WRSD Strategic Plan

Willie Ross School for the Deaf (WRSD) was founded in 1967 by parents who sought to

establish an innovative program for their child. They developed a program that would demonstrate the benefits of deaf and hard of hearing children learning alongside hearing children. The program emphasized academic excellence and educational achievement. For over 50 years, the organization has maintained a commitment to an integrated educational environment that seeks to meet the unique learning needs of each student. This “Most Enabling Environment” model incorporates best practices in mainstream and Deaf education. WRSD emphasizes Total Communication (TC), an approach to deaf education that aims to make use of several modes of communication such as sign language, spoken language, auditory, written, and visual aids, depending on the needs and abilities of the child.

Willie Ross School for the Deaf operates a dual-campus program. The Main Campus is in

Longmeadow, Massachusetts and WRSD operates a Partnership Campus, located within the East Longmeadow Public Schools, allowing Willie Ross’s students to be selectively mainstreamed with hearing peers in their grade. WRSD currently has 60 students enrolled in its Campus Division programs with 300 served through its outreach services.

The Board of Trustees consists of 22 people with experience in a variety of applicable disciplines. President Robert “Bert” Carter, a veteran in deaf education and school administration, leads the staff of 60+. President Carter has worked in the field of Deaf Education and Deaf Services for more than 30 years. He was the President of the Vermont Center for the Deaf and Hard of Hearing (VCDHH) that included the Austine School for the Deaf as well as statewide education and social service programs. At VCDHH, Bert oversaw major campus renovations, instituted new programs of service, and tripled annual donations to the organization.

The WRSD senior management team includes the President & CEO, Education Director, Assistant Education Director, Director of Operations, Director of Outreach Services, Coordinator of Student and Administrative Services, and Coordinator of Community Engagement.

Strategic Planning Process

Purpose

It is important for all organizations to periodically review their organization’s strategic position,

ensuring that they are fulfilling their mission in relation to emerging community needs. Strategic

Positioning is an organizational management activity intended to set priorities, focus energy and resources, strengthen operations, ensure that leaders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction in response to a changing environment. It is a disciplined effort intended to produce fundamental decisions and actions that confirm what an organization is, whom it serves, what it does, and why it exists. Effective planning articulates not only where an organization is going and the actions needed to make progress, but also how it will know if it is successful. As the Willie Ross School for the Deaf has completed many major strategic efforts during the past five years, it is important to set new strategic directions for the near term that will build upon its successes and ensure its long-term viability.

• 2015—Comprehensive Strategic Plan—Comprehensive Needs Assessment, Strategic Planning Process with SP Committee, development of a Strategic Plan Narrative and Strategic Action Plan
• 2018—Strategic Planning Update—Reviewed achievements and challenges as of 2018,

focused on fundraising, marketing, staffing; undertook significant facilities improvements and

capital campaign.

• 2021—Strategic Positioning—WRSD undertook a process to update its planning based on

previous achievements, review its status (including handling of COVID-19 pandemic), and

identify new strategic focus and actions. As part of this process, the WRSD Steering Committee,

senior leadership, and Rainmaker Consulting completed the following assessments:

• Identified Action Plan for Information Gathering

• Management Team Meeting Interview

• Lead Teachers Focus Group

• Parent Survey

• Student Focus Group

• Lead Teacher/Staff Focus Group

• Staff Survey

• Board of Trustees Survey

• Outreach Program/Partner Surveys

• RM reviewed data from WRSD SP documents

• Identified Key Strategic Areas for consideration

• Rainmaker met regularly with Senior leadership

Notable Achievements 2015 - 2021

Facilities

• Undertook full Facilities Assessment

• Developed a new Facilities Plan

• Undertook renovations of Main Campus Administration Building and improvements to the

grounds, including a new playground

Community Partnerships

• Evaluated feasibility of partnerships with colleges and universities (Deferred)

• Developed 45+ partnerships with local businesses to support job skills training program and

student internships

• Created business partnerships that support the Annual Gala and specific programs

