PUBLIC SCHOOLS STRATEGIC PLAN · Language Arts and Mathematics for benchmark testing 2.1.1.2 Implement NJ State Markers for Future Success Rubric 2.1.1.3 Administer teacher-made baseline

R I D G E F I E L D P U B L I C S C H O O L S

STRATEGIC PPPLLLAAANNN

A 20/20 Vision for Success

REVISED05-15-16 2

RIDGEFIELD PUBLIC SCHOOL DISTRICT

RATIONALE Thisfive-yearplanisdesignedtosetpriorities,focusenergyandresources,strengthenoperations,ensurethatemployeesandotherstakeholdersareworkingtowardcommongoals,establishagreementaroundintendedoutcomes/results,andassessandadjusttheorganization'sdirectioninresponsetoachangingenvironment.

MISSION STATEMENT TheRidgefieldPublicSchoolDistrict,adiversebutunifiedcommunity,provideshighcalibereducationthroughthepromotionofqualityacademicexperiences,authenticcivicengagement,andmasteryof21stcenturyskills.

VISION STATEMENT TheRidgefieldPublicSchoolDistrictstrivestobeahighlyregardedorganization,acknowledgedforitscommitmenttothegrowthandreadinessofeachandeverystudentinordertoensuresuccessinachallengingglobalsociety.

ORGANIZATIONAL VALUES TheRidgefieldSchoolCommunityvaluesthequalitiesandbehaviorsthatpromote:

§ IntellectualCuriosityandLife-longLearning§ EfficiencyandInnovation§ CollaborationandEngagement§ Inclusivity,MutualRespect,andDiversity§ Integrity,Fairness,andProfessionalism§ PersonalGrowth,ConstructiveSelf-criticism,andPerseverance§ OrganizationalExcellence

REVISED05-15-16 3

STRATEGIC GOALS SUMMARY

STRATEGIC GOAL I: SYSTEMIC OPERATIONS TheRidgefieldPublicSchoolDistrictwillcontinuetoestablishclear,consistent,andpurposefulpolicies,processes,protocols,andexpectationsthatfosterhighlyefficientandeffectiveprofessionalpracticeandcontinuousimprovement.

STRATEGIC GOAL II: SCHOOL PROGRAMS AND INSTRUCTIONAL PRACTICE TheRidgefieldPublicSchoolDistrictwillcommittohealthypracticesthatguideandsupportteachersand,inturn,provideeverystudentwitharigorousandcomprehensiveeducationalexperiencethatwilldevelopwholechildren–intellectually,socially,emotionally,physically,andethically.

STRATEGIC GOAL III: PERSONNEL TheRidgefieldPublicSchoolDistrictwillsetclearandconsistentperformancestandards,holdallpersonnelaccountablefortheirperformance,anddevelopourpersonnelthrougheffectiveinduction,mentoring,evaluation,andon-goingprofessionaldevelopmentnecessarytocreateandsupportsuperioreducationalprogramsandachievetheDistrict’svisionandmission.

STRATEGIC GOAL IV: SCHOOL - COMMUNITY RELATIONS TheRidgefieldPublicSchoolDistrictwillplanforandmaintaintheappropriateinfrastructureandprocessestocommunicateandsupportoureducationalvision,mission,andgoals.

STRATEGIC GOAL V: FACILITIES, INFRASTRUCTURES, AND RESOURCES TheRidgefieldPublicSchoolDistrictwilldesign,construct,andmaintainbuildings,grounds,systemsandfundingsolutionsthatsupportandenhancestudentachievement,safety,andefficiency.

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STRATEGIC GOAL I: SYSTEMIC OPERATIONS TheRidgefieldPublicSchoolDistrictwillcontinuetoestablishclear,consistent,andpurposefulpolicies,processes,protocols,andexpectationsthatfosterhighlyefficientandeffectiveprofessionalpracticeandcontinuousimprovement.Annual Goals Howwillthislookpractically?

Strategies Howwillweachievethis?

Benchmarks Whatwillthislooklike?

Timelines Whenwillthisbegin?End?

Responsibility Whowillfacilitatethiswork?

1.1Ensuresystemsthatservestudentswellthroughclearlydefinedpolicy,consistentprocesses,andstandardizeddocumentation

1.1.1ReviewandreviseI&RSrelatedpolicies,protocols,andforms

1.1.1.1Formdistrict-wideI&RS/Section504committeeforreviewandrevisionwork1.1.1.2Documentationreviewandrevision1.1.1.3Processreviewandrevision1.1.1.4Documentandprocessimplementation

06-201506-201506-20152015-16

Administration

1.1.2ReviewandreviseSection504relatedpolicies,protocols,andforms

1.1.2.1Formdistrict-wideI&RS/Section504committeeforreviewandrevisionwork1.1.2.2Documentationreviewandrevision1.1.2.3Processreviewandrevision1.1.2.4Documentandprocessimplementation

06-201506-201506-20152015-16

Administration

1.2Continuetocreateanenvironmentthatmaintainsastableadministrativeteam,continuity,andlong-termaccomplishment

1.2.1Buildandsustainastableadministrativeteamwithclarityofpurpose1.2.2Buildcapacitytoleadexemplaryprograms1.2.3Providehigh-levelmanagementservices1.2.4Organizeandimplementteambuildingandskillbuildingprofessionaldevelopmentprogramfortheadministrativeandsupervisoryteam

1.2.1.1Semi-monthly(2/mo.)AdminCouncilsessionsandindividualwork-sessionsforeachmemberoftheCabinetaspartoftheAnnualPerformanceReviewprocess1.2.2.1Developandimplementprotocolsforbuildingleveladherencetodistrictpoliciesandpractices1.2.3.1Buildfeedbackmechanismsthatdriveadministrativework1.2.4.1Threefull-dayAdminCabinetsessionsonleadingchangeforschoolimprovement,applyingresearchandliterature,andplanningforRidgefield

