2023-2028 Strategic Plan.Westfield Public Schools, NJ

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A Tradition of Excellence

WESTFIELD PUBLIC SCHOOLS

Strategic Plan 2023-2028

OUR MISSION

OUR BELIEFS

The Westfield Public School District, in partnership with families and the community, educates all students 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.

DISTRICT SNAPSHOT

@ 5,900 Students 10 Schools /

Grades PK-12

98%

Graduation Rate

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Table of Contents Introduction

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District Values

5

Strategic Planning Process

6

Methods of Inquiry

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District Goals, Objectives, Outcomes, Year 1 Activities, Progress Indicators

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Conclusion

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Learn More

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Introduction

FUNDS RAISED

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 yearlong 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.

The District’s Strategic Plan serves as a five-year blueprint that clearly defines our priorities and our vision for ensuring 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.

Developing a Strategic Plan is a collaborative effort, with a meaningful outcome dependent on the ideas and expertise of our many stakeholders.

Thank you to the more than 3,300 students, parents, staff, and community members who provided valued input through surveys and in-person sessions in the development of a Strategic Plan that truly reflects an innovative, yet sustainable, path for the next five years and charts a dynamic course for the educational future of our students.

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As an educational community,

we believe that:

1. All students can learn and deserve to be challenged, supported, and engaged.

2. Learning environments should be safe, inclusive, equitable, and supportive.

3. Social-emotional skills should be a priority throughout a child's entire education, along with access to mental health supports and resources.

4. Diversity in all forms should be welcomed, encouraged, and nurtured.

5. Students should feel connected to their schools, and schools connected to their community, resulting in a sense of pride and belonging.

6. Staff should be supported by access to mentoring, quality professional development, and time to collaborate and plan.

7. Leaders should be immersed in the learning process and be lifelong learners themselves, while modeling the district's mission, values, and goals.

8. Clear and transparent communication with all segments of the community is essential.

9. Policies, procedures, and protocols must be consistent districtwide.

10. Both the physical and technological security of our schools are high priorities.

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Strategic Planning Process Engage stakeholders to articulate priorities and values.

October 26, 2022: In-person session for staff November 1-18, 2022: Online survey for staff, parents,

ENGAGE

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)

Create focused and actionable Goals and Objectives aligned with stakeholder priorities.

Strategic Planning Council met 6 times from November 2022 to March 2023.

Council members formed small areas of focus

PLAN

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.

Formulate clear outcomes to achieve goals and objectives.

District leadership met during Summer 2023 to

EXECUTE

develop actionable activities to meet objectives and outcomes.

Strategic Plan for 2023-2028 was shared with Board and community in Fall 2023.

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Methods of Inquiry

DATA SETS examined by the Strategic Planning Council include: STAKEHOLDER PERSPECTIVE

STUDENT LEARNING

SCHOOL PROCESS

In-Person Stakeholder Sessions Staff, Parents, Students (Grades 9-12), Community

WHS 2022-2023

2021-2022 District

School Profile

Goals

WHS 2022-2023

2022-2023 District

Program of Studies

Goals

K-12 Curriculum /

2022-2023 School

Course of Study by

Budget

Subject Area

DEI Initiative

Stakeholder Surveys Staff, Parents, Students (Grades 6-12), Community

2022 NJSLA

1:1 Technology

Results

Initiative

2021 Start Strong

Professional

Results

Development

Student

Elementary

Demographics,

Standards-Based

including

Report Card

Academic,

U.S. Census Quick

Assessments,

Facts - Westfield

Behavior,

(July 2021)

Economic, Program

Full Day

Participation

Kindergarten Background District Mission Statement

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Goal 1: Deepen the learning experiences of all students to prepare them for their future.

OBJECTIVES

OUTCOME HIGHLIGHTS

1. 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.

2. Enhance curricular offerings to encourage students to explore, create, and take on challenges.

3. Broaden academic opportunities and support for all learners.

4. Examine the school structures that ensure best practices for teaching and learning to promote innovative and collaborative uses of time.

1. Design a district curriculum model that provides a comprehensive and consistent guide that articulates the connections between desired learning outcomes, assessment evidence, and the student learning experience.

2. Develop and integrate core competencies expected of every Westfield graduate into the fabric of the curricular and co-curricular programs.

3. Establish cohesive integration of curriculum goals, course offerings, and co- and extra-curricular activities.

4. Establish robust connections with universities, trade schools, and local businesses, thereby enriching post-secondary opportunities for students.

5. Develop and implement a Multi-Tiered System of Supports (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. Restructure school schedules to cultivate a holistic and enriching educational experience for both students and educators.

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Our Strategic Plan is not a static document. What we are able to accomplish in Year 1 will have an impact on subsequent years. The Plan is a dynamic and adaptable tool that will guide the district’s journey toward its longterm goals. It will be regularly reviewed and updated to ensure that it remains relevant and effective.

Here is a sampling of Year 1 activities for Goal 1 and the indicators to be 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.

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Goal 2: Promote school culture, programs, and practices that prioritize wellness.

OBJECTIVES

OUTCOME HIGHLIGHTS

1. Review school counseling/wellness roles, responsibilities, programs, and instruction to identify areas of strength and opportunities for growth.

2. Investigate the structure of the learning day, alternative scheduling, and start/end times to promote balance between academic demands and socialemotional wellness.

