WED Strategic Plan 2020-2023

Woonsocket

Education Department

2020-2023

Strategic Plan Woonsocket Education Department | Woonsocket, Rhode Island

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 www.teachinglearningalliance.org

"BUILDING THE FUTURE" Woonsocket Education Department Strategic Plan 2020 - 2023

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

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MISSION

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

CORE VALUES Student Achievement

Establish rigorous, high expectations for students to become self-reliant learners and productive, responsible members of our global community

Personal Growth

Provide academic, social, emotional and physical growth opportunities for students to foster self-initiative and responsibility

Partnerships /

School Climate

Create a safe and healthy learning environment in Strengthen and which respect and Cultivate partnerships among schools, families, appreciation for individual and cultural diversity businesses and the community to ensure a promotes positive attitudes and shared pride in our quality education for all schools and community Collaborations

Resources

Provide necessary resources to support academic excellence, state of the art facilities and high quality instructional materials

CONTENTS 05 Strategic Planning Committee Members

06 Summary of the Strategic Planning Process 09 Mission: What We Do 10

Core Values: What We Believe

11

Vision: What We Aspire To Be

12

Theory of Action

13 Pillars / Strategic Objectives: What We Want To Accomplish 15 Strategic Objective #1 Action Plan 17 Strategic Objective #2 Action Plan 19 Strategic Objective #3 Action Plan 20 Strategic Objective #4 Action Plan

Strategic Planning Committee Woonsocket Education Department | 2020 Dr. Patrick McGee Superintendent of Schools

Woonsocket Education Department

Jennifer Renigaldo Woonsocket Middle School, Principal

Donna Coderre Leo Savoie Elementary School, Principal

Dr. Angela Holt Director of Curriculum and Development

Rania Aghia ELL Coordinator

Dawn Morelle

Melissa Moniz Citizens Memorial Elementary School, Principal

Robert Desrosiers Bernon Heights Elementary School, Principal

John McKinnon

Assistant Director of Special Education

Harris Elementary School, Principal

Susan DeRiso

Danira Ortiz

Director of Literacy and Title I

Kevin K. Coleman Elementary School, Principal

Dr. Janet Sullivan

Nichelle Kennell

Director of Special Education

Citizens Memorial Elementary School, Assistant Principal

Carnell Henderson

Michelle Dargon

Woonsocket High School, Principal

Director of Human Resources and Labor Relations

William Webb

Sarah LaPointe

Woonsocket Career and Technical Center, Director

Villa Nova Middle School, Assistant Principal

Kim Granato

Alfred Notarianni

Villa Nova Middle School, Principal

Chief Operating Officer

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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 January of 2020, members of the Woonsocket Education Department and community came together to develop a strategic plan that would serve as a blueprint for improvement for the 2020 through 2023 school year. The following three-phase strategic planning process was employed to help guide the planning process:

WED Strategic Plan, 2020-2023 Phase One

Phase Two

Phase Three

Building the Foundation

Informing / Analyzing

Building the Plan

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2

Informing / Analyzing

Phase

1

Building the Foundation

Phase

Phase One represents 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.

Ex-post facto data about the Woonsocket Education Department was also collected to be used in Phase Two of the process. A Steering Committee, comprised of community organizations and leaders, was established and convened over two sessions. This committee provided essential information regarding the mission and vision of the Woonsocket Education Department. This information guided the work of the Strategic Planning Committee in Phase Two and Three of the process.

A Strategic Planning Committee was established in this phase 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 met with sub-groups of school community members to analyze internal and external data collected in order to identify common themes, referred to in the plan as “Pillars”. These sub-groups played a key role in Phase Two of the planning process and their input and feedback was instrumental in the revision process of the plan.

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Phase

3

Building the Plan

In the final phase of the strategic planning process, the Strategic Planning Committee established a strategic objective for each theme, developed strategic initiatives for each objective, and identified outcomes for each strategic objective. The Strategic Committee also revisited the vision in this phase to ensure it represented the mission of the Woonsocket Education Department. A Theory of Action was also developed. Feedback and input was solicited from the established sub-groups and this feedback guided the final revision to the strategic plan. Finally, 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.

