A Tradition of Excellence
Strategic Plan
The Westfield Public School District, in partnership with families and the community, educates allstudents to reach their highest potential as productive, well-rounded, and engaged citizens who value individual differences and embrace diversity.
The Westfield Public School District believes that:
All students can learn and deserve varied experiences with meaningful outcomes. Frameworks and supports should be designed to ensure individual student growth and achievement.
Students and staff should feel connected to their schools, and schools connected to their community, resulting in a sense of pride and belonging.
Introduction
On August 30, 2022, the Board of Education approved the contracted services of TMI Education to facilitate the Westfield Public School District through the Strategic Planning process. This year-long undertaking brought together all members of the school community to work toward a common purpose… a series of deliverable goals, objectives, and actionable outcomes to shape the future of the school district.
istrict’s Strategic Plan serves as a five-year nt that clearly defines our priorities and our vision uring the success of all of our students. The plan will be regularly reviewed to ensure that it remains relevant and effective, allowing the district to remain agile and responsive to change.
veloping a Strategic Plan is a collaborative effort, with meaningful outcome dependent on the ideas and pertise of our many stakeholders.
Thank you to the more than 3,300 students, parents, staff, and community members who provided valued ut through surveys and in-person sessions in the elopment of a Strategic Plan that truly reflects an ovative, yet sustainable, path for the next five years charts a dynamic course for the educational future of our students.
As an educational community,
we believe that:
All students can learn and deserve to be challenged, supported, and engaged.
1. Learning environments should be safe, inclusive, equitable, and supportive.
2. Social-emotional skills should be a priority throughout a child's entire education, along with access to mental health supports and resources.
4.
3. Diversity in all forms should be welcomed, encouraged, and nurtured.
5. Staff should be supported by access to mentoring, quality professional development, and time to collaborate and plan.
Students should feel connected to their schools, and schools connected to their community, resulting in a sense of pride and belonging.
6. Leaders should be immersed in the learning process and be lifelong learners themselves, while modeling the district's mission, values, and goals.
7. Clear and transparent communication with all segments of the community is essential.
8. Policies, procedures, and protocols must be consistent districtwide. 9. Both the physical and technological security of our schools are high priorities. 10.
Strategic Planning Process
ENGAGE
Engagestakeholderstoarticulatepriorities and values.
October 26, 2022: In-person session for staff
November 1-18, 2022: Online survey for staff, parents, students (Grades 6-12), and community members
November 2, 2022: In-person session for parents and community
November 3, 2022: In-person session for students (Grades 9-12)
CreatefocusedandactionableGoalsand Objectivesalignedwithstakeholderpriorities.
Strategic Planning Council met 6 times from November 2022 to March 2023.
Council members formed small areas of focus groups to brainstorm and prioritize how to overcome barriers and district challenges. Research-based methods of inquiry were utilized to synthesize a collection of district data and mass stakeholder feedback into District Goals and Objectives.
PLAN
District leadership met during Summer 2023 to develop actionable activities to meet objectives and outcomes.
Strategic Plan for 2023-2028 was shared with Board and community in Fall 2023.
DATA SETS examined by the Strategic Planning Council include:
EHOLDER SPECTIVE STUDENT LEARNING
In-Person Stakeholder Sessions
Staff, Parents, Students (Grades 9-12), Community Stakeholder Surveys
Staff, Parents, Students (Grades 6-12), Community
WHS 2022-2023
School Profile
WHS 2022-2023
Program of Studies
K-12 Curriculum / Course of Study by Subject Area 2022 NJSLA Results 2021 Start Strong Results Student Demographics, including Academic, Assessments, Behavior, Economic, Program Participation
SCHOOL PROCESS
2021-2022 District Goals
2022-2023 District Goals
2022-2023 School Budget DEI Initiative 1:1 Technology Initiative Professional Development Elementary Standards-Based Report Card
U.S. Census Quick Facts - Westfield (July 2021) Full Day Kindergarten Background District Mission Statement
Goal 1:
Deepen the learning experiences of all students to prepare them for their future. OUTCOME
OBJECTIVES
Create a unifying vision for learning that aligns and organizes the curricular and instructional program around core knowledge, skills, and competencies for all Westfield students.
