Office of the Superintendent

The District recognizes that the pandemic has impacted the WTPS community. As such, the District will strengthen academic and social-emotional student supports. 

• By May 2022, a systemic, district-wide process for Response to Intervention (RTI) will be strengthened to provide a multi-tiered support structure for student learning loss due largely in part to pandemic learning conditions.
• By June 2022, professional development opportunities will be provided to faculty and staff to best prepare them for mental health concerns.
• By June 2022, professional development opportunities will be provided to strengthen pedagogical strategies to meet individual student needs in order to overcome learning loss.

The District will begin the facilitation of the strategic planning process, Spring of 2021.

• By the end of Fall 2022, a strategic plan will be developed through collaboration between students, parents, faculty, staff, board of education members, and community stakeholders.

The District will ensure preparation for a referendum vote in December 2022.

• By June 2022, the planned scope of projects will be communicated to the WTPS regarding the December 2022 referendum.

The District recognizes the need to enhance intra and inter-district communication.

• By June 2022, the district will secure the services of a communications consulting firm.
• By June 2022, a new district website will be launched.
  
  

District Goals Update Presented at August 8, 2022, Board of Education Retreat

Student Success Goal #1: By June 2022, the district will show evidence of a robust, sustainable curriculum plan that provides meaningful educational experiences and opportunities for all students and supports teachers in developing standards-based, authentic lessons to foster and nurture the necessary 21st century skills of well-rounded, confident, future-ready learners.

Plan for Year Four:

• Develop a plan which prioritizes health and safety of students and staff, focussing on the needs of each building;
• Develop an instructional plan for each of the following scenarios: in-person, hybrid, and virtual learning;
• Develop an instructional plan which is responsive and provides as much in-person instruction as possible; 
• Ensure plan is responsive to the contemporaneous health data; and 
• Develop a strategy to ascertain and remediate individual student learning gaps as a result of pandemic impact.
  
  

Student Success Goal #2: By June 2022, the district will support the diverse needs of all students by providing a variety of programs that promote high levels of engagement and learning (academically, socially, and emotionally).

Plan for Year Four:

• Following assessment of individual learning gaps, develop targeted, prescriptive instructional programming to meet the needs of individual learner profiles; 
• Prioritize the psycho-social needs of students and staff with special focus on pandemic-related stressors; 
• Continue as many co/extra-curricular programs (live and virtual) as possible to maintain and elicit student engagement within the school community during pandemic operations; 
• Recognize the importance of nutritional and childcare support to the overarching educational mission of the district; and  
• When possible, provide and maintain learning options for families during pandemic.
  
  

Student Success Goals #3: By June 2022, the district will ensure that all students have access to technology to enhance critical thinking, communication, creativity, and collaboration.

Plan for Year Four:

• Implement a one-to-one iPad initiative for kindergarten and first grade in an effort to provide developmentally appropriate technological applications;
• Achieve a one-to-one Chromebook initiative grades 2-12; and 
• Provide professional development opportunities for staff to strengthen instructional skills needed in the virtual learning platform.
  
  

Finance and Facilities Goal #1: While implementing fiscally responsible measures and a schedule of facility and infrastructure improvements, WTPS will make a commitment to keep annual increases to the tax levy at 2% or less, and to utilize all available funds from alternate sources, and to utilize waivers and banked cap that might be available when necessary during the years 2017-2022.

Plan for Year Four:

• Prepare Comprehensive Annual Financial Report, (CAFR), with newly appointed auditor to report on fiscal responsibility;
• Review district financial debt service obligations and plan for the financing long term debt for the purpose of addressing long-term facility needs and improvements;
• Plan for and schedule benchmarks for implementing a referendum for facility and infrastructure improvements; and
• Prepare annual school budget while considering impact of tax levy and the use of available waivers and banked cap.
  
  

Community Outreach and Engagement Goal #1: By 2022, there will be a ‘town identity’ where the school district is the hub of community involvement for all stakeholders. The community will be involved in the schools and the schools will be involved in the community.

