Upload
duxbury-clipper
View
214
Download
0
Embed Size (px)
Citation preview
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
1/31
Mission: Learning forDuxbury Public Schools provides a high qua
comprehensive education that enables studen
make connections between learning and life aprepares them to meet the challenges of a dy
society.
Strategic Plan for the
Duxbury Public Schools
2005-2010
August 2005
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
2/31
Superintendent of Schools
Dr. Eileen C. Williams
School Committee
John Heinstadt, Chair
John Magnarelli, Vice ChairGeorge Cipolletti
Anne Ward
Karen Wong
Strategic Planning Facilitator
Janice A. Williams AssociatesStratham, NH
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
3/31
Table of Contents
Data Gathering...................................................................................................
Steering Committee and its Tasks ......................................................................
Plan and the Guiding Documents .......................................................................
Value of the Plan................................................................................................
Execution of the Plan .........................................................................................
Resources...........................................................................................................
Role of the School Committee............................................................................
A Note from the Consultant ...............................................................................
A Note from the Superintendent.........................................................................
Strategic Planning Steering Committee Members...............................................
Strategic Planning Definitions............................................................................
Glossary of Educational Terms .........................................................................8
Vision, Values, Mission, Goals ..........................................................................Strategic Plan Propositions, Objectives and Timeline.................................11-
Appendix
Year 1 Matrix..............................................................................................1
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
4/31
Duxbury Public Schools
Strategic Plan
2005-2010
This is the Duxbury Public Schools Strategic Plan for 2005-2010. The plan, drafted by the
Planning Steering Committee, is reflective of data gathered from the various stakeholder gr
last six months. It is a road map toward the future. In order to fully understand how the plan
developed and how it will be used, we encourage you to read the following introductory pa
Data GatheringThe planning process began with data gathering
from all stakeholder groups. We designed and
administered a survey to students at all levels.
We also surveyed parents and community
members. Approximately 875 parents and
community members responded. They
represented every age group and a reasonably
equal distribution in terms of years in the
community. We conducted an Appreciative
Inquiry process involving all members of the
faculty and another involving approximately 90
students at the high school. Through these
sessions we learned a great deal about ourfacultys best teaching experiences, our students
best learning experiences, and their wishes for
the future. Lastly we conducted approximately
100 interviews in the community, randomly
selected from the voter list, representing ages
18 91 d f ll di t ib ti f i
reported successes and our op
improvements.
Finally we held an Appreci
meeting, attended by 65
stakeholders of community group
government, parents, students,
administrators to craft a series
statements around the significan
the data. You will find these at th
each focus area: Teaching
Process; Curriculum; Duxbury M
Professional Development; CRole Clarity; Communication; and
We have reviewed several hun
essential documents that provided
data about the school systems ach
potential This plan also reflects
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
5/31
Steering Committee and Its Tasks
The Steering Committee was made up of
representative stakeholders including teachers
from all levels, administration, parents, School
Councils, School Committee, and a
representative from town government, one from
the town-at large and another from the Duxbury
Education Foundation which significantly
funded this process. The job of the Steering
Committee, daunting at times, was to understand
all of the information gathered and to determine
the most critical areas of focus for the district for
the next 5 year period. Members were open and
forthcoming as they attended to the input of all
stakeholders. The decisions
reflected in this plan are the re
days of analysis facilitated by an
Development Consultant. T
extremely hard. Conversations w
and amazingly forthright. Based o
Steering Committee drafted the
mission and goals. The culminati
write the objectives for the plan, a
the data. The Administrative
prioritized the objectives to reflec
ongoing work of the district.
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
6/31
Plan and the Guiding Documents
The Vision is a statement of the preferredfuture.
The Values represent the systems corebeliefs.
The Mission describes the school systemsreason for being.
The Goals are broad, general and timelessand serve to identify essential elements that
support the mission. These are the guiding
documents for the system. These documents
provide overall direction and describe the
preferred climate and culture of the system. All
strategic planning definitions can be found onpage 7.
The Propositions were developed at theAppreciative Inquiry Summit Meeting. These are
mini-vision statements for each of the themes in
the data. There is no one more valuable than any
others, all of them need attention.
The vision, values mission, goals, and
propositions are written in present tense
language as if what is written were already true.They describe the preferred future state, or the
way the system wishes to be. There is strategy
behind this. Future tense language enables
people to wait for someone else to take
responsibility. Research and experience shows
that when people read plans presented in the present tense, they mobilize in the direction of
the preferred future, taking more individual
responsibility and making the necessary changes
to make the dream a reality. Present tense
language is more likely to inspire people to
t th f t th d i Th i ti
The Objectives, specific,achievable, realistic and time-bou
the work to be done in each of
years. You will note that there a
number of objectives for each
simply because it is harder to pred
will need to be done in those yea
impossible to predict what might b
the Department of Education, dem
federal regulations, or a local nee
from now. They are numbered f
the prioritization has been done b
what has to be done most immed
in subsequent years. At the end
year, the Administrative Team
their work, discuss the current clthe work that needs to be includ
years plan, make adjustments a
develop action plans for the next s
In any change process, w
development of curriculum, st
program, or re-organizing wor
critical stages, or a cycle of wor
accomplished. These include: ass
current state; planning or
implementation; and evaluation. M
will reflect all four of these stage
take more time than others depend
what the system is trying to acc
example, the system may wan
program in place for two or three
can really evaluate its impact. Fmay already be assessment inform
so this stage is not identified he
will vary according to the c
objectives.
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
7/31
Value of the Plan
Not everything that could be done is included. Ifit were, the plan would not be strategic.
Strategic Planning means the objectives are
reflective of current data, current needs, current
issues and current demands. This plan also
includes objectives recommended by
administration but not completed during the last
plan, mandates such as those required by the
Department of Education which may be inprogress, or significant issues that have been for
whatever reason unfunded. Objectives identified
here are assessed to have the most potential to
add value to the district.
This is an operational plan, whfollowed, the plan will in fa
substantial work of the Admi
School Committee, and the Sc
over the next three year to five y
beyond. This plan does not reflect
routine or maintenance responsib
a job description. It is reflectiv
required to move the district frstate to its desired future.
Execution of the PlanThe Superintendent, or her designee, is
responsible for the disposition of all objectives
except those that fall directly under the School
Committees purview. The School Committee
should be represented on any community-wide
task forces. All other task forces are populated at
the Administrative Teams discretion. The
ownership for the plan rests with the
Superintendent and the Administrative Team.