Enhance curricular offerings to encourage students to explore, create, and take on challenges.
2. Broaden academic opportunities and support for all learners.
4.
3. Examine the school structures that ensure best practices for teaching and learning to promote innovative and collaborative uses of time.
1.
HIGHLIGHTS
Design a districtcurriculummodel that provides a comprehensive and consistent guide that articulates the connections between desired learning outcomes, assessment evidence, and the student learning experience.
Develop and integrate corecompetencies expected of every Westfield graduate into the fabric of the curricular and co-curricular programs.
2. Establish cohesiveintegration of curriculum goals, course offerings, and co- and extra-curricular activities.
4.
3. Establish robustconnectionswith universities, trade schools, and local businesses, thereby enriching post-secondary opportunities for students.
5.
Develop and implementaMulti-TieredSystem ofSupports(MTSS)framework, a proactive and preventative approach that integrates data and instruction to maximize achievement in all areas of student development including, but not limited to, Gifted and Talented, English as a Second Language, and Academic Support.
6.
Restructureschoolschedules to cultivate a holistic and enriching educational experience for both students and educators.
Our Strategic Plan is not a static document. What we were able to accomplish in Year 1 has an impact on subsequent years. The Plan is a dynamic and adaptable tool that will guide the district’s journey toward its long-term goals. It will be regularly reviewed and updated to ensure that it remains relevant and effective.
Here are Year1activitieshighlightsforGoal1 and the indicators used to monitor progress.
Goal 1:
YEAR 1 ACTIVITIES
Conduct a comprehensive review of current district curricula, instructional practices, professional development.
Provide all faculty with professional development of MTSS framework to ensure common understanding.
Establish district committee to review school scheduling; survey stakeholders regarding current and desired use of time during school.
PROGRESS MONITORING
INDICATORS
Curriculum documents aligned to “Understanding by Design,“ a framework for designing courses and content units.
Implementation of MTSS Tier 1 strategies across the district and Universal Screener for schools participating in the New Jersey Tiered System of Supports-Early Reading Grant Initiative (NJTSS-ER).
Meeting agendas, presentations, and reports of the district‘s School Scheduling Task Force.
Here are Year2activitieshighlightsforGoal1 and the indicators to be used to monitor progress.
Goal 1:
YEAR 2 ACTIVITIES
Continue curriculum writing update / redesign.
Curriculum storyboarding to provide visual narrative for all courses.
Launch online curriculum platform.
Develop Portrait of a Graduate competencies.
Implement universal screening tools for reading and math in Grades K-9.
Introduce data analytics platform; develop and train district data teams at each school.
Negotiate and implement a new master schedule in secondary schools.
Redesign Visual and Performing Arts electives at intermediate schools.
Implementation of districtwide K-5 Enrichment Program.
PROGRESS MONITORING
INDICATORS
Curriculum documents completed and aligned to “Understanding by Design,“ a framework for designing courses and content units.
EduPlanet Blueprint with content for every course.
Online curriculum platform implemented; training completed; percentage of usage tracked.
Number of stakeholders consulted; competency drafts; timeline for final board approval of competencies.
Percentage of students screened; number of students showing growth or needing intervention; percentage of teachers trained.
Number of data platform users and data-driven instructional decisions or interventions; Data teams formed at every school.
Stakeholder feedback of master schedule; schedule adoption; course availability.
Percentage of elective courses redesigned or newly introduced; enrollment rates; feedback from VPA staff; student satisfaction survey.
Number of enrichment lessons taught; development of multiple tiers of enrichment services; parent/teacher/student feedback.
Goal 2:
Promote school culture, programs, and practices that prioritize wellness.
OUTCOME HIGHLIGHTS
Review school counseling/wellness roles, responsibilities, programs, and instruction to identify areas of strength and opportunities for growth. 1. Investigate the structure of the learning day, alternative scheduling, and start/end times to promote balance between academic demands and socialemotional wellness. 2. Ensure that student wellness is a priority within academic, extracurricular, and athletic programs.
Emphasize the social, emotional, and physical health of students and staff to enhance a culture of belonging.
1.
Forge a comprehensive MTSS framework and design that places paramount focus on enhancing behavioralandemotionalwellness, effectively addressing the diverse needs of individuals across all tiers.
