WED Strategic Plan 2024-2027 by WED LocalAdmin

8 7 8 A 8 F

20 24 Woonsocket Education Department 20 27 Strategic Plan

Woonsocket Education Department

Woonsocket Education Department McFee Administration Building 108 High Street Woonsocket, RI 02895 (401) 767-4600 www.woonsocketschools.com

Facilitated and Prepared by

Teaching and Learning Alliance, Inc. 800 West Cummings Park Suite 5900 Woburn, MA 01801 781-305-3540

CONTENTS Letter of Introduction

Strategic Planning Committee Members

Summary of the Strategic Planning Process

Summary of LEA Needs Assessment

Theory of Action

Mission: What We Do

Vision: What We Aspire To Be

Core Values: What We Believe

Priorities Pillars and Commitments:

16 18 26 29 33

Priority Pillar #1 Action Plan Priority Pillar #2 Action Plan Priority Pillar #3 Action Plan Priority Pillar #4 Action Plan

Dear Woonsocket Education Department Community, It is with great honor and pride that I share with you the Woonsocket Education Department (WED) 2024-2027 Strategic Plan, “Framing the Future.” A strategic plan is vital to the success and growth of a district as it serves as a framework and barometer for creating and measuring priorities in an effort to provide the best educational opportunities for all students. Moreover, it serves as a roadmap of improvement for where we are heading as a district.

establishing core values, priority pillars, goals, initiatives, and key actions for our district.

I am grateful to our students, parents, teachers and staff, community members, leadership team, Strategic Planning Committee, and school committee who dedicated their time and effort to create a student centered, focused, and well articulated strategic plan.

In closing, the future success of our students and district is dependent on the continued collaboration and partnership between all stakeholders. Furthermore, I am confident that the WED “Framing the Future” Strategic Plan 2024-2027 will serve as a beacon of light to reach our collective aspirations.

This strategic planning process began in the spring of 2023, when stakeholders from our community collaborated to analyze data, provide input and feedback, and strategize with the purpose of

Acting on the belief that students come first, our strategic plan is built on four foundational priority pillars: 1. Teaching, Learning, and Leading 2. Culture and Climate 3. Family and Community Support, Engagements, and Partnerships 4. Finance, Facilities, and Human Capital

Thank you for your continued support! Patrick McGee, Ed.D. Superintendent

Woonsocket Education Department

Strategic Plan 2024 - 2027

Framing the Future

Finance, Facilities, and Human Capital

Family & Community Support, Engagements, & Partnerships

Culture and Climate

Teaching, Learning, and Leading

VISION Establish a premier school district by continuously improving teaching, leading, and student learning.

Woonsocket learning community provides all learners a safe and rigorous learning experience that MISSION The embraces diversity, culture, and individuality to create productive members of our global community.

CORE VALUES Student Achievement

Personal Growth

Partnerships / Collaborations

Establish rigorous, high expectations for students. We value self-reliant learners who will become productive, responsible members of our global community.

Provide academic, social, emotional and physical growth opportunities for students. Decisions will be made to foster self-initiative and responsibility.

Strengthen and cultivate partnerships among schools, families, businesses and the community. We share a commitment to ensure a quality education for all.

School Climate

Resources

Create a safe and healthy learning environment. We focus on respect and appreciation for individual and cultural diversity promotes positive attitudes and shared pride in our schools and community.

Provide necessary resources to support academic excellence, state of the art facilities and high quality instructional materials. We co-create a safe and healthy learning environment that maximizes human and capital resources effectively.

Woonsocket Education Department

Strategic Planning Committee Members Patrick McGee, Ed.D. Superintendent

Brad Peryea Director of Finance

Jennifer Randall Principal

Sarah Lapointe Assistant Principal

Angela Holt, Ed.D. Director of Curriculum & Development

Jeff Giuot Principal

Karen Cahill Principal

Amy Esposito Assistant Principal

Susan DeRiso Dir. of Literacy & Title I

William Webb Director of WACTC

Cathy Carvalho Principal

Stephen Prew Assistant Principal

Dawn Morelle Director of Special Education & Student Services

Karen Barbosa Assistant Principal WACTC

Heather Neil Academic Coach

Laren Windsor Assistant Principal

Jennifer Renigaldo Principal

Jessica Donato Academic Coach

Brian Ernest Assistant Principal

Kimberly Luca Principal

Brandi Anderson MTSS Coordinator

Jeff Goss Assistant Principal

Kellie Girard Asst. Director of Special Education & Student Services Rania Aghia MLL Coordinator Alfred Notarianni Chief Operating Officer Michelle Dargon Director of Human Resources and Labor Relations 6

