STUDENT WELLNESS

Actions

Major Activities

Indicators of Success

Strategies/Next Steps

Timeline

Persons

Responsible

Evidence of Effectiveness

Promote a district culture that is equitable, restorative, and inclusive for all students.

·        Proactive, prevention measures implemented to build positive school climates (e.g. PBIS, Culturally Responsive Teaching, Restorative Practices)

Full implementation of the NJ School Climate Improvement Program.

Gathered staff feedback on school procedures in June 2023; met with teacher volunteers to revise and streamline school procedures.

Introduce school based climate commitee and calendar for monthly meetings during our staff - inservice. Review results of the NJSCI survey from all demographics. At monthly committee meetings the school climate committee will discuss potential strategies that can be used within the May strategic plan for climate improvement.

9/1-introduction of school climate committee and share the monthly calendar starting in October 2023 and ending at the end of May 2024. May 2024-development of school climate strategic plan for 2024-2025.

Principal

Created school climate plan for 2024-2025 developed by the end of May 2024. Evidence that the school climate committee and other essential stakeholders contributed to the development of the school climate strategic plan.

·        Disciplinary issues are addressed in a way that is evidence-based, developmentally appropriate, and culturally responsive.

All schools will provide targeted interventions (e.g. counseling, mentoring, check in/check out, etc…) for students who are at risk of engaging in disciplinary infractions.

Work with JFCS

Work with ESS to design and deliver staff PD informed by Nurtured Heart, Trauma Informed Care, and Culturally Responsive frameworks.

Develop Survey for pre and post feedback.

October 2023 in-service and February 2024 in-service

Assistant Principals

Genesis data StopIT data

HIB investigations

Notes/feedback from Student Support Team

Address disproportionate disciplinary outcomes for students of color, students with disabilities, and other historically marginalized groups by providing staff training on implicit bias, examining discipline data regularly to identify trends, and implementing policies and practices that promote equity and fairness.

·        Assess the level of equity and inclusivity within the district and identify areas for improvement, ensuring that all students have equal access to educational opportunities.

Conduct school-based equity audit including a comprehensive analysis of student leadership opportunities at the high school level.

Ongoing review and analysis of discipline data.

Actions

Major Activities

Indicators of Success

Strategies/Next Steps

Timeline

Persons

Responsible

Evidence of Effectiveness

Ensure that all students have equitable access to comprehensive support services that promote their academic success, social- emotional development, and overall well-being.

• Students at risk for mental, emotional, or behavioral health challenges are provided with appropriate interventions that

support both prevention and early intervention including access to a range of SEL supports that meet their individual needs.

·        Implementarion of the CASEL Indicators of Schoolwide SEL

Continue with Second Step implementation in Advisory

run quarterly reports of implementation complete mid-year check in on progress

October 2023-

May 2024

Assistant Principals

Mid-Year Progress in January 20204; February 2024 in-service survey results; review of HIB investigations and Genesis discipline information (quarterly)

Assess readiness for implementation of the New Jersey Tiered System of Supports (NJTSS) in the 2024-2025 school year.

Assistant principal in charge of Intervention and Referral Services (I&RS) will work the Student Services supervisors and Guidance counselors to assess current alignment with NJTSS. Training modules will be scheduled for Guidance. The Assistant principal and Guidance will work to turn-key necessary NJTSS information prior to the close of 2023-2024 school year with certificated staff

October 2023-

May 2024

Assistant Principal & Guidance Counselors

I&RS agendas referencing NJTSS. Training agendas for NJTSS. Agendas for turn-keying NJTSS information to certificated staff.

• School staff are provided with professional development

opportunities to assist them in how to identify and address student needs related to mental, emotional, and behavioral health.

By January 1, 2023, all schools will complete a self-assessment for Positive Behavioral Interventions & Supports Implementation.

Use of NJSCI to help identify school climate concerns noted by the school climate committee

Ongoing from October 2023-

May 2024

Administrative team

Formal results of the NJSCI survey. Informal conversations, from diverse stakeholder groups, about climate and culture at Rosa. We will use this information to enhance our strategic plan for school climate.

Assess readiness for implementation of the New Jersey Tiered System of Supports (NJTSS) in the 2024-2025 school year.

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Actions

Major Activities

Indicators of Success

Strategies/Next Steps

Timeline

Persons

Responsible

Evidence of Effectiveness

Create a culture of well- being, collaboration, and support that prioritizes the health and wellness of teachers and staff.

Schools will provide opportunities for staff to engage in wellness activities including professional development discussions focused on stress management, mindfulness, and personal well-being.

Positive staff feedback will be obtained through informal and formal methods.