Earned Income

• Increased rate of reimbursement from districts through Reconstruction

• Increased funding for the Occupancy rate with MA Dept. of Education

Contributed Income

• Secured $1.5M for capital campaign

• Secured new Massachusetts State funding ($300k)

• Secured new foundation support ($500k over five years)

• Increased board giving to 100% (dollar increase 5x)

• Increased individual gifts from the community 250%

• Secured additional funding for needs resulting from COVID ($105,000)

Staff Development

• Added new positions to support the work of job skills training, marketing & development,

audiology, educational support, administration

• Provided new professional development opportunities for all staff, including support of

American Sign Language proficiency

• Implemented staff ASL assessment (SLPI)

• Adopted best practices in Human Resources, including updating policies that support

Diversity, Equity, and Inclusion (DEI)

• Supported the successful transition to a new Education Director and Assistant Education

Director

Board Development

• Provided training to Trustees in Fundraising/Culture of Philanthropy, Marketing

• Recruited and onboarded new board members and increased diversity of membership

• Strengthened committee structures

Marketing

• Developed new promotional materials and channels (videos, new website, social media)

• Developed a “story portfolio,” including for 50th anniversary

Program Offerings

• Developed CARES (Creating Access to Real-world Educational Services), and expansion of

the WRSD job skills training program

• Updated the Curtis M. Blake Audiology Center, including a complete renovation, new

equipment, increased staffing to address the increased need due to Mercy Hospital's audiology clinic closure

• Expanded After School Program (on hold during 2020/2021 academic year)

• Offered additional community ASL classes, including online during COVID-19

Other

• Hosted 50th Anniversary Celebrations, including a gala at the Basketball Hall of Fame

(Springfield, MA) and community festival (Longmeadow, MA)

• Hosted two Education Conferences (2017, 2020)

• Pivoted during COVID-19, providing hybrid educational offerings, technical support,

language support, and other outreach as needed; maintained Audiology services

Willie Ross School for the Deaf senior leadership and Board of Trustees have identified six key

organizational strategies that will build upon its considerable successes and take the organization from “great to greater.” The address all major aspects of the organization, including internal operations, revenue generation, and external relations with the community. For purposes of planning, it is understood that all current programs and services will continue and that the school will not be undertaking the development of additional offerings at this time. WRSD will also continue to capitalize on prior initiatives that were not utilized to its fullest because of the pandemic.

• Educational Instruction (K-12)
• Curtis M. Blake Audiology Center
• Job Skills Training Program
• Outreach Services (40+ Districts)
• American Sign Language Classes
• Education Conference (2022)

There will be a concerted effort to maintain enrollment on the Longmeadow campus and to increase the number of students served through the Outreach Program (300 < 400).

To increase WRSD’s ability to deliver all its work, it will undertake strategies and tactics that advance its mission, strengthen organizational capacity, and increase its community service.

Organizational Capacity / Internal Operations

Diversify the organization staff and leadership

Undertake WRSD Succession Planning

Provide Professional Development/Training

Continue strong organizational culture

Make continued improvements to facilities

Strengthen Financial Resources – Contributed and Earned Income

Community Service / Outreach

Increase students served through Outreach

Amplify marketing initiatives

Undertake advocacy efforts with MA State

Identify and implement systems change

Diversify the Organization – It is strongly agreed that the organization must have a staff and

volunteer Board of Trustees that reflects the diversity of the student population that WRSD serves in its academic programs and community services.

Strategic Goal: Ensure that the organizational staff and volunteers provide a high degree of unique perspectives, contributing to overall decision-making, communications, and educational delivery.

• “Diversity” alone is not a sufficient framework for strengthening organizational capacity.

It is more useful to consider “Diversity, Equity, and Inclusion” (DEI), an approach that ensures that all members of an organization are truly equal and have shared access to leadership, resources, and opportunities

• Diversity for WRSD must include gender diversity, people who are Deaf and hard of

hearing, BIPOC, and others

• Some diversity challenges are reflective of the Deaf education sector. Deaf and male

educators are increasingly rare and may be difficult to recruit to Springfield area

• A Board Profile Assessment can be used to identify numerous aspects of organizational

diversity (skills, gender, ethnicity, cultural identity, work styles, community connections, etc.)

