In March 2020, our community, our entire nation, was thrust into a global pandemic as a result of the spread of COVID-19 virus. As schools and our community emerged from the pandemic, we were tasked with developing Recovery Plans to address the loss of learning all of our students faced during school closures. Beginning in May of 2021 using the skills, knowledge, and commitment of a diverse group of stakeholders, the Recovery Team of the Windham Northeast Supervisory Union began the process of creating our Strategic Plan for post-pandemic support of highly effective daily teaching and learning. Our team was assembled at the direction of our Superintendent and included representation from the community, school boards, teachers, and administrators who worked closely through a process designed to provide vision for the immediate and long-term future to ensure all students graduate ready for college and career. With the help of our partner, Focused Schools, we were able to stick closely to the established steps and push the conversations into meaningful discourse in which respectful disagreement was a necessary tool to achieve each meeting's established goals. With a short period of time in which to work, the team responded with courage and urgency on behalf of the students we serve. This Recovery Plan, through Our Five Step Process, led us to develop our Strategic Plan to help guide us in our decision making to support students in the coming years. 

Who We Are: Windham Northeast Supervisory Union is located in southern Vermont and serves pre-k-12 students from multiple communities. All stakeholders including staff, families, and community members work collaboratively under the direction of four school boards serving seven schools. The events of the past year and a half have had a significant impact on our school and community. Through the creation of a Strategic Plan, our Recovery Team, as well as the entire school community, stand united and are equipped with a focus, goals, and supporting action steps to meet the needs of every student - no exception.

What We Believe: The WNESU staff are committed to delivering dynamic and effective instruction in caring and supportive classroom environments that provide equitable access to a rigorous curriculum designed to meet the needs of all students. As a part of the WNESU, we are committed to aligning all of our efforts to support the district’s Theory of Action which states:

100% of WNESU students will demonstrate grade-level proficiency in reading and math by third grade and maintain consistent growth toward grade-level goals through graduation as measured by state and local assessments.

GoalTimeline

1.1 WNESU will implement a Data-Driven Methodology in all schools to support student learning in the areas of English/Language Arts, Mathematics, Science, Social Studies, and elective course offerings by Fall 2025.

• 1.1a The SU will use a driven-by-data approach to implement a standardized methodology for analyzing student outcomes in support of academic achievement for all.

1.2 WNESU will provide innovative approaches to learning through the expansion of Inquiry-Based Learning opportunities for students in all our schools by Fall 2025.

• 1.2a The SU will serve as a model for interdisciplinary academic collaboration with the development and implementation of a K-12 Inquiry-Based Learning Initiative

1.3 WNESU will realize a measured increase in the number of students who are proficient on the MAPS and VT-CAP Exams by Fall 2025. 

• 1.3a The SU will create and implement a comprehensive system of instruction to optimize student performance and use feedback cycles to improve instruction.

• 1.3b The SU will establish a comprehensive assessment system based on multiple measures that will closely monitor each student’s progress toward academic proficiency.

• 1.3c The SU will create a Multi-Tiered System of Supports (MTSS) framework that monitors, intervenes, and supports the elimination of barriers to student achievement.

All schools will achieve a 95% attendance rate while 100% of students will show growth toward grade-level appropriate engagement in learning as measured by data and surveys.

2.1 WNESU will implement trauma-informed practices for all students and staff in all schools by Fall 2025.

• 2.1a The SU will provide a comprehensive system of social-emotional support for all students through a Restorative Practices model

• 2.1b The SU will ensure Trauma-Informed Practices training for staff will be continual.

2.2 WNESU will develop a system to track students' social-emotional needs by Fall 2025.

• 2.2a The SU will develop a survey to assess its responsiveness and efficacy in order to improve school culture.

• 2.2b The SU will use a driven-by-data approach to implement a standardized methodology for analyzing the social-emotional needs of all students.

2.3 WNESU will develop a student-centered, social, and emotional learning approach to teaching and discipline by Fall 2025.

