Boonton Public Schools

  5 Year Strategic Plan

2016 - 2021


The Boonton School District will graduate all students equipped with 21st century skills, knowledge, and adaptability to succeed in an ever-changing global environment.  Our students will be the pride of the community and leaders for our future.


The Boonton Public Schools will deliver an educational experience that inspires all students to reach their full academic and personal potential. This will be accomplished through a program delivered in a safe and secure environment which empowers and equips them to succeed.  To achieve this our curriculum and programs will be rigorous, relevant and comprehensive, and will embrace diversity.


Our school district will:
  -   Assure a safe and secure environment

Boonton Public Schools Strategic Plan 2016-2021

Safety and Security






Indicators of Success

Goal 1. Development of a security camera / proximity card/entry system to gain better surveillance and access control to all facilities.

Work to commence in 2016-17 with installation of necessary Wide Area Network (fiber) between the buildings and Local Area Network (copper) re-wiring @BHS. Additional drops (copper) will be necessary at JHS and SSS for cameras and access control.  Projected timeframe to have camera and access controls in place is 2017-18. Main entrances to be initial focus for access control (~2 per building) and extending to other areas such as gymnasium, storage areas (BHS Athletics), etc.

eRate funding will be utilized. District has ~$100K in Category 1 funding available. We will install our own fiber between BHS and JHS (eliminating the current monthly lease fees) and lease a fiber connection from BHS to SSS (essentially a financial wash with eliminating the existing one between BHS+JHS).

LAN Rewiring of BHS will incorporate computer, wireless AP’s, cameras and access control devices + Craig school occupied areas.

Cost = High

Staffing in place

All schools and Admin building connected via fiber (completed 8.17).

BHS LAN rewiring and implementation of IDF closets and new switches installed 9.17

9.17 JHS cameras and access control completed.  

5.18 SSS cameras and  access control completed.

9.18 BHS cameras and access control completed.

Completed installation and implementation.

Use of security systems for review of reported incidents.

Access provided to local PD.

Signed MOA including new security enhancements.

Goal 2. Implement an every-other year  emergency management plan (EMP) revision process specific to each building and create uniformity with regard to specific responses/actions/codes used in emergency procedures.  

Commencing in 2016-17 - ongoing

Building Principals will be responsible for updating their respective EMP with security committees in their buildings. Committees will include administrators, teachers, cafeteria/classroom aides and custodians.

Cost = Low

With implementation of JHS co-principal model and dedicated SSS principal starting 7.18, the summer of 2018 will be the first opportunity for us to have all building principals in place

School Security and Safety Officer training (8.2018) completed by Superintendent.

Coordination with local BPD commenced July/August with simulated trainings - results to be shared September 2018.

Goal 3. Increase the number of drills using outside law enforcement agencies and build a cohesive system of response with local police and emergency management officials.

Articulation with local BPD, County Sheriff's Office and NJDOE has started as of January 2016 and be ongoing.

 Additional training will be provided to Administrators as offered by the county/NJDOE and recommended additional drills. There is sufficient opportunities provided professional organizations such as NJSBA, NJASA, etc. at little to no additional cost.

Cost = Low

Starting in 2017-18 school year we are implementing shared security drills with local PD including “table top” exercises. Continued access for Special Response Team (SRT) to conduct after-hour drills in buildings as requested in addition to access to security camera and access controls systems.

Security drill reports to both BOE and signed SOA to Morris County education office.

SRT drill.practice access dates to schools

Goal 4. Develop differentiated identification tags for all staff and students (initially with bar codes)  to eventually use proximity card ID’s for all staff. This will eliminate physical keys for building entry and enable automated logging of persons entering the facilities. (Cameras will provide visual record of persons exiting).

Bar codes will be printed on all staff/student ID’s for the 2016-17 school year.  Proximity card usage will be piloted once necessary access controls are installed (2017-18) and rolled out on a district-wide scale thereafter. Once implemented this will be standard operating procedure moving forward.

This will require a change in culture as well as procedure. It also supersedes all of the other costly technological security enhancements as it is cited by every law enforcement and security agency as a “must have” for school districts.

Cost = Med

1/2017 JHS and BHS have issued different oriented IS tags for their respective students barcodes are on tags and we started (3.2107) scanning in late students @BHS.

Proximity card use implemented at Admin, Annex  and JHS 8.17.

Proximity cards issued for SSS and BHS for start of 2018-19 school year

Roster of issued proximity cards.

Completed student cards with different orientations.

