APS 2030 Strategic Plan - Pathways to 2030

Attleboro Public Schools

STRATEGIC PLAN

Pathways to 2030 Nurturing Our Potential and Cultivating Connections

APS Strategic Plan Pathways to 2030

Contents 5

District Leadership

Strategic Planning Process

Demographic Snapshot

Mission, Vision, and Essential Beliefs

Portrait of a Graduate & Theory of Action

Structure of the Strategic Plan

Defining High-Quality Instruction

Strategic Goals

Implementing the Plan

Glossary

Attleboro Public Schools Attleboro High School Brennan Middle School Coelho Middle School Wamsutta Middle School

Willett Elementary School Thacher Elementary School Studley Elementary School Attleboro Virtual Academy Attleboro Community Academy

Hill-Roberts Elementary School Hyman Fine Elementary School

District Leadership

APS Central Administration

School Committee

David A. Sawyer Superintendent Laurie Regan Assistant Superintendent Marc Furtado Director of Finance & Controller Ivone Medeiros Director of Special Education & Student Support Services Julienne Singer Director of Human Resources Joanne DiPalma Director of Family Engagement

Chairperson Robert P. Geddes (At Large) Robert.Geddes@attleboroschools.com Vice-Chairperson Scott Domenici (Ward 6) Scott.Domenici@attleboroschools.com Secretary William E. Larson (Ward 2) William.Larson@attleboroschools.com Shannon Johnson (At-Large) Shannon.Johnson@attleboroschools.com James Stors (At-Large) James.Stors@attleboroschools.com Dianne Sawyer (Ward 1) Dianne.Sawyer@attleboroschools.com Aaron Bennett (Ward 3) Aaron.Bennett@attleboroschools.com Lynn Porto (Ward 4) Lynn.Porto@attleboroschools.com Chris Frappier (Ward 5) Chris.Frappier@attleboroschools.com

ENGAGE • CHALLENGE • INSPIRE | Nurturing Our Potential and Cultivating Connections

Strategic Planning Process

Phase I

OCTOBER – NOVEMBER 2024

Community Engagement & Focus Group Presentation

APS STRATEGIC PLAN | Pathways to 2030

Phase II

JANUARY – MARCH 2025

Draft Strategic Plan & Feedback Meetings

ENGAGE • CHALLENGE • INSPIRE | Nurturing Our Potential and Cultivating Connections

Demographic Snapshot

1 Virtual High School

1 Alternative Secondary School

6,239 STUDENTS ENROLLED

11 SCHOOLS

1 Comprehensive High School

5 Elementary Schools

19 CTE PROGRAMS

3 Middle Schools

APS STRATEGIC PLAN | Pathways to 2030

Languages Spoken

Romanian

Portuguese Creole

Haitian Creole Urdu Kikuyu

Vietnamese Cape Verdean

Somali

Khmer Gujarati

Creole

Nepali Tamil

Yoruba

Punjabi

English Fanti Amharic

Wolof

Luganda

Swahili

Chinese

Telugu Burmese

Pashto

Spanish Russian

Filipino

Mandarin

French

ASL

Hindi

Igbo

Indian

Lao

Aramaic

French Creole

Niger-Congo

Arabic Haitian French Polish Tagalog Ukrainian French Patois Ewe

Persian

Malayalam

Korean

Cantonese

Portuguese

Enrollment by Race/Ethnicity (2024-25)

57.7%

19.7%

10.9%

6.7%

4.6%

0.4% 0.1%

ENGAGE • CHALLENGE • INSPIRE | Nurturing Our Potential and Cultivating Connections

Mission, Vision & Essential Beliefs

Mission The mission of the Attleboro Public Schools is to develop and deliver relevant learning experiences that engage, challenge, and inspire all students to maximize their unique potential and improve our world. Vision The vision of the Attleboro Public Schools is to be the center of a community united around education, where all stakeholders value and participate in our collective success.

Essential Beliefs The mission and vision of the Attleboro Public Schools are based on the following Essential Beliefs that are held by students, staff, and the community: CONDITIONS FOR LEARNING • Learning is a shared responsibility among students, schools, families, and the community. • A safe, respectful, and supportive environment is necessary for both teaching and learning. QUALITY LEARNING EXPERIENCES • All students deserve challenging and engaging learning experiences that have real-life value. • All learners need varied and personalized learning experiences that will provide opportunities to develop and apply knowledge and skills. SUCCESSFUL MINDSET • Success requires stretching beyond perceived limits through effort and perseverance. • Progress and success are reliant upon continuous learning, reflection and growth. VALUE OF EDUCATION • Learning empowers all of us to discover, think critically, and pursue our aspirations. • Education prepares students for their responsible participation in a shared world.