OngoingOngoingOngoingSummer2015

SuperintendentAdministration

1.3Maintaininglong-termorganizationalstabilitybyforecasting,monitoring,andrespondingtochange

1.3.1Utilizetoolsforlong-termorganizationalplanning

1.3.1.1Formarepresentativestrategicplanningcommittee(SPC)1.3.1.2Writeaplanwithstrategicgoals,annualgoals,strategies,benchmarks,timelines,andresponsibility1.3.1.3SustaintheplanbyreorganizingtheSPCthreetimesperyear

10-20152014-15Ongoing

SuperintendentPrincipalsSupervisorofSpecialServicesDirectorofCurriculumandInstruction

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1.3.2AnalyzeGrade8and9enrollmentsofgeneralandspecialeducation1.3.3.Curriculumreviewtoidentify/forecastfutureneeds

1.3.1.2Conductademographicstudy1.3.2.1Junereviewofincomingfreshmanacademicdata(createa4yearplan)1.3.2.2ReviseKindergartenScreening1.3.3.1Studentandteachersurveysofelementarypopulation’sfutureneeds

2015-16Ongoing01-2016AnnuallyinJune

1.4Implementathoughtfulandcomprehensivemodelforevaluatingwholeprogramsand/orpartsofprogramsinordertoencouragesounddecision-making,clarityoffunctionandpurpose,andoverallprogramimprovement

1.4.1DesigningandengaginginDistrictStudiestodeveloprecommendationsandstrategiesforchangeinthefollowingprograms:-Athletics-SchoolCounseling-Gifted&Talented

1.4.1.1DesignaStrategicPlanningStudythatexemplifiesadistrictmodelforinvestigatingwholeprogramsand/orpartsofprograms1.4.1.2Completionbyanathleticsstudygroupcomprisedofboardofeducationmembers,parents,students,teachers,andadministrators1.4.1.3Completionbyaschoolcounselingstudygroupcomprisedofadministration,teachers,parents,andstudents.1.4.1.4Completionbyagiftedandtalentedstudygroupcomprisedofadministration,teachers,parents,andstudents

June201506-201606-201606-2016

SuperintendentofSchoolsHSPrincipalDirectorofAthleticsSlocumSkewesPrincipalSA/BBPrincipal

REVISED05-15-16 6

STRATEGIC GOAL II: SCHOOL PROGRAMS AND INSTRUCTIONAL PRACTICE TheRidgefieldPublicSchoolDistrictwillcommittostrongprogramsandhealthypracticesthatguideandsupportteachersand,inturn,provideeverystudentwitharigorousandcomprehensiveeducationalexperiencethatwilldevelopwholechildren–intellectually,socially,emotionally,physically,andethically. Annual Goals Howwillthislookpractically?





2.1TheRidgefieldPublicSchoolswillensurethatallstudentslearnbycreatingacultureofcollaborationandfocusingonresults

2.1.1Establishmultiplecriteriaforplacingstudentsinpreparednessgroups

2.1.1.1ImplementStudyIslandcomputer-basedprograminGrades3-11intheareasofEnglishLanguageArtsandMathematicsforbenchmarktesting2.1.1.2ImplementNJStateMarkersforFutureSuccessRubric2.1.1.3Administerteacher-madebaselinetestinginstruments2.1.1.4ImplementquarterlybenchmarkassessmentsforallsubjectsingradelevelsK-12

09-2015andongoing09-2015andongoing09-2015andongoing2015-16

Administration

2.1.2Implementstandardsformeasuringstudentgrowthintheareaofliteracywithafocusonspeaking,listeningwritingandreading

2.1.2.1EstablishgrowthtargetsbyanalyzingandforminginstructionaccordingtotheNJStateHolisticScoringRubricandlocallydesignedcontentspecificrubricsalignedtotheNJHSR2.1.2.2UtilizeNJStateHolisticScoringRubricformeasuringstudentgrowth2.1.2.3Measurestudentgrowththroughmonthlyprogressmonitoring2.1.2.4MeasureteachereffectivenessthroughachievementofprogresstargetsonStudentGrowthObjectives

09-2015andongoingOngoingOngoingOngoing

Administration

2.1.3Establishand/ormodifystructuresandprotocolsthatarecentralizedandpromoteverticallyalignedandhorizontallyconsistentprograms

2.1.3.1CreateandfillDirectorofCurriculumandInstruction,SupervisorofInstruction-GeneralEducation,andSupervisorofInstruction-SpecialEducationpositions2.1.3.2CreaterepresentativeK-12curriculumcommitteesinEnglishLanguageArtsandMathematics2.1.3.3CreaterepresentativeK-12curriculumcommitteesinScience,SocialStudies,andWorldLanguage

08-201410-20142015-2016

SuperintendentDirectorofCurriculumandInstructionDirectorofCurriculumandInstruction

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2.1.3.4CreaterepresentativeK-12curriculumcommitteesinRelatedArts,TechnologyPhysicalEducationandHealth,andAthletics2.1.3.5Identify,purchase,andimplementstandardizedcurriculumwritingsystem(i.e.,RubiconAtlascurriculummappingsystem)2.1.3.6Restructurepersonnelandredesignorganizationalcharttoestablishhierarchyofresponsibilitiesintheareasofcurriculumandinstruction2.1.3.7DevelopandimplementRethinkCurriculumandDataCollectionSystemforallLCclassesingradePre-K–8.2.1.3.8DevelopaDistrictwidecurriculumleadershipteamtoassistindevelopingandwritingnewcurriculumusingRubiconAtlas.

