Strategic
Goals
Strategic Goal #1
We will
establish a yearly improvement trend in our overall student learning and
academic achievement.
Objective 1: Establish a consistent
standard for student placement in classes and courses, K-12, to maximize student
learning.
|
Strategy |
Person(s) Responsible |
Timeline |
Indicators
of Accomplishment |
|
Communicate, recognize, and address the needs and
expectations of students transitioning from one school to another |
Principals |
On-going |
School transition shows improvement
academically and socially |
|
Flexible grouping and differentiated instruction to
meet individual needs of students |
Principals |
On-going |
·
Improved achievement indicated by analysis of
standardized testing · Appropriate students served and academically ready
for honors geometry in grade 9 · Data shows process is beneficial to student learning
minimizing schedule changes |
|
To involve parents and students in the transitioning
process |
Superintendent’s cabinet |
On-going |
Improved readiness of students in new placement |
|
Improve access to outside resources in line with |
Superintendent’s cabinet |
2009 |
Established informal and formal school partnerships
with businesses |
Objective
2: Utilize and refine a consistent
evaluation method for grades K-12 that will accurately measure student
progress.
|
Strategy |
Person(s) Responsible |
Timeline |
Indicators
of Accomplishment |
|
Develop an appropriate district-wide assessment plan
for grades K-12 |
Principals Superintendent |
2008 |
·
Plan and budget for plan approved ·
Follow-up |
|
Establish consistent student assessment classroom
criteria for all students in grades K-12 |
Principals Superintendent |
2008 |
·
Criteria established and utilized ·
Written guide for reference |
Objective
3: Develop broad-based measurable student expectations for all three school
levels which include social, civic, and academic skills as well as other
identified achievement.
|
Strategy |
Person(s) Responsible |
Timeline
|
Indicators
of Accomplishment |
|
Elementary faculty develops a grade Pre-K – 6 list of measurable student expectations with benchmarks of
achievement. These are to include
academic, civic and social area. |
Principal |
2008 |
·
Full faculty acceptance ·
Expectations and benchmarks are established,
followed and utilized effectively |
|
All students will aspire to complete 16 years of
education |
All stakeholders |
On-going |
Increase in the number of students successfully
completing post-graduate programs |
|
Each building communicates their plan for
acknowledging student accomplishments consisting of encouragement, incentives
and rewards |
Principals All staff members |
On-going |
· Plans developed · Acceptance and participation by parents, students
and staff ·
Increased
number of students being recognized |
|
All students will reach high standards, at a minimum
attaining proficiency or better in reading/language arts and math |
All stakeholders |
2011
|
·
Increase in the percentage of third grade students
reading at grade level ·
Increase in the percentage of students scoring at or
above proficient in reading/language arts and math on the MCAS |
|
Explore expanding instructional time for ELA and
math at middle school |
Principal |
2006
|
Schedule and/or class syllabi will reflect increased
time, both in core subject and exploratory classes |
|
All limited English proficient students will become
proficient in English and reach high academic standards, at a minimum
attaining proficiency or better in reading/language arts and math |
Superintendent’s cabinet Teachers |
2011 |
Increase in the percentage of students with limited
English proficiency scoring at or above proficient in reading/language arts
and math on the MCAS |
|
All students will graduate from high school |
All stakeholders |
2011 |
Increase in the percentage of students who graduate
from high school each year with a regular diploma |
Objective 4:
Continually update textbooks, materials, and equipment and conduct teacher
training to improve student learning.
|
Strategy |
Person(s) Responsible |
Timeline
|
Indicators
of Accomplishment |
|
Ensure implementation of the state required
technology plan for using computer technology through a three pronged
approach: hardware, software, and training, to improve student learning and
academic achievement |
Superintendent
Technology staff |
On-going
|
·
Plan developed ·
Full time coordinator hired ·
Continuous progress toward implementation |
|
Develop a district-wide yearly rotational plan for
purchasing and replacing textbooks and major equipment |
Principals Curriculum Committees |
On-going |
Plan established,
followed and funded |
|
Develop a plan for training teachers to be experts
in various instructional, curricular, and assessment practices for the purpose
of training additional staff |
Superintendent’s cabinet |
On-going |
Plan developed, followed and funded |
|
Ensure that all students are provided with technology
skills and education that are current |
Superintendent’s cabinet Teachers Tech Staff |
On-going |
·
Assessment ·
Successful internships ·
College acceptance as technology majors |
Strategic Goal #2
The community will recognize the value of their
public schools through their approval of the proposed school district budgets
and support the fundraising efforts of the local education foundation.
Objective 1:
Develop a comprehensive public relations program that will highlight the
district’s operations and accomplishments to all aspects of the community.
|
Strategy |
Person(s) Responsible |
Timeline |
Indicators
of Accomplishment |
|
Publicity
becomes part of the job descriptions and evaluation of the principals and
superintendent |
Community Relations Coordinator Principals Superintendent |
On-going |
· Coordinator in place · Process of data gathering, preparing and publishing
is in place ready for implementation ·
Material and information is published and visible to
the community in multiple forms |
|
Televise School Committee meetings |
School Committee Chairman |
On-going |
Meetings are broadcast
monthly |
|
Engage the Teachers’ Association in the publicity
program selling the district and the value of education. Work to eliminate
negative comments from staff in the classroom and out in the community |
President of
Adams-Cheshire Teachers Association (ACTA)
|
On-going |
· ACTA adopts a campaign that establishes their role
in promoting the schools · Initiate the campaign by conducting at least one
event |
|
Utilize public access venues to highlight the
strengths and value of the schools to the community |
Community Relations Coordinator Principals |
On-going |
More exposure in the
community |
|
Update the ACRSD brochure highlighting the strengths
and value of the schools to the community. |
Community Relations Coordinator |
On-going |
Revised to reflect
updating every two years |
Objective
2: Develop an operational and financial
data model that can clearly communicate the financial and educational
effectiveness of the district to all stakeholders.
|
Strategy |
Person(s) Responsible |
Timeline |
Indicators
of Accomplishment |
|
Produce an annual fact sheet that shows how our
district is performing from an educational perspective and a financial
perspective. The format of the data
should support web delivery, single sheet handouts or be part of a brochure. |
Audit and Evaluation Committee Chair |
On-going |
Positive and accurate
feedback from the town officials |
|
Roundtable Forum with key community leaders to
provide information to the community.
It will be held 3-4 times a year to report on the district’s strategic
initiatives and discuss local, state and national educational issues. |
Superintendent |
On-going |
Positive and feedback
from participants |
Objective
3: Establish a Classroom-Community
Engagement Program that will extend the classroom activities out to the
community.
|
Strategy |
Person(s) Responsible |
Timeline |
Indicators
of Accomplishment |
|
Community Service Learning will continue to be
integrated into the curriculum at each
of the four schools |
Cabinet |
On-going |
· Process instituted to match project ideas to class
activities · At least one project conducted at each school (goal
should be three) |
|
Develop projects that open school programs and facilities
to the entire community |
Principals |
On-going |
Projects are well received and attended |
|
Continue programs that integrate members of the
community into the classroom |
Principals |
On-going |
· Process instituted to match project ideas to class
activities · At least one project conducted |
|
Expand/Strengthen the Guidance Department with
connections to universities, businesses and the community |
Assistant Principal Principal |
On-going |
Positive and accurate
feedback from students and parents |
Objective
4: Extend the school community beyond
today's students, parents and taxpayers by engaging our alumni and stakeholders.
|
Strategy |
Person(s) Responsible |
Timeline
|
Indicators
of Accomplishment |