They have spent many hours determining how
much can be accomplished in any given year. It
is under their guidance that the plan should be
accomplished. The School Com
receive periodic updates as obj
completed.
Each year the administrators will
accomplishments of the year as
upcoming annual plan, adjust as n
develop action plans for execution
to come. This will keep the plan
nature and ensure measurable steps
vision for public education in Duxb
Resources
Resources will play an essential part in the
accomplishment of much, if not all, of
what is identified here. The plan, by
design, recommends where the money and
improvement efforts of the admin
teachers and staff, it also helps t
understand where and how their m
being spent. If monies are
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
8/31
Role of the School CommitteeThere is important work for the School
Committee as they carry out their primary
responsibilities: to establish policy; approve the
budgets; serve as liaisons to other city
departments; maintain a bridge to the public; and
support and evaluate the work of the
Superintendent who is responsible for
overseeing the execution of the strategic plan.
Culture change has been a consithis data. Modeling appropriate
discussion, for respectful dialog
decision making, for following
command, and for supporting th
administrators and teachers will
making the climate one that refle
articulated in this plan.
A Note from the ConsultantThis is a system with enormous potential
to be the very best of public schools.
Your challenge is to harness the
significant energy and support of the
parents and the community behind thisplan, to make this vision and these values
come alive in every interaction, on every
day, of every year. Your students are a
thoughtful and talented bunch. They
represent both your individual and
collective best.
I have thoroughly enjoyed my wor
the Steering Committee. You hav
worked hard, dared to speak your
individual truths in the interest of
best for the whole, and every meet
got better and better at working toYou have done the job well and cr
plan that can make your vision rea
Thanks for your time, your comm
excellence, and your humor along
way.
Jan Williams, Organization Devel
Consultant and Facilitator
A Note from the Superintendent
There is nothing more energizing than looking at
your progress to date and planning for future
growth. To be able to do this with others who
also care deeply about the Duxbury PublicSchools and its work with the youth of this
community, has been a pleasure and a privilege.
The plan developed reflects the voice of all
our stakeholders, students, teachers,
d i i d i
each of us plays in educating our s
speaks to the respect, responsibilit
connectedness necessary for us to
climate needed to fulfill our missithe efforts of each of us, working
common goals, we can make the v
I extend a heartfelt thank you to al
participated in this process and I i
ti d i l t i it i l
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
9/31
The Strategic Planning Steering Committee Members
Carey Lake Bruce, Teacher
William Gagnon, Parent and
Duxbury Education Foundation
Joseph Grady, Town Government
John Heinstadt, School Committee
Debra Jewell, Parent
Margaret Kearney, Community at-large
Harriet Leonard, Parent
Nancy Lyons, Teacher
John McCarthy, Princip
Susan Riser, Teacher
Hannah Roveto, Parent
Susan Skeiber, Assist. S
Rick Swanson, Teacher
Susan Walker, Parent
Eileen Williams, Superi
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
10/31
Strategic Planning Definitions
Strategic Planning is a process through which
a school system assesses its current reality,
envisions its future, and develops a roadmap to
achieve its preferred future. It ensures that all
stakeholders have a unified understanding of
the School Districts mission and goals.
Strategic planning provides an opportunity for
renewal, continuous improvement, and planned
growth. It prepares and enables the system to beresponsive to legal requirements, student needs,
external demands, and societal expectations.
Stakeholders are those who have a vested
interest in the school systems success. These
include: parents; community organizations;
local government; service organizations;
religious organizations; local business; thecommunity-at-large; and the school system
itself, students, staff and administrators.
External Assessment is the process of
gathering information from your stakeholders to
determine the degree to which you meet
expectations and satisfy Federal and State
mandates.
Internal Assessment is the process of
gathering information from administration,
teachers, students, and staff about the systems
successes, opportunities, strengths and
weaknesses.
Vision is a statement about the school systems
preferred future.
Values are statements about what the system
stands for, guiding principles and behaviors that
support the teaching and learning process.
Mission is a statement of purpose
districts reason for being.
Goals are statements of general di
purpose, or intent. Goal statemen
general, and timeless. They speak
systems commitments in relation
students and the community. They
how and where the organization wenergy and resources. Goals supp
enhance the mission.
Strategic Focuses represent the th
the data and broadly define the sch
priorities for the next three to five
Provocative Propositions are statdefine the preferred future related
particular topic, written in present
They represent the best of what al
as well as what stakeholders wish
the system to replicate what it has
identified as its successes.
Objectives are specific, measurab
achievable, realistic, and time-boustatements about work that will be
given period of time.
The Operational Plan is the colle
objectives, often organized by stra
that in total, details the work to be
accomplished in a one year period
Action Plans answer the question
What? When? How? With what re
Job Targets identify the work tha
will do to ensure the accomplishm
objectives They also address issue
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
11/31
GLOSSARY of EDUCATIONAL TERMS
Advisor-Advisee Program - A program in
which every professional staff member in
the building is assigned a group of students
to advise through four years of high school.
The purpose is to allow each student the
opportunity to form a personal relationship
with at least one adult in the school.
Advisors monitor academic progress of each
student they advise, as well as assist withacademic decisions. In addition, the program
work enables the building of supportive
relationships among students and assists in
communicating important school
information.
Curriculum Matrix - The curriculum
within a school system is reviewed on aregular basis. This review includes a
number of defined steps: analysis of the
present curriculum using data; development
of changes to the curriculum based on this
data analysis; implementation of the
changes; and evaluation of these changes
once they have been implemented. To
coordinate the review of each of the
curricula within the total school experience,a matrix defines where each curriculum area
is within the steps of this review process on
a yearly basis.
DOE Massachusetts Department of
Education
Exploratory Model - A middle schoolschedule thatallows students to take a
variety of classes to enhance their learning.
Examples of such "exploratories" are:
family and consumer science, technology
education, art, music, world languages,
library and computer
GPA - The cumulative academic w
Grade Point Average (GPA) is one
several measures used by college
committees to evaluate a student.
Nature's Classroom - An experie
education program designed to sup
traditional classroom learning by t
creative and practical applicationssubjects taught in school. Students
outdoor atmosphere and open them
new growth and academic experie
during a residential week.