2016-201711-201507-20142015-162015-16

DirectorofCurriculumandInstructionDirectorofCurriculum,SupervisorofInstruction,andPrincipalsDirectorofCurriculumPrincipals

Q2 Provideacomprehensive,wellarticualtedK-12schoolcounselingprogram

Addtwoschoolcounselors,oneattheprimarylevel(PreK-2)andoneatthemiddlegradeslevel(3-8)tosupportstudentsintheacademic,personal/social,andcareerareasinordertoensureacademicachievementandsuccess.

2016-17 Superintendent,BusinessAdministrator,DirectorofCurriculumandInstruction

2.1.4Planandimplementsystematizedprofessionaldevelopmentprogram

2.1.4.1Planprofessionaldevelopmentandturnkeytrainingininstructionalpractice(e.g.,Strongeevaluationsystemandeffectivevs.highlyeffectiveteaching)2.1.4.2PlanprofessionaldevelopmentinthealignmentandbestinstructionalpracticesastheyrelatetoCommonCoreStateStandardsandCollegeandCareerReadiness2.1.4.3Planprofessionaldevelopmentontheuseofdatatoinformanddriveinstruction,aswell,asdeterminelearninggroupsintheclassroom2.1.4.4Expandednewstafforientationandestablishedmonthlycohortmeetings2.1.4.5ExpandresponsibilitiesoftheSciPandDEACcommitteestodevelopandaligndistrictwideprofessionaldevelopment2.1.4.6examineandrevisedistrictstaffmentoringprotocolsandplan.2.1.4.7PlanprofessionaldevelopmentandturnkeytraininginI&RSand504referral

01-2015OngoingOngoing08-20142014-152015-162015-16

DirectorofCurriculumDEAC,DirectorofCurriculumSupervisorofSpecialServices,Principals

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proceduresandprotocols

2.1.5UsePARCCdatatodriveinstructionandmodifyprogramimplementationandPARCCpreparedness

2.1.5.1DatadriveninstructionthroughPARCCanalysis(StatedidnotdeliverPARCCresultsasplannedforApril2015)

2015-16 DirectorofCurriculumandInstruction

2.2TheRidgefieldPublicSchoolswillprovideeverystudentwiththetoolsandexperiencesnecessarytodevelopwholechildrenthatarepositiveandproductivemembersofsocietyby

2.2.1Ensureacquisitionofeducationaltechnologytools

2.2.1.1Purchase325MacBookAirlaptopsforGrades3-122.2.1.2ProvidegeneralAppletrainingandAppleGeniusBarsessionsthroughouttheschoolyear2.2.1.3PurchaseandimplementOffice365forfileserviceandemailforallstaffandemailserviceforGrades6-122.2.1.4ImplementAimswebsystemforcurriculumbasedmeasurement,responsetointervention(RTI),andtieredassessmentinGradesK-6.2.2.1.5ImplementAchieve3000systemforcurriculumbasedmeasurement,responsetointervention(RTI),andreadinginterventioninGrades7-122.2.1.5ContinuetoimplementStudyIslandtoprovidestudentswithauthenticCommonCoreStateStandardandPARCCreadinessexperiences2.2.1.5Explore1:1technologyinitiativeforstudentsatthesecondarylevel2.2.1.6IncreaseWIFIaccesspointforShalerAcademyandBergenBlvd.Schools2.2.1.7ImplementIXLprogramsinELAandMathinallgradelevelsthathaveaccessibility

08-20142014-162014-152014-162015-16Ongoing2015-162015-162015-16

Superintendent,TechnologyCoordinator,andDirectorofCurriculumandInstructionSuperintendent,HSPrincipal,TechnologyCoordinatorSuperintendent,Principal,TechnologycoordinatorPrincipals,Teachers

2.2.2Integrate21stcenturyskillsandinformationliteracyprograms

2.2.2.1Implementtechnologytoprovidestudentswithauthenticexperiencesinvisualpresentations,internetresearchanddatagathering,usingtheMicrosoftsuiteofprograms,andonlinecommunications2.2.2.2Providestudentswitheducationonsafetyprotocols,internetethnicsandresponsibilities2.2.2.3ImplementverticallyalignedK-12researchprotocolsthatreinforcelibrarymedia

2014-162015-16

Superintendent,TechnologyCoordinator,andDirectorofCurriculumandInstructionSuperintendentandDirectorofCurriculumandInstruction

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andELAstandards2.2.2.4Examinemethodstore-integrateVirtualHighSchoolintotheRMHScurriculumtoexpandcourseopportunitiesandengageasynchronously

2016-17

DirectorofCurriculumandInstructionandRMHSPrincipal

Q2 Expandlibrarymedia,technology,andinformationliteracy

ExpandhumaninfreastructurewithtwoadditionallibrarymediaspecialiststosupporttheexpansionoftheInformationLiteracyProgrambeyondresearchandlibraryskillsandtoincludemedialiteracy,criticalliteracy,andinformationethics.

2016-17 SuperintendentofSchools,BusinessAdministrator,DirectorofCurriuclumandInstruction

2.3…providinghumanresourcestoensuresuccess

2.3.1Createand/orredefinecurriculumpersonnelpositions

2.31.1CreateandfillDirectorofCurriculumandInstruction,SupervisorofInstruction-GeneralEducation,andSupervisorsofInstruction-SpecialEducationpositions2.3.1.2RedistributeRTIstaff(Grades3-5)toprovidestrugglinglearnerswithtieredstrategiesinterventionservicesinGradesK-62.3.1.3ImplementPARCCreadinessprogramdeliveryinGrades9&102.3.1.4ImplementaStrategiesandInterventionclassforstudentsinGrade9.2.1.3.9AbolishsixexistingDepartmentChairpositionsandcreateandimplementthefollowingthree:1)FineandPracticalArts,2)LiberalArts,and3)Science,Technology,Engineering,andMath(STEM).