• 2.3a The SU will provide training and continual support for teachers through Responsive Classroom techniques

2.4 WNESU will enhance and strengthen students' social-emotional needs across all grade levels and communities by Fall 2025.

• 2.4a The SU will create and find affinity group mentoring programs in support of students’ social and emotional well-being.

• 2.4b The SU will develop an inclusive model for family involvement, including Home and School, to support the ongoing growth of families.

Through the effective implementation of a common approach to community building, 100% of students and families will report feeling safe, seen, and heard as measured by data, student and family surveys, and classroom observation.

3.1 WNESU will explore and expand non-traditional opportunities for students to accelerate learning through external partnerships that foster resilience, excellence, and community by Fall 2025.

• 3.1a The SU will conduct a program evaluation of the current personalized learning model and develop a framework that will support post-secondary education, dual enrollment, credit recovery, summer opportunities, and Advanced Placement programs.

• 3.1b The SU will develop an annual summer school academy experience for all students that will support achievement in academics, arts, and athletics.

• 3.1c The SU will pursue partnerships with local universities and colleges and form partnerships with area organizations and businesses to support pathways to postsecondary academic/ career opportunities for students and staff.

• 3.1d The SU will pursue grant opportunities to finance innovative initiatives and create sustainable options for educational programs.

3.2 WNESU will review and enhance all external communication efforts to support community partnerships (business, alumni, etc.) by Fall 2025.

• 3.2a The SU will sponsor a bi-annual Showcase of Schools that will highlight and honor student and community accomplishments.

• 3.2b The SU will implement and develop a consistent marketing and communication strategy to support unity of vision, mission, and goals.

3.3 WNESU will enhance internal communication efforts within and between schools and staff by Fall 2025.

• 3.3a The SU will review its current use of communication processes and identify tools that will be used to ensure that all stakeholders are proactively informed.

• 3.3b The SU will develop a “Transition To Success” initiative that will support stakeholders as students move between elementary, middle, and high school.

3.4 WNESU will enhance and strengthen family engagement across all grade levels and communities by Fall 2025. 

• 3.4a The SU will develop an inclusive model for family involvement, including Home and School, to support the ongoing growth of families.

• 3.4b The SU will establish a Family Advisory Council to strengthen engagement and communication.

3.5 WNESU will annually assess the SU’s responsiveness and efficacy around school culture, student engagement, family engagement, and community involvement beginning Fall 2025.

• 3.5a The SU will develop a survey to assess its responsiveness and efficacy in order to improve school culture, student engagement, family engagement, and community involvement.

WNESU will demonstrate financial accountability and resourcefulness with an ethic of care for students, staff, and community.

4.1 WNESU will develop a recruitment, retention, and compensation initiative to attract and retain high-quality diverse staff by Fall 2025.

• 4.1a The SU will develop and implement the Personalized Professional Learning Pathway for teachers, principals, and support staff to grow professionally within the field of education.

• 4.1b The SU will partner with businesses, colleges, and universities to retain and recruit highly qualified candidates.

• 4.1c The SU will create an anonymous culture and engagement survey to be administered annually to employees.

4.2 WNESU will develop and implement an effective business model that promotes fiscal responsibility, the strategic use of technology, and the effective use of school buildings by Fall 2025.

• 4.2a The SU will develop a multi-year plan projecting revenues and expenditures to illustrate what services can be purchased and sustained given economic conditions.

• 4.2b The SU will develop a Facilities Master Plan to determine the long-term utilization and maintenance of its real property assets.

• 4.2c The SU will review and audit its current technology infrastructure in order to provide innovative support to schools, staff, and the community.

4.3 WNESU will research and develop an equity model for allocating resources and providing support services to schools by Fall 2025.

• 4.3a The SU will analyze spending per student by building and classification to establish an equitable structure to effectively allocate resources.

4.4 WNESU will review K-12 programmatic offerings, grading procedures, standards-based reporting, and graduation requirements to ensure equity among all students by Fall 2025.

• 4.4a The SU will review and modify grading procedures, programmatic offerings, and the high school course selection guide in order to ensure its alignment with postsecondary education standards.