Donna Coderre Principal Robert Desrosiers Principal Nichelle Kennell Principal

Facilitated and Prepared by

Teaching and Learning Alliance, Inc. 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 Spring of 2023, members of the Woonsocket Education Community came together to develop a strategic plan that would serve as a road map for improvement for the 2024 through 2027 school year. The following three-step strategic planning process was employed to help guide the planning process:

Phase 1 Building the Foundation

Phase 2 Building the Plan

Phase 3 Implementing the Plan

Phase 1 Phase 2

nalP eht gnidliuB

Phase 3

noitadnuoF eht gnidliuB

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 Woonsocket Education Department was collected and community input and feedback was solicited. A series of forums were conducted with parents, community, school committee, staff, and leadership and a survey was administered to members of the Woonsocket Community. Ex-post facto data about the Woonsocket Education Department 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 of the process.

n al P e ht g n it n e m e l p mI

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 current strategic plan was also assessed to inform the development of a new plan. During Phase Two work, members of the Strategic Planning Committee analyzed internal and external data collected in order to identify common themes, referred to in the plan as priority pillars. The Strategic Planning Committee also defined a commitment statement, goals, initiatives, and key actions for each priority pillar. The Strategic Committee also revisited the vision in this phase to ensure it represented the mission of the Woonsocket Education Department. Finally, 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 highlighted that would be employed to ensure that district improvement would focus on the identified pillars.

Rhode Island Department of Education Anatomy of a Strategic Plan The Rhode Island Department of Education (RIDE) recently developed an Anatomy of a Strategic Plan that was to be used by Rhode Island school districts in developing successor strategic plans. This Anatomy includes the following components of strategic planning:

Mission and Vision Theory of Action Values Summary of LEA Needs Assessment

SMART+E Goal 1

SMART+E Goal 2

SMART+E Goal 3

SMART+E Goal 4

SMART+E Goal 5

Initiative 1 w/evidence

Initiative 2 w/evidence

Initiative 3 w/evidence

Funding Source & Owner

Action Steps Steps Action

Action Steps

Repeat the same process for each Goal

Progress Monitoring Plan for Goals, Initiatives, & Action Steps

Priorities and Commitments

This Anatomy of a Strategic Plan provided guidance to the Woonsocket Strategic Planning Committee in developing the essential components of a strategic plan and in ensuring that the strategic plan met State guidelines. 10

Summary of the District Needs Assessment A needs assessment is the process of identifying and determining how to bridge the gap between a district’s current and desired state through a thorough examination of district data. In Phase One of the strategic planning process, district leadership gathered ex-post facto data, engaged in forums to collect qualitative data, and administered a survey to obtain quantitative data used to measure the strengths, challenges, and opportunities of the district. The ex-post facto data included the current strategic plan, internal curriculum assessments, assessment data collected across academic areas, data representing strengths in teaching, learning, and leading, and potential achievement gaps in subgroups. External data such as PSAT, SAT, and the RIDE Report Card were also collected in Phase One. In Phase Two, the members of the Strategic Planning Committee participated in a thorough analysis of the data collected in Phase One. Phase One Data was divided across three teams: Community Feedback; Teaching, Learning, and Leading; and Management and Operations. Each team used a Common Themes Worksheet for data mining, which created themes across the data set analyzed. Common themes across the three team’s analysis were identified and served as the Priority Pillars in the 2024-2027 Strategic Plan. Areas of strength also emerged from the Phase Two data analysis, as well as the identification of initiatives and key actions to be employed to address the four priority pillars.

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.