Work with the building Sunshine Committee and the School Climate Committee to determine ongoing wellness opportunities during and after school hours

October 2023 and ongoing throughout the 2023-2024

school year

Administrative team

Professional Learning Community (PLC), Faculty, and Department meeting agendas highlighting staff wellness activities

Staff implementation of strategies learned during wellness sessions.

Plan Faculty Meeting using yoga studio for December

Dec-23

Administrative team

Informal surveys about the benefits of Yoga as a wellness tool for all staff

All schools will dedicate a minimum of 1 full required staff meeting to the topic of staff wellness.

Work with the building Sunshine Committee to informally address staff wellness efforts and their effectivness

Starting in October 2023 and ongoing throughout the 2023-2024

school year

Principal

Informal surveys about staff wellness activities and how they can be improved upon

The District will establish system wide Employee Resource Groups that will promote collaboration and understanding, while allowing staff with opportunities to practice self-care.

The district's current mentoring and teacher buddy programs will be expanded to not only provide social interaction and collaboration but also to foster discussions about overall wellness, resulting in a more comprehensive and beneficial experience.

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Staff new to the district (in years 1 and 2) will have the chance to participate in wellness check- ins and information-sharing gatherings, providing valuable opportunities for support and collaboration.

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PURPOSE & PASSION

Actions

Major Activities

Indicators of Success

Strategies/Next Steps

Timeline

Persons

Responsible

Evidence of Effectiveness

Establish an environment at every school where every student feels safe, welcomed, and respected, has access to academic support, and benefits from an inclusive, academically focused

Establish professional learning to include learning cycles that are personalized, intensive, and ongoing to enhance instructional practice, feedback and reflection for continued growth.

Evidence of enhanced professional learning will be evident in both formal and informal classroom visitations.

Identify Learning Opportunities for staff to increase their knowledge of best practices in instruction and student engagement. Provide on-going intentional learning for staff for the daily infusion of technology in the classroom as we continously evaluate data to track student progress.

Formalize coaching opportunities for staff in ELA, Mathematics and technology to promote student engagement and learning.

The 2023-24

School Year

Admin Team, Teachers, Counselors, CST, Title I, Interventionists, District Supervisors, District Coaches

Meeting Agendas, In-service agendas, Dept Meeting agendas, lesson plans, qualitative data analysis, admin & peer observations

Restructure the way mandatory professional development offerings are provided.

Culture of excellence centered on academic achievement, critical thinking, college and career preparedness as evidenced by growth and performance in coursework, including grades, GPA, IEP goals, and language acquisition goals.

Establish a culture for positive relationships where there is acceptance of diveristy and strong character education practices.

Rosa School will hold monthly meetings with diverse student groups to discuss adult attributes for effective communication and mutual respect. The insights will be shared with staff, along with SMART goals for ELA and Math. Professional development will focus on supporting demographic groups that need it most. Eureka Math Squared Sessions for parents/guardians will be provided synchronously and asynchronously.

Oct 2023 to May 2023

Administrative team, Guidance/SAC, Certificated and Non-Certificated staff, Supervisor of Pupil Services.

6-12

Math/Science Supervisor, Middle School administrators responsible for math supervision

Formal and informal surveys taken quarterly from students about positive teacher-student relationships.

Assessment data on Math/ELA for demographic groups. To include benchmark assessments, NJSLA, Progress Monitoring for IEP students, WIDA testing for Language Diverse students, and quarterly report card grades. Formal and informal surveys of Parent/Guardians about their knowledge regarding the Eureka Math Squared program.

Existence of positive teacher-student relationships reflective of effective communication, mutual respect, and high expectations.

School based SMART goals aligned to

achievement with actionable steps towards attainment. Specific emphasis on Math and ELA and subgroups.

Utilize multiple opportunties to support student learning

All schools will exhibit positive growth in NJSLA outcomes for mathematics and literacy, aiming to meet or surpass state averages.

Work with the district C&I team on coaching cycyles, guided observations and monthly walkthroughs. Rosa's "Closing the Achievement" building goal will address Inclusion/Resource Replacement IEP students who are below proficiency and/or bubble proficient in NJSLA math. All students will participate on all content area benchmark assessments. Rosa will review

The NJSLA

intervention, based on Spring 2023 scores, will run until May

Administrative team, Guidance, Special Education Supervisor, CST, Special Education staff,

Coaching, guided observations,

walkthroughs data will be shared and aligned with benchmark data. The focus will be how these practices are affecting the target demographic of IEP students. We will use Fall/Winter/Spring Progress Monitoing results, math benchmark assessment results, Eureka EQUIP data and Eureka Module assessment data, along with report cards for the 2nd to 4th marking periods. Our Attendance Officer, SAC, Guidance,

100% student participation on district benchmark assessments

culture.

including individulaized instruction, peer tutoring, after school help, formative and summative assessments to improve student achievement.