Colored breakaways lanyards ordered 8.2018 for each building’s visitor ID tags.

Eliminate peel-n-stick visitor tags (as per School Safety and Security Officer training).

Goal 5. Along with the above “hard” security enhancement, changing the culture of the staff, students and community to understand that certain longstanding practices (e.g.: propping open exterior doors) must change as the nature and multitude of threats school district’s face have exponentially increased.

2016 - ongoing

In-district PD utilizing local & state PD and NJDOE  Safety/Security resources.  Also the Morris County Sheriff's office has resources which the district can utilize at little to no cost.

Cost = Low

Ongoing conversations with the BOE, staff and community will continue.  The reception to increased security measures has been overwhelmingly positive.

All access controlled buildings will be wired with additional door sensors which will alert administrators (e.g.: Superintendent, principal, buildings & grounds supervisor)  if a door is held open more than 120 seconds.

Finished invoices / works order from security projects (All will be done by LTW).

Agenda from Welcome Back presentation by Superintendent to staff 2018.

Correspondences to staff regarding security updates. Changes in procedures/protocols for staff.







Indicators of Success

Goal 1. Increase/improve communication between Staff/Admin, Admin/Community utilizing efficient and sustainable mediums.

Realtime implementation - started April 2016 (includes Parent Portal)

Communication and Parent Portal Training July 2016

Website development - Ongoing.

Social Media (Twitter, Facebook) - ongoing


New Student Information System (Realtime) will allow for phone call, text or e-mail communications to specific groups. Parent Portal will have grades, attendance, assignments, reminders and lunch/library balances (plus the ability to replenish said accounts). Printed materials mailed home will continue to decrease: included to be eliminated are report cards, progress reports and calendars. The district website will also be expanded to contain  additional information/resources.  Utilizing free social media outlets such as Twitter, Facebook, etc. will also help get the word out.

Cost = Low

BPSD and individual schools now have Facebook pages.  Superintendent uses Twitter for school closings and other announcements. Parent and Student portal is operational and attendance, grades and standardized test scores are now available.

Realtime notifications included SMS (text) and e-mail messages in addition to voice calls and individualized letters for excessive absences and unpaid lunch balances.

Weekly Updates enhanced (aka eBlasts).

Log of communications sent using Realtime notification system.

Website content

Parent Portal usage statistics

Copies of any new releases, social media posts.

Google Sites for Weekly Updates (as of 11.18 both JHS and BHS have migrated t this platform).

Goal 2. Use of surveys and other means of gathering staff, student, parent input into the planning/budgeting process for all schools.

Started with School Climate Survey 2016 done via Google Apps for Education (GAFE).  Continued use of online forms, surveys will be ongoing.

By increasing our use and proficiency of GAFE the district will utilize online data collection to gather more input on these processes.

Cost = Low

Continuing to utilize School Climate survey and using shared Google drive folders to share results with administrators. For 2017-18 school year principals will be able to see ALL comments as well as survey data.

Results of surveys

Presentation(s) of results

Goal 3. Implementing a more directed and efficient means of contacting specific parents/guardians regarding school related matters.

2016-17 - then ongoing

New Student Information System (Realtime) will allow for phone call, text or e-mail communications to specific groups. New SIS also has the ability to text message parents and students on an individual, class or grade level.  Attendance/tardy notifications will be generated by the SIS and sent out in a more timely and efficient manner. Medical information /physicals can also be maintained in the new system.

Cost = Low

Realtime notifications included SMS (text) and e-mail messages in addition to voice calls and individualized letters for excessive absences and unpaid lunch balances.

Main offices and central office use this notification system for any/all parental messages (examples above). We continue to have sufficient office staff to make phone calls and follow up that way as well.

Automation of notifications in Realtime (e.g. attendance, low/insufficient lunch balances, etc.)

Weekly Updates containing prior week’s activities/news and upcoming events.

Goal 4. Increase parent/guardian and community collaboration in the educational process at all levels. Ultimately improving our Parent University model and providing learning opportunities as well as a means of communications for those parents/families who may be less likely to attend regularly scheduled events in the schools.

2016 - ongoing

A sustainable and accessible learning environment for parents will be established using in-house staff and occasional outside speakers to better help our staff understand adolescent norms/trends and provide support/encouragement for those who want to better understand the material their children are learning in schools. Consider a babysitting service perhaps staffed with BHS students for those parents who have very young children and may not be able to attend otherwise.

