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. Page 12
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