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School Committee » 2016-2017 Goals

2016-2017 Goals

North Kingstown School Committee Goals 2016-17 (Approved October 4, 2016)

 

Philosophy: The North Kingstown School Committee (NKSC) has a commitment to the North Kingstown School Department’s (NKSD) mission to “educate our students to become intellectually active adults, to inspire them to reach individual excellence, and to challenge them to become responsible members of society.” 

To that end, the NKSC adopts goals to guide the district's ongoing improvement efforts. Supporting each goal, the committee has identified specific performance measures to focus our efforts in achieving these goals. These performance measures are not all inclusive, but have been strategically chosen to target our limited time, energy and resources on high leverage outcomes aligned to NKSD’s strategic plan and mission. The board believes in continuous, incremental improvement and understands that meaningful and measurable progress takes time. The committee therefore establishes goals with both short and long term timeframes.


NKSC believes that progress towards achieving the goals and performance measures will be regularly monitored, reported to the North Kingstown community, reviewed, and as necessary, updated to reflect changes in the district, the North Kingstown community, and the state. The NKSC also believes these goals should drive the merit/performance based pay component of our compensation system and significantly inform the corresponding goals set by the Superintendent for the department and department leaders.

 

School Committee Internal Goals – Goals for the committee as a whole

  1. Build on the NESDEC study and long-term infrastructure work from FY 2016 by establishing a process to select a course of action for long-term infrastructure and then coordinate the timeline/effort to plan and implement that course of action. (In conjunction with the Superintendent).

  1. Improve school committee and community relations through various outreach efforts, including, in coordination with the Superintendent, attendance by at least one member at one PTO and SIT meeting per school, conduct of a school committee meeting at or an organized tour of each school, and increased communication with the larger community (such as letters to editor, op-ed, social media presence, chamber of commerce meetings).

  1. Achieve six hours of professional development and pursue one, joint, professional development activity between the new school committee and new town council.

 

Goals for the District to be Supervised by the Superintendent

  1. Build on the NESDEC study and long-term infrastructure work from FY 2016 by establishing a process to select a course of action for long-term infrastructure and then coordinate the timeline/effort to plan and implement that course of action. Explore, in addition to the work done in FY 2016, alternative options to address the school start times to present a range of options for the committee to consider for the FY 2018 budget / AY 2017-18; and building updates in regards to school security measures regarding entry access, and video monitoring.

Timeline: (Dates are approximations. More specific details to be provided.)

Fall 2017-Summer 2018

January 2017: School Committee and Superintendent define goals for long term infrastructure project and hire project manager to provide potential options and estimated costs.

April 2017: School Committee and Superintendent Review Potential Project Options, Chooses from Options.

May 2017: School Committee seeks endorsement of Town Council and tasks project manager to pursue specific project proposal.

Fall 2017-November 2018:

Fall 2017 /Winter 2018 School Committee and Town Council approve project details, seek RIDE review and preparation for bond vote no later than November 2018.

 

  1. Successfully implement the next phase of the NKSD technology plan, I including a comprehensive assessment of the Chromebook initiative and a review/evaluation of district wide technology software programs to achieve better efficiencies and better support teaching, learning, and personalization efforts

      • Work with the Highlander Institute to offer job-embedded professional development for staff. This includes the full-day NK Summit Sept. 2, 2016 and the coaching support to be offered at three levels

      • Visit classrooms and use the walk-through rubrics to guide the observation of best practices for technology implementation

      • NK Team to Present at the RIDE Innovation Conference on Sept. 16, 2016

      • Continue planning with District Technology Committee

      • Continue Collaborate with the district technology education coach

      • Coordinate PD activities to advance the effective use of technology with teachers, lead technology teachers, media specialists, and administrators

      • Monitor online RTI and PLP process

      • Facilitate an annual review of the five-year plan, including the Chromebook initiative (through the district technology committee)

      • Review of district software programs with updated recommendations for district utilization in 2018 budget cycle.

      • Recommend usage of Google Classroom or other LMSs for unified district usage.

 

 

C. Student Academic Achievement: As calculated via Star Establish a rigorous target of a Student Growth Percentile* of 50% as a median target at the classroom and school level (2015 districtwide) K-8. At the high school, increase by 5% yearly the number of course enrollments for students enrolled in rigorous coursework—defined as Advanced Placement, Dual Enrollment, College Credit bearing, Advanced Coursework Network (ACN), or internship experience or C&T coursework. 

*A student growth percentile (SGP) describes a student's growth compared to other students with similar prior test scores (their academic peers). Although the calculations for SGPs are complex, percentiles are a familiar method of measuring students in comparison to their peers. A student growth percentile is a number between 1 and 99. If a student has an SGP of 85, we can say that she showed more growth than 85 percent of her academic peers. A student with a low score on a state assessment can show high growth and a student with a high score can demonstrate low growth. See link to Renaissance Star 360 educational norm referenced assessment http://www.renaissance.com/products/assessment/star-360/?utm_expid=108573409-6.x1ier7IwQS2nD-z8zGnNTg.0&utm_referrer=https%3A%2F%2Fwww.google.com%2F

 

D. Conduct a comprehensive review of Graduation Criteria: Increase personalized learning pathways that are experiential, blended, flexible, and differentiated. Conduct a comprehensive review in light of the RI Department of Education’s new graduation requirements of North Kingstown School Department’s current graduation criteria, credit attainment and competency mastery in order to better enable students to pursue meaningful, for credit learning experiences outside of school, including tailored individual programs, internships, work-related experiences, and dual/concurrent enrollment partnerships.