APS STRATEGIC PLAN | Pathways to 2030

Attleboro Public Schools

Portrait of a Graduate

Innovate

Theory of Action

If we...

• Provide all students with high-quality, student-centered instruction tailored to their identified strengths and needs, and • Empower students to develop durable skills through personalized learning that advances their goals, and • Strengthen partnerships with our families, the community, and higher education to expand opportunities and our culture of belonging,

Then our students will... apply their learning to maximize their full potential in a dynamic world.

APS STRATEGIC PLAN | Pathways to 2030

Our goal is that all Attleboro Public School graduates will be self-directed lifelong learners who are responsible and involved citizens. To accomplish this, all Attleboro students will:

INNOVATE 1. Analyze information, ask questions, and apply knowledge to evaluate and solve real-life problems across disciplines and contexts. 2. Identify issues and develop action steps: set goals, plan, and reflect on progress and outcomes. 3. Think critically about the relevance and value of claims and evidence, including evaluating sources to consider perspective or bias. 4. Model behavior appropriate for the situation and/or context.

COMMUNICATE 1. Actively listen and communicate understanding and interpretation of information. 2. Choose and apply appropriate tone, style and conventions according to audience and purpose. 3. Demonstrate organized communication through varied modes (oral, written, visual, and/or performance). 4. Use evidence and logic purposefully in communication.

COLLABORATE 1. Demonstrate knowledge of and respect for individuals of diverse backgrounds. 2. Seek alternative perspectives to challenge and enhance one’s own. 3. Learn from each other and with each other. 4. Collectively take action to enhance the community.

BALANCE 1 Demonstrate the ability to be an independent learner who is motivated, persistent, and self-directed, who can apply time and task management skills. 2. Identify and explain how decisions impact self and others and establish and maintain positive relationships. 3. Listen to understand, manage emotions, and respond with respect, empathy, and kindness. 4. Demonstrate personal accountability by making informed and responsible decisions.

ENGAGE • CHALLENGE • INSPIRE | Nurturing Our Potential and Cultivating Connections

Structure of the Strategic Plan

GOAL 1 High-Quality Instruction

GOAL 2 Personalized Learning

GOAL 3 Family &

Community Engagement

Annual Planning Process

STRATEGIC OUTCOMES

School Improvement Plans

APS STRATEGIC PLAN | Pathways to 2030

Defining High-Quality Instruction

High-quality instruction is the cornerstone of student learning and includes intentional planning, elevated expectations, and reflective practices. Instruction aligned to standards and students’ unique strengths and needs provides authentic and engaging learning experiences which require students to assume the cognitive load and transfer their learning.

ENGAGE • CHALLENGE • INSPIRE | Nurturing Our Potential and Cultivating Connections

STRATEGIC GOAL 1 High-Quality Instruction APS will continuously improve student learning through high-quality instruction that ensures all students maximize their full potential, and are prepared to navigate the challenges and opportunities of a dynamic world.

APS STRATEGIC PLAN | Pathways to 2030

1. Resources a) Maintain curriculum review cycles to ensure alignment with state standards that promote the use of high-quality materials to meet the needs of all learners. b) Provide schools with resources and strategies designed to meet the needs of all learners. c) Continuously enhance and refine hiring and retention practices that reflect our community.

2. High expectations a) Foster an environment where students are expected to engage in challenging and relevant experiences as they strive to meet high academic standards.

4. Data-informed decision making a) Strengthen our culture where data serves as the foundation for reflection, intentional planning, and monitoring progress. b) Enhance educational data collection and analysis systems to support instructional decisions, communication, and target improvement efforts for schools, grade levels, subgroups , and individual students. 3. Intellectual preparation a) Ensure that intentional planning is included in our school structures to facilitate collaborative lesson design, integrate research-based instructional strategies, and evaluate progress. b) Develop lessons centered around learning outcomes that actively engage, challenge, and inspire all students while clarifying the purpose of their learning. c) Deliver instruction that requires students to develop and apply their independent thinking and problem-solving skills.

5. Professional development a) Continue to provide targeted learning opportunities for educators focusing on high-quality instruction. b) Further develop skills to embed technology to support and enhance student learning.

ENGAGE • CHALLENGE • INSPIRE | Nurturing Our Potential and Cultivating Connections

STRATEGIC GOAL 2 Personalized Learning APS will enhance all students’ access to personalized learning opportunities to enrich their educational goals and prepare them for our dynamic world. Personalized learning opportunities that reflect students’ academic strengths and needs, interests, and learning preferences, create environments that prepare them for the demands of higher education and the modern workforce. Our Portrait of a Graduate aims to deliver essential durable skills that will serve as the foundation for continued learning and success. The four pillars: communicate, collaborate, innovate, and balance connect the day to day classroom experiences to the real world.