Seeabove05-20152014-152015-162016-2017

SuperintendentSuperintendent,DirectorofCurriculumandInstruction,andPrincipalsHSPrincipal,ChairofELA,DirectorofCurriculum,TeachersSuperintendentofSchoolsandDirectorofCurriculum

2.4…providingprogrammaticresourcestoensuresuccess

2.4.1Purchaseandimplementtoolsandreallocateresourcestoprovideopportunitiesformoreeffectivedeliveryandresourceuse

2.4.1.1TrainadminandstaffontheRubiconAtlasSystemforcurriculumwritingandimplementintheareasofEnglishLanguageArtsandMathematics2.4.1.2UtilizerepresentativeK-12curriculumcommitteesinEnglishLanguageArtsandMathematicstoevaluatecurrentprograms,determinedeficitareas,andrecommendresourcesandpracticestoaddressneeds2.4.1.3UtilizerepresentativeK-12curriculumcommitteesinEnglishLanguageArtsandMathematicstodevelopscopeandsequenceandalignmentdocumentstohorizontallyandverticallyaligncurrentcurriculum2.4.1.4PlanandimplementPARCCreadiness

2014-162014-162014-15Seeabove

DirectorofCurriculumandInstructionDirectorofCurriculumandInstruction

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classesinGrades9and102.4.1.5ReallocateroomusagetoprovidelabspaceforStudyIslandintegrationinGrades3-8EnglishLanguageArtsandMathematics

2014-15

Q2 Supporthighlevelprogrammingthroughregularcurriculumresourcefunding

Allocateandadditional$100,000infundingforsupportingsustainableprogramplanningandimplementation.

2016-17 SuperintendentofSchools,BusinessAdministrator

2.5Continuetobuildaninnovativeschoolprogramthatisgroundedinresearch,alignedtostandards,utilizesbestpractice,andsupportstheneedsof21stcenturylearners

2.5.1EngageinLanguageArtscurriculumevaluation,revision,andimplementationprocesses

2.5.1.1ReviewofthecurrentwritingcurriculumandmaterialstodeterminetheireffectivenessinmeetingtherequirementsoftheCCCS2.5.1.2ReviewofthecurrentwordstudycurriculumandmaterialstodeterminetheireffectivenessinmeetingtherequirementsoftheCCCS2.5.1.3ReviewofthecurrentreadingcurriculumandmaterialstodeterminetheireffectivenessinmeetingtherequirementsoftheCCCS2.5.1.4ImplementandevaluatetheCenterfortheCollaborativeClassroom’sBeingaWriterprograminGradeK-62.5.1.5DevelopacharactereducationscopeandsequencethatcapturesthecharactereducationcomponentsofBeingaWriter2.5.16ImplementInstituteforMultisensoryEducation’sRecipeforReadingwordstudyprograminGradesK-22.5.16ImplementInstituteforMultisensoryEducation’sRecipeforReadingwordstudyprograminGrade3

2014-152014-152014-162015-162015-162015-162016-17

DirectorofCurriculumandInstruction

Q2 BuildamoresolidEnglishLanguageLearning(ELL)Programthatensuresoptimallanguageacquisition

ReinstateanEnglishlanguagelearningteacherinordertoprovidestudentswithanintensiveELLprogramwithbothpulloutandpush-ininstructionandexpansionofourELLprogramatelementaryandsecondarylevelstoassiststudentsinbetterunderstandingcontentbasedclasses,includingScienceandSocialStudiesandalsotoimplementacooperativeteachingmodelbetweenELLandcontentareateachers.


2.5.2EngageinMathcurriculumevaluation,revision,andimplementationprocesses

2.5.2.1ReviewthecurrentmathcurriculumandmaterialstodetermineeffectivenessinmeetingtherequirementsofCCCS

2014-15

REVISED05-15-16 11

2.5.2.2ImplementMcGrawHill’sGeometrySeriestobetteraddresstheCCCSandstudentneedsandrevisecurriculumaccordingly2.5.2.3Examinethecurrentcoursesequenceinmathatthemiddleandhighschoollevelstoimprovestudentreadinessforcollegeandcareers

2014-ongoing2015-16

Q2 Buildastrongerandmorerelevantmathprogram

Addanadditionalmathteacherinordertoofferamorerobustprogramofhighschoolandmiddleschoolelectivese.g.,(ProbabilityandStatistics,Trigonometry,BusinessMath)andmoreelectivesinthestate-requiredareaofpersonalfinance;providegreaterflexibilityinscheduling;implementanintegratedstudiesinitiativebetweenthemathandsciencedepartments,allowingstudentstoengageincriticalthinkingandproblem-solvingacrosscontentdisciplinesandprovidingafoundationforamath-basedphysicsclass.


2.5.3EngageinSciencecurriculumevaluation,revision,andimplementationprocesses

2.5.3.1ReviewthecurrentsciencecurriculumandmaterialstodeterminetheireffectivenessinmeetingtherequirementsofNextGenerationScienceStandards(NGSS)2.5.3.2ImplementnewcurriculummaterialstobetteraddresstheNGSSandstudentneedsandrevisecurriculumaccordingly2.5.3.3Examinethecurrentcoursesequenceinscienceatthemiddleandhighschoollevelstoimprovestudentreadinessforcollegeandcareers2.5.3.4ProvideprofessionaldevelopmentforteachersingradesK–5toalignsciencecurriculumtoNGSS2.5.3.5ExamineanddevelopmethodsforimplementinganEngineeringAcademyatthesecondarylevel.2.5.3.6PreparetodevelopcurriculumfornewsciencecoursealignmentwithinthehighschoolforimplementationSY2016-17

2015-162016-172015-162015-162016-172015-16

DirectorofCurriculum,Principals,TeachersHSPrincipal,Dept.ChairScience,DirectorofCurriculum,TeachersDirectorofCurriculum,HSPrincipal,Dept.ChairScience,Teachers