NEASC (New England Associat
Schools and Colleges) This organ
approves accreditation for high sc
Roundtable - An open meeting fo
through which faculty and admini
are able to discuss school-wide iss
determine the best way to move fo
Unlike faculty meetings, roundtab
meetings are more open and less s
agenda.
Service Learning A method of
experiential education, which com
practical experience in the commu
the academic theory of the classro
combines the experiences of comm
service with the benefits of academ
through exposure to real-life issue
solutions.
Teaching and Learning Process
cyclical process in which teachers
the present knowledge of the learn
instruction and activities that will
student in learning opportunities th
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
12/31
Town Meeting Model - A student
government model whereby students elect
representatives to attend a school meeting
and consider and vote on articles to present
to the school's administration. The format
for this meeting is similar to a town meeting
where a moderator oversees all aspects of
the meeting. Articles passed at the meeting
will be considered by the administration in
consultation with the faculty and School
Council. The administration is under no
obligation to enact any of the articles aspolicy or procedure.
UbD - Understanding by Design
process for the development and w
curriculum that will lead students
deeper and more meaningful unde
of the concepts being presented in
course. This process involves thre
Stage 1: This stage defines the
results of the unit or c
What should the stude
to understand about th
ideas of this unit or co
What should the studeand be able to do as a
this unit or course?
Stage 2: This stage determines
assessment evidence n
determine the extent t
students have achieve
desired results defined
1.
Stage 3: This stage considers t
instructional strategie
learning experiences n
achieve the desired re
defined in Stage 1. T
experiences are also p
reflecting the assessm
evidence that is gather
Stage 2.
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
13/31
Duxbury Public Schools Strategic Plan
VISIONThe Duxbury Public Schools is a community
of learners that appreciates and respects the
diverse contributions of all and inspires in
each of us a passion for learning, a desire to
make a difference and the courage to act
with integrity.
VALUES
We are committed to building acommunity of trust.
Personal connections are essential to thesuccess of each member of the learning
community. We work to our full potential every day. We accept personal responsibility for
what we say, how we act, and the way we
treat others.
We reflect honestly on our personalperformance and act with integrity.
We practice clear, honest and directcommunication.
We respect each others values, beliefsand opinions.
We understand and appreciate thediversity of each others ideas,
backgrounds and learning styles.
We share our time, energy and resourceswith one another.
We take pride in our individual work, ourinteractions with others, and our
contributions to the success of the school
system. We appreciate the caring and supportive
community in which we live, learn and
work.
MISSION: LearningDuxbury Public Schools provides a high q
education that enables students to make co
learning and life and prepares them to me
dynamic society.
GOALS
We provide relevant professional deveteachers, administrators and support s t
We identify and cultivate leadership at We maintain a comprehensive, update
a defined process of assessment, reseaand evaluation.
We support the development of the whbalanced program of meaningful and r
enrichment and cocurricular activities.
We maintain a clean, healthy, safe env We provide state of the art facilities th
educational program.
We maintain a positive, respectful, nur
Teachers are the first and essential poisource of problem solving for their stu
Duxbury educators are collaborative dregarding curriculum and professional
We acknowledge and celebrate outstanand performance.
We maintain parent-teacher-student paeach is invested in and supportive of th
and each is clear about his/her role.
We expect interaction between and ameducators, parents and community memrespectful and courteous.
We hold students and parents responsibehavior and hold teachers and admini
for fair discipline, equity and consisten
to students.
We support the work of the school cou
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
14/31
June
22,2005
StrategicPlanObjectives
Page11of20
T
eachingandLe
arningProcess
O
urProposition:Theteaching/learningprocessoftheDuxburyPublicSchoolsengagesallstudents
a
sindividualswithdifferentstrengthsandstyles.
Theteacherfacilitateslearningbyemploying
c
reativeandstimulatingmethods,balancingtheintellectual,p
hysicalandemotionalneedsofthe
s
tudent,inserviceofstudentachievement.Theteacherconnectswitheachstudent,providinga
m
eaningfulandsupportivelearning
environment.Clearandmeasurablegoalsensurethatstudents
m
eethighexpectations.
Year
1
2005-2006
Year2
2006-2007
Year3
2007-2008
Year4
2008-2009
Year5
2009-2010
1D
evelopateaching/learningprocessthatenhancesrelevanceofcurriculum,developsrelationships
b
etweenteachersandstudents,and
increasesacademicrigorforallstu
dents.
X
2D
eterminehowtoevaluatetheimplementationoftherecommendation
sontheteaching/learning
p
rocess.
X
3I
mplementtherecommendationson
theteaching/learningprocess.
X
4E
valuatetheimplementationofthe
recommendationsontheteaching/learningprocess.
X
5M
akerecommendationsonchangesincurriculumsupervisionandcoo
rdination.
X
6I
mplementtherecommendationson
changesincurriculumsupervisionandcoordinationbyJuly
2
006.
X
7E
valuatethechangesincurriculum
supervisionandcoordination.
X
8E
valuategraduationrequirementsw
iththeintentofraisingstandards.
Examineregionalpractices,
legal,DOE,andcollegerequiremen
tsandmakerecommendations.
X
9D
evelopapolicyfortheimplementationofrevisedgraduationrequirements.
X
10D
evelopaplanforthephasinginofrevisedgraduationrequirements.
X
11I
mplementtherecommendationsof
theGPAReviewCommitteebeginningwiththeClassof2009.
X
12D
evelopaplantoaddressschedulin
gissuesatDHSspecificallyrelatedtostarttime,advisorytime,
g
roupguidance,homeworkmanage
ment,andteachercollaboration.
X
13D
eveloprubricsforexpectationsforstudentlearningthataremeasurableandsethighexpectations
f
orallstudents.
X
14W
riteandsubmittheFiveYearReporttoNEASC.
X
15
A
nalyzeNaturesClassroomasaneducationalexperiencetoidentifythebestpracticesinthe
teaching/learningprocess,explorewaystoreplicatethiseducationalexperienceandmake
r
ecommendations.
X
16I
dentifywaystointegrateteachingstrategiesfromtheanalysisofNatu
resClassroominto
p
rofessionaldevelopmentactivities.
X
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
15/31
June
22,2005
StrategicPlanObjectives
Page12of20
T
eachingandLe
arningProcess(cont.)
