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STRATEGIC PLAN 2018-2023


This Strategic Plan was developed with input from constituents throughout the Sherman Community. The Board of Education extends its gratitude to the members of the Strategic Planning Steering Committee for their thoughtful insights and persistent will to create a plan that allows us to achieve our shared vision: Devin Alward, Student Brian Berlandi, Parent Sunday Fisher, Community Member Catherine Flynn, Faculty Jason McKinnon, Parent Dorinda Lenihan, Board Member Peter Madonia, Facilitator Tim McGuire, Faculty Jeff Melendez, Superintendent-Principal Elizabeth Neunzig, Student Robert Ostrosky, Board of Selectmen Andrew Schoefer, Administrator Susan Seeger, Board Member Marisa Shiland Student Madalyn Smith, Student Keri Snowden, Administrator Additional thanks to the members of the Sherman School Faculty who contributed to the development of the Action Steps which constitute this plan.


SHERMAN SCHOOL DISTRICT

Strategic Plan We enable all Sherman Students to become the best possible version of themselves. We provide an environment where our children develop into empathetic, self-directed, critical thinkers who don’t give up when faced with challenges. ELEMENT:

Instructional Core The instructional core is central to everything we do. Our entire district is designed to support the meaningful interaction between teacher, student, and content to develop critical thinkers who don’t give up when faced with challenges. Goal #1 We will create and maintain curriculum that is responsive, relevant, and rigorous Goal #2 We will develop and implement a sustainable model of differentiation at all levels

ELEMENT:

Student Enrichment

Parent Engagement

Enrichment allows students to become the best possible version of themselves by discovering and pursuing their strengths and interests both within and outside the classroom. Goal #5 We will provide academic and non-academic enrichment opportunities Goal #6 We will broaden the extracurricular programming that is offered beyond the classroom

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Culture

Connection and collaboration between home and school are critical to achieving the district’s vision.

Our shared beliefs, values, and expectations drive the behaviors that will allow us to realize our vision and achieve our goals.

Goal #7 We will create an infrastructure that invites families to be involved in school life

Goal #10 We will embrace innovative ideas and solutions

Goal #8 We will provide learning opportunities for families to support their children in school Goal #9 We will build effective partnerships and lasting relationships with families upon their enrollment in our district RMAN

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Goal #11 We will build relationships based on mutual trust among all members of our community Goal #12 We will individually and collectively contribute to a positive climate Goal #13 We will engage members of the Sherman community to contribute to our school district and its future

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Goal #3 We will foster interactions between staff and students that promote engagement, nurture curiosity, and make learning fun

Parent Engagement

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Goal #4 We will develop a growth mindset among staff, and students

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The Sherman School 2 Route 37 East, Sherman, CT 06784

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| P 860.355.3793 | F 860.355.9023 | W shermanschool.com


ELEMENT 1: Instructional Core The instructional core is central to everything we do. Our entire district is designed to support the meaningful interaction between teacher, student, and content to develop critical thinkers who don’t give up when faced with challenges.

Goal #1: We will create and maintain curriculum that is responsive, relevant, and rigorous Action Step

Evidence and Artifact(s)

Responsibility

When

1.1 Review, revise, and/or write responsive, relevant, and rigorous curriculum for all subject areas and grade levels

> Faculty participation in Curriculum Bootcamp > Five-year curriculum development plan > Written curriculum for all subject areas and grade levels • Rubric to evaluate responsive, relevant, and rigorous curriculum • Process for reviewing and evaluating written curriculum using rubric • Identified strategies to support best practices in teaching and learning

Faculty Curriculum Committee Director of Curriculum

2019 2020

1.2 Deliver professional development that supports best practice

> Professional development for strategies to support best practices in teaching and learning (Example: workshops, conferences, in-house) > Collegial sharing of best practices > Learned instructional strategies implemented regularly through execution of the school-wide goals

Faculty PDEC Administration

2018 2019

1.3 Create opportunities for staff, student, and parent reflection and feedback regarding curriculum and instruction

> Revisions to curriculum based on feedback • Surveys and/or reflections from staff, students, and/or parents • Revisions reflected in curriculum documents