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The Mission

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

Who does the district serve?

What are the core values of our school community?

What are the strengths and challenges in our district?

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

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

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Core Values

Core Values 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 represent the Woonsocket Education Department’s core values:

Student Achievement

Personal Growth

Partnerships / Collaborations

Establish rigorous, high expectations for students to become self-reliant learners and productive, responsible members of our global community

Provide academic, social, emotional and physical growth opportunities for students to foster self-initiative and responsibility

Strengthen and Cultivate partnerships among schools, families, businesses and the community to ensure a quality education for all

School Climate

Resources

Create a safe and healthy learning environment in which 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

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The Vision

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

The Strategic Planning Committee developed the following vision statement:

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

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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. The Woonsocket theory of action is:

If we provide high-quality curriculum and instruction, supportive environments that foster social, emotional and academic growth, utilize family and community resources, and recruit, support and retain a superior workforce, then 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.

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Woonsocket Education Department

Pillars and Strategic Objectives 2020-2023

Pillar #1: Teaching & Learning Strategic Objective: Improving student learning through consistent and highquality curriculum and enhanced instruction

Learning Environments

Teaching & Learning

After developing a mission, core values, and a vision, the Strategic Planning Committee began the work of developing the major pillars that would serve as the core focus of district improvement for the next three years. Each Pillar is highlighted in an action plan that includes a strategic objective, multiple strategic initiatives, outcomes, timeline and responsibility. The Strategic Planning Committee developed the following four Pillars and strategic objectives:

Pillar #2: Learning Environments Strategic Objective: Improving student learning through supportive environments which foster social, emotional and academic growth

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

Human Capital

Family & Community Support, Engagement & Partnerships

Pillar #3: Family & Community Support, Engagement & Partnerships

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

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

Strategic Initiative

Outcome

Timeline

Person(s) Responsible

SI #1: Develop strong curriculum content that ensures horizontal and vertical fidelity in delivery

Consistent delivery of curriculum to ensure all students receive the skills necessary to be successful in their learning

2020-2021 Review K-12 Science K-12 Social Studies 6-12 Math 9-12 ELA

Director of Curriculum and Development

2021-2022 Pilot HQCM in Science, Social Studies, Math and ELA

Director of Literacy and Title 1 Secondary Department Chairs Building Administrators (Principals, Assistant Principals)

2022-2023 Full implementation of HQCM in Science Social Studies, Math and ELA SI #2: Implement practices to observe, progress monitor, and inform the teaching and learning focusing on the articulation of the “Three Questions:” What am I learning?

Why am I learning it?

How can I demonstrate my learning?

Improved instructional practices and instructional leadership

2020-2021 Establishing clear expectation for rigorous instructional practices and monitor feedback Training leadership team Learning Walks at building level 2021-2022 Continue Learning Walks at building level

Director of Curriculum and Development Director of Literacy and Title 1 Secondary Department Chairs Building Administrators (Principals, Assistant Principals)

2022-2023 Learning Walks including teachers/staff

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Strategic Initiative

Outcome

Timeline

Person(s) Responsible

SI #3: Support the use of data in making curriculum and instructional decisions

Improved student achievement through content and instruction designed to target specific curriculum and instructional needs, including equity gaps

2020-2023

Director of Curriculum and Development Director of Literacy and Title 1 Building Administrators (Principals, Assistant Principals) School Improvement Teams

SI #4: Provide professional development experiences that align with district data results and district initiatives.

