Engaging students in Deeper Learning fosters mastery, identity development, and creativity, crucial outcomes that not only fulfill academic standards but also empower students to become active participants in their education, affirm their cultural identities, and cultivate innovative thinking essential for real-world success. (Learning Policy Institute and DESE Kaleidoscope Collective for Learning).
IA - Evaluate, select, and implement high-quality, standards-based curriculum
IB - Develop a district-wide focus on critical thinking and deeper learning, providing the necessary professional development for administration and district-staff, tailored to grade levels and subject areas
IC - Expand student access to relevant, authentic, real-world learning opportunities
โ๏ธ Fully implemented new ELA Curriculum (HMH Into Reading) in K-5 classroomsย ย
โ๏ธ Supported second year of implementation of new ELA Curriculum (Amplify) in 6-8 classrooms
โ๏ธ Supported second year of implementation of new Math Curriculum (Eureka Math Squared) in K-5 classrooms
โ๏ธ Supported second year of implementation of new Math Curriculum (Reveal Math) in 6-8 classrooms
โ๏ธ Created K-8 "time on content" guidelines to ensure equal instructional minutes for core subjects across all schools
โ๏ธ Ensured schedules protected ELA and Math instruction time for students receiving services
โ๏ธ Created support structure for teachers through curriculum department's integration specialists
โ๏ธ Created common benchmarks and ELA assessments to ensure successful implementation of new curriculum
โ๏ธ Created structure to gather and analyze performance data
โ๏ธ Completed program evaluation of Early Childhood Center (ECC)ย
โ๏ธ Created Early Childhood Center task force
โ๏ธ Facilitated middle-school co-teaching professional development to support teachers' co-planning, co-instructing, and co-assessing
โ๏ธ Development of two new Unified Course Offerings at WRHS (Civics & Psychology)
๐ Fully implement new Science curriculum (grades 6-8)
๐ Year one implementation of grades 6 & 7 World Civilization curriculum
๐ Year one implementation of U.S. History curriculum at WRHS
๐ Year one implementation of STEAM curriculum (K-8)
๐ Continue to support K-5 Curriculum implementation (ELA & Math)
๐ Continue to support 6-8 Curriculum implementation (ELA & Math)
๐ Continue the work of the Early Childhood Center task force
๐ Increase co-teaching offerings at the high school level
๐ Implement new WRHS Unified Health course
๐ Provide Inclusive Practice training to teachers in grades K-2 and Co-Teaching training for grades 3-5
โ๏ธ District Principals trained on DESE's Deeper Learning Observation Tool to drive improvements in teacher practice
โ๏ธ Principals received professional development throughout the year on Deeper Learning Instructional Practicesย
๐ Create administrative definition and vision for Deeper Learning in the WRSD
๐ Deepen professional learning with a focus on writing instruction and co-teaching strategies
โ๏ธ SchoolLinks educational platform rolled out, providing students in grades 6-12 with the opportunity to explore future career aspirations and align their academic needs to their interests
โ๏ธ Grades 6-12 MYCAP Scope & Sequence created, giving students opportunities to explore and deepen college and career knowledge and skills necessary for academic planning and goal setting
โ๏ธIncreased enrollment and opportunities for students to access dual enrollment / early college opportunities
โ๏ธ Began planning and implementation of new WRHS Innovation Pathway focused on Health Sciences
โ๏ธ Increased opportunities for students utilizing post-high school services, including a new partnership with Quinsigamond Community College's MAIPSE (Massachusetts Inclusive Post Secondary Education) program
โ๏ธInitial working group convened to examining WRHS schedule for the purposes of evaluating its effectiveness at supporting student opportunitiesย
๐ Continue WRHS working group to review high school schedule and recommend adjustments
๐ Introduce STEAM teachers in all our Elementary schools with a Project Lead the Way Curriculum
๐ Deepen MyCAP integration into content-area classrooms and advisor training
๐ Formally apply for Early College designation in Spring 2026 to solidify and expand dual enrollment opportunities
๐ Increase student enrollment in Early College through additional summer and school-year courses and strengthened advising
๐ Pilot a career immersion model for Innovation Pathways, offering authentic workplace learning experiences
๐ Increase offerings for students through Quinsigamond Community College's MAIPSE (Massachusetts Inclusive Post Secondary Education) program
Why is this important?
