superintendent of Administration and Finance

Increase quality communication and outreach to families and community regarding curriculum activities and opportunities within schools.

Families feel more connected to their child(ren)'s school and more trusting of staff and budget process.

Increase student retention in the district. Clearly articulate and represent student progress.

Annually Review Family/Community Engagement Liaison Director of Teaching and Learning Leadership Team All Staff

Strategic Objective #2: Communication and Community Partnerships

Strategic Initiative Outcome Timeline Responsibility

Strategic Objective #3: Personnel, Facilities, and Technology

Upgrade and maintain facilities, systems, and infrastructure that leverages technology. Recruit, support, and invest in a diverse and talented staff.

Update academic, recreational and athletic facilities to current educational, health, safety and ADA standards to meet the needs of all staff and students.

Increased student learning, curiosity, decrease student absenteeism and increase college and career pathways for all.

July 2023 - TBD

(Ongoing)

Director of Operations and Facilities

Athletic Director

Principals

Continue MSBA process for Cutler and Winthrop Schools and develop a district-wide PreK-5 vision.

Modern, flexible learning environments.

July 2023 - TBD

(Ongoing)

Superintendent

Director of Operations and Facilities

Elementary Principals

Strategic Objective #3: Personnel, Facilities, and Technology

Strategic Initiative Outcome Timeline Responsibility

Improve long-term staff retention by ensuring salaries and benefits are regionally competitive.

Create a large pool of candidates by ensuring the teaching profession is attractive, sustainable, and rewarding.

July 2023 -

June 2025

School Committee

Superintendent Director of Human Resources

Develop a 3-5 year comprehensive technology plan.

Updated replacement schedule and acquisition of technology.

February 2024 -

June 2024

Director of Technology

Strategic Objective #4: Culture and Wellness

Ensure learning environments support social, emotional, physical, and academic growth.

Implement recommendations from the Diversity, Equity, Inclusion and Belonging audit.

Students will demonstrate awareness, sensitivity, concern, and respect for the culture, experiences, feelings, and opinions of all individuals. They will seek to understand and value others’ life stories to make meaningful connections.

Increased belonging and inclusivity for students, staff, and parents.

January 2023 -

June 2026

Director of Student Services

Leadership Team

All Staff

Strategic Initiative Outcome Timeline Responsibility

Strategic Objective #4: Culture and Wellness

Strategic Initiative Outcome Timeline Responsibility

Explore and implement opportunities beyond high school for students who may not attend college.

Students Will Learn for Life

They will embrace curiosity, maximize opportunities to engage diverse perspectives and new insights, and seek appropriate resources to develop confidence, a positive attitude, and enduring beliefs about learning.

Supporting alternative future choices.

February 2023 -

June 2023

Director of School Counseling

HS Principal

Establish a range of student supports for ALL students.

Increased new extracurricular opportunities for students, improved student sense of belonging and connectedness, and established Tier 1 SEL support for all students.

September 2022 -

June 2026

Director of School Counseling

Director of Student Services

Director of Teaching and Learning

Principals

Together

Teaching

Engage

Personnel,

Culture