Faculty Director of Curriculum

2020 2021

1.4 Analyze use of instructional time

> Review and implementation of recommendations for prioritizing strategies, content, standards and scheduling • Identified current instructional practices • Data collection on use of instructional time • Analysis of data collected

Faculty Administration

2019 2020

1.5 Develop guidelines and expectations for homework practices

> Surveys of staff, students, and parents regarding current homework practices > Guidelines and expectations for staff, students, and parents published in Family-Student Handbook

Faculty Administration

2019 2020

1.6 Address Connecticut adoption of CSTA and ISTE standards

> Embed ISTE standards in curriculum • Digital citizenship course > Curriculum to teach CSTA standards • Students proficient in applications, internet use, typing, and coding

Faculty Administration

2019 2020


Goal #2: We will develop and implement a sustainable model of differentiation at all levels Action Step

Evidence and Artifact(s)

Responsibility

When

2.1 Use existing differentiation resources more effectively

> Embed Tier I resources in curriculum • Review of existing Tier I resources > Differentiation resources implemented regularly through the execution of the school-wide goals

Faculty Administration

2019 2020

2.2 Foster student independence, a foundational strategy of differentiated instruction

> Implementation of strategies for developing independence appropriate to different grade levels • Identified strategies for fostering independence

Faculty Administration

2020 2021

2.3 Schedule common planning time for specialists and teachers

> Master schedule revisions reflect regular opportunities for common planning between specialists and teachers • Identified staff who need co-planning times • Identified existing opportunities in the schedule for collaboration

Faculty Administration

2019 2020

2.4 Plan professional development that supports differentiated instruction

> Scheduled professional development sessions > Differentiation strategies implemented regularly through the execution of the school-wide goals

Faculty Administration

2020 2021

2.5 Review and respond to student performance data

> Consistent item on administrative agenda to review Performance Matters assessment data (examples: STAR, F&P, classroom) to inform instructional decisions for all students > Regularly look at authentic student work to assess performance and inform instructional decisions during collaboration periods

Administration Faculty

2019 2020

Goal #3: We will foster interactions between staff and students that promote engagement, nurture curiosity, and make learning fun

Action Step

Evidence and Artifact(s)

Responsibility

When

3.1 Plan opportunities for curriculum-based community events

> Calendar of events to take place within the school day • Examples: 8th Grade Science Expo, Colonial Days, European Expo

Faculty Administration

2018 2019

3.2 Support STEAM/Science/ NGSS implementation

> Participation in professional development offerings • Identified practices/content/resources to carry over from STEAM class to general classrooms

Faculty Administration

2018 2019

3.3 Embed inquiry into unit plans, especially in social studies

> Implementation of inquiry instructional strategies in classrooms • Identified opportunities for and participate in professional development in inquiry strategies

Faculty Administration

2019 2020

3.4 Incorporate technology to enhance interactive, selfdirected learning opportunities

> Student access to computers for assignments, presentations, and classwork • Public sharing of work produced > Creation of digital portfolios to document XP experiences

Faculty Administration Director of Technology

2018 2019


3.5 Ensure multiple opportunities for student choice across the curriculum

> Identified and documented current choices in place > Shared documentation of new options • Examples: math menus, math games, book choices, research projects, writing topics

Faculty Administration

2020 2021

3.6 Revisit Project-Based Learning as a possible strategy to implement

> Identified definition and process for Project-Based Learning • Shared documentation of resources

Faculty Administration

2021 2022

Goal #4: We will develop a growth mindset among staff and students Action Step

Evidence and Artifact(s)

Responsibility

When

4.1 Cultivate Growth Mindset among faculty and staff

> Invite inspirational and knowledgeable growth mindset expert to speak with and work with staff • Staff self-reflection on Growth Mindset stances and habits • Scheduled opportunities to reflect on impact of Growth Mindset

Faculty Administration

2018 2019

4.2 Embed Growth Mindset strategies in classrooms

> Professional development for strategies to support best practices in teaching Growth Mindset • Scheduled opportunities to reflect on impact of implemented strategies (examples: book study, lunch and learn, formal professional development session) > Learned Growth Mindset strategies implemented in classrooms and supported by the school-wide goals