Year
1
2005-2006
Year2
2006-2007
Year3
2007-2008
Year4
2008-2009
Year5
2009-2010
17
Createguidelinesforhomeworkattheelementarylevel.Ensurehome
workisrelevantandenhances
learningofclassroomworkandmaterial.ProvideappropriateguidestoparentsutilizingtheDMS
guideasamodelwhereappropriate
.
X
18
CreateguidelinesforhomeworkatDHS.Ensurehomeworkisrelevan
tandenhanceslearningof
classroomworkandmaterial.Prov
ideappropriateguidestoparentsutilizingtheDMSguideasa
modelwhereappropriate.
X
19
Implementhomeworkguidelinesfo
rtheelementarylevel.
X
20
Implementhomeworkguidelinesfo
rDHS.
X
21
Provideaprofessionaldevelopmentunitoninstructionalstrategiesinc
ludinghandson,smallgroup,
projectbased,andcooperativelearning.
X
22
Evaluatetheprofessionaldevelopm
entunitoninstructionalstrategies
includinghandson,small
group,projectbased,andcooperativelearning.
X
23
Evaluatethecriteriaforacademicp
lacementforstudentsingrades6-1
2andmakerecommendations.
X
24
Implementtherecommendationsre
gardingacademicplacementcriteria.
X
25
Evaluatethechangesinacademicp
lacementcriteria.
X
26
Evaluatethechangestolevelingin
grades5-8.
X
27
EvaluatethepracticeoflevelingatDHSandmakerecommendations.
X
28
ImplementtherecommendationsoftheDHSlevelingcommittee.
X
29
EvaluatethechangestoDHSleveling.
X
30
Implementyear3ofthetechplan2
005-2006.
X
31
Completethe3yeartechplanfor2006-2009.
X
32
Implementyear1ofthetechplaninJuly2006.
X
33
Implementyear2ofthetechplaninJuly2007.
X
34
Implementyear3ofthetechplaninJuly2008.
X
35
Reviewthedataandrecommendationsforfulldaykindergartenandm
akerecommendations.
X
36
Implementtherecommendationsonfulldaykindergarten.
X
37
Developandimplementaplanforrecruitmentofnewfaculty.
X
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
16/31
June
22,2005
StrategicPlanObjectives
Page13of20
Curriculum
OurProposition:TheDuxburyPublicSchoolsprovidescurriculumthatiscomprehensive,
balancedandrigorousforallstude
nts.Itenablesthestudentstoapplytheirlearningtoreallife
situationsinordertodevelopintoawell-roundedindividualreadyto
addressthechallengesand
competitivenessofadiverse,technologicalandglobalsociety.
Year
1
2005-2006
Year2
2006-2007
Year3
2007-2008
Year4
2008-2009
Year5
2009-2010
38
DevelopacomprehensivecurriculummapandUbDtemplateforeach
subject:
English/LanguageArts(preschool-12)
WorldLanguage(K-12)
Music(1-12)
Science(preschool-12)
ComputerScience(9-12)
TechnologyEducation(K
-12)
Mathematics(preschool
12)
Art(1-12)
PhysicalEducation(1-12)
Health(K-12)
SocialStudies(preschool
12)
X
X X
X X X X X
X X X
39
Developafive-yearcurriculumdevelopmentmatrixtoincludeeverysubjectbothmajorandminor
toensuretheconsistentplannedrenewalandupdatingofcurriculum.
40
Eachyeartheplanwillreflectthecurriculumissuesthatareonthe5yearcurriculummatrixforthat
year.Thetopicsbelowaretheobjectivestobecompletedinthefirstyearoftheplan.Following
thedevelopmentcycle:assess,plan,implement,andevaluate.Eacho
ftheobjectivesbelowisat
differentstagesdependingonthew
orkdoneinprecedingyears.
Implementcurriculumdevelopmen
tmatrixfor05-06including:
Conductapilotofreading
materialsinPSgrade6.
EvaluateEnglish/Reading
ingrades6&7.
Createawritingcommitte
eforPSgrade7.
Evaluatewritingcurriculu
minPSgrade12andmakerecom
mendations.
EvaluaterecommendedchangesinmathK-8.
Implementrecommended
changesinmathingrade9.
Assessmathcurriculumingrades10-12.
EvaluateSpanishingrade
2.
ImplementSpanishingrade3.
PlanforSpanishingrade
4.
Determinewhatdatawill
beusedtoevaluateworldlanguageprogramingrades6-12.
Determinewhatdatawill
beusedtoevaluatemusicprogram
ingradespreschool12.
Implementrecommended
changesinsocialstudiesingrades
9-12.
X
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
17/31
June
22,2005
StrategicPlanObjectives
Page14of20
Implementrecommended
changesinphysicaleducationing
radespreschool-12.
Evaluaterecommendedchangesinscienceingrades7-12.
Evaluaterecommendedchangesincomputerscienceingrad
es9-12.
Evaluaterecommendedchangesintechnologyeducationingrades7-12.
Evaluaterecommendedchangesinartingradespreschool-12.
41
Implementthecurriculummatrixfor06-07.
X
42
Implementthecurriculummatrixfor07-08.
X
43
Implementthecurriculummatrixfor08-09.
X
44
Implementthecurriculummatrixfor09-10.
X
45
Developapolicyoncurriculumde
velopmentincluding,butnotlimitedto,steps,timelines,whois
involvedandhow.
X
46
Implementthepolicyoncurriculumdevelopment.
X
47
Evaluatethepolicyoncurriculumdevelopment.
X
48
DevelopathreeyearMCASImpro
vementPlanfor2007-2010.
X
49
Implementyear1of2007-2010MCASImprovementPlan
X
50
Implementyear2of2007-2010MCASImprovementPlan
X
51
Implementyear3of2007-2010MCASImprovementPlan
X
52
PublicizetherecommendationsandtheresearchregardingCommunityServiceLearninggraduation
requirementandpilotaprogram.
X
53
Developaprocessofevaluationof
theCommunityServiceLearningpilot.
X
54
EvaluatetheCommunityServiceL
earningpilotandmakerecommendations.
X
55
ImplementrecommendationsforS
erviceLearning.
X
56
EvaluatetheServiceLearningprogram.
X
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
18/31
June
22,2005
StrategicPlanObjectives
Page15of20
DuxburyMiddleSchool
OurProposition:Wehaveatruem
iddleschoolguidedbystrongand
effectiveleadership.
