Superintendent gives midyear update on 'Continuing Excellence' strategic plan; $9.35M in additional revenue reported for 2024

Superintendent Marybeth Walensky presented the board with a midyear update of Royal Oak Schools’ strategic plan, “Continuing Excellence,” reporting progress across curriculum and instruction, community engagement, finance and staffing initiatives at the Jan. 9 meeting.

Walensky highlighted curriculum work—replacement of NWEA with i-Ready for K–8 ELA and math benchmark assessments, increased coaching support for teachers, standards-based feedback practices and career-readiness activities including career fairs and My Career Quest events. She said the district has increased focus on DEI, implicit-bias training, microaggressions and neurodiversity awareness as part of staff development.

Finance and facilities: Chief finance staff reported that the district captured about $9,350,000 in additional restricted revenues during 2024 (each funding source carries program-specific rules and audit requirements). The board heard the district closed out work funded by the 2017 bond and is preparing lighting and other facilities upgrades. The ROMS pavement project and stadium lighting work were mentioned as upcoming capital work.

Staffing and retention: The superintendent described grow-your-own teacher pathways, expanded student-teacher cooperative agreements (16 student teachers reported) and a mentor program with 86 mentees and 69 mentors. Superintendent’s office also plans midyear new-staff orientation to support employees hired after the summer onboarding period.

Enrollment and events: Kindergarten open house is scheduled Jan. 30 and enrollment opens Feb. 3; schools-of-choice window March 10–April 8 with 240 seats approved at last meeting. Walensky also described community partnerships such as free skate nights sponsored by M3 Investments and the district’s state-of-the-schools address and Soup with the Superintendent events.

Why it matters: The midyear update ties operational decisions—assessments, hiring and facilities—to goals in the strategic plan and reports additional revenues and grant activity that constrain and enable spending decisions.

Ending: Board members asked follow-up questions on grants and staffing; superintendent said contract negotiations with employee groups will begin in the spring and that staff will continue to monitor funding and program outcomes.