Faculty Administration

2018 2019


ELEMENT 2: Student Enrichment Enrichment allows students to become the best possible version of themselves by discovering and pursuing their strengths and interests both within and outside the classroom. Goal #5: We will provide academic and non-academic enrichment opportunities Action Step

Evidence/Artifacts

Who’s Responsible

When

5.1 Embed enrichment opportunities within existing curricula

> Updated curricula with embedded enrichment opportunities • To include enriching differentiated opportunities • To include projects, field trips, and experiences > Interest Inventory administered to students annually

Administration Faculty

2019 2020

5.2 Identify and purchase resources that promote student engagement and enrichment

> Appropriation of funds to support requests for student enrichment

Administration Faculty

2019 2020

5.3 Evaluate and refine XP program

> The evaluation of the benefit of XP courses • Student, teacher and parent reflections and feedback

Administration Faculty

2020 2021

5.4 Offer student choice and enrichment opportunities during the school day

> Enrichment Opportunities: • Art, Music, and Tech Studios • Athletic Tournaments / Structured Recess • Student Exhibitions (Fine Arts and academic) • Assemblies and community engagement • Collaboration with Middle School and Elementary School (leadership through Color Team) • XP and Enrichment programs

Administration Faculty

2018 2019

5.5 Schedule time within the school day for students to receive support or enrichment

A modified schedule that provides time for additional support and/or enrichment • Follows analysis of instructional time

Administration Faculty

2020 2021

Goal #6: We will broaden the extracurricular programming that is offered beyond the classroom Action Step

Evidence/Artifacts

Who’s Responsible

When

6.1 Create additional clubs for students to participate in and connect with their community

> Survey to determine interests for both content and timing of before and after school clubs (Examples: Community Club, Gardening Club, Homework Club, Invention Convention, Robotics) • Annual club offerings based on student interest survey

Administration Faculty

2019 2020

6.2 Evaluate and refine our sports and extracurricular programs on an annual basis

> Survey regarding student interests and obstacles for participation • Annual sports programs based on student interest survey

Administration Athletic Coordinator

2020 2021


ELEMENT 3: Parent Engagement Connection and collaboration between home and school are critical to achieving the district’s vision.

Goal #7: We will create an infrastructure that invites families to to be involved in school life Action step

Evidence / Artifacts

Responsibility

When

7.1 Identify, reduce, and eliminate the barriers that impede parent attendance at school events

> Increased participation at events by 50% or more • Survey regarding existing barriers • Provide solutions to identified barriers (Examples: child care, Google Hangout for parent/teacher conferences, provide meals) > Feedback survey after each event

Administration Director of Technology Faculty

2019 2020

7.2 Leverage technology to allow families greater access to school events

> Archive of information shared at school events (Examples: powerpoint presentations, handouts, video record events)

Administration Director of Technology Faculty

2020 2021

7.3 Ensure time is utilized efficiently through an analysis and planning of the School Calendar

> Revised calendar • Identified timing and objectives of Open House, Conferences, report cards

Administration Faculty

2018 2019

7.4 Adhere to our adopted District Communication Plan with fidelity

> Implementation of the plan’s action steps > Survey to obtain feedback from various constituents regarding efficacy of communication efforts

Administration Faculty

2018 2019

Goal #8: We will provide learning opportunities for families to support their children in school Action step

Evidence / Artifacts

Responsibility

When

8.1 Communicate the purpose and results of our state and district assessments to all families in a clear and comprehensible way

> Creation and distribution of testing calendar > Coffee hours for parents to discuss assessments > Assessment results and strategy workshop for parents > Assessment data shared with families

Administration Faculty

2018 2019

8.2 Develop a process to ensure that student performance and related plans are clearly communicated to families in a timely and understandable manner

> Publication and broad communication of the developed process for sharing student performance data > Publication and broad communication for plan for meeting student needs (Examples: PPT, SRBI and 504 notification)

Administration Faculty

2019 2020

8.3 Facilitate workshops to support student learning at home

> Events offered on the basis of family interest survey results (Examples: Open House, Family Writing Night, Math Night, Science Night, Art Show)

