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Gateway Regional School District
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STRATEGIC VISION SUMMARY
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VISION STATEMENT
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The Gateway Regional School District will provide an exemplary education that challenges all students in an instructional setting appropriate to their needs.
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CORE VALUESTHEORY OF ACTION
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GUIDING PRINCIPLESDISTRICT EXPECTATIONS
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The Gateway Regional School District will focus on teaching and assessing those skills our students need to thrive as 21st century learners, workers and citizens. All GRSD students will be: Academically proficient; Effective communicators and collaborators; Globally aware, independent, responsible learners and citizens; and Critical and creative thinkers, innovators and problem solvers.The primary aim of education is not to enable students to do well in school, but to help them do well in the lives they lead outside of school. In order to meet this focus, staff will engage every student in meaningful, authentic and rigorous work through the use of innovative instructional practices and technologies that will motivate students to be self-directed and inquisitive life-long learners. Learning should have its roots in: Meaning, not just memory; Engagement, not simply transmission; Inquiry, not only compliance; Exploration, not just acquisition; Personalization, not simply uniformity; Collaboration, not only competition; Trust, not doubt. To support this the school committee in conjunction with school staff shall create budgets that are predictable, reflect educational expectations, are supportive of student performance, and meet student needs
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Strategic Priorities
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5 - 10 YEARS3-5 YEARS1 YEARONGOING
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Review sustainability issues and ways to become more creative and efficient over the next 10 years while supporting a budget amount that is sufficient to meet student needs and school/district priorities.Develop project based learning around 21st Century Skills and Whole Child Theory that supports state curriculum frameworks.Create opportunities for parents and community members to fulfill their essential roles as actively engaged partners in supporting student achievement and outcomes for student success.Model and foster a positive and supportive working and learning environment for all school community members.
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Key Performance Indicator's (from approved School Committee Goals)MILESTONES/OBJECTIVES
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KPIGOALPRIORITY DESCRIPTIONRELATED ACTION PLAN
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Student AchievementMeasure and report on various measures of student performance - using local, state, and national academic standards, participation in whole child activities, and 21st Century skill rubrics.Ensure that the school committee emphasis and support surrounding educating the whole child with 21st Century Skills, as well as measuring state mandated performance assessments, are being provided to ensure an exemplary education.Teaching and Learning
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Implement project based learningIntegrate student focused, inquiry-based instruction and assessment that utililize 21st century skills across grade levelsThat instruction is meaningful, supports the acquisiton of 21st Century Skills, and is wholistic in preparing students for the future.Teaching and Learning
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Use online instruction, dual enrollment, internships, and blended learning opportunitiesStudents are exposed, and given the opportunity to use, various instructional delivery methods to prepare them for continuing and life long education.
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Improve student achievement through the integration and implementation of technology into all areas of curriculum within the classroom and at homeThat technology is an integral part of a student's experience at Gateway in preparation for college and careers.Teaching and Learning
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Provide support for collaboration and professional developmentDevelop staff members as teacher leadersProvide an opportunity for teachers to use their knowledge to help manage the education of our students.Fiscal Responsibility & Compliance
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Allow staff to develop a more flexible schedule deciding on the best use of time within the day, week, semester (using thematic approaches to develop and teach curriculum standards)Provide staff with decision making/leadership capacity to improve educational delivery.Fiscal Responsibility & Compliance
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Increase use of outside experts as volunteers (including online use of information, lessons, etc.)Enhance project based learning and inquiry/problem solving by using local experts who have experience in varied areas.Family and Community Engagement
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Increase shared specialists (reading, math, sped, behavior, music, art, health, technology) by integrating them into a multi-grade, cross-disciplinary, inquiry/problem solving approach to education making instruction relevant and integrating 21st Century SkillsMake education more aligned with best practices in the workplace.Teaching and Learning
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Increase engagement with parents and community members to support student engagement and achievementEducation should be supported by families, the community, and the workplace and engage students throughout the year.Family and Community Engagement
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Increase leadership from all students towards citizenshipStudents should learn and practice leadership and citizenship skills to become more effective members of society.Safe & Responsible Schools
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Increase district sustainability through operational efficiencies and using emerging technologies.Hire a consulting firm to review district operations and use this information to develop opportunities for cost effective district sustainability.Determine current effectiveness and seek additional ways to become more cost efficient and sustainable as an institution.Outside Experts