MTSS is an intentional system designed to reduce barriers and produce positive outcomes. A strong MTSS framework/system will help unify practices across the WRSD district, so students are getting the same access to high quality, research based instruction and support no matter what school or classroom they are in. Classroom educators, counselors, and administrators are all working towards a common goal and use their collective expertise to support student growth in the areas of academics, social and emotional competencies and behavior.
Initiatives
IIA - Develop structures for tiered systems of support across grade levels
IIB - Develop data infrastructure and training for professionals to better identify student needs to inform instruction and intervention
IIC - Adjust school schedules to accommodate teacher preparation periods, common planning time, and resources for tiered systems of support
2024-2025 Accomplishments
โ๏ธ Began work to clearly define roles of specialized instructional support personnel and detail each tier of support
โ๏ธ Provide MTSS Professional Development for district Speech and Language Pathologists and Assistants
โ๏ธ Successfully advocated through the budget process "MTSS Interventionist" positions to begin in the 2025-2026 school year to support students in all 1st and 2nd grade classrooms
2025-2026 Goals
๐ Continue to define roles of specialized instructional support personnel and detail each tier of support
๐ Improve supports for Speech and OT services
๐ Onboard and deploy MTSS Interventionists in each grade 1 and grade 2 classroom across the district, supporting push-in literacy and numeracy support
๐ Support MTSS Interventionists district-wide through the newly created MTSS Specialist position
๐ Scale and refine MTSS implementation led by new MTSS Specialist across all schools by:
Providing training on data analysis, inclusive practices, and differentiated instruction
Enhancing use of ELLevation and other tools to track growth, especially for multilingual learners and students with disabilities
๐ Provide integrated SEL opportunities in PreK classrooms
IIB - Develop data infrastructure and training for professionals to better identify student needs to inform instruction and intervention
2024-2025 Accomplishments
โ๏ธ Utilized Panorama Student Success dashboard to support Multi-Tiered Systems of Support whole school data and individual student interventionsย
โ๏ธ Implemented Instructional Leadership Teams (ILTs) across all district schoolsย
โ๏ธ Calibrated district-wide benchmark assessment (STAR) with Massachusetts state assessment to ensure continuity
2025-2026 Goals
๐ Provide Panorama Student Success dashboard training to MTSS interventionists
๐ Continue to refine Instructional Leadership Teams (ILTs) across all district schools, with the leadership of newly created MTSS Specialist position
IIC - Adjust school schedules to accommodate teacher preparation periods, common planning time, and resources for tiered systems of support
2024-2025 Accomplishments
โ๏ธ Convened middle school schedule review meetings with middle school principals to begin to examine 6-8 offerings and schedule alignment
โ๏ธ Attended DESE led scheduling professional development opportunities
โ๏ธ Established 6-8 "time on content" guidelines to ensure equal instructional minutes for core subjects across all schools
2025-2026 Goals
๐ Convene task force to review middle school schedules and offerings for implementation in FY27 and continue the WRHS schedule review
Initiatives
IIIA - Standardize effective communication with students, parents, and greater community
IIIB - Enhance budget development process and improve fiscal and facilities management
IIIC - Establish consistent expectations and practices around educator evaluation to ensure all staff receive constructive and actionable feedback
IIID - Focus human resources efforts to broaden and deepen recruitment, advancement, and professional growth of staff, faculty, and administrators
Why is this important?
