DISTRICT VISION

We will distinguish ourselves through innovative teaching and learning experiences that inspire all students to pursue their individual passion for learning and excellence while we continue to be a nationally recognized, high-performing school system.

MISSION

The Dover Sherborn Schools share in the mission to inspire, challenge and support all students as they discover and pursue their full potential.

THEORY OF ACTION

If we are able to successfully inspire, challenge, and provide the necessary support for all of our students, then they will be equipped with the tools necessary to achieve their fullest potential in a rapidly changing society.

CORE VALUES

COMMITMENT TO COMMUNITY    •    EQUITY AND EXCELLENCE    •    RESPECT AND DIGNITY    •    CLIMATE OF CARE

STRATEGIC OBJECTIVES 2023-2028

EXCELLENCE & INNOVATION IN LEARNING

Maintain academic excellence and rigor while adapting practices to prepare graduates for success in a rapidly changing world.

CHALLENGE & SUPPORT ALL STUDENTS

Enhance programming to ensure all students are able to achieve their full potential within a supportive learning environment.

PROFESSIONAL LEARNING & GROWTH

Expand opportunities for professional growth and collaboration among educators in support of the District’s vision for teaching and learning.

FAMILY & COMMUNITY ENGAGEMENT

Engage families and community members in the strategic pursuit of a shared vision and mission.

SAFE & SUSTAINABLE SPACES

Evaluate and update facilities to ensure safe, sufficient and sustainable spaces amidst a changing educational and environmental landscape.

DISTRICT GOALS  2024-25

Best Practices

Further implement the District’s 9 Best Practices to engage students as active learners in the development of skills depicted in the Dover-Sherborn Portrait of a Graduate.

Student Voice

Elevate student voice as a means to increase students’ sense of belonging and inform classroom, school and district policy and practice.

Communication Strategy

Streamline tools and strategies to improve communication and increase collaboration with families and the community.

SCHOOL IMPROVEMENT GOAL 1:  Establish a shared vision for teaching and learning that engages students as active learners, and that supports the success of all learners, in the development of skills depicted in the Dover-Sherborn Portrait of a Graduate.

ACTION STEPS

PERSON(S) RESPONSIBLE

ANTICIPATED OUTCOMES

& EVIDENCE

Continuation of the work started by staff in the 23-24 school year around Best Practices we will have regular and focused  PD/implementation of  DSMS Best Practices 2.0. 

Principal, Assistant Principal, Curriculum Leaders, ELA & Math Specialists

Departmental and building-based PD work as well as  implementation in lesson planning and execution.

Teacher reflection in post observations and end of year goal/evaluation meetings.

Infuse, elevate and acknowledged our work around the DS Portrait of a Graduate

Principal, Assistant Principal, Team & Curriculum Leaders

Highlighting/Showcase current student-work that shows POG competencies. Adjustments to teaching and assessment reflect POG competencies.

SCHOOL IMPROVEMENT GOAL 2:  Nurture a positive school culture and strong sense of belonging as a means to improve academic and social-emotional outcomes for all students.

ACTION STEPS

PERSON(S) RESPONSIBLE

ANTICIPATED OUTCOMES

& EVIDENCE

Implementation of our new 24-25 DSMS schedule.

Implementation of our DSMS WIN (What I Need) block for each grade.

Principal, Assistant Principal, Specialists (ELA, Math) Interventionists, all staff

Continued evaluation of the schedule/WIN block.

Feedback from all stakeholders.

WIN Working Group will reconvene in early Fall to reflect, review and adjust as needed

Implement pilot of Smartphone/Smartwatch protocols for our students.

Principal, Assistant Principal

Decrease in student smartphone/smartwatch classroom & discipline incidents.

Staff, student and family feedback.

Continued growth of our  students' sense of belonging. Review 23-24 Challenge Success survey results.

DSMS  Peer Leadership program. This program will continue to  support and grow our school culture of kindness, curiosity and individuality.

Principal, Asst. Principal, Guidance Staff, Team Leaders, Curriculum Leaders, all staff

Principal, Asst. Principal, Peer Leadership Advisors

Data points of: attendance, school refusal and Panorama survey results.

Staff and student surveys/voice around the impact of the Peer Leadership program.

By the end of the school year, measures of positive school culture and student belonging in our Panorama Surveys will show growth.

Continue to prioritize and grow our restorative responses to student behavior.

Principal, Assistant Principal, Guidance staff

By the end of the school year, the number of out-of-school suspensions will continue to decline.

The number of repeat behaviors within our school will also decline.

SCHOOL IMPROVEMENT GOAL 3:  Continue to grow our MTSS (Multi-Tiered System of Support ) so that all of our DSMS  students have access to differentiated instruction, targeted interventions and evidence-based resources in support of their academic, social and emotional development.

ACTION STEPS

PERSON(S) RESPONSIBLE

ANTICIPATED OUTCOMES

& EVIDENCE

Continue to develop, grow and support the role and capacity of our Literacy and Math specialists along with supporting teacher-interventionists in their new roles.

Principal, Assistant Principal, Reading & Math Specialist, Asst. Superintendent TeacherIinterventionists

Student data: IXL, MCAS, Team Data/Input.

Reflection/input from staff working directly within these roles.

SCHOOL IMPROVEMENT GOAL 4:  Ensure that our buildings and grounds support strong instructional and extracurricular programs to meet the needs of our students and staff.

ACTION STEPS

PERSON(S) RESPONSIBLE

ANTICIPATED OUTCOMES

& EVIDENCE

Begin to implement findings of the ‘23-’24 Space Audit. This includes: Making the current music classroom/lab (relocated to choral room) into two classrooms. This will provide better space for building programs and needed classroom space.

Utilize open spaces (spine, science hallway) to be more community/collaborative for student-work/class gathering spaces

Principal, Assistant Principal

Input from stakeholders.

Volume of use for community/collaborative space.