Q2 Expandandmodernizescienceprograms

SustaintherecentlyyandtemporarilyaddedscienceteacherinordertoimplementofNextGenerationScienceStandardswhileserving


REVISED05-15-16 12

studentsbetterintheareasofscienceandengineeringbyrevampingtheprogramtoincludecorecoursessuchasGeophysicsinfreshmanyear,practicalandrelevantelectives,abroaderarrayofAPScienceclasses,andmulti-disciplinarycross-contentexperiencesamongscience,technology,engineering,andmath(STEM)

Q2 Buildandexpandcareerandtechnicaleducation

AddonebusinessteacherinordertoofferstudentstheopportunitytoparticipateinacareerandtechnicaleducationprogramthatbeginswithintrotobusinessandpersonalfinanceandculminateswithseniorinternshipsintheactualworkplaceandprovidespracticalandrelevantelectiveclassessuchasbutnotlimitedtoMarketing,MicrosoftCertification,andBusinessLaw.


Q2 Buildasolidworldlanguageprogramthatensurestimeandintensity

AddoneworldlanguageteacherinordertoprovidewellarticulatedandprogressivecoreK-12WorldLanguageandcultureinstruction(toincludeatelastonecriticallanguage)tostudentsinallgrades,whileofferingelectivesatthesecondarylevel,suchasAdvancedPlacementandhonorslevelexperiences.


Q2 Buildamoreprogressivesocialstudiesprogram

Addonesocialstudiesteacherinordertoguidestudentstowardenduringunderstandingsinthecorecontentareasofcivics,economics,geography,andhistory,andassurestheirreadinessandwillingnesstoassumecitizenshipresponsibilities;allowtheDistricttonotonlysustainbutratherincreasethenumberofrelevantelectives(e.g.,HistorythroughFilm,Psychology,PoliticalScience,CrimesAgainstHumanity,Sociology);providegreaterflexibilityinscheduling,providingstudentswithagreaterlikelihoodofbeingabletotakethecoursesthataremostappropriateforthem;increasetheintegratedstudiesinitiative.


REVISED05-15-16 13

STRATEGIC GOAL III: PERSONNEL TheRidgefieldPublicSchoolDistrictwillsetclearandconsistentperformancestandards,holdallpersonnelaccountablefortheirperformance,anddevelopourpersonnelthrougheffectiveinduction,mentoring,evaluation,andon-goingprofessionaldevelopmentnecessarytocreateandsupportsuperioreducationalprogramsandachievetheDistrict’svisionandmission.Annual Goals Howwillthislookpractically?





3.1SupportallaspectsofPersonnel

3.1.1SeektoattractandmaintaintoptalentintheDistrict

3.1.1.1Establishcompetitivecontracttermswithfacultyandstaffbargainingunits3.1.1.2Establishpolicythatpresentsclearexpectationsforperformanceandaccountability

2014-15Ongoing

BoardofEducation

3.2Ensureahealthy,compliant,accurate,andefficientpersonnelsystem

3.2.1Establishpersonnelpracticethatfostersorganizationalhealthandproductivity3.2.2Establishasystemofhiring,evaluatingandsupportingeffectivefacultyandstaff3.2.3Provideaclimateofongoingsupportforfacultyandstaff

3.2.1.1Establishacommitteethatwillexploreabsencemonitoringandgoodattendanceincentives3.2.1.2Developdocumentationandpracticesthateducatestaffonfederal,stateandlocalpersonnelprovisions(e.g.,familyleaves)3.2.2.1Identifystepstoaddresspartiallyeffectiveandineffectiveperformanceandprovideclearcorrectiveaction3.2.3.1Providematerialsandstaffdevelopmentopportunities3.2.3.2Provideteachertrainers,mentors,andopportunitiesforcollaborativework3.2.3.3provideforinter-buildingvisitationsandotheropportunitiestoexchangeinformation3.2.3.4ExpandSpecialServiceswithanothertheadditionofonebehavioristtoensureservicesforstudentswithspecialneeds

2015-162015-162016-17

TBDSuperintendent,DirectorofSpecialEducation

3.3Maintainbalancedyetappropriateleadershipcapacity

3.3.1Examineandreviseadministrativestructureasappropriateandnecessary3.3.2Createand/orconvert

3.3.1.1RevisetheRidgefieldPublicSchoolsorganizationalchart3.3.1.2.Developjobdescriptionsforalladministrativepositions3.3.1.3Developjobdescriptionsforallfacultyandstaffpositions3.3.2.1HireaDirectorofCurriculumand

08-20142014-152015-16August2014

Superintendent

REVISED05-15-16 14

administrativepositionsasappropriateandnecessary

InstructionandanInstructionalSupervisor–GeneralEducation3.3.2.2Convertthree(3)consociatepositionsintoandAssistantPrincipal(1)andtwo(2)InstructionalSupervisors–SpecialEducation3.3.2.3ConvertTeacher/DistrictAssistantpositiontoSupervisorofInstruction

July2014August2014

3.4Developasystemicandcomprehensiveprofessionaldevelopmentprogram

3.4.1Developaplanforanongoingnew-facultytrainingprogramthatintroducesandsupportsdistrictinstructionalprogramsandcurriculum

3.4.1.1Two-daysummersessionandnine-sessionfall,winter,andspringnewteachertrainingprogram

Ongoing SuperintendentAdministration

3.4.2Developandmanageprofessionaldevelopmentincurricularareasasnewcurriculaaredevelopedandimplemented.3.4.3Aligninstructionalprofessionaldevelopmenttodistrict(Stronge)instructionalmodel3.4.4WorkwithLocalProfessionalDevelopmentCommitteetointegratetheirworkwithDistrictplanningandimplementationofteacherstaffdevelopment3.4.5Provideexperiencedfacultyandstaffwithopportunitiestoexpandtheirrolesandtasks