Cost = Med

Parent Nights for Title I and III (ELL) have been ongoing since 2016-17 using ESEA (Federal) grant monies.

Sign in sheets for Parent Nights.

ESEA Budgets (particularly Title I
 & III) denoting budgeting for staffing and supplies for Parent Nights.

Any correspondences/feedback provided by community of these events.

Student Achievement






Indicators of Success

Goal 1. Achieve a higher level of differentiated programs/instruction to address the needs of all students.

Modified FY16 NCLB application (approved Spring 2016); FY17 and subsequent NCLB monies will be targeted to at-risk students.

2016-17 :Re-evaluation of Gateway Academy and AP courses to determine effectiveness for  higher-achieving students.

Ongoing implementation of professional development and updating of curriculum/texts to support this initiative.

The district will incorporate Response To Intervention (RTI) principles into its education program to achieve this goal.

JHS specific academic goals are:

In Grades 3-8, at least 90% of students will achieve a score of Approaching or better in Math and ELA.

2. In Grades 3-8, at least 8% of students will move from Meeting on the 2016-2017 PARCC assessment to Exceeding in Math and ELA.

We will invest in training to better use data analysis to support hypothesis’ as well as dispel long-held beliefs about our district’s potential for increased academic performance.

Change to prerequisites for AP @BHS to insure adequate preparation to obtain a score (3)  for college credit.

Consider a SAT prep class specifically designed to teach both assessment strategies as well as deeper understanding of content.

Cost = Med

BHS benchmark assessments were revamped and implemented in 17-18 school year. Indicators of success were increases overall (particularly in Language Arts) and exceeding expectations of denoted range of improvement.

Implementation of iReady began in 2018 and will be fully implemented in the 18-19 school year.

TCRW libraries (leveled) ordered if 17-18 and 18-19 to provide classroom sets for each room in grades K - 5.

Assessment results (both standardized (e.g.: PARCC) and benchmarks.

NJDOE State Performance Reports

Goal 2. Expand the sphere of instruction beyond the school day/facilities.


The district has utilized extended day learning via AP hours, Homework Club, etc. but both are building-based The use of technology has been limited in extending both the physical classroom and the learning “day” and through implementing Google Classroom and other online resources we will expend the when and how our students have access to content, primary sources and ultimately their teachers.

Cost = Med

2017-18 - increased ESEA funds allotted to Parent Nights and Title I/III supplemental afterschool programs.

Offer enrichment modules through aftercare (fee-based).

Google Classroom statistics

Khan/Flipped Classroom usage

Revamping of former “Homework Club” to a more robust academic-base extended day program.

ESEA grant application and budgets showing Title I expenditures on after school / summer programs.

Timesheets of ESEA funded staff.

Flyers and rosters for aftercare enrichment modules.

Goal 3. Enhance scheduling at the middle/high school grades to better place students in suitable levels and to increase articulation for staff.


In addition to a more robust scheduler in Realtime, the configuration of the school day in terms of staff utilization, course offerings and number of periods, possible rotation days, etc.  collectively need to be reviewed to look for area we can improve upon.

To enhance collaboration and instructional/curricular growth, all grade level teams will maximize established common planning times to the extent that current staffing levels and schedule(s) will permit..

Low (as new SIS is already in place)

High (adding instructional staff)

2017-18 budget - + 1 Social Studies

Block Schedule exploration committee formed 17-18 @BHS.

Implementation successful starting September 2018.

Middle School schedule refinements in 18-19.

Adoption of block schedule @BHS, 2018-19 school year.
Revamped schedule @JHS 2018-19.

Goal 4.  Implement Professional Learning Communities (PLC) and increase articulation with Lincoln Park to effectively communicate educational priorities and initiatives while encouraging curriculum integration and overall articulation.


We will continue to articulate and share curriculum, assessment data and pedagogical approaches with Lincoln Park to better align the readiness of Boonton and LP 8th graders when they merge @BHS.

We also will continue sharing/comparing PARCC scores to better understand how each of our districts is preparing the students who come together in Grade 9.


Goal 5. Fully incorporate major tenets of The Leader in Me into curriculum and instruction. After several years of additional expenditures for training the district will move towards a train-the-trainer model to keep the program in place while reducing costs.

Research and implement a companion/continuation program emphasising leadership for BHS (e.g.: Emotional Intelligence)


Rutgers University has an Emotional Intelligence Consortium which provides resources which we can utilize.