Through high-quality teaching, learning, and leading experiences, supportive environments that foster social, emotional and academic growth, supportive family and community resources, recruitment, support and retention of a superior and diverse workforce; we will provide all learners a safe and rigorous learning experience that embraces diversity, culture, and individuality to create productive members of our global community. 12

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: We are a safe, inclusive,

and respectful learning community that empowers all to achieve their maximum The Strategic Planning Committee reviewed all collected data from parents, community, and staff and then engaged in a great deal of potential. 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?

conversation regarding the aforementioned questions and developed the following mission statement:

Vision Statement A Vision Statement represents an aspirational description of what an organization would like to achieve or accomplish in the mid-term or longterm future. It is intended to serve as a clear guide for choosing current and future courses of action. It is intended to be our compass – our North Star. The vision statement should be a brief, but concise statement that clearly exemplifies the district’s vision for those it serves.

Establish a premier school district by continuously improving teaching, leading, and student learning. 14

Core Values The Woonsocket Education Department’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:

Student Achievement

Personal Growth

Establish rigorous, high expectations for students. We value self-reliant learners who will become productive, responsible members of our global community.

Provide academic, social, emotional and physical growth opportunities for students. Decisions will be made to foster self-initiative and responsibility.

School Climate

Resources

Partnerships / Collaborations

Create a safe and healthy learning environment. We focus on respect and appreciation for individual and cultural diversity promotes positive attitudes and shared pride in our schools and community.

Strengthen and cultivate partnerships among schools, families, businesses and the community. We share a commitment to ensure a quality education for all.

Woonsocket Education Department

Pillar #1: Teaching, Learning, and Leading Strategic Objective: Improve student learning through consistent & high-quality curriculum and enhanced instruction

Culture and Climate

Teaching, Learning, and Leading

Priorities, Commitments, Goals, 20 24 20 27 Initiatives, and Key Actions

Pillar #2: Culture and Climate Strategic Objective: Improve student learning through supportive environments which foster social, emotional and academic growth

Pillar #3: Family and Community Support, Engagements, and Partnerships Strategic Objective: Improving student learning through supportive family and community resources

Finance, Facilities, and Human Capital

Family and Community Support, Engagements, and Partnerships

After developing a mission, core values, and a vision, the Strategic Planning Committee began the work of developing the priorities that will serve as the core focus of district improvement for the next three years. Strategic priorities are the objectives the LEA hopes to achieve over a designated time. Priorities are part of the LEA's core culture and help to guide the LEA to future success. Each priority should have at least one measurable goal. Each priority is highlighted in an action plan that includes multiple strategic initiatives for each objective, outcomes, and responsibility. The following four priorities emerged from the process.

Pillar #4: Finance, Facilities, and Human Capital Strategic Objective: Improving student learning through recruitment, support and retention of a superior and diverse workforce

Priority Pillar #1

1 Teaching, Learning, and Leading We believe student learning comes first. It is the responsibility of the Woonsocket Education Department to provide quality teaching, learning, and leading experiences to support academic growth for all students.

Strategic Objective: Improve student learning through consistent & high-quality curriculum and enhanced instruction

Commitment: We are committed to maximizing the potential of the WED learning community through aligned, high-quality curriculum.

Priority Pillar #1: Teaching, Learning, and Leading

Measurable Goal #1 By July 2027, 100% of the educators in Woonsocket will have access to a Guaranteed and Viable Curriculum in Grades PreK-12. Initiative

Adopt viable, high-quality curricula that ensures horizontal and vertical fidelity in delivery

Funding Source: ESSER II ESSER III LEAP Title II

Person(s) Responsible:

MLL Categorical Local Project AWARE CLSD

Director of Curriculum and Development Director of Literacy and Title I Director of Multilingual Learners

Director of SEL, Health & Wellness Secondary Department Chairs Building Administrators (Principals, Assistant Principals)

Action Step 1

Action Step 2

Action Step 3

Action Step 4

Action Step 5

Utilizing the district’s need assessment to research and vet curricula, then pilot HQIM for Science and Social Studies

Implement HQIM for elementary ELA and SEL

Incorporate researchbased instructional practices to support the the core curriculum such as:

Monitor the implementation of district curricula through:

Implement practices to observe, progress monitor, and inform the teaching and learning focusing on the articulation of the “Three Questions:”

language routines instructional model of academic teaming culturally responsive pedagogy

district learning walks teacher learning walks department head learning walks

What am I learning? Why am I learning it? How can I demonstrate my learning?