3.4.2.1DeliverLanguageArtstraininginthenewBeingaWriterandWordsTheirWayprograms3.4.2.2Re-implementEnvisionsmathprogramwithappropriatetraining3.4.2.3Developandimplementadministratortrainingalignedtoallnewinitiatives3.4.3.1PlanturnkeytrainingintheStrongeratingsystem,particularlydistinguishingbetween“effective”and“highlyeffective”3.4.4.1Implementdistrictwidetrainingprogramintheareaofusingdatatodriveinstruction3.4.4.2ImplementStronge+EvalSystem3.4.4.3ImplementGoogleAppsforEducation3.4.5.1Designandimplementturnkeyprofessionaldevelopment,mentorroles,committeeleadershiproles,andmasterteacherroles

2015-162015-162014-152015-16TBD

DEAC,DirectorofCurriculum,Principals

3.5Createoptimalconditionsthroughcentralization,standardization,access,andefficiency

3.5.1Buildandimplementpowerfultechnologysystems

3.5.1.1ImplementAppliTrackforstrongercentralizedapplicationprocesses,greatercandidatereach,andpowerfuldatastorageandaccess3.5.1.2ImplementAesopforgreaterefficiencywithabsencereportingandsubstituteassignment

2014-152014-15

REVISED05-15-16 15

STRATEGIC GOAL IV: SCHOOL – COMMUNITY RELATIONS TheRidgefieldPublicSchoolDistrictwillplanforandmaintaintheappropriateinfrastructureandprocessestocommunicateandsupportoureducationalvision,mission,andgoals.Annual Goals Howwillthislookpractically?





4.1TheRidgefieldPublicSchoolswillplanandmaintaintheappropriateinfrastructureandprocessestocommunicate,supportandconveyoureducationalvision,goalsandachievements

4.1.1Implementacomprehensivewebsite

4.1.1.1Formatechnologysubcommitteetoresearchandselectawebserviceprovider(i.e.,Schoolwires)4.1.1.2Establishdistrictwebpublishingguidelines4.1.1.3Implementnewwebsitethroughadministrative,faculty,andstaffturnkeytraining4.1.1.4LaunchwebsiteonNovember1,20144.1.1.5LaunchteacherwebpagesbyJanuary1,2015withparticipationof85percentorgreatercompliance

07-201409-20142014-1511-01-1401-01-15

SuperintendentandAdministration

4.1.2Buildandimproveastronger,moresystemic,anddependableinfrastructure

4.1.2.1StreamlineandimproveprocessesbytransitioningfromGenesisStudentManagementSystemParentAccessandGlobalConnectReverse911SystemstotheBlackboardConnectNotificationandAlertSystembySeptemberof20144.1.2.2Engageschoolsindistrict-widedatagatheringandcleanupeffortsthatwillincrease50connectivityeffectivenessto75percenteffectiveness(currentlyat95percenteffectiveness)4.1.2.3Informschoolcommunityofnewprotocols

2014-152014-1509-2014

SuperintendentandAdministration

4.1.3Engagethecommunityandstaffthroughtransparentandconsistentmeans

4.1.3.1Sendsemi-monthlyinvitationstoBoEmeetingswithkeypointsofinterest(e.g.,budgethearing,programpresentations,facultyandstudenthonors)4.1.3.2BuildmorecomprehensiveBoardofEducationwebsite,includingbutnotlimitedtoboardmeetingpodcastresource,onlineboardpolicymanual,memberandcommitteeinfo,

2014-15andOngoing

SuperintendentSuperintendentandAdministration

REVISED05-15-16 16

schedules,agenda,andminutes4.1.3.3SendregularupdatesfromtheDistrictandOfficeoftheSuperintendent4.1.3.4Utilizewebsitetohouseallsuperintendentupdatesunder“Superintendent’sFileCabinet”4.1.3.5SendschoolcommunityALERTS(e.g.,closings,delays,earlydismissals)inEnglish,KoreanandSpanish4.1.3.6Runparentinformationsessionsforcriticalinitiatives(e.g.,studentmanagementsystem,newwebsite,newcommunicationssystem,PARCCreadiness)4.1.3.7Engageschoolcommunityrepresentatives(e.g.parents,teachers,and/orstudents)whereappropriateinprocessessuchasbutnotlimitedtoadministrativehiring,teacherrecognitionselection,strategicplanning4.1.3.8Provideparentinformationalnightsforparentsofstudentswithspecialneedsandissuesthatdirectlyaffecttheireducation.

OngoingOngoing

SupervisorSpecialServices,SupervisorsofInstruction,CST

4.2Improvecommunicationwiththecommunity

4.2.1Enhanceopenhouse/backtoschoolnightpractices4.2.2Offer/enhanceadditionalparentforums4.2.3Implementsystemsforparentstoexpressconcernsandtooffersuggestions.4.2.4IncreasecommunityattendanceofPTA,KPAC,andotherparentdrivenorganizations4.2.5Expandfeedbackopportunities

4.2.1.1Adoptionofaninteractionalformatforopenhousesandbacktoschoolnights4.2.2.1Implementationofnewparentworkshopopportunities4.2.2.2Expansion/enhancementofexistingparentworkshops4.2.2.3Expand/enhancecurrentparentforums(e.g.PrincipalParents)4.2.3.1Anonymouselectronicsuggestionmoduleonwebsite4.2.3.2Openparentforums4.2.4.1ImplementaweeklyPTAe-blast4.2.4.2ImplementaweeklyKPACe-blast4.2.4.3GlobalConnectphone/e-blasts4.2.4.4Backpacknotificationstoelementaryparents4.2.5.1Exitsurveysfromparentworkshops/forums/openhouses4.2.5.2Anonymousfeedbackopportunities(ex.onlinesurveys)