The
MiddleSchoolisaninclusiveunit,
grades6-8,withitsowncurriculumleadership.
Year
1
2005-2006
Year2
2006-2007
Year3
2007-2008
Year4
2008-2009
Year5
2009-2010
57
EvaluatetheDMSschedule,cours
erequirementsandelectives,researchtheexploratorymodel
andmakerecommendations.
X
58
ImplementtherecommendationsregardingDMSschedule,electivesandcourserequirements
andexploratorymodel.
X
59
EvaluatetheimplementationoftheDMSschedule,electivesandcourserequirementsand
exploratorymodel.
X
60
EstablishGrades6-8curriculumsupervisionandcoordinationasamiddleschoolunit.
X
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
19/31
June
22,2005
StrategicPlanObjectives
Page16of20
ProfessionalDevelopment
OurProposition:Aplannedandfo
cusedprogramofsustainedandpertinentprofessional
developmentprovidesteacherswithindividualizedtraininginskillsa
ndstrategiesnecessaryto
teachacomprehensive,balanceda
ndrigorouscurriculum.
Year
1
2005-2006
Year2
2006-2007
Year3
2007-2008
Year4
2008-2009
Year5
2009-2010
61
Developamulti-yearprofessional
developmentplanforthedistrictb
aseduponneedsassessmentof
facultyandstaff.
X
62
Implementyear1ofprofessionaldevelopmentplan.
X
63
Implementyear2ofprofessionaldevelopmentplan.
X
64
Implementyear3ofprofessionaldevelopmentplan.
X
65
Implementyear4ofprofessionaldevelopmentplan.
X
66
Implementyear5ofprofessionaldevelopmentplan.
X
67
TrainDHSteachersinCommunity
ServiceLearning,connectingsubjectareasandcommunity
servicecomponents.
X
68
Trainteachermentorstodeveloptheirmentoringandcoachingskills.
X
69
Developapeercoachingmodelforteachersandimplementationplan
includingbestpracticesin
otherdistrictsandutilizingourexemplaryteachers.
X
70
Implementthepeercoachingprogram.
X
71
Evaluatethepeercoachingprogram.
X
72
Providetrainingandskillbuilding
toevaluatorsandothersinleadershiprolesinfacilitation,group
dynamics,communication,feedback,etc.
X
73
Conduct2workshopsfortheScho
olCommitteeonevaluation/super
visionandunionnegotiations.
X
74
ProvideworkshopsfortheSchool
Committeeonroles/responsibilitie
s,chainofcommand,
managingparentconcerns.
X
75
Developandimplementaprocess
fortheSchoolCommitteetoevaluateitself.
X
76
Designaformalprocessforteache
rstoprovidefeedbacktoadministratorswiththeintentof
improvingadministrativeperformance.
X
77
Implementthefeedbackprocess.
X
78
Evaluatetheprocessforproviding
feedbacktoadministratorsandma
kerecommendationsfor
adjustments.
X
79
Createself-improvementplansfor
eachadministratorbasedonfeedb
ackfromteachers.
X
80
Developaplantofosterleadership
developmentinthesystem.
X
81
Developaself-evaluationinstrumentforteacherstoutilizeingoalsettingand5yearplanfor
licensure.
X
82
Implementtheteacherself-evaluationinstrument.
X
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
20/31
June
22,2005
StrategicPlan
Objectives
Page17of20
Climate/Culture
OurPropositions:DuxburyPublic
Schoolscreatesandfostersanatm
ospherewhereindividualsare
acceptedandrespected.Weembra
cediversity.
Wedemandaccounta
bility.Weteachourstudents
howtopeacefullyresolvedifferences,andmakehealthychoices.Weprovideasafeand"connected"
communitythatbuildsself-esteem,
prideandconfidence.
HowWeTreatEachOther:Weareaschoolcommunitythataffirms
theinherentdignityandworth
ofeachindividual,recognizesthat
conflictisanaturalprocess,andrequireshonest,d
irectand
respectfulcommunication.Allmem
bersofthecommunityareaccoun
tablefortheiractionsandtake
responsibilityforpracticingandpr
omotingrespectfulbehavior.
Year
1
2005-2006
Year2
2006-2007
Year3
2007-2008
Year4
2008-2009
Year5
2009-2010
83
Developaroundtablemodelforga
theringteacherinputateachlevel,
discussingcriticalconcernsand
disseminatinginformation.
X
84
CreateguidelinesforconductatSc
hoolCommitteemeetings.
X
85
ImplementguidelinesforconductatSchoolCommitteemeetings.
X
86
Designahalf-dayteambuildingse
ssionforallfaculty/administrators.
X
87
Implementahalf-dayteambuildingsessionforfaculty/administrators.
X
88
Developa6-12AdvisorAdvisee
program.
X
89
ImplementAdvisor-Adviseeprogram.
X
90
EvaluatetheAdvisor-Adviseeprog
ram.
X
91
Implementthefreshmentransition
program.
X
92
Evaluatethefreshmentransitionprogram.
X
93
Implementtheplanforstudentleadershipdevelopment.
X
94
CreateatownmeetingmodelforD
HSstudents.
X
95
Trainallteachersinmanagingdifficultconversationsandsituations.
X
96
Fullyparticipateintheimplementa
tionoftherecommendationsoftheYouthRiskTaskForcefor
2005-2006.
X
97
Fullyparticipateintheimplementa
tionoftherecommendationsoftheYouthRiskTaskForcefor
2006-2007.
98
EvaluatetheactivitiesoftheYouth
RiskTaskForce.
X
99
EvaluatetheimpactoftheAccountability,Behavior,Character(ABC
)programatDMS
X
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
21/31
June
22,2005
StrategicPlan
Objectives
Page18of20
RoleClarity
OurProposition:Tomaximizetheskillsofallofoureducationstakeholders,administrators,staff,students,schoolcommittee,parents,andcommunity,roles
andresponsibilitiesforeachgroupareclearandwellarticulated.Wemakeourexpectationsexplicitth
roughopendialoguewitheachother.Wework
interdependentlyandcollaborativelytomaketheDuxburyPublicSc
hoolsthebesttheycanbe.Everyo
neinthecommunitysupportstheadministrationand
thestaffintheirendeavortoeducatestudents.Thereisalwaystimeandplaceforrespectfuldiscoursew
hiletreatingoureducatorsascompetent
professionals.