Aligning systems and structures, such as instructional practices, assessment tools and practices, data management and communication systems, ensures that every student receives a consistent, high-quality education and supports the overall effectiveness and efficiency of the district.
IIIA - Standardize effective communication with students, parents, and greater community
2024-2025 Accomplishments
โ๏ธ Established of K-12 parent/teacher conferences across the district
โ๏ธ Explored opportunities to enhance relevance, timeliness, accessibility, and functionality of district website, communication tools, and outreach mechanismsย
โ๏ธ Drafted district Communication Plan
โ๏ธ Developed school-based and district-wide communication protocols centered around grades/report cards and PowerSchool Practices
โ๏ธ Developed parent-teacher conference protocols, communication tools, scheduling logistics, and feedback mechanisms
2025-2026 Goals
๐ Fully migrate district website to new vendor, providing a more intuitive interface and additional communication tools
๐ Implement translation tools and improve overall accessibility functionality of new website
๐ Continue to explore enhancements to communication tools and experience (e.g. texting, mobile app, etc.)
๐ Revise district Communication Plan where appropriate and implement accordingly
๐ Create Special Education procedural manual and upload on district website
IIIB - Enhance budget development process and improve fiscal and facilities management
2024-2025 Accomplishments
โ๏ธ Incorporated resources needed to implement strategic plan into building the FY26 WRSD budget
โ๏ธ Partnered with district towns to communicate school budget needs
โ๏ธ Continued efforts of the Town Growth and Facilities Task Force to review the results of the recent demographic report compiled by Central Mass Regional Planning Commission and enter into Phase II study
โ๏ธ Created task force dedicated to evaluating current school supply lists provided to students & families, and created list of supplies to be purchased by the district which was incorporated in FY26 budget
2025-2026 Goals
๐ Continue Phase II work with Central Mass Regional Planning Commission to study school facilities and student populations to inform future planning
๐ Revise school supplies task list and adjust FY27 appropriately
๐ Create new format for the district's Capital Improvement Plan to enable better collaboration between district administration, members of the school committee, and town partnersย
๐ Explore and integrate updated electronic platforms for payroll and employee benefit processes
๐ Adjust procurement procedures in order to continue to fully develop needs-based budgets
IIIC - Establish consistent expectations and practices around educator evaluation to ensure all staff receive constructive and actionable feedback
2024-2025 Accomplishments
โ๏ธ Formed committee to examine and revise WREA Unit B evaluation tool and rubric
โ๏ธ Created working draft of district-wide model goals tied to the Strategic Plan and School Improvement Plans' objectives and initiatives
2025-2026 Goals
๐ Create working group to develop goals around administrator educator evaluation process, and make evaluation calibration core goal of FY26 Principal Leadership Team and Curriculum Meetings
IIID - Focus human resources efforts to broaden and deepen recruitment, advancement, and professional growth of staff, faculty, and administrators
2024-2025 Accomplishments
โ๏ธ Establishment of new online platform for mandated training of all staff members
โ๏ธ Central Office Administration attended 3 day professional development offered through DESE around workforce recruitment
2025-2026 Goals
๐ Implement new DCF background check policy for new and existing WRSD employees
๐ Perform audit of all educator licenses to ensure adherence to DESE regulations and MGL
๐ Develop internal pathways to administrator licensure
Initiatives
IVA - Establish a culture that prioritizes social emotional learning as a shared responsibility where each stakeholder understands their role in cultivating the development of these skills in students.
IVB - Create classroom environments where educators adopt and promote best practices where all students have equitable opportunities to participate in programming which promotes and improves student experiences and increases learning.
IVC - Through the use of culturally-competent educational practices and the promotion of student voice, build safe and healthy school communities that foster success
IVD - Administrators and faculty receive training in and implement strategies to prevent and respond to bias incidents in schools
IVE - Development of District-Wide Health and Wellness Frameworks and Implementation
Why is this important?