2015-16

REVISED05-15-16 17

4.2.6PurchaseanLEDinformationsigndisplay

4.2.6.1DisplayinahighlytravelledareainRidgefield(ex.Shaler/Edgewater)4.2.6.2Displayimportanteventsoftheschools/community4.2.6.3Displayachievementsofthestudents/staffofthedistrict

4.3PublicAccessChannel

4.3.1Expandopportunitiesforaccesstoschoolmeetings

4.3.1.1Researchabilityforthecommunitytoaccessboard/schoolmeetingsviapublicaccesscablechannel4.3.1.2Researchabilityforthecommunitytoaccessboard/schoolmeetingsviaYouTubechannelorpostdirectlytoRidgefieldwebsite

4.4ExpandGrade12CommunityServiceProgram

4.4.1Expandopportunitiesforstudentstointeractwiththelocalcommunity.

4.4.1.1Provideseniorstudentswithopportunitiestointeractonaregularbasiswithstudentsinthemiddleschool4.4.1.2ExamineanddevelopmorecommunityserviceplacementswithRidgefield

2015-162015-16

HSPrincipal,Asst.Principal,SACHSPrincipal,Asst.Principal,SAC

4.5Establishtieswithpress

4.5.1Improvetieswithmediaoutlets

4.5.1.1Invitelocalmediato“special”events/functions4.5.1.2Sendoutpressreleasespriorto/after“special”events/functions

4.6Translations 4.6.1Providecommunicationinmajorlanguagesofthecurrentcommunitypopulation

4.6.1.1GlobalConnectmessagestranslatedinthemajorlanguagesofthecurrentcommunity4.6.1.2Abilitytotranslatewebsitetothemajorlanguagesofthecurrentcommunity4.6.1.3Schoolpamphletsandflyersavailableinthemajorlanguagesofthecurrentcommunity

REVISED05-15-16 18

STRATEGIC GOAL V: FACILITIES, INFRASTRUCTURES, AND RESOURCES TheRidgefieldPublicSchoolDistrictwilldesign,construct,andmaintainbuildings,grounds,systemsandfundingsolutionsthatsupportandenhancestudentachievement,safety,andefficiency.Annual Goals Howwillthislookpractically?





5.1Ensurethatthecommunityisprovidedwithinformativebudgetdocumentstopromotetransparencywithinternalandexternalstakeholders.

5.1.1Presentpublichearingonschoolbudgetwiththeinformationonbudgetprocess,prioritiesandlimitations.5.1.2Sendwrittencommunicationstoallconstituentgroups.

5.1.1.1UserFriendlySchoolBudgetondistrictwebsite5.1.1.2AnnotatedBudgetHandout;BudgetnewsletterandSuperintendentcommunication

TwoweeksbeforeBOEBudgetPresentation5.1.1OnemonthbeforeBOEBudgetPresentation

BoardofEducationSuperintendentBusinessAdministrator

5.2Ensurethatfacilitymaintenanceandrepairsneedsareaddressedinatimelyandefficientmannertosupportthedailyoperationsofthedistrict.

5.2.1Conductanannualneedsassessmentforfacilitiesupgrade5.2.2DevelopandimplementadynamicandinclusiveLong-rangeFacilitiesPlan.5.2.3Putaneffectiveautomatedworkordersysteminplaceformaintenanceandtechnology

5.2.1.1Conductafacilitiesaudittoassesscurrentfacilitiestomeetthesafetyrequirements,environmentalandinstructionalneeds.5.2.1.2Prepareareportcitingthestateofphysicalplants,HVAC,electrical,andotherkeysystemsaswellastheirstateofrepair.5.2.2.1Createanadvisorygroupofstakeholders5.2.2.2QuarterlymeetingsinCentralOfficetodeveloptheLRFP.5.2.3.1Analyzetheprosandconsontheuseofaworkordersystem.

September-DecemberFebruaryJulyQuarterlyJanuary2016

BoardofEducationSuperintendentBusinessAdministratorPrincipalsSupervisorofFacilitiesStaffBusinessAdministrator,TechnologyCoordinator

Q2 Maintainsafeandconducivefacilities

Addathirdmaintenanceworkertonotonlyimproveandmaintainbuildingsandgroundsbuttokeepthemsafeandbeautiful.

2016-17 Superintendent,BusinessAdministrator

5.2.4Replacelockersystemsatthemiddleandhighschoollevels.5.2.5Replacesportslockerroomsatthehighschoollevel.

5.2.4.1Designphase-inreplacementplanforaplanforhallwaylockerreplacement.5.2.5.1Analyzeschoolanddistrictbudgetsforaplanforlockerroomreplacement.

2017-182017-18

Superintendent,BusinessAdministrator

Q2 Developanevergreenplanformaintenanceandfacilitiescarewith

Ensureconsistentrepairandreplacementcycleswithanadditional$100,000forbetter

2016-17 SuperintendentofSchools,BusinessAdministrator

REVISED05-15-16 19

additionalfunds sustainingoureducationalenvironments(i.e.,combatingbuildingwear-and-tear,updagradingand/ormodernizingfacilities,andreplacinglockers,desks,chairs,carpets,etc.

5.3Developastrategytosupporteffectiveandsustainabletechnology

5.3.1Exploregrantsandresourcesfortechnologicalimprovement

5.3.1.1WorkwithTEQ(GrantWriter)andNJSBAgrantservicestoidentifyandapplyforgrantservices.5.3.1.2Commitmenttolongrangeplanning,fundingandintegrationoftechnologyintocurricularprograms.(Developanevergreenplan)5.3.1.3Researchandpurchasenewequipmentthatwillallowfacilitiestofunctionmoreefficiently,andthenprovidepropertrainingtousers.5.3.1.4Determinetechnologyneedsbasedonprogramandassessmentrequirementsforallschools.