Plan for Year Four:

• Support parents/guardians as the district prepares for increased virtual learning and technological applications;
• Partner with community agencies to support mental health initiatives;
• Partner with community agencies to support district’s pandemic response plan;
• Encourage educators to seek opportunities to partner with community agencies and businesses in an effort to provide students with real world experiences and for students to recognize their individual and collective actions impact the greater Wall Township area in meaningful and positive ways;
• Make a concerted effort to communicate factual, relevant, and contemporaneous information with the community;
• Assess the need to establish a multi-pronged digital communications strategy designed to elicit greater community engagement; and
• Engage in board member training to strengthen understanding of boardsmanship and board function
  
  

School Climate and Culture Goal #1: By 2022, the school environment will be culturally responsive and will offer all students the flexibility to pursue meaningful opportunities based on interest level in order to become competent, confident, and motivated individuals.

Plan for Year Four:

• Continue to support varied curricular electives and extracurricular opportunities to support student interest; and 
• Provide as many curricular and co/extra-curricular programs (live and virtual) as possible during pandemic operations that enable students to explore and develop new interests and nurture existing interests.

Due to COVID-19, the WTPS Strategic Plan was slightly modified due to the unique needs of the 2020-2021 school year; as such, the goals for the 2020-2021 school year reflect the necessary modifications.

1.  Ensure implementation and monitoring of the 2017-2022 Strategic Plan, with specific emphasis on:

1. Student Success: Work with the Superintendent to ensure that all students are academically challenged in ways that are aligned with their potential and interests.  Develop plans for implementation of programs and courses for September 2020 and beyond, and develop a budget that supports these programs and courses.
2. Community Outreach and Engagement: Improve communication and involvement with the community at large regarding district initiatives and events.
3. Finance and Facilities: Review the Long-Range Facilities Plan and Comprehensive Maintenance Plan and develop and maintain a prioritized list of facility improvements to be reported out on an ongoing basis.
4. Finance and Facilities: Negotiate and settle contracts with the WTASC and non-represented personnel by March, prior to finalizing the budget for the 2020-2021 school year.
5. Finance and Facilities: Continue to investigate and implement short and long term solutions for student transportation. Make a final determination regarding location and planning, and begin implementation no later than summer of 2020
6. Finance and Facilities: Plan for potential changes in enrollment.
7. Finance and Facilities: Review the Long-Range Facilities Plan and Comprehensive Maintenance Plan and develop and maintain a prioritized list of facility improvements to be reported out on an ongoing basis.

2.  Negotiate and settle contracts with the WTASC and non-represented personnel by March, prior to finalizing the budget for the 2020-2021 school year.
3.  Ensure that members of the Board of Education receive training on an ongoing basis to enhance their performance and effectiveness as BOE members. Training should include, but not be limited to, a review of all board meeting policies regarding meeting protocols to ensure that they are followed, allowing the board to focus on serving the students, teachers, and community in the best way possible.
4. Engage in a search for a qualified Superintendent to lead the district and appoint an individual to that position no later than March 31, 2020.

1. Ensure implementation and monitoring of the Strategic Plan (2017-2022).
   1. Request twice annual updates on the implementation of the Strategic Plan including the annual State of the Schools report from the Superintendent.
   2. Link agenda items to the Strategic Plan for ongoing monitoring.
      
      
2. Develop and implement a negotiations calendar for future negotiations with bargaining units and non-represented personnel.
   1. Form a BOE negotiations committee eighteen (18) months prior to the expiration of an existing Collective Bargaining Agreement (CBA).
   2. Ensure that the negotiations committee meets regularly to prepare for negotiations
   3. Explore a performance based assessment rubric for annual appraisal of non-represented staff members.
      
      
3. Work with the Superintendent to ensure that all students are academically challenged in ways that are aligned with their potential and interests.
   1. Develop a comparison of high school offerings with offerings at the vocational schools and private schools.
   2. Investigate student interest surveys.
   3. Review and revise the criteria and policy for Gifted and Talented programs.
      
      
4. Continue to investigate an implement short and long term solutions for student transportation.
   1. Continue to pursue sale of the Barkalow property.
   2. Move forward with a plan to build a bus compound on Bailey’s Corner property.
      
      
5. Ensure that the members of the Board of Education receive training to enhance their role/performance as BOE members.
   1. Provide training in the following:
      1. Finance, budgeting, financials, bids, quotes, RFP process
      2. Special Education, administrative code, district processes
      3. Board governance, ethics, and confidentiality
      4. Planning cycles
   2. Continue new board member orientation and mentoring.