Decrease in chronic absenteeism aligned with School Performance Report Card minimum threshold.

benchmark assessment baseline information to

assess what strategies are needed to support all students with a focus on demographic groups not meeting or exceeding proficiency. Rosa will use diverse interventions to decrease our chronic absenteeism (for the demographic group of "two or more race") to be in alignment with the School Performance Report Minimum threshold. Focus on differentiated instruction using "process, content, and products" to support NJ School Performance demographic groups that show persistent achievement gaps in Math and ELA.

2024. Both the Benchmark assessment and Chronic Absenteeism intervention will take place from Oct 2023

to May 2024.

all certificated

staff involed with math instruction and involved with giving benchmark assessments, SAC,

Attendance officer.

CST (if appropriate) and grade level

adminstrator will review past absenteeism data for the target demographic group. They will do research using Attendance Works (https://www.attendanceworks.org/).

They will use best practice interventions with the students and their family. Students will also immediately be assigned to the October 2023 meeting of I&RS so that attendance and attendance interventions can be tracked monthly.

Link differentiated instruction in all contents to better formative and summative test results and report

grades.

Actions

Major Activities

Indicators of Success

Strategies/Next Steps

Timeline

Persons Responsible

Evidence of Effectiveness

Hire and retain staff for a diverse workforce that reflects and promotes Cherry Hill

Establish a recruitment strategy to attract a wide pool of candidates including partnering with community organizations and colleges/ universities, as well as establishing partnerships to support hard to fill disciplines.

Review and revise interview questions to reflect district values of DEI.

Rosa will work with our Culture and Climate and Staff Wellness Committees to discuss retention strategies. Rosa will also have monthly meetings with new staff to ensure that Logistical, Culture/Climate/Welness supports are in place and being accessed.

October 2023-

May 2024 once a month

Administrative team, Culture/Climate/ Wellness Committee representatives, Human Resources

May surveys from new and existing staff speaking to school Culture/Climate/Wellness supports that were accessed and what other supports may be needed or expanded for the 2024-2025 school year.

Review and revise exit interview process to better understand retention rates.

Increase ways to source staffing diversity that more closely represents the student body. Recruitment, hiring plan, and practices will be presented to the Board through the HR Committee.

Implementation of retention strategies to foster a supportive and inclusive work environment.

Establishment of teams to support teachers at all levels- new, veteran, master

1. Ensure all teachers new to the building have a mentor/buddy.
2. SCiP team will provide support on specific topis such as classroom management, curriculum,

etc., as requested by new teachers.

1. Beginning of the year and biweekly.

Administrative Team

2. SCIP team

1. Agenda and retention rates.

New exit interview process to align with retention goals

Public Schools

Diversity, Equity and Inclusion programming

Explore opportunities for staff revitalization and rejuvenation through wellness programs.

3. Administrators to meet with new teachers bi-

weekly to provide additional support.

members

Explore shared service agreements and partnerships with other school districts or local universities to help fill gaps in specialized classes. (i.e. World Languages)

Deepen opportunities for collaboration and partnership with local colleges and universities.

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Examine possible opportuities for partnership with the Camden County Workforce Development organization.

Engage community partners to provide opportunities for learning extensions and/or experiential learning.

Review recruitment and retention strategies for the School Aged Child Care Program (SACC)

Establish a plan for enhancing the SACC program

CONNECTING BEYOND OUR CLASSROOM

Actions

Major Activities

Indicators of Success

Strategies/Next Steps

Timeline

Persons Responsible

Evidence of Effectiveness

Provide students with opportunities beyond the classroom to develop their skills, interests and passions.

Ensure that all students have access to a range of extracurricular, co-curricular, or leadership activities that meet their interests with attention to addressing barriers to participation, such as financial constraints, transportation, and scheduling conflicts to ensure equitable access.

Provide staff with support and resources to effectively support students

Continue articulation with sending and receiving schools as well as established community partners

2023-24 SY

Admin Team, Sending & Receiving School Admin Teams, & Community Partners

Agendas from safe space clubs, Partner Presentations, School Visitation dates, Sample communication, Work centered on College and Career Readiness

Increase student voice regarding the types of extracurricular, co- curricular, or leadership activities offered at their schools including service learning opportunities and those beyond the classroom.

Expansion of experiential learning opportunities for students

1. Provide a survey via Google Form to advisories on club interests.
2. Recruit more club advisors and volunteers.

Quarterly

Administration Club Advisors

1. Survey results of Google Forms.

Expansion of special education resources and information to support families