Focusing on social-emotional skills and inclusivity is not just about enhancing individual student outcomes; it is about creating a supportive, respectful, and effective learning environment that benefits the entire school community and society at large. By institutionalizing these areas, schools can help develop well-rounded individuals who are prepared to contribute positively to the world around them.
IVA - Establish a culture that prioritizes social emotional learning as a shared responsibility where each stakeholder understands their role in cultivating the development of these skills in students.
2024-2025 Accomplishments
โ๏ธReviewed data around culture and climate with principals
โ๏ธProfessional development opportunities tailored to the counseling staff's needs i.e. attendance and community resourcesย
โ๏ธEstablished parent webinars were provided, addressing various mental health concerns such as anxiety, social media, recognizing drug use, etc.ย
โ๏ธBegan to examine SEL curricula, cross walking with the MA Comprehensive Health Standards
2025-2026 Goals
๐ย Form a committee of stakeholders to continue research and work around SEL curricula and the MA Comprehensive Health Standards
๐Leverage MTSS processes to move attendance response away from punitive measures and offer SEL supports
๐Conduct a root cause analysis and student focus groups for students' sense of belonging
IVB - Create classroom environments where educators adopt and promote best practices where all students have equitable opportunities to participate in programming which promotes and improves student experiences and increases learning.
2024-2025 Accomplishments
โ๏ธ Reviewed data around culture and climate with principals
โ๏ธ Began to examine a self-reflection tool for staff and administrators to evaluate their SEL and cultural competence
โ๏ธ Developed a comprehensive supply list and procured necessary supplies for all students in the district
โ๏ธ Established Unified High School sports offerings, including Track and Basketball
2025-2026 Goals
๐ Facilitate a committee of diverse stakeholders to develop a comprehensive plan to address SEL and Health Standards district-wide
๐ Review supply list, work, and implementation, and adjust practices to ensure reliable and equitable practicesย
๐ Develop consistent practices, scheduling, and resourcing across the Middle Schools in the district
๐ Improve opportunities for high school Best Buddies program
๐ Pilot Inclusive Basketball at middle school levels
IVC - Through the use of culturally-competent educational practices and the promotion of student voice, build safe and healthy school communities that foster success
2024-2025 Accomplishments
โ๏ธ Reviewed data around culture and climate with principals
2025-2026 Goals
๐ Conduct an audit to appropriately increase staff and assign responsibilities in buildings to support the mental health needs of students in the district
๐ Work with principals to develop standard and consistent avenues for students' voices to be heard in the school (i.e., student council, participation in School Councils, etc.)
๐ Organize a day where members of the administration shadow a student throughout their day and learn their perspectiveย
๐ Create and hire a part-time position to oversee the implementation of safety measures consistently in all district schools.ย
IVD - Administrators and faculty receive training in and implement strategies to prevent and respond to bias incidents in schools
2024-2025 Accomplishments
โ๏ธย Updated bullying and civil rights incident letters and forms to be used by all principals every time an allegation is received
โ๏ธ Conducted training with the building administration on following bullying prevention planย
โ๏ธ The creation of the WRSD Section 504 manualย ย
2025-2026 Goals
๐ Create a central location to maintain resources for principals around investigatory procedures
๐ Update the district's biennial bullying policy and procedures using input from a variety of community stakeholders.ย ย
๐ Train and provide professional development opportunities for building-level administrators on the Section 504 manual
IVE - Development of District-Wide Health and Wellness Frameworks and Implementation
2024-2025 Accomplishments
โ๏ธ Began to examine implementation strategies for a district-wide health and wellness framework
โ๏ธ Physical Education teachers provided professional development around Health and Wellness Frameworks
โ๏ธ Completed audit of health/wellness resources and staffing
2025-2026 Goals
๐ Facilitate a committee of diverse stakeholders to develop a plan to implement MA DESE's Comprehensive Health and Physical Education Frameworks
๐ Determine staff requirements and make recommendations for budgeting to support progress in this area