Priority Pillar #1: Teaching, Learning, and Leading

Measurable Goal #1 By July 2027, 100% of the educators in Woonsocket will have access to a Guaranteed and Viable Curriculum in Grades PreK-12. Initiative

Provide professional development experiences that align with district data results and district initiatives.

Funding Source: ESSER II ESSER III LEAP Title II

MLL Categorical Local Project AWARE CLSD

Person(s) Responsible: Director of Curriculum and Development Director of Literacy and Title I Director of Multilingual Learners

Director of SEL, Health & Wellness Secondary Department Chairs Building Administrators (Principals, Assistant Principals)

Action Step 1

Action Step 2

Action Step 3

Action Step 4

Action Step 5

Continuous contentspecific, jobembedded professional development to support the implementation of a Guaranteed and viable curriculum

Continued implementation of professional development in The Science of Reading

Provide professional development to support differentiated instruction for diverse learners

Provide continuous support and training in the area of social emotional learning

Provide professional development with a focus on blended and personalized learning

Priority Pillar #1: Teaching, Learning, and Leading

Measurable Goal #1 By July 2027, 100% of the educators in Woonsocket will have access to a Guaranteed and Viable Curriculum in Grades PreK-12. Initiative

Develop a dual language program

Funding Source: LEAP MLL Categorical Local

Person(s) Responsible: Director of Curriculum and Development Director of Multilingual Learners Building Administrators (Principals, Assistant Principals)

Action Step 1

Action Step 2

Action Step 3

Continue to develop pre-k and kindergarten dual language programs

Recruit Spanish-Bilingual and Dual Language Education educators in grades 1-5

Provide job-embedded continuous professional development

Priority Pillar #1: Teaching, Learning, and Leading

Measurable Goal #1 By July 2027, 100% of the educators in Woonsocket will have access to a Guaranteed and Viable Curriculum in Grades PreK-12. Initiative

Continue to improve and expand district wide MTSS.

Funding Source: LEAP ESSER III Local

Person(s) Responsible: Director of Curriculum and Development Director of Multilingual Learners Building Administrators (Principals, Assistant Principals)

District MTSS Coordinator and Facilitators Director of Literacy & Title I Director of SEL, Health & Wellness

Action Step 1

Action Step 2

Action Step 3

Elementary- Continue to to monitor and provide consistent support for staff, students and families

WMS - Continue to develop clear and consistent protocols and supports for staff, students and families

High School - Establish a system for MTSS with clear and consistent protocols and support for staff, students and families

Priority Pillar #1: Teaching, Learning, and Leading

Measurable Goal #1 By July 2027, 100% of the educators in Woonsocket will have access to a Guaranteed and Viable Curriculum in Grades PreK-12. Initiative

Support schools identified as Comprehensive Support and Intervention

Funding Source: CSIP funds ESSER III LEAP Title II

MLL Categorical Local Project AWARE

Person(s) Responsible: Director of Curriculum and Development Director of Literacy and Title I Director of Multilingual Learners Director of SEL, Health & Wellness

Secondary Department Chairs Director of Special Education and Student Services Building Administrators (Principals, Assistant Principals)

Action Step 1

Action Step 2

Action Step 3

Elementary- Continue to to monitor and provide consistent support for staff, students and families

WMS - Continue to develop clear and consistent protocols and supports for staff, students and families

High School - Establish a system for MTSS with clear and consistent protocols and support for staff, students and families

Priority Pillar #1: Teaching, Learning, and Leading

Measurable Goal #2 By July 2027, WED will provide 100% of its teachers and administrators with opportunities to participate in instructional leadership professional development. Initiative

Provide teachers with opportunities to participate in teacher leadership activities.

Funding Source: ESSER III LEAP Title II

MLL Categorical Local

Person(s) Responsible: Director of Curriculum and Development Director of Literacy and Title I Director of Multilingual Learners Director of SEL, Health & Wellness

Secondary Department Chairs Building Administrators (Principals, Assistant Principals) Sustained Professional Development Facilitators

Action Step 1

Action Step 2

Action Step 3

Expand Promising Practices through teacher led professional development experiences

Participate in district lead professional development in instructional leadership strategies

Facilitate and monitor common planning time/ALT

Priority Pillar #1: Teaching, Learning, and Leading

Measurable Goal #2 By July 2027, WED will provide 100% of its teachers and administrators with opportunities to participate in instructional leadership professional development. Initiative

Provide administrators with opportunities to participate in instructional leadership activities.