Consistency in delivery of evidence-based instruction that reflects the use of classroom, school and district data

2020-2023

Director of Curriculum and Development Building Administrators (Principals, Assistant Principals) Secondary Department Chairs

SI #5: Implement culturally responsive pedagogy, K-12

SI #6: Develop a duallanguage program

Increased student engagement in all curricula activities and learning opportunities that values and incorporates the participation of our diverse population

2020-2023

Director of Curriculum and Development

Opportunities for students to become bilingual / biliterate

2020-2021 Exploratory/planning

Director of Curriculum and Development

2021-2022 Pilot

Multilingual Learner Program Coordinator

2022-2023 Full implementation

Building Administrators (Principals, Assistant Principals)

Multilingual Learner Program Coordinator Building Administrators (Principals, Assistant Principals)

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

Strategic Initiative

Outcome

Timeline

Person(s) Responsible

SI #1: Fostering culturally responsive learning community

Establish a learning environment that encourages students to feel a sense of belonging and helps create a space where they feel safe, respected, heard, and challenged

2020-2023

Multilingual Learner Program Coordinator

SI #2: Implement social emotional practices through Restorative Practice, Trauma Informed Practices, and Youth Mental Health First Aid

A trained staff that responds appropriately, decrease suspension rates, increases attendance and graduation rates by maximizing learning time while creating an increased sense of community and belonging with staff and students through building positive and responsive relationships

2020-2023

SI #3: Improve processes to enhance implementation of consistent Multi-Tiered Systems of Support, K-12

Effective tiered support to support academic growth and strengthen social emotional learning support

2020-2021 Train staff on full implementation of MTSS program K-8

Building Administrators

Building Administrators Project AWARE Coordinator District lead-psychologists

2021-2022 Full implementation in grades K -8 2022-2023 Full implementation in High School

Dir. of Curriculum and Development Dir. of Literacy and Title 1 Dir./ Asst Dir. of Special Education Building Administrators MTSS/RTI District Coordinator

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Strategic Initiative

Outcome

Timeline

Person(s) Responsible

SI # 4: Continued attention to the physical and virtual learning environments

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

2020-2023

Chief Operating Officer Dir. of Finance and Administration

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Pillar #3: Family & Community Support, Engagement & Partnerships Strategic Objective: Improve student learning through supportive family and community resources

Strategic Initiative

Outcome

Timeline

Person(s) Responsible

SI #1: Support family engagement through increased communication and outreach

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

2020-2021 Implement consistent parental communication tool

Chief Operating Officer

2021-2023 Maintaining clear and consistent communication

Building Administrators

SI #2: Strengthen and capitalize community, school, and home partnerships

Enhanced relationships between the school and the home to create an awareness of resources and services in the community to support families

2020-2021 Establish and disseminate a bank of community resources

Dir. of Literacy and Title 1

2021-2023 Update as needed

Title 1 Parent Liaisons

SI #3: Building relationships with Community Based Organizations to enhance instructional opportunities

Provide a wide array of authentic work-based learning experiences

2020-2023

Dir. of Curriculum and Development

Dir. of Literacy and Title 1

Title 1 Parent Liaisons

Building Administrators

Dir. of Literacy and Title 1 Building Administrators

SI #4: Continue to strengthen early childhood communication and programing

Improved transition, resources, and communication with early childhood programs that are centered around kindergarten readiness

2020-2023

Dir. of Literacy and Title 1 Dir. / Asst. Dir. of Special Education Building Administrators

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

Strategic Initiative

Outcome

Timeline

Person(s) Responsible

SI #1: Enhance our mentoring program

Accelerated educator growth; increased 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

2020-2021 Transition New Hire Training program to district facilitation

Dir. of Curriculum and Development

Enhanced partnerships that results in improved recruiting practices of appropriately certified staff and a diverse workforce that is more reflective of our student population

2020-2023

Improved student learning with consistent and familiar staff

2020-2023

SI #2: Expand collaboration with colleges and universities

SI #3: Develop, train and retain a high quality support staff (substitutes, paraprofessionals, etc.)

2021-2023 Full district facilitation of New Hire Training

Dir. of Human Resources and Labor Relations

Dir. of Curriculum and Development Dir. of Human Resources and Labor Relations

Dir. of Curriculum and Development Dir. of Human Resources and Labor Relations Dir./Asst. Dir. of Special Education

SI #4: Establish and sustain robust K-12 professional learning communities

Develop strong collegial relationships that provide a safe, supportive learning environment for staff to reflect on their practice

2020-2023

Dir. of Curriculum and Development Dir. of Literacy and Title 1 Secondary Department Chairs Building Administrators

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Woonsocket

Education Department

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