RoleofStudents:Studentscooperatewitheachotherandadultstocontributetoapositiveschoolclimate.Studentsareresponsiblefor
theirbehavior:
theycometoschoolpreparedtolearn;theyactivelyengageinthelearningprocess;theyarerespectfulofothers;andtheyworktogethertoeliminaterisky
behavior.
RoleofTeachers:Teachersinsp
irestudenttoengageinthelearningprocess.Everyteacherconnectswiththestudentsberecognizingandhonoringtheir
studentsasindividualsandvaluin
gtheirdifferencesandbybringing
theirfullenergyandenthusiasmfortheirworktotheclassroom.Al
lteachersmodel
behaviorsthatcreateanatmosphereofrespectthroughtheiractions
,language,dress,andintheirinteractionswithotherteachers,w
itha
dministrators,and
withparents.
RoleofAdministrators:AdministratorsleadandmanagetheDuxburyPublicSchoolsfosteringanatmosphereofopenness,trustandaccessibility
amongstteachers,studentsandthecommunity.Asleaders,theycommunicatetheschool'svisionwhileenergizingandempoweringteachers.
As
managers,theyareresponsibleforprovidingasafeandpositivelearningenvironmentbybeingsupportive,respectful,andfairtoallstakeholdersinthe
educationalprocess.
RoleofParents:Parentscontributetoanenvironmentthatfosters
thehealthandwell-beingofthewholeschoolcommunity.
Parentsacknowledgethat
teachersandschooladministratorsareprofessionalswhohavetheb
estinterestsoftheirchildastheirprimaryfocus.Parentsareopenandrespectfulin
theirdialoguewithallschoolstaff.Parentsmodelappropriatebeha
viorandrespectfulinteractionfortheirchildren.Aspartnersintheirchilds
education,parentsareinformed,involvedandfollowthepolicies,pr
oceduresandguidelinesoftheDuxburyPublicSchools.
Year
1
2005-2006
Year2
2006-2007
Year3
2007-2008
Year4
2008-2009
Year5
2009-2010
100
Analyzeadministrativetasksand
howadministratorsspendtheirtim
e.Clarifytheroleofbuilding
administrators,prioritizeresponsibilities,andmakeclearrecommendationsandplansforchange.
Determineandprovideresources
neededtosupportadministrativepriorities.
X
101
Reviseandrevitalizethefamilycompact.Includestandardsforbehavior.Incorporatevision,
values,missionandgoals.
X
102
Developaplantocommunicateandenforcethefamilycompact.
X
103
Implementplantocommunicateandenforcethefamilycompact.
X
104
Developclearexpectationsforprofessionaldressandprofessionalbehavior.
X
105
Implementexpectationsforprofessionaldressandprofessionalbeha
vior.
X
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
22/31
June
22,2005
StrategicPlan
Objectives
Page19of20
Communication
OurProposition:AllmembersoftheDuxburyschoolcommunityare
responsibleforpracticing
respectfulcommunicationthatisclear,consistentandsupportiveofstudentlearningand
achievement.
Year
1
2005-2006
Year2
2006-2007
Year3
2007-2008
Year4
2008-2009
Year5
2009-2010
106
Implementyear3ofthecommunicationscommitteeplan.
X
107
Implementyear4ofthecommunicationscommitteeplan.
X
108
Investigatepossibility/processforsendingoutmassemailsandmakerecommendation.
X
109
Implementmassemail.
X
110
Evaluatetheimpactandvalueofmassemails.Makerecommendatio
ns.
Implementtherecommendations
onmasse-mailswithappropriatec
ommunicationstoallparties.
X
111
Investigateautomatedtelephonemessagingandmakerecommendations.
X
112
Includebiographiesofallteachersonthewebsite.
X
113
Reviewandreviseastandardized
operatingprocedureforcommittees.Includecharge,leadership
tasks,membership,timelines,com
munication,andfollowthrough.
X
114
Implementrevisedproceduresforcommittees.
X
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
23/31
June
22,2005
StrategicPlan
Objectives
Page20of20
Facilities
OurProposition:DuxburyPublic
Schoolsprovidesclean,healthy,attractiveanduptodateschool
facilitieswithstateofthearttechn
ology,forDuxburyMiddleandHighSchoolstudents,w
hile
satisfyingspacerequirementsfora
growingpopulation.Expandedathleticfacilitiesaccommodate
awiderangeofafterschoolactivitiesforallstudents.
Year
1
2005-2006
Year2
2006-2007
Year3
2007-2008
Year4
2008-2009
Year5
2009-2010
115
Conductabuildingneedsassessmentforgrades6-12andmakerecom
mendations.
X
116
PreparearticleforTownMeetingforarchitecturaldrawings.
X
117
AppointaSchoolBuildingCommittee.
X
118
Selectanarchitect.
X
119
PrepareanarticleforTownMeetingforconstructionfunding.
X
120
Securefunding.
X
121
Build/renovatefacilities.
X
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
24/31
Appendix
Year 1 Matrix....................................................................................................1
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
25/31
July
12,2005
Year1-StrategicPlan
Objectives
Page1of7
TeachingandLearningProcess
OurProposition:Theteaching/learningprocessoftheDuxburyPublicSchoolsengagesallstudentsas
individuals
withdifferentstrengthsandstyles.
Theteacherfacilitateslearningb
yemployingcreativeandstimulatingmethods,
balancingtheintellectual,physica
landemotionalneedsofthestudent,inserviceofstudentachievement.
The
teacherconnectswitheachstuden
t,providingameaningfulandsupportivelearningenvironment.Clea
rand
measurablegoalsensurethatstud
entsmeethighexpectations.
Year
1
2005-2006
5
Makerecommendationsonchang
esincurriculumsupervisionandcoordination.
X
JM
10/05
8
Evaluategraduationrequirements
withtheintentofraisingstandards.Examineregionalpractices,lega
l,DOE,and
collegerequirementsandmakere
commendations.
X
DZ
12/05
9
Developapolicyfortheimplementationofrevisedgraduationrequirements.
X
DZ
12/05
10
Developaplanforthephasingin
ofrevisedgraduationrequirements.
X
DZ
12/05
11
ImplementtherecommendationsoftheGPAReviewCommitteebeginningwiththeClassof2009.
X
DZ
12/05
12
DevelopaplantoaddressschedulingissuesatDHSspecificallyrelatedtostarttime,advisorytime,gro
upguidance,
homeworkmanagement,andteachercollaboration.