JanuarythroughAprilAllyear

BoardofEducationSuperintendentBusinessAdministratorPrincipalsSupervisorofSpecialProjectsDirectorofCurriculumandInstructionTechnologyCoordinator

5.4Design,construct,andmaintainschoolfacilities,byemployingandmaintainingqualifiedpersonnelandimplementingconsistentproceduresthatkeepchildrensafe,secureandproductive

5.4.1Workwithadministration,locallawenforcementagency,andconsultantstoimprovedocumentation,resources,andpracticesthatbetterensurehighlevelsofsafetyandsecurity

5.4.1.1FormaSchoolSafetyandSecurityCommitteecomprisedofadministrators,consultantsandlocallawenforcementofficial(s)5.4.1.2ConductaSECURITYEVALUATION,whichincludesevaluationsofbuildingsandtheproductionofasecurityfindingsandrecommendationsreport;5.4.1.3Developacomprehensiveall-hazardsEMERGENCYMANAGEMENTPLANthataddressesthefourphasesofemergencymanagement(mitigation,preparation,responseandrecovery);5.4.1.4DevelopaQUICKREFERENCEGUIDERESOURCEDOCUMENT(flipchart)toassistadministrators,teachers,andsupportstaffwithquicklyaccessibleemergencymanagementinformationontopicssuchasschoolpublicsafety,childabduction,schoolclosing,bombthreat,firstaid,activeshooter/lockdown,severestorm,evacuation,firesafety,andutilitiesfailures;5.4.1.5AssisttheRidgefieldSchoolswithexercisingitsemergencymanagementplanby

2014-15 SuperintendentandBusinessAdministrator

REVISED05-15-16 20

planningaTABLETOPEXERCISE(practicestrategysession)withlocalemergencymanagementresponders;5.4.1.6Createcolor-codedEVACUATIONFLOORPLANDIAGRAMSinbuildingsandclassroomsthatwillensurecompliancewithOSHAstandardsandassistbuildingoccupantswithevacuationsbymarkingexits,primaryandsecondaryevacuationroutes,accessibleegressroutes,areasofrefuge,manualfirealarmboxes,portablefireextinguishers,automatedexternaldefibrillators(AEDs),andfirealarmannunciatorsandcontrols(postduring2015summerfor2015-16schoolyear);and5.4.1.7ProvidecriticalTRAININGtoallemployeesthatwillintroducetheSchool’sEmergencyManagementPlan—includingcriticalcomponentssuchasevacuation,fire,andbombthreat—andreviewoftheEmergencyManagementQuickReferenceGuide(ScheduledforApril27and28).

5.4.2WorkwithrepresentativeReferendumCommittee,Board,Administration,andconsultantstoplanfacilitiesandsecurityupgrades

5.4.2.1Planforsecuringfundsthrougheffectivereferendumcampaign(September2014vote-passed)5.4.2.2Planandimplementareferendumprojectschedulethataccountsfordraftinganddeliveryofbids,finalizationofbids,advertisementofbids,pre-bidmeetingsatschoolsites,collectionofbids,awardofbids,noticetoproceed,andsubstantialcompletionandcompletiondatesforconstruction.5.4.2.3MeetwithcontractorsforWindowsandDoorsProjectandMechanicalsProjectandplanconstructionmeetingprotocolsandpreliminarytimelines


5.4.3Provideadministration,faculty,andstaffwithappropriatetraining

5.4.3.1ImplementSafeSchools.comonlinetrainingtoolforBloodbornePathogenExposurePrevention;ChildAbuse:IdentificationandIntervention;Bullying:RecognitionandResponse;SexualHarassment:Staff-to-Staff;andSensitivityAwareness

Ongoing SuperintendentandBusinessAdministrator

5.4.4Planforsafetyandsecurityrelatedfacilitiesupgrades

5.4.4.1Identifyprojectsfunding(i.e.,ExtraordinaryAid)

2014-16

SuperintendentandBusinessAdministrator

REVISED05-15-16 21

5.4.4.2Identifyprioritylistofupgrades(e.g.,panicalarms,centralizedopendoorindicatorsystem,secureentryways,buzz-inentrysystems)5.4.4.3Securequotesandplanspringprojectsforearlysummercompletion(inprocess)5.4.4.4UpgradeCloseCircuitCameraSystemstoensurecompatibilityandconsistencywithintheschoolbuildings.5.4.4.5Implementasystemofswipecardsfortheexteriordoorsfortheprimaryschoolbuildings.

2015-172015-16

Superintendent,Principals,BusinessAdministratorSuperintendent,Principals,BusinessAdministrator

5.4.5ContinuetoassessSafetyandSecurityThreats

5.4.1.1ProvidealldistrictemployeeswithanupdatedEmergencyManagementManual5.4.1.2EstablishprogramsonAnti-Violence,Harassment,IntimidationandBullyinginall4schoolsofthedistrict.5.4.1.3Revise/modifyexistingsafetyandsecurityplan5.4.1.4Deliverappropriatetrainingtoallstaffmembers.5.4.1.5Establishasafetycommitteemadeupofvariousstakeholders.


5.5Ensurethatresourceallocationsarebasedontheneedsofallschools.

5.5.1Identifyprogramchangesandinnovationsthatthedistrictisimplementing/adoptingonayearlybasis.

5.5.1.1CreateacommitteemadeupofvariousstakeholdersfromeachbuildingsothatalistofneedsispresentedtotheSuperintendent.

2015-16

PUBLIC SCHOOLS STRATEGIC PLAN · Language Arts and Mathematics for benchmark testing 2.1.1.2 Implement NJ State Markers for Future Success Rubric 2.1.1.3 Administer teacher-made baseline

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