APS STRATEGIC PLAN | Pathways to 2030

1. Purposeful Planning a) Integrate the Portrait of a Graduate (PoG) pillars into the intentional planning process. b) Embed the use of a self-directed digital learning portfolio to capture students’ individual progress and reflection. c) Guide students’ planning of individualized academic and career pathways through enhanced guidance, resources, and structures.

2. Professional Mindset a) Foster a professional and reflective culture of continuous improvement through expanded learning opportunities for students and staff. b) Cultivate meaningful interactions through experiential mentorship , professional networks, and personalized career opportunities. c) Provide instruction in metacognitive strategies to demonstrate how students can monitor their own learning and reflect on their individual growth.

ENGAGE • CHALLENGE • INSPIRE | Nurturing Our Potential and Cultivating Connections

STRATEGIC GOAL 3 Family and Community Engagement APS will strengthen family and community engagement by fostering a culture of belonging, reciprocal relationships, and shared ownership of goals. The fundamental elements that create a supportive environment and enrich student experiences include community connections, positive relationships, family engagement, collaboration, and belonging. When fostered, they enhance the well-being of our students, staff, and families, which builds stronger, more resilient communities.

APS STRATEGIC PLAN | Pathways to 2030

1. Culture of Belonging a) Actively involve families and community members in school activities and decision-making processes. b) Expand opportunities for community members and organizations to contribute their expertise, time, and resources to support student learning. c) Strengthen peer-to-peer support systems and family-led groups to foster an inclusive and welcoming environment. d) Attract, develop, and retain a skilled workforce that is committed to serving the needs and vision of the APS community.

2. Communication a) Establish clear and transparent communication systems that encourage two-way dialogue to ensure that families are informed, connected, and heard. b) Improve information accessibility for all families by developing responsive systems for translations, interpreter services, and addressing inquiries. c) Define, use, and assess a variety of consistent communication channels (newsletters, websites, social media, meetings) to keep the community engaged and informed.

3. Student Well-Being a) Collaborate with medical, behavioral, and mental healthcare providers as well as community partners to expand our comprehensive student support system. b) Provide targeted workshops, training, and resources that empower families to navigate and support their child’s educational journey and development. c) Strengthen systems that facilitate family-school partnerships .

4. Community Learning Experiences a) Design and implement an evening program for the community to access interest-based learning. b) Maintain and expand Attleboro Technical Institute (ATI) offerings and enrollment.

ENGAGE • CHALLENGE • INSPIRE | Nurturing Our Potential and Cultivating Connections

Implementing the Plan APS Annual Planning Process

Launch implementation of Strategic Objectives

SEPTEMBER

Review five year plan and identify next Strategic Objectives to target

OCTOBER

Identify Strategic Objectives to implement and determine budget implications

NOVEMBER

Present progress and new Strategic Objectives to School Committee

DECEMBER - JANUARY

Inform school administration of the new Strategic Objectives to integrate into School Improvement Plans

FEBRUARY - MARCH

Present School Improvement Plans to the School Committee

APRIL - JUNE

APS STRATEGIC PLAN | Pathways to 2030

ENGAGE • CHALLENGE • INSPIRE | Nurturing Our Potential and Cultivating Connections

Glossary

Experiential Mentorship A developmental relationship in which experienced individuals (mentors) guide students (mentees) through hands-on, practical learning opportunities. This approach emphasizes active participation, reflection, and application of knowledge in real-world contexts.

Family-School Partnerships A collaborative relationship between families and schools that leverages trusted individuals, such as community liaisons and parent leaders, to foster connections and support families in understanding and navigating school.

Subgroup A distinct, identifiable segment of the student population that is tracked separately for data collection, analysis, and accountability purposes.

Metacognitive Strategies The ability to reflect on, monitor, and regulate one’s cognitive activities.

Intentional Planning A deliberate, systematic process of designing learning experiences that are purposefully aligned with educational goals, standards, and student needs. This approach involves teachers thoughtfully considering what students should know and be able to do, then working backward to create coherent learning pathways.

Two-Way Dialogue A communication process where information and perspectives flow reciprocally between participants, with each party both contributing and receiving input. Two-way dialogue between schools and families facilitates shared understanding, collaborative problem-solving, and nurtures partnerships that support student success by honoring both professional experiences and family knowledge.

ENGAGE • CHALLENGE • INSPIRE | Nurturing Our Potential and Cultivating Connections

Keep in touch!

www.attleboroschools.com

@attleboropublicschools

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