X
JM
12/05
13
Developrubricsforexpectationsforstudentlearningthataremeasurableandsethighexpectationsforallstudents.
X
JM
10/05
15
AnalyzeNaturesClassroomasaneducationalexperiencetoidentifythebestpracticesintheteaching/learning
process,explorewaystoreplicate
thiseducationalexperienceandmakerecommendations.
X
JK
5/06
23
Evaluatethecriteriaforacademic
placementforstudentsingrades6
-12andmakerecommendations.
X
SS
12/05
24
Implementtherecommendationsregardingacademicplacementcriteria.
X
SS
12/05
27
Evaluatethepracticeoflevelinga
tDHSandmakerecommendations.
X
JM
5/06
30
Implementyear3ofthetechplan
2005-2006.
X
PR
5/06
31
Completethe3yeartechplanfor
2006-2009.
X
PR
2/06
37
Developandimplementaplanforrecruitmentofnewfaculty.
X
EW
1/06
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
26/31
July
12,2005
Year1-StrategicPlan
Objectives
Page2of7
Curriculum
OurProposition:TheDuxburyP
ublicSchoolsprovidescurriculum
thatiscomprehensive,balanceda
ndrigorous
forallstudents.Itenablesthestu
dentstoapplytheirlearningtoreallifesituationsinordertodevelop
intoawell-
roundedindividualreadytoaddr
essthechallengesandcompetitivenessofadiverse,technologicalandglobal
society.
Year
1
2005-2006
38
Developacomprehensivecurricu
lummapandUbDtemplateforeachsubject:
English/LanguageArts
(preschool-12)
WorldLanguage(K-12)
Music(1-12)
Science(preschool-12)
ComputerScience(9-12
)
TechnologyEducation(
K-12)
Mathematics(preschool
12)
Art(1-12)
PhysicalEducation(1-12)
Health(K-12)
SocialStudies(preschool12)
X
S
S
5/06
40
Eachyeartheplanwillreflectthecurriculumissuesthatareonthe5yearcurriculummatrixforthatyear.The
topicsbelowaretheobjectivesto
becompletedinthefirstyearoftheplan.Followingthedevelopmentcycle:
assess,plan,implement,andeva
luate.Eachoftheobjectivesbelow
isatdifferentstagesdependingon
thework
doneinprecedingyears.
Implementcurriculumdevelopmentmatrixfor05-06including:
ConductapilotofreadingmaterialsinPSgrade6.
EvaluateEnglish/Readingingrades6&7.
CreateawritingcommitteeforPSgrade7.
Evaluatewritingcurricu
luminPSgrade12andmakereco
mmendations.
Evaluaterecommended
changesinmathK-8.
Implementrecommende
dchangesinmathingrade9.
Assessmathcurriculum
ingrades10-12.
EvaluateSpanishingrade2.
ImplementSpanishingrade3.
PlanforSpanishingrad
e4.
Determinewhatdatawillbeusedtoevaluateworldlanguageprogramingrades6-12.
Determinewhatdatawillbeusedtoevaluatemusicprogramingradespreschool12.
Implementrecommende
dchangesinsocialstudiesingrades9-12.
Implementrecommende
dchangesinphysicaleducationin
gradespreschool-12.
Evaluaterecommended
changesinscienceingrades7-12.
Evaluaterecommended
changesincomputerscienceingra
des9-12.
X
S
S
5/06
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
27/31
July
12,2005
Year1-StrategicPlan
Objectives
Page3of7
Evaluaterecommended
changesintechnologyeducationingrades7-12.
Evaluaterecommended
changesinartingradespreschool-
12.
45
Developapolicyoncurriculumdevelopmentincluding,butnotlimitedto,steps,timelines,whoisinvolvedand
how.
X
S
S
10/05
46
Implementthepolicyoncurriculumdevelopment.
X
S
S
10/05
52
Publicizetherecommendationsa
ndtheresearchregardingCommunityServiceLearninggraduationre
quirementand
pilotaprogram.
X
K
D
5/06
53
DevelopaprocessofevaluationoftheCommunityServiceLearningpilot.
X
K
D
1/06
54
EvaluatetheCommunityService
Learningpilotandmakerecomme
ndations.
X
K
D
5/06
DuxburyMiddleSchool
OurProposition:Wehaveatrue
middleschoolguidedbystrongandeffectiveleadership.
TheMiddleSchoolis
aninclusiveunit,grades6-8,withitsowncurriculumleadership.
Year
1
2005-2006
57
EvaluatetheDMSschedule,cou
rserequirementsandelectives,researchtheexploratorymodelandmake
recommendations.
X
JK
1/06
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
28/31
July
12,2005
Year1-StrategicPlan
Objectives
Page4of7
ProfessionalDevelopment
OurProposition:Aplannedand
focusedprogramofsustainedand
pertinentprofessionaldevelopmentprovides
teacherswithindividualizedtraininginskillsandstrategiesnecessarytoteachacomprehensive,balancedand
rigorouscurriculum.
Year
1
2005-2006
61
Developamulti-yearprofessionaldevelopmentplanforthedistrict
baseduponneedsassessmentoffa
cultyand
staff.
X
SS
1/06
62
Implementyear1ofprofessionaldevelopmentplan.
X
SS
5/06
67
TrainDHSteachersinCommunityServiceLearning,connectingsu
bjectareasandcommunityservice
components.
X
KD
1/06
68
Trainteachermentorstodevelop
theirmentoringandcoachingskills.
X
SS
5/06
73
Conduct2workshopsfortheSchoolCommitteeonevaluation/supervisionandunionnegotiations.
X
EW
11/05
74
ProvideworkshopsfortheSchoolCommitteeonroles/responsibilities,chainofcommand,managingparent
concerns.
X
EW
3/06
75
Developandimplementaproces
sfortheSchoolCommitteetoevaluateitself.
X
EW
3/06
76
Designaformalprocessforteacherstoprovidefeedbacktoadministratorswiththeintentofimproving
administrativeperformance.
X
EW
10/05
77
Implementthefeedbackprocess.
X
EW
11/05
79
Createself-improvementplansforeachadministratorbasedonfeed
backfromteachers.
X
EW
12/05
81
Developaself-evaluationinstrum
entforteacherstoutilizeingoalsettingand5yearplanforlicensure.