2.
Implement curriculum, instruction, and programs to foster a culture that values and prioritizes a balanced lifestyle encompassing academics, activities, and social engagement in students' lives.
3.
Develop and implement a multi-tiered holistic wellnessprogram/curriculum spanning from Pre-K to 12th grade, designed to nurture the physical, mental, and emotional well-being of students at every stage of their educational journey.
4.
Establish a comprehensive parentalengagement framework,includingparentacademies, to actively involve parents in mental health and balanced lifestyle education initiatives, fostering a collaborative and supportive environment for student well-being.
5.
Utilize district curriculum, instruction, and programs to cultivate an enhanced environment which fosters a strong cultureofinclusivityandbelonging, where all individuals feel valued, respected, and empowered to contribute their unique perspectives and talents.
Here are Year1activitieshighlightsforGoal2 and the indicators used to monitor progress.
Goal 2:
YEAR 1
ACTIVITIES
Evaluate current programs, practices, procedures related to student wellness.
Conduct school climate surveys to understand staff and student perceptions of well-being across the district.
Research successful school scheduling models and impact on wellness.
PROGRESS MONITORING INDICATORS
Professional development program related to student/staff wellness.
Results of school climate surveys.
School-based programs and student interactions initiated by school counselors.
Meeting agendas, presentations, and reports of the district‘s School Scheduling Task Force.
Here are Year2activitieshighlightsforGoal2 and the indicators to be used to monitor progress.
Goal 2:
YEAR 2 ACTIVITIES
Distribute needs assessment survey to parents, staff, and secondary students regarding current counseling program.
Develop comprehensive school counseling framework.
Conduct discussions and focus groups with stakeholders regarding ways to address SEL in all academic areas.
Develop districtwide Unified Sports program and explore opportunities for more students to participate in Visual & Performing Arts.
Host Wellness Education Camp focused on staff well-being; Facilitate discussion on wellness at department meetings.
Conduct districtwide school climate survey.
PROGRESS MONITORING INDICATORS
Survey distribution and response rate; analysis of key areas of need; action plan development.
Framework draft completed and aligned with best practices and state/national counseling standards; implementation plan.
Number of focus groups; participation rates; feedback analysis.
Partnerships formed; staff and volunteer recruitment; program plan development; student participation.
Camp attendance; staff feedback; department meeting participation and feedback.
Survey results; data; feedback; and analysis of results.
Goal 3:
Increase diversity, equity, and inclusivity across academic and extracurricular programs.
OBJECTIVES
OUTCOME HIGHLIGHTS
3.
Incorporate the district's framework for Diversity, Equity, and Inclusion in the areas of curriculum and curricular materials, schoolwide programming, professional development, community engagement, and the recruitment, selection, and retention of a diverse workforce.
1. Investigate and address disparity among student subgroups in the areas of academic achievement, discipline, incidents of harassment, intimidation and bullying (HIB), classification, and retention. 2. Examine existing Program of Studies to determine how to more consistently provide access and eligibility to advanced coursework and programs.
Create and expand inclusive opportunities for students of all abilities to participate in athletics and visual and performing arts. 4.
1. Integrate culturally responsive teaching practices that respect and include different cultures, so that every student feelsvaluedandpartofourcommunity.
Create a schoolexperience for students by offering activities that celebrate diverse cultures, promote fairness, inspire acts of kindness, nurture inclusivity, and cultivate a strong sense of belonging.
2. Enhance opportunities for students and staff to actively participate in cultural understanding, equity, empathy, inclusion, and belonging, thus fostering a more diverse and inclusive environment.
3. Achieve a more diverse and inclusive workforce by actively recruiting and retaining individuals from a wide range of backgrounds, experiences, and perspectives.
4. Collect data and craft action plans to reduce disparities between studentsubgroups in the areas of academic achievement, discipline, classification, retention, and incidents of HIB.
5. Broaden the availability of advanced coursework and programs, ensuring access to a wider range of students.
7.
6. Identify and remove barriers that impede student involvement in athletics and performing arts, to create an inclusive and equitable platform for allstudents to express themselves, develop skills, and experience personal growth.