Funding Source: ESSER III LEAP Title II

MLL Categorical Local

Person(s) Responsible: Building Administrators (Principals, Assistant Principals) The Teaching & Learning Alliance, Inc. Director of Curriculum and Development Director of Literacy and Title I

Director of Special Education and Student Services Director of Multilingual Learners Director of SEL, Health & Wellness Secondary Department Chairs

Action Step 1

Action Step 2

Action Step 3

Lead school-based learning walks to improve teaching and learning outcomes

Participate in district lead professional development in instructional leadership strategies

Facilitate and monitor common planning time/ALT

Priority Pillar #2

2 Culture and Climate Strategic Objective: Improve student learning through supportive environments which foster social, emotional and academic growth

Commitment: We are committed to maximizing the potential of the WED learning community through creating safe and supportive environments which foster and promote social, emotional and academic growth and promote the well-being of all students

Priority Pillar #2: Culture and Climate

Measurable Goal #1 By July of 2027, WED will provide 100% of its students with access to a comprehensive social and emotional support system. Initiative

WED will establish the Office of Social, Emotional Learning and Health and Wellness.

Funding Source:

Person(s) Responsible:

Bradley/ProjectAware LEAP Local

Building Administrators (Principals, Assistant Principals) The Teaching & Learning Alliance, Inc. Director of Curriculum and Development

Director of Special Education and Student Services Director of Multilingual Learners Director of SEL, Health & Wellness

Action Step 1

Action Step 2

Action Step 3

Action Step 4

Action Step 5

Articulate the roles and responsibilities of the Office of Social, Emotional Learning and Health and Wellness

Interview and select qualified candidate to assume the role of Director of SEL & H/W

Develop a districtwide SEL plan.

Monitor the implementation of the district SEL plan/curriculum.

Facilitate the District SEL team

Priority Pillar #2: Culture and Climate

Measurable Goal #1 By July of 2027, WED will provide 100% of its students with access to a comprehensive social and emotional support system. Initiative

Establish and monitor the commitment to district wide SEL priorities.

Funding Source:

Person(s) Responsible:

Bradley/ProjectAware LEAP Local

Building Administrators (Principals, Assistant Principals) The Teaching & Learning Alliance, Inc. Director of Curriculum and Development

Director of Special Education and Student Services Director of Multilingual Learners Director of SEL, Health & Wellness

Action Step 1

Action Step 2

Action Step 3

Action Step 4

Action Step 5

Reimagine restorative practices at all levels

Implement Positive Behavioral Intervention Supports

Increase cultural awareness and acceptance

Collaborate with community based organizations to promote social, emotional, and physical safety for students and staff

Expanded commitment to the district DEI Advisory Board

Priority Pillar #3

3 Family and Community Support, Engagements, and Partnerships

Strategic Objective: Improve student learning through supportive family and community resources

Commitments: 1. We are committed to maximizing the potential of the WED learning community through developing effective communication between home and school.

2. We are committed to maximizing the potential of the WED learning community through developing strong partnerships between home, school, and community. 3. We are committed to maximizing the potential of the WED learning community through building and strengthening community support and partnerships that enhance the teaching and learning, and supporting a strong sense of belonging for all staff, students, families/caregivers.

Priority Pillar #3: Family and Community Support, Engagements, and Partnerships

Measurable Goal #1 By July 2027, WED will increase community satisfaction with home/school communication from 57% to 65% as evidenced by Surveyworks. Initiative

Support family engagement through increased communication and outreach

Funding Source:

Building Administrators (Principals, Assistant Principals) Director of Curriculum and Development Director of Literacy and Title I

Title I Title III McKenney Vento Local

Person(s) Responsible:

Director of Special Education and Student Services Director of Multilingual Learners Director of SEL, Health & Wellness Title I Liaisons

Action Step 1

Action Step 2

Continue to strengthen early childhood communication and programing

Explore communication platform options to enhance two-way communication between school and home

Priority Pillar #3: Family and Community Support, Engagements, and Partnerships

Measurable Goal #1 By July 2027, WED will increase community satisfaction with home/school communication from 57% to 65% as evidenced by Surveyworks. Initiative