3. Ensure that student wellness is a priority within academic, extracurricular, and athletic programs.

4. 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 behavioral and emotional wellness, 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 wellness program/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 parental engagement framework, including parent academies, 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 culture of inclusivity and belonging, where all individuals feel valued, respected, and empowered to contribute their unique perspectives and talents.

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Our Strategic Plan is not a static document. What we are able to accomplish in Year 1 will have an impact on subsequent years. Here is a sampling of Year 1 activities for Goal 2 and the indicators to be used to monitor progress.

Goal 2: YEAR 1 ACTIVITIES Evaluate current programs, practices, procedures related to student wellness.

PROGRESS MONITORING INDICATORS Professional development program related to student/staff wellness.

Results of school climate surveys.

Conduct school climate surveys to understand staff and student perceptions of well-being across the district.

School-based programs and student interactions initiated by school counselors.

Meeting agendas, presentations, and reports of the district‘s School Scheduling Task Force.

Research successful school scheduling models and impact on wellness.

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Goal 3: Increase diversity, equity, and inclusivity across academic and extracurricular programs.

OBJECTIVES

OUTCOME HIGHLIGHTS

1. 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.

2. Investigate and address disparity among student subgroups in the areas of academic achievement, discipline, incidents of harassment, intimidation and bullying (HIB), classification, and retention.

3. Examine existing Program of Studies to determine how to more consistently provide access and eligibility to advanced coursework and programs.

4. Create and expand inclusive opportunities for students of all abilities to participate in athletics and visual and performing arts.

1. Create a school experience 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. Integrate culturally responsive teaching practices that respect and include different cultures, so that every student feels valued and part of our community.

3. 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.

4. Achieve a more diverse and inclusive workforce by actively recruiting and retaining individuals from a wide range of backgrounds, experiences, and perspectives.

5. Collect data and craft action plans to reduce disparities between student subgroups in the areas of academic achievement, discipline, classification, retention, and incidents of HIB. 6. Broaden the availability of advanced coursework and programs, ensuring access to a wider range of students.

7. Identify and remove barriers that impede student involvement in athletics and performing arts, to create an inclusive and equitable platform for all students to express themselves, develop skills, and experience personal growth.

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Our Strategic Plan is not a static document. What we are able to accomplish in Year 1 will have an impact on subsequent years. Here is a sampling of Year 1 activities for Goal 3 and the indicators to be 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.

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Goal 4: Strengthen the relationship between the schools, the district, and the community.

OBJECTIVES

OUTCOME HIGHLIGHTS

1. Expand existing connections with governmental, cultural and religious institutions, historical organizations, and other members of the Westfield community.

2. Emphasize districtwide opportunities for secondary students to engage with students at the elementary level.

3. Maximize alumni relations to identify internships, service, and career/college connections.

4. Highlight cultural, historical, and religious observances to raise awareness throughout the school district and cultivate an inclusive environment.

1. 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.

2. Enhance avenues for parents and students to engage and establish connections with Westfield organizations, creating more opportunities for involvement and partnership.

3. Energize and mobilize Westfield’s community partners to enthusiastically champion and propel forward our district initiatives.

4. Establish seamless and continuous connections that span across schools and various grade levels.

5. Optimize communication and tracking to harness the potential of WHS alumni in support of students past, present, and future.

6. Create a Westfield High School Alumni Association as a pinnacle of active engagement, impactful outreach, and vibrant connections.

7. Enhance awareness and implement consistent protocols for showcasing the rich tapestry of religious, historical, and cultural traditions within the school community.

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Our Strategic Plan is not a static document. What we are able to accomplish in Year 1 will have an impact on subsequent years. Here is a sampling of Year 1 activities for Goal 4 and the indicators to be 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.

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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

1. 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.

2. Support a safe, healthy, and environmentallysustainable learning environment.

3. Provide a multi-layered, districtwide strategy to support school safety and security.

4. Identify additional opportunities for shared services with educational and governmental organizations.

1. Develop annual district budgets that aid in achieving Strategic Plan Goals 1 through 4 and ongoing facility, security, and technology upgrades.

2. Hold a referendum for facilities improvements and program expansion including Full-Day Kindergarten, In-district Special Education, small group instruction and supports.

3. Maximize energy efficiency and implement more sustainable practices by utilizing state initiatives and district reserves and/or a referendum.

4. Develop and implement a comprehensive field maintenance program throughout the District.

5. Implement an up-to-date school security plan reflective of requirements, best practices. and enhanced physical security measures to promote school safety.

6. Establish cooperative working relationships with other districts to identify and utilize shared services that lead to best practices and efficiency.

7. Create committees with the Township to explore common opportunities for growth and development.

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Our Strategic Plan is not a static document. What we are able to accomplish in Year 1 will have an impact on subsequent years. Here is a sampling of Year 1 activities for Goal 5 and the indicators to be 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.

PROGRESS MONITORING INDICATORS Updated 5-year Long Range Facilities Plan.

Results of Demographic and Facilities Capacity Studies.

Multi-Year Budget Projections.

Referendum Timeline.

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.

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FUNDS RAISED

Conclusion The Westfield Public School District’s Strategic Plan reflects twelve months of 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.

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@westfieldpublicschoolsnj

LEARN MORE: http://bit.ly/wpsnj-strategicplan2023-2028

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@westfieldnjk12

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@ Westfield NJ Public Schools

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