Here are Year1activitieshighlightsforGoal3 and the indicators used to monitor progress.
Goal 3:
YEAR 1 ACTIVITIES
Identify areas for additional growth within the curriculum, schoolwide programming, professional development, community engagement, and recruitment and retention of a diverse workforce.
Solicit staff and student feedback at all schools regarding schoolwide programming.
Develop a repository of resources for use by teachers, administrators, and families.
PROGRESS MONITORING
INDICATORS
Repository of resources and strategies for use by teachers, administrators, and families.
Diversity data dashboard to monitor staff/student demographics, participation, classification, discipline, and access.
Identification and Implementation of MTSS Tier 1 strategies across the district to support inclusivity and belonging.
Here are Year2activitieshighlightsforGoal3 and the indicators to be used to monitor progress.
Goal 3:
YEAR 2 ACTIVITIES
Provide training for administrators on equitable hiring practices.
Provide resilience training to support educator retention.
Expand implementation of “Character Strong” to include lessons about diversity.
Continued partnership with Westfield Human Relations Advisory Commission (HRAC) to provide community-sponsored events.
Conduct facilities walkthrough of areas used for athletics / visual & performing arts; identify physical barriers or areas in need of improvement
PROGRESS MONITORING INDICATORS
Training completion rates; pre/post-training assessments; participant feedback; diversity in hiring.
Training completion rates; pre/post-training assessments; participant feedback.
Training & professional development; program participation; schoolwide engagement; impact on student behavior; student/teacher feedback
Number of events held; event participation; stakeholder satisfaction; community engagement growth; diversity of event topics
Walkthrough completion; identification of barriers; prioritization of issues; improvement plan development; stakeholder input
Goal 4:
Strengthen the relationship between the schools, the district, and the community.
OBJECTIVES
1. Emphasize districtwide opportunities for secondary students to engage with students at the elementary level.
Expand existing connections with governmental, cultural and religious institutions, historical organizations, and other members of the Westfield community.
2. Maximize alumni relations to identify internships, service, and career/college connections.
4.
3. Highlight cultural, historical, and religious observances to raise awareness throughout the school district and cultivate an inclusive environment.
OUTCOME HIGHLIGHTS
Establish a clearer understanding of the missions of and opportunities to connect with governmental, cultural and religious institutions, historical organizations, and other members of the Westfield community.
1. Enhance avenuesforparentsandstudentsto engageandestablishconnections with Westfield organizations, creating more opportunities for involvement and partnership.
2. Energize and mobilizeWestfield’scommunity partners to enthusiastically champion and propel forward our district initiatives.
3. Establish seamless and continuous connectionsthat spanacrossschoolsandvariousgradelevels.
4. Optimize communication and tracking to harnessthe potentialofWHSalumni in support of students past, present, and future.
5. Create a WestfieldHighSchoolAlumni Association as a pinnacle of active engagement, impactful outreach, and vibrant connections.
7.
6. Enhance awareness and implement consistent protocolsforshowcasingtherichtapestryof religious,historical,andculturaltraditions within the school community.
Here are Year1activitieshighlightsforGoal4 and the indicators used to monitor progress.
Goal 4:
YEAR 1 ACTIVITIES
Survey community organizations and create a comprehensive directory of community partners.
Research school district models of successful alumni outreach and practices.
Identify cross-curricular connections with community partners, related to how schools are highlighting cultural, historical, and religious observances.
PROGRESS MONITORING INDICATORS
Community Partner Directory completed and shared.
Alumni Directory expanded; increased connections monitored.
Inventory of historical, cultural, religious observations with dates, descriptions, resources shared with staff.
Here are Year2activitieshighlightsforGoal4 and the indicators to be used to monitor progress.
Goal 4:
YEAR 2 ACTIVITIES
Facilitate follow-up meetings with organizations to delve deeper into common goals and new/ongoing initiatives.
Enhance alumni database, redesign alumni registration form, registration form in Grade 12 exit interviews; redesign alumni e-newsletter; establish WHS alumni Linked In.
Identify and recruit key stakeholders to form a WHS Alumni Association Steering Committee.
Implement Observances Acknowledgement Plan to ensure consistent, districtwide awareness of the school community’s diverse traditions.