Administration Faculty

2018 2019

8.4 Organize gatherings where families may ask questions in an informal setting

> Events to occur once per trimester

Administration

2019 2020


Goal #9: We will build effective partnerships and lasting relationships with families upon their enrollment in our district Action step

Evidence / Artifacts

Responsibility

When

9.1 Host bi-annual Family Fun Night to engage families, build rapport and foster positive relationships

> Participation at events (Examples: collaboratively prepared meal, Minute-to-Win-It games, trivia bee, parents vs. students floor hockey)

Administration Faculty

2020 2021

9.2 Facilitate an annual New Family Orientation

> Orientation process followed with new families as they enroll (Examples: summer playdates to connect families, building tour, preschool and kindergarten orientations)

Administration Director of Technology Faculty

2020 2021

9.3 Facilitate ongoing communication with High School students and families

> Database of contact information updated annually

Administration Director of Technology

2019 2020


ELEMENT 4: Culture Our shared beliefs, values, and expectations drive the behaviors that will allow us to realize our vision and achieve our goals.

Goal #10: We will embrace innovative ideas and solutions Action Step

Evidence and Artifacts

Who is Responsible

When

10.1 Apply for funding for projects through the Innovation Fund

> Completed innovation projects • Committee member selection • Application process • Criteria for funding

Innovation Fund Committee Faculty

2019 2020

Goal #11: We will build relationships based on trust among all members of our community Action Step

Evidence and Artifacts

Who is Responsible

When

11.1 Organize team building activities for faculty to participate in three times per year

> Agendas for faculty meetings with team building activities • Committee of faculty to plan events • Staff survey to determine if activities are effective for building relationships

Administration Faculty

2020 2021

11.2 Generate positive notes and emails to celebrate successes within the community

> Staff members’ logs of messages/notes/calls > Copies of student notes shared with bus drivers, nurse, paras/tutors and other members of the school community

All Staff

2019 2020

11.3 Plan and implement student challenges two times per year to encourage teamwork within grade levels

> Reward activity for winning grade at elementary and middle school levels • Examples: Grade level totals for Sherman Shield and Caught Being Awesome awards, books read over the summer, number of minutes logged on IXL

Administration Committee of Teachers

2020 2021

11.4 Plan and implement two all school events (welcome back and end of year) for students and staff

> Agenda of events > Pictures/videos of events > Student and Staff survey for feedback

Administration Committee of Teachers

2020 2021

11.5 Plan and perform celebratory assemblies to bring the school community together prior to school events/holidays

> Agenda for whole school assembly (examples: skit, songs, pep rallies, celebrations of achievements) • Video/pictures of performances

Administration Committee of Teachers

2021 2022

11.6 Organize cultural celebrations/experiences throughout the school year to promote exposure to diversity

> Agendas of events (Examples: Infinite Roots, Holidays Around the World) • Invitations to community members • Video/pictures of performances

Administration Faculty

2018 2019


11.7 Obtain consultant services to support the improvement of school climate and culture

> Proposed consulting services and related agendas > Staff surveys regarding progress resulting from services rendered

Administration Faculty

2018 2019

Goal #12: We will individually and collectively contribute to a positive climate Action Step

Evidence and Artifacts

Who is Responsible

When

12.1 Develop a program for middle school students to serve as mentors for elementary school students

> Mentorship assignments for students/classes • List of collaborative activities for mentors and mentees > Expectations established for interactions between older and younger students

Administration PBIS Committee Faculty Mental Health Professionals

2021 2022

12.2 Plan and organize special arrival and dismissal activities for the first and last day of school each year

> Agenda for arrival and dismissal activities > Videos/pictures of arrival and dismissal > Student and Staff survey for feedback

Administration

2019 2020

12.3 Research and launch a Social-Emotional Learning program in Preschool through Grade 8

> Purchase of program • School visits to see program implementation in other districts > Activities to introduce the program at the school and classroom level

Administration Faculty

2019 2020

12.4 Support social emotional learning and character education through the creation of activities for students

> Activities created by Color Team for Preschool through Grade 5 • Components of SEL program integrated > Videos/pictures of instruction > Student work products