The following is a list of the changes that are in place or in development:

  • Dual/Concurrent Enrollment courses: Dual enrollment includes both singular courses taken in conjunction

with on-campus studies or full-time enrollment at CCRI or Johnson and Wales University.

  • RIDE Advanced Coursework Network: NKHS is a member of the network. NKHS students have access to online and face-to-face courses through network providers.

  • Credit for courses taken online: Three students are currently approved to receive credit for courses being taken online. This is in addition to the remediation offered in previous years through Edgenuity.

  • Career and Technical Education: CTE pathways are our first step in providing personalized learning pathways.

  • Flexible Learning Environments and Individual Mastery: Two pilot programs are planned for this year that allow for individualization of work and/or pace. (Apex Learning and Summit Academy

  • Flexible schedules: We are looking at scheduling changes that will facilitate dual enrollment and learner agency, such as creating a schedule that matches local university schedules or flexible day schedules to allow for courses before or after school. We are also looking at flexible graduation dates for students who are able to complete their graduation requirements within three years.

 

E. Revise and Monitor the District Comprehensive Assessment Plan: Based on emerging federal and state guidance and state/local assessment efforts over the past two years, provide an overview of current student learning measures in core areas (Math, ELA, Science), comprehensive plan for district assessment (for example, move to PSAT/SAT in lieu of PARCC at high school), and plan for improvement in core areas based on current assessment review. Provide an overview of current student learning measures

  • Analyze state assessment results: PARCC ELA/Math and NECAP science

  • Collaborate with building principals to analyze school level data

  • Analyze PARCC school level, district level, and disaggregated data

  • Communicate PARCC results to stakeholders

  • Plan professional development based on analysis of PARCC results

  • Include analysis of graduation criteria, credit attainment, dual and concurrent programs and partnerships

  • Establish a rigorous target of a SGP of 50% as a median target at the classroom and school level (see Item 3)

  • Analyze the effectiveness of Dreambox and other web-based programming

 

F. Continue with building updates in regards to school security measures regarding entry access, and video monitoring.

G. Principal Mentorship: Present to the committee the Superintendent’s professional development and mentorship plan to ensure NKSD develops and maintains the strong managerial and leadership competencies among its principals:

  • In addition to the three evaluation conferences, meet with each new building administrator monthly

  • Conduct three formal site visits as well as informal visits; provide written and oral feedback on the observations

  • Review the professional growth goal and monitor progress toward this goal

  • Review the Student Learning Objectives and analyze the related data

  • Support established goals with professional development

  • Plan Administrative Council agendas to address administrator professional development needs

  • Review building level newsletters to staff and families; offer suggestions

 

Goals for the District to be Performed Personally by the Superintendent

  1. Administrative Mentorship: Present to the committee the Superintendent’s professional development and mentorship plan to ensure NKSD develops and maintains the strong managerial and leadership competencies among all of its administrative personnel:

  • In addition to the three evaluation conferences, meet with each administrator monthly

  • Conduct three formal site visits as well as informal visits; provide written and oral feedback on the observations

  • Review the professional growth goal and monitor progress toward this goal

  • Support established goals with professional development

  • Plan Administrative Council agendas to address administrator professional development needs

 

B. Conduct a comprehensive review of District’s special education program: Review to include an assessment of Davisville Academy and special education programming across the district, and provide findings and recommendations to the Committee. Present an assessment to the School Committee in November 2016 about progress toward original proposed business plan for Davisville Academy. Included in this presentation should be a proposed plan to increase in-district tuitions in an effort to increase District revenues.

C. Charter Schools: Participate in negotiations to personally achieve a predictable Kingston Hill enrollment with a 20% cap.

D. Superintendent Outreach to Community Stakeholders: Provide a monthly summary to the School Committee on topics discussed and concerns discovered relating to attendance of the following (except article submission):

  • Attend no less than one PTO meeting per school per school year

  • Attend no less than one SIT meeting per school per school year

  • Attend no less than two SELAC meetings per school year

  • Visit each school at least once per month

  • Attend Jamestown School Committee meetings twice per year to present and speak about the positive attributes of NKHS

  • Supervise creation and implementation of district wide calendar that includes all sports and school events. If necessary, a single school event calendar for all schools and a second calendar for all sporting events can be implemented

  • Attend two Chamber of Commerce meetings per year to build business relations and highlight District accomplishments

  • Participate on Town Government Center Committee

  • Participate on Facilities Sub Committee

  • Submit one non-political article per month to a publication

  • Increase marketing/branding and recognition of NKSD. Focus on recruitment video and resources, social media, and web page

 

E. NKSD Rankings: Invite members of Rhode Island Monthly, Providence Journal, and other publications to visit NKHS to showcase all Career and Tech programs in an effort to positively influence our ranking perceptions with articles appearing in the respective publications Emphasizing all of the positive accomplishments of our District and High School. Evaluate and understand the methodology of rankings in relation to where the District stands and, if necessary, rebut any negative rankings.