Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the District Safety And Strategy topic
No spam. Unsubscribe anytime.
Superintendent details districtwide safety audits and proposes new five‑year strategic plan
Summary
Superintendent Dr. Scribner told the Cheltenham School District board that behavioral assessments and safety audits are underway with the Center for Safe Schools, and sketched a March–August process to reconfigure the district’s five‑year strategic plan, emphasizing equity as an overarching priority.
Superintendent Dr. Scribner told the Cheltenham School District board on Feb. 10 that the district is working with the Center for Safe Schools to complete safety and behavioral assessments at all school buildings and will publish findings and next steps as reports are finalized.
"There has been a safety assessment that was held at the high school," Scribner said, adding that behavioral assessments at several buildings are either complete or scheduled and that reports for some schools are due later this month. He said the Center for Safe Schools is scheduling remaining audits and the administration will provide updates in future board meetings.
The superintendent also outlined a process to reconfigure the district’s next five‑year strategic plan. He said administrators will partner with an intermediate unit consultant beginning in March to develop a new plan through August and recommended moving from seven pillars to five, while making equity an underpinning priority across all district goals.
"As we're developing, a committee that will really be responsible for moving this work," Scribner said, describing four in‑person meetings and two virtual working sessions for stakeholders and noting plans to include student representation and a superintendent advisory student group.
Scribner framed the strategic work as implementation‑focused: after identifying the district’s current state, staff will refine metric tracking and standard operating procedures, update job descriptions, and emphasize fidelity of implementation for frameworks such as MTSS (multi‑tiered systems of supports). He said these shifts are intended to reduce variability across schoolhouses and deepen impact.
The report included timelines for audits and assessments and invited the board and community to participate in strategic‑plan stakeholder sessions. No formal board action was taken on the plan at the Feb. 10 meeting; Scribner described the outline as his recommendation and said the plan will return with more detail as development proceeds.