PROGRESS MONITORING INDICATORS
Number of follow-up meetings; meeting attendance; action items generated; partnership continuity; organization feedback.
Alumni database growth; completed form redesign; exit interview participation; e-newsletter engagement; alumni engagement metrics.
Stakeholder identification; recruitment success; committee composition; initial meeting attendance; steering committee action plan.
Stakeholder input; number of observances in line with acknowledgment plan; awareness and feedback.
Goal 5:
Develop a comprehensive finance and facilities plan that will allow the district to achieve all other aspects of this Strategic Plan.
OBJECTIVES
OUTCOME HIGHLIGHTS
2.
1. Support a safe, healthy, and environmentallysustainable learning environment.
Align annual school district operating budgets and future referenda with this 5-year Strategic Plan to continue to enhance the district's programs and offerings.
4.
3. Identify additional opportunities for shared services with educational and governmental organizations.
Provide a multi-layered, districtwide strategy to support school safety and security.
1. Hold a referendum for facilities improvements and program expansion including Full-Day Kindergarten, In-district Special Education, small group instruction and supports.
Develop annualdistrictbudgets that aid in achieving Strategic Plan Goals 1 through 4 and ongoing facility, security, and technology upgrades.
2. Maximize energyefficiency and implement more sustainable practices by utilizing state initiatives and district reserves and/or a referendum.
3. Develop and implement a comprehensive field maintenanceprogram throughout the District.
4. Implement an up-to-date schoolsecurityplan reflective of requirements, best practices. and enhanced physical security measures to promote school safety.
5. Establish cooperative working relationships with other districts to identify and utilize sharedservices that lead to best practices and efficiency.
7.
6. Create committees with the Township to explore commonopportunities for growth and development.
Here are Year1activitieshighlightsforGoal5 and the indicators used to monitor progress.
Goal 5:
YEAR 1 ACTIVITIES
Create a 5-year facility plan based upon walkthroughs of all locations with our architects. This plan will include Full Day Kindergarten, additional space for special education and small group instruction, field maintenance, and renovation proposals for all locations.
Conduct a new demographic study to plan for a possible referendum.
Prepare budget projections which include Goals 1-4 and any items the architects have determined should come from Capital Reserve.
PROGRESS MONITORING INDICATORS
Updated 5-year Long Range Facilities Plan.
Results of Demographic and Facilities Capacity Studies.
Multi-Year Budget Projections.
Referendum Timeline.
Here are Year2activitieshighlightsforGoal5 and the indicators to be used to monitor progress.
Goal 5:
YEAR 2
ACTIVITIES
Develop comprehensive timeline to meet all referendum-related deadlines; Launch educational campaign to inform public; Host community meetings and engage with stakeholders.
Implement and fully integrate software for financial, payroll, HR operations.
Optimize custodial and maintenance operations with adjustments to staff schedules and checklists for routine maintenance and cleaning tasks.
Actively engage the District Green team to continue sustainability activities and recognitions.
Finalize school safety and security website.
PROGRESS MONITORING
INDICATORS
Referendum timeline; website portal; educational campaign reach; community meeting schedule; stakeholder feedback; public awareness.
Software implementation timeline; user training completion; system utilization rates; efficiency gains; user satisfaction.
Completion of schedule adjustments; checklist reviews; staff efficiency; work order completion time; facility condition feedback.
Number of Green Team meetings and sustainability initiatives implemented; recognition and awards; student/staff participation; impact metrics.
Website completion milestones; stakeholder in put; user accessibility and usability; website launch; security updates.
Conclusion
The Westfield Public School District’s Strategic Plan reflects thoughtful and data-driven work, with clear direction on how to move the Westfield Public School District forward in meaningful and productive ways over the next five years.
As previously mentioned, it is not a static document. Our Strategic Plan is a dynamic and adaptable tool that will guide the district’s journey toward its long-term goals. The plan will be regularly reviewed and updated to reflect changing circumstances and priorities and to ensure that it remains relevant and effective. As we execute this plan, we will continue to be guided by the district's mission, while pursuing progressive and inclusive solutions.
We are grateful for our strong partnership with the community. We look forward to the future and to working together to provide all students with the knowledge and skills necessary to prepare them for a successful future.