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Increase collaborative efforts with other districts, the towns, and regional collaboratives.Seek to support educational sustainability of small districts given the one size fits all federal and state requirements.Fiscal Responsibility & Compliance
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Develop, support, and approve operating budgets that account for state and federal requirements, allow schools and the district to meet student needs, and support the overall mission of the district.Provide information on district activities through a multi-modal communications strategyEnsure that all constituents have fact based knowledge of the school system from which to interact with the schools' activities.Family and Community Engagement
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Support the activities of the "Communication Council"Help to make communications more effective with the community by using community members to develop strategies and messages.Family and Community Engagement
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Get a budget approved each year in the first round of annual town meetings.Develop a budget using collaborative methods, disseminate budget and budget information, gain budget approvalBudget*
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Develop a long range capital plan and a means to fundWork with towns to develop funding process for district and town long range capital plansBudget and Outside Experts
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Develop, support, and implement approved evaluation and supervision protocols that account for local, state and federal requirements.The School Committee will be well informed, reflective, and supportive in making decisions based upon student, school, and district needs.School Committee members attend required member training, develop incoming SC member packets, identify professional development for SC, and complete a self-reflective assessment/analysis of SC performance.SC Evaluation
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Use teacher supervision and evaluation plan in a consistent, collaborative, and positive manner.Teachers use best instructional practices when delivering instruction that also directly address learning expectations for what students will know and be able to do as stated in GRSD curricula documents.Safe & Responsible Schools
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Use staff and administrative supervision and evaluation plans in a consistent, collaborative, and positive manner.All staff are evaluated using approved evaluation processes whereby each staff member understands what is expected, two-way communication exists, and a 'no surprises' model is actively used.Safe & Responsible Schools*
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RESOURCES
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FACILITIES/EQUIPMENTTECHNOLOGY STAFFINGFINANCING
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Current facilities (in good condition), central location, space for expansion, adequate grounds, new well, equipment on replacement scheduleTechnology moving to 5-year replacement plan, Google Suite for sharing and classroom management, auto-dialer, social media accounts, Student Information System, broadband access in schools with ubiquitous WiFi AccessTeacher ratios vary between school and grade level, minimal administrative staffing, support staff available (secretaries, custodians, maintenance, food service), paraprofessionals as required by IEP, student support personal available as needed.State sources not keeping pace with costs, local sources having difficulty making up difference (due to changes in % of students), revolving funds being used consistently and slowly being drawn down.
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SITUATIONAL ANALYSIS (SCOPE - Situation, Core Compentencies, Obstacles, Prospects, Expectations)
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CURRENT/HISTORICAL FACTORS
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SITUATION:Rear-view – pertaining conditions that have a relevant and material impact on planning decisions with regards to internal or external environmental factors.CORE COMPETENCIES: Unique abilities or assets of the business that provide the basis for the provision and realisation of value to customers, and are critical to the creation of competitive advantage.
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Declining student enrollment, aging of towns' populations, need to have parity with salaries/benefits, decreased economic activities in towns, home schooled (including Mennonite children), school choice, and charter schools garnering students.Locally located, updated facilities, great staff/student ratio, students get to participate in athletics and other activities if they choose, students known by staff, business functions rated highly, cost efficiencies high, highly rated in school safety,
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FUTURE FACTORS
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OBSTACLES: Potential issues or threats that could jeopardize the realisation of the Core Competencies and thereby impinge on future Prospects.PROSPECTS: Opportunities that exist internally or externally to the business which can enhance sales and / or profits, created through leveraging its Core Competencies and overcoming Obstacles.
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Decline in student enrollments, decline in financing (state and local), increasing costs for operations (per student and overall), lack of understanding of issues in greater community, online schools, new charters and private schools, Mennonite population with own 'home-school' system, lack of broadband access throughout much of district, lack of industry and industrial tax base in communitiesGiven low class sizes, 1to1 technology and infrastructure, great facilities and staff can we increase school choice in, entice home-school students back, and create a mixed delivery system of in-school and online to increase student numbers
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EXPECTATIONS: Future-view – predictions of future internal and external conditions that are likely to materially influence, positively or negatively, the delivery of plans to meet the identified Prospects.
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Potential for towns to regionalize their own services thus decreasing costs, potential for revenue growth with town compact funding, potential for increased funding through Rural School Initiative, potential to share educational services with other school districts.
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STRATEGIC VISION SUMMARY
PLANNER
Action Steps
BUDGET
SC EVAL
TECHNOLOGY
OUTSIDE CONSULTANTS
TEACHING & LEARNING
FAMILY & COMMUNITY ENGAGEMENT
SAFE & RESPECTFUL SCHOOLS
FISCAL/COMPLIANT
Copy of MARS Steps
Copy of 2025 Steps
Action Steps/Quarterly
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