Strengthen and capitalize community, school and home partnerships

Funding Source: Title I Title III McKenney Vento Local

Person(s) Responsible: Building Administrators (Principals, Assistant Principals) Director of Curriculum and Development Director of Literacy and Title I

Director of Special Education and Student Services Director of Multilingual Learners Director of SEL, Health & Wellness Title I Liaisons

Action Step 1

Action Step 2

Action Step 3

Maintain collaboration with SELAC and PESLO

Strengthen the collaborative relationship between home and school environments, embracing culturally diverse families and ensuring communication is presented to families in their preferred language

Increase the number of building events that invite families into the schools

Priority Pillar #3: Family and Community Support, Engagements, and Partnerships

Measurable Goal #1 By July 2027, WED will increase community satisfaction with home/school communication from 57% to 65% as evidenced by Surveyworks. Initiative

Build relationships with Community Based Organizations to enhance instructional and enrichment opportunities

Funding Source: Title I McKenney Vento Local Bradley

Person(s) Responsible: Building Administrators (Principals, Assistant Principals) Director of Curriculum and Development Director of Literacy and Title I

Director of Special Education and Student Services Director of Multilingual Learners Director of SEL, Health & Wellness

Action Step 1

Action Step 2

Action Step 3

Continue partnerships with CBOs the Woonsocket After School Coalition (WASC)

Host regularly scheduled joint meetings between the WED and the WASC

Provide on-going two way communication between the WED and the WASC

Priority Pillar #4

4 Finance, Facilities, and Human Capital

Strategic Objective: Improving student learning through recruitment, support and retention of a superior and diverse workforce

Commitments: 1. We are committed to maximizing the potential of the WED learning community through effective allocation of educational resources.

2. We are committed to maximizing the potential of the WED learning community through effective recruitment, support and retention of a superior and diverse workforce. 3. We are committed to maximizing the potential of the WED learning community through effective short-term and long-range planning, maintenance, renovation, and building initiatives.

Priority Pillar #4: Finance, Facilities, and Human Capital

Measurable Goal #1 By 2027, WED will strive towards creating 21st century learning environments in 100% of its schools. Initiative

Enhance WED’s infrastructure footprint to improve learning environments through new school construction and targeted building upgrades.

Funding Source:

Person(s) Responsible: Building Administrators (Principals, Assistant Principals) Chief Operating Officer Director of Administration and Finance Director of Curriculum and Development

Local State Aid

Director of Literacy and Title I Director of Special Education and Student Services Director of Multilingual Learners Director of SEL, Health & Wellness

Action Step 1

Action Step 2

Action Step 3

Action Step 4

Action Step 5

Reconfigure grade spans at the elementary and middle school levels

Update current buildings to address capital improvements and safety features and build new elementary school(s)

Update current school furniture to reflect 21st century collaborative learning environments

Continued attention to the physical and virtual learning environments

Provide state-of-theart facilities and infrastructure to support rigorous, high-quality teaching and learning for all students

Priority Pillar #4: Finance, Facilities, and Human Capital

Measurable Goal #2 By 2027, WED will increase the School Works favorable overall staff school climate rating from 46% to 50%. Initiative

WED will recruit and maintain a diverse work staff.

Funding Source:

Person(s) Responsible: Building Administrators (Principals, Assistant Principals) Director of Curriculum and Development Director of Literacy and Title I

Title I McKenney Vento Local Bradley

Director of Special Education and Student Services Director of Multilingual Learners Director of SEL, Health & Wellness

Action Step 1

Action Step 2

Action Step 3

Action Step 4

Action Step 5

Refine interview questions to reflect the desire to obtain a more diverse work staff

Accelerate educator growth; increase knowledge and skill set of all newly hired staff that best meets the needs of our diverse student population; ultimately retaining high quality teaching staff> WED will also provide opportunities for expanded learning through URI cohorts in both MLL and Literacy opportunities.

DEI

Culturally response

WED will work with outside agencies to provide a variety of pathways to certification and job recruitment including : RELAY, RISPA TA to BA program

Woonsocket Education Department McFee Administration Building 108 High Street Woonsocket, RI 02895 (401) 767-4600 www.woonsocketschools.com