Recommended Actions – Diversify the Organization

• Provide DEI training for the entire WRSD community, including senior leadership, staff, and

Board of Trustees

• Provide ongoing professional development in Diversity, Equity, and Inclusion
• Review personnel policies and update through a DEI lens to ensure that there is full access

for staff to promotion, organizational participation, communication, and other critical

factors.

• Be sure that policies reflect the latest in best practice and applicable laws
• Undertake active recruitment of staff from a diverse complement of candidates, focusing      on their qualifications, cultural fit, and ability to provide leadership   
• Identify achievable metrics regarding organization diversity (gender, BIPOC, Deaf,

native signers)

• Undertake a Board Profile Assessment that examines the entirety of board composition
• Recruit new members that fill gaps in the skills, connections, and diversity of the

Board of Trustees

Develop a Comprehensive Succession Plan – In the next three – five years, there will be several

staff retirements, board term expirations, and leadership transitions across the organization. WRSD needs to develop a comprehensive Succession Plan for the organizational leadership and staff at all levels of WRSD management and educational delivery.

Strategic Goal: Ensure that there is strong organizational leadership and continuity during organizational transitions so that students and community members experience high quality services.

• Third Sector New England has a model for organizational succession planning that

emphasizes the importance of ensuring that all personnel and positions have a detailed plan for replacement. It is important that organizational systems are in place to support positional transitions.

• The Board of Trustees have not instituted term limits or comprehensive succession.

Recommended Actions – Succession Planning

• Undertake a comprehensive Succession Assessment
• Identify staff succession needs for the near and long-term
• Develop a comprehensive Succession Plan that address the identified gaps and needs for

staff and board

• Identify potential successor candidates; interview and appoint as applicable
• Create opportunities for potential successors to cross-train with exiting personnel
• Utilize information from the Board Profile Assessment to identify gaps and needs regarding

skills, expertise, community connections, and other factors

• Identify and interview potential successor candidates
• Create opportunities for potential board members to join organizational committees

and use this as an opportunity to evaluate their initial performance

Increase Internal Organizational Capacity – Willie Ross School has a commitment to remaining

a Learning Organization that incorporates best practice in education, organizational management, and capacity building.

Strategic Goal: Ensure that WRSD implements best practice and utilizes the latest techniques in educational practice, organizational management, operations, and staff development.

Recommended Actions – Organizational Capacity

WRSD must continue to provide training, professional development, and community building

opportunities that will maintain knowledge management assets and address ongoing and emerging needs. These offerings may include:

• Training for Staff & Faculty
• ASL coaching, workshops, ongoing professional development
• Training in fundraising, finances, human resources, communications, DEI
• Training for Board of Trustees
• Board Orientation/Board Basics (Primary responsibilities of board membership);

opportunities to review existing responsibilities during board orientation

• Fundraising/Storytelling – Building on previous training, WRSD can offer a training

in effective storytelling using the SUCCESs model (Chip & Dan Heath) for use in

serving as an organizational ambassador and in fundraising.

• Bored to Brilliant: More Effective Board Meetings – This training can include

essentials for planning and facilitating effective meetings, following up on action

items, and “Advanced Practices” (e.g., meetings in interesting places, sharing Mission Moments, best practice in online meetings)

• Financial Management and Oversight – Organizational leadership have a

responsibility for overseeing the finances of the organization and may benefit for

training in this aspect of their responsibilities (e.g., “Financial Management for

Nonprofit Volunteers”)

• Undertake staff development that supports maintaining the WRSD organizational culture of

“one big family.” These may include team building exercises, individual celebrations, a

monthly staff newsletter that notes achievements and shares information, annual staff Fun Days, participation in Deaf community events, attendance at the Annual Gala.

• Strengthen the path for staff to provide and receive formative evaluation regarding their

colleagues, supervisors, students, and other aspects of their work to ensure ongoing

improvement to service delivery.

Facilities – WRSD is successfully