X
SS
1/06
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
29/31
July
12,2005
Year1-StrategicPlan
Objectives
Page5of7
Climate/Culture
OurPropositions:DuxburyPublicSchoolscreatesandfostersanatmospherewhereindividualsareacceptedand
respected.Weembracediversity.
Wedemandaccountability.
Weteachourstudentshowtopeacefullyresolve
differences,andmakehealthychoices.Weprovideasafeand"conn
ected"communitythatbuildsself-esteem,pride
andconfidence.
HowWeTreatEachOther:We
areaschoolcommunitythataffirm
stheinherentdignityandworthofeach
individual,recognizesthatconflictisanaturalprocess,andrequireshonest,d
irectandrespectfulcommunication.All
membersofthecommunityareac
countablefortheiractionsandtak
eresponsibilityforpracticingand
promoting
respectfulbehavior.
Year
1
2005-2006
83
Developaroundtablemodelforgatheringteacherinputateachleve
l,discussingcriticalconcernsanddisseminating
information.
X
DAZ,
CT,JK,
JM
9/05
84
CreateguidelinesforconductatSchoolCommitteemeetings.
X
E
W
12/05
85
ImplementguidelinesforconductatSchoolCommitteemeetings.
X
E
W
1/06
86
Designahalf-dayteambuildingsessionforallfaculty/administrators.
X
S
S
4/06
88
Developa6-12AdvisorAdviseeprogram.
X
JM
4/06
91
Implementthefreshmentransitio
nprogram.
X
K
D
8/05
92
Evaluatethefreshmentransitionprogram.
X
K
D
5/06
93
Implementtheplanforstudentle
adershipdevelopment.
X
DMP
9/05
94
Createatownmeetingmodelfor
DHSstudents.
X
DMP
3/06
95
Trainallteachersinmanagingdifficultconversationsandsituations.
X
S
S
8/05
96
Fullyparticipateintheimplemen
tationoftherecommendationsoftheYouthRiskTaskForcefor2005
-2006.
X
JM
/SS
5/06
99
EvaluatetheimpactoftheAccou
ntability,Behavior,Character(AB
C)programatDMS
X
A
G
5/06
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
30/31
July
12,2005
Year1-StrategicPlan
Objectives
Page6of7
RoleClarity
OurProposition:Tomaximizeth
eskillsofallofoureducationstak
eholders,administrators,staff,stud
ents,schoolcommittee,parents,andcommunity,roles
andresponsibilitiesforeachgrou
pareclearandwellarticulated.W
emakeourexpectationsexplicitthroughopendialoguewitheachother.Wework
interdependentlyandcollaborativelytomaketheDuxburyPublicSchoolsthebesttheycanbe.Everyoneinthecommunitysupportsthe
administrationand
thestaffintheirendeavortoeducatestudents.Thereisalwaystime
andplaceforrespectfuldiscoursewhiletreatingoureducatorsascom
petent
professionals.
RoleofStudents:Studentscoo
peratewitheachotherandadultstocontributetoapositiveschoolclimate.Studentsareresponsiblefortheirbehavior:
theycometoschoolpreparedtolearn;theyactivelyengageinthelearningprocess;theyarerespectfu
lofothers;andtheyworktogether
toeliminaterisky
behavior.
RoleofTeachers:Teachersins
pirestudenttoengageinthelearningprocess.Everyteacherconnectswiththestudentsberecognizing
andhonoringtheir
studentsasindividualsandvaluingtheirdifferencesandbybringingtheirfullenergyandenthusiasmfortheirworktotheclassroom.A
llteachersmodel
behaviorsthatcreateanatmosph
ereofrespectthroughtheiractions,language,dress,andintheirinteractionswithotherteachers,w
ith
administrators,and
withparents.
RoleofAdministrators:Admin
istratorsleadandmanagetheDuxburyPublicSchoolsfosteringana
tmosphereofopenness,trustanda
ccessibility
amongstteachers,studentsandthecommunity.Asleaders,theycommunicatetheschool'svisionwhileenergizingandempoweringteac
hers.
As
managers,theyareresponsibleforprovidingasafeandpositivelea
rningenvironmentbybeingsupportive,respectful,andfairtoallstak
eholdersinthe
educationalprocess.
RoleofParents:Parentscontr
ibutetoanenvironmentthatfostersthehealthandwell-beingofthew
holeschoolcommunity.
Parentsacknowledgethat
teachersandschooladministrato
rsareprofessionalswhohavethebestinterestsoftheirchildastheir
primaryfocus.Parentsareopenandrespectfulin
theirdialoguewithallschoolstaff.Parentsmodelappropriatebehaviorandrespectfulinteractionfor
theirchildren.Aspartnersintheirchild's
education,parentsareinformed,
involvedandfollowthepolicies,proceduresandguidelinesoftheDu
xburyPublicSchools.
Year
1
2005-2006
100
Analyzeadministrativetasksand
howadministratorsspendtheirtim
e.Clarifytheroleofbuilding
administrators,prioritizerespons
ibilities,andmakeclearrecommen
dationsandplansforchange.
Determineandprovideresources
neededtosupportadministrativepriorities.
X
CT
10/05
101
Reviseandrevitalizethefamilycompact.Includestandardsforbeh
avior.Incorporatevision,
values,missionandgoals.
X
SB
1/06
102
Developaplantocommunicateandenforcethefamilycompact.
X
SB
2/06
8/6/2019 Duxbury Schools Strategic Plan 2005-2010
31/31
July
12,2005
Year1-StrategicPlan
Objectives
Page7of7
Communication
OurProposition:Allmemberso
ftheDuxburyschoolcommunityareresponsibleforpracticingrespectful
communicationthatisclear,consistentandsupportiveofstudentlearningandachievement.
Year
1
2005-2006
106
Implementyear3ofthecommu
nicationscommitteeplan.
X
SS
5/06
108
Investigatepossibility/processforsendingoutmassemailsandma
kerecommendation.
X
SS
11/05
111
Investigateautomatedtelephonemessagingandmakerecommendations.
X
PR
10/05
112
Includebiographiesofallteachersonthewebsite.
X
PR
1/06
113
Reviewandreviseastandardizedoperatingprocedureforcommittees.Includecharge,leadershiptas
ks,
membership,timelines,communication,andfollowthrough.
X
SS
10/05
114
Implementrevisedproceduresforcommittees.
X
SS
11/05