Carusi SMART GOALS

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.

Explore professional development opportunities for staff around positive behavior systems and making connections with students. Continue to work on the Carusi CARES framework to include student and staff voice in the development of behavior systems. Focus on intentional SEL strategies and communication to staff and families.

2023-24

Academic Year

Admin Team, Teachers, and Staff

Agendas, Meeting Notes, Sign-in Sheets, NJSCI Survey Data, LMC Competency Work / Goals

·        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.

Partner with CHPD to implement social and emotional curricula, including the LEAD Program and activities focused on internet safety

2023-24 SY

Admin Team, Grade Level Counselors, Sac, SRO, Dir of Security, CHPD

Presentations & Certificates of Program Completion

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

1. Establish calendar for Second Step Lessons
2. Monitor delivery of Second Step lessons
3. Use NJ Sci survey results, discipline data, HIB data to guide selection of lessons for 2nd

semester

1. September

2023

2. Quarterly
3. Mid-Year

Administrative Team & School Counselors

1. Designated Second Step lessons are delivered as scheduled.
2. Share monthly lesson topics/themes in community newsletter

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

na

na

na

na

• 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.

1. Review NJ Sci results with School Climate and Discipline/Culture committee

1. Ongoing from

November NJ Sci survey administration and reviewed in monthly meetings

Administrative Team

1. Meet dates/deadlines for survey administration and develop strategic plan.

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

na

na

na

na

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.

1. Plan two staff wellness sessions for November and April faculty meeting times.

1. Plan and deliver Nov 2023 and May

2024

Administrative Team

1. Staff survey before and after sessions in November & April

Staff implementation of strategies learned during wellness sessions.

1. Provide staff opportunity to share reflections on a quarterly basis.

Quarterly on MP report dates

Administrative Team

1. Quarterly survey results & highlights in staff newsletters

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

1. Identify providers for staff wellness activities for November and May department meetings.
2. Ensure staff members have a full understanding of benefits and programs available to them through employee benefits and district wellness programs by collaborating with HR on

information sessions.

3. Provide staff members with Wellness Interest survey

1. Plan and deliver Nov 2023 and May

2024

Administrative Team

1. Staff survey before and after sessions in November & April

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.

na

na

na

na

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.

na

na

na

na

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 culture.

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.

Analyze and evaluate standards and curriculum to determine if we are addressing any curriculum gaps.    Review data to identify standards in Math and ELA that are challenging for students especially for historically underrepresented subgroups. Provide research based learning opportunities and professional development in promoting student engagement in Math and ELA classes.

The 2023-

2024 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

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

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

1. After school Homework Club/Bridge Tutoring
2. Establish and monitor SMART goals.
3. Analyze benchmark data during PLC time to identify interventions for students.
4. Ensure I&RS referrals are summitted and students are continually monitored.
5. Consistently monitor attendance rates and work with school support teams to follow the district attendance

pathways.

6. Create attendance plans for studnets who continue to struggle with school attendance, including outside

agencies.

Ongoing throughout the year.

Administrative Team

All teaching faculty Support staff

1. Logs of after school tutoring and attendance
2. Agenda and notes for quaterly data meetings (reviewing Benchmark datat where

applicable, students grades & progres towards SMART Goals)

3. IR&S agendas and attendance rates.

100% student participation on district benchmark assessments

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

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 Public Schools Diversity, Equity and Inclusion programming

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.

na

na

na

na

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.

3. Administrators to meet with new teachers bi- weekly to provide additional support.

1. Beginning of the year and biweekly.

Administrative Team

2. SCIP team members

1. Agenda and retention rates.

New exit interview process to align with retention goals

Explore opportunities for staff revitalization and rejuvenation through wellness programs.

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.

na

na

na

na

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