Goal 6. Improve student attendance rate and significantly reduce chronic absenteeism (defined as 10% or 18 unexcused absences in a school year).  The correlation between student academic success and attendance is school is indisputable. Article of interest - here

2016-17 - ongoing

Implemented Residency/Truancy officer in 2016 to follow-up on excessive absences/lateness as well as suspected non-residency.  Better and more efficient utilization of parent contact information to utilize robust “robocall” system in Realtime to insure parents/guardians know when their child(ren) are not in school.  Follow-up with local PD when absence thresholds are reached and hold parents accountable for those students under 18 years of age who have missed >10% of the school year.


Take 5 initiative posters displayed in district and local businesses.

Celebrations each month for Perfect Attendance students







Indicators of Success

Goal 1. Increase capacity, reliability and redundancy of technological infrastructure to support greater learning potential and allow for vertically integrating security/access systems.


Implementing a secondary ISP circuit is critical to keeping the district connected to its web-based financial and student information systems.  Additional UPS’ (uninterruptible power supplies) and preliminary research into at least one generator (BHS) will increase our resiliency in the event of a power outage.  


FY20 eRate application will support district’s ISP connection increasing from 300 mb/s to 1 gb/s.

18-19 - upgrades to switches and core routing equipment (including Firewall appliance) to accommodate anticipated upgrade to faster Internet connection.

Purchase orders of upgrades and new equipment

Visio diagrams of network (VLANS, QOS)

Goal 2. Create a robust wireless campus for each building which will support and expand the use of portable instructional and administrative devices.


Managed WiFi access points will provide both redundancy and increased control, allowing us to increase coverage as well as load balance as teaching & learning more fully transitions to a portable, wireless environment.


Managed Access Points via central controller completed in 18-19 school year.

19-20 - budget necessary monies for redundant wireless controller and additional AP’s.

Network diagrams (Visio drawings)

Purchase orders, invoices

Wireless coverage maps

Goal 3. Develop a unified online content management system to provide unlimited access to instructional resources, course content and digital text for staff, students and parents.

Started early 2016 - Ongoing

We will consolidate the various data management systems into as few discreet products as possible to both reduce recurring costs and provide a concise method of obtaining information.


Goal 4. Increase staff’s use of technology through fluency and availability of resources both in and outside of the district. Continue providing staff with wireless devices with a ~ 3 year replacement timetable but migrate to Chromebooks.

2016 - 2017 - emphasis on Google Apps for Education (GAFE) training

2016 - onward - purchase of Chromebooks to replace PC laptops via lease/purchase


17-18 - commenced replacing aging PC laptops with Chromebooks for staff.

17-18 - refreshed all leased Aquosboard and migrated to mini-PC to Chromebox CPU.

Ongoing - offer Google for Educator PD and Certification for staff.

Invoices - PO’s

District inventory of technology

Goal 5: Fully incorporate Google Apps for Education (GAFE) and move off of the Microsoft Office platform


We will need to keep our Microsoft Office and related licensure up-to-date for a few more years while simultaneously providing PD on Google Apps for both administrative and pedagogical use in the classroom. Continue to expand the use of Google Docs for administrative, educational and collaborative purposes.


See above (migration away from PC to Chrome environment).







Indicators of Success

Goal 1. Maintain existing and develop new alternative revenue sources to assist with budgeting constraints and minimize the impact to local tax burden.


We will update and adjust as deemed necessary the lease/rent rates charged to the Montessori & Craig Schools.  We will more pro-actively seek out grant opportunities as well as explore Shared Services and other cost-saving measures.  We will also follow through with those students and their families who do not legitimately reside in the town of Boonton.

Educate staff annually on Policy 6161- Staff Grant Incentive Awards Program which provides an incentive to the staff to seek sources of outside grant funding to the district.  



Goal 2. Develop and implement a long-term facility plan which insures the structural integrity of existing facilities, reduces overall maintenance/repair costs and readies them for educational program and facility upgrades.

2016 - ongoing

We will get an engineering report of both priority and cost of the various upgrades and maintenance which is needed to maintain our facilities and reduce repair and replacement of equipment and buildings.


Goal 3. Develop business partnerships with local entities as well as strengthen participation in Tri-town Chamber of Commerce to better utilize potential financial as well as educational alliances.

2106 - ongoing

Superintendent has started attending Tri-town Chamber of Commerce meetings and will continue to do a minimum of 4 times a year to keep in contact with the local business community.


Goal 4. Maintain a yearly budgetary line to upgrade/replace inefficient devices (e.g.: lighting, HVAC) to reduce unnecessary energy consumption.