Administration PBIS Committee

2020 2021

12.5 Design and facilitate completion of a school climate survey

> Survey set up on computers during parent conferences • Raffle incentive for participation • Responses from students, staff and parents

Administration Safe School Climate Committee

2019 2020

12.6 Foster the communication norms among staff and students

> Communication Norms displayed (examples: website, presented on main entrance TV, Handbook, Open House) • Student-friendly version of the norms developed

Administration Faculty

2021 2022

Goal #13: We will engage members of the Sherman community to contribute to our school district and its future Action Step

Evidence and Artifacts

Who is Responsible

When

13.1 Invite community organizations to speak with students about various topics

> Agendas for visits (examples: Women’s Center, Community Center, Senior Center, Fire Department, dental hygienist) > Communication of events in Newsletter > Volunteer Fair

Administration Faculty

2018 2019


13.2 Invite members of the community and alumni to a Career Fair for Middle School students

> Career Fair > Resource sheet documenting presenters/careers

Administration Committee of Teachers

2021 2022

13.3 Invite community members into classes as guest speakers or to lead activities

> Log of activities outlining events Preschool through Grade 8 > Volunteer procedures established and published on school website

Administration Faculty

2021 2022

13.4 Organize grade level field trips to volunteer in the community

> Student participation > List of activities completed in the community > Pictures/videos of events

Administration Committee of Teachers

2021 2022


Strategic Plan Progress Report [updated 4/1/2019] Action Step #

Start Date

Status

Action Step #

Start Date

Status

1.1

2018-2019

Ongoing

7.3

2018-2019

Ongoing

1.2

2018-2019

Ongoing

7.4

2018-2019

In Process

1.3

2020-2021

8.1

2018-2019

Ongoing

1.4

2019-2020

8.2

2019-2020

1.5

2019-2020

8.3

2018-2019

1.6

2019-2020

8.4

2019-2020

2.1

2019-2020

9.1

2020-2021

2.2

2020-2021

9.2

2020-2021

2.3

2019-2020

9.3

2019-2020

2.4

2020-2021

10.1

2019-2020

2.5

2019-2020

11.1

2020-2021

3.1

2018-2019

Ongoing

11.2

2019-2020

3.2

2018-2019

In Process

11.3

2020-2021

3.3

2019-2020

11.4

2020-2021

3.4

2018-2019

11.5

2021-2022

3.5

2020-2021

11.6

2018-2019

Ongoing

3.6

2021-2022

11.7

2018-2019

In Process

4.1

2018-2019

Ongoing

12.1

2021-2022

4.2

2018-2019

Ongoing

12.2

2019-2020

5.1

2019-2020

12.3

2019-2020

5.2

2019-2020

12.4

2020-2021

5.3

2020-2021

12.5

2019-2020

5.4

2018-2019

12.6

2021-2022

5.5

2020-2021

13.1

2018-2019

6.1

2019-2020

13.2

2021-2022

6.2

2020-2021

13.3

2021-2022

7.1

2019-2020

13.4

2021-2022

7.2

2020-2021

In Process

Ongoing

Ongoing

Ongoing


Strategic Plan Schedule of Implementation ACTION STEP 1.1 1.2 3.1 4.1 4.2 5.4 7.3 8.1 8.3 11.6 13.1 3.2 3.4 7.4 11.7 2.1 2.5 5.1 5.2 6.1 8.4 9.3 10.1 11.2 12.3 1.4 1.5 1.6

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023


ACTION STEP 2.3 3.3 7.1 8.2 12.2 12.5 1.3 2.2 2.4 3.5 6.2 9.1 9.2 11.1 11.3 11.4 12.4 5.3 5.5 7.2 11.5 12.6 13.2 13.3 13.4 3.6 12.1

2018-2019

2019-2020

2020-2021

2021-2022

2022-2023


PLEASE DIRECT ANY QUESTIONS OR CONCERNS REGARDING OUR STRATEGIC PLAN TO:

Dr. Jeff Melendez, Superintendent-Principal melendezj@shermanschool.com (860) 355-3793 www.ShermanSchool.com

Profile for Jeff Melendez

Strategic Plan Document  

Strategic Plan Document