January 27, 2026

 

Dear Cherry Hill Public Schools Community,

I am pleased to share this update on the progress of our district’s goals for the 2025-2026 school year. This report highlights the achievements and challenges of the second quarter, reflecting our commitment to excellence, access, and opportunity for every student. Below, you will find detailed insights into each of our five district priorities, showcasing milestones reached, obstacles addressed, and the steps ahead.

Priority I: Academic Achievement and Outcomes

The district has made significant strides in academic achievement, preschool expansion, career readiness, and community engagement, highlighting our dedication to student success and strong partnerships.

Key Actions

• Academic Achievement and Data-Driven Instruction
  • Completed this quarter’s actionable plans for literacy, mathematics, and science, ensuring targeted interventions and differentiated instruction across all schools.
  • Conducted this quarter’s data review sessions in elementary schools to analyze benchmark data and address learning gaps.
  • Integrated career readiness standards throughout the K-12 curriculum, and we used the program Naviance for high school career exploration.
  • Launched the Instructional Rounds protocol, enabling the administrative team to conduct informal walkthroughs across all schools to foster collaboration and continuous improvement in instructional practices district-wide.
• Preschool Program Expansion
  • Equipped 16 preschool classrooms with age-appropriate furniture, materials, and technology to support diverse learning styles.
  • Provided staff training to enhance early learning experiences and support early intervention for students with identified needs.
  • Welcomed over 200 new preschool students to our preschool program at Malberg ECC and Joyce Kilmer Elementary School.
• Experiential Learning and Career Readiness
  • Launched a tracking system and online internship portal (CHPS Internships Portal) to expand experiential learning opportunities, including internships and job shadowing for our rising high school seniors.
  • Strengthened career readiness efforts with curriculum alignment and Pre-AP training scheduled for middle school teachers.
• Community Engagement and Partnerships
  • Identified and mapped existing community partnerships to expand collaboration with local businesses and universities.
  • Posted resources on the district website to streamline partner onboarding and ensure equitable access to experiential learning opportunities (Community Partners for High School Senior Internships - Cherry Hill Public Schools).

Next Steps

• The district will focus on:
  • Ongoing data monitoring to ensure the effectiveness of interventions and improved student outcomes.
  • Developing a district-wide career readiness framework with grade-specific benchmarks (March 2026).
  • Pre-AP training for middle school teachers to support high school readiness (March 2026).
  • Launching a centralized online platform for experiential learning opportunities (March 2026).
  • Career readiness training for high school teachers and counselors (April 2026).
  • Strengthening community engagement and supporting the preschool program through resource allocation and collaboration with special education (Special Education Parent Advisory Group - SEPAG) stakeholders.

Priority II: Operational Excellence

The district continues to advance operational excellence through transparency, facility improvements, and community engagement.

Key Actions

• Elementary Enrollment Balancing Process Underway
  • Significant activities have been completed, including a podcast episode of Discussion with Dr. Morton, three community meetings, and a district-wide survey to gather feedback.
• Advancing Bond Construction Projects
  • Bond construction projects are progressing on schedule, with summer 2026 work planned, including security vestibule installations, main office renovations, interior upgrades, site accessibility improvements, and playground enhancements.
• Financial Transparency Platform Implementation
  • Partnered with ClearGov to implement a financial transparency platform, with a go-live date set for July 1, 2026, to provide stakeholders with monthly financial updates.
• Facility Inspection Protocols Established
  • Standardized weekly facility inspection protocols have been implemented to proactively address maintenance needs and ensure safe learning environments.
• Ongoing Community Engagement
  • A district-wide communication campaign (based on stakeholder feedback) continues to share updates on enrollment balancing and other key efforts, supported by monthly Steering Committee meetings.

Next Steps

• The district will prioritize:
  • Ensuring Bond construction projects remain on schedule and within budget.
  • Launching the financial transparency platform to provide stakeholders with actionable data.
  • Strengthening community engagement through consistent communication and structured input processes.
  • Maintaining proactive facility management systems to support safe and effective learning environments.

Priority III: Aligning Student Supports to Mirror Student Needs

The district has made strong progress in enhancing student support systems, professional development, and family engagement efforts.

Key Actions

• Universal Screening Assessments Implemented
  • Successfully implemented on January 2, 2026, to identify student needs early and ensure timely interventions.
• Systematic Tracking of Interventions
  • Completed a process for analyzing student growth among those receiving interventions, enabling systematic tracking and reporting.
• New Jersey Tiered System of Supports (NJTSS) Professional Development and Handbook
  • Finalized the NJTSS Handbook to enhance consistency across the district and advanced professional development efforts.
• Program Evaluations of Classroom Practices
  • Program evaluations are underway to align curriculum and identify tiered learning opportunities across schools and grade levels.

Next Steps

• The district will focus on:
  • Completing program evaluations for student support systems to inform improvements.
  • Finalizing NJTSS professional development efforts and leveraging the handbook for consistency.
  • Expanding collaboration with interventionists to align classroom practices. 
  • Strengthening family engagement through events and collaboration with the Special Education Parent Advisory Group (SEPAG) to support an inclusive culture and personalized student support.

Priority IV: Climate & Family Engagement

The district has demonstrated strong momentum in student government development, support services coordination, and community engagement.

Key Actions

• Student Government Development
  • Established a student government structure, including a mission statement, selection process, and leadership tools.
• Student Support Services Framework
  • Implemented a comprehensive framework to track and align student support services with identified needs.
• Community Engagement Efforts
  • Strengthened engagement through three annual feedback forums and transparent follow-up communications.
• Labor Management Collaboration (LMC)
  • Advanced LMC efforts, including collaborative meetings and newsletters reaching over 2,200 district users.
• Professional Development and Staff Support
  • Completed targeted professional development to promote positive school climates and support diverse student and family needs.

Next Steps

• The district will focus on:
  • Completing overdue student government tasks and finalizing mentor assignments.
  • Continuing quarterly LMC efforts and data-driven evaluations.
  • Maintaining community engagement by reviewing input from forums, follow-up actions, and milestone communications.
  • Expanding student voice efforts and leadership opportunities.

Priority V: Staff Recruitment and Retention

The district has made significant progress in attracting, developing, and retaining a highly qualified and diverse workforce.

Key Actions

• Foundational Retention Systems Established
  • Completed mentorship frameworks, communication protocols, family partnerships, and professional development planning.
• Recruitment Pipeline Development
  • Advanced university partnerships and student teacher programs to attract future educators.
• Technology and Wellness Efforts
  • Partnered with Leadline for applicant tracking (April 2026 rollout) and implemented wellness presentations for leadership.
• Positive Retention Trends
  • Staff resignations decreased by 30% year-over-year, indicating improved retention.
• Staff-Driven Facility Improvement Requests
  • Collected input on physical environment improvements, pending prioritization after budget approval.

Next Steps

• The district will focus on:
  • Completing the Leadline implementation to streamline hiring processes.
  • Advancing wellness efforts and exploring additional staff support opportunities.
  • Enhancing mentorship and professional development for student teachers.
  • Monitoring exit interview participation and encouraging feedback.
  • Activating recruitment efforts and facility improvements after budget approval.

As we reflect on the progress made this quarter, it is clear that our collective efforts are driving meaningful change across the district. Through collaboration, strategic planning, and a relentless focus on continuous improvement, we are actively completing tasks associated with the larger goals. As we continue to move forward, sustaining progress and staying the course are essential.

Thank you for your continued trust and partnership in supporting our students and schools.

 

Sincerely,

Dr. Kwame R. Morton, Sr.
Superintendent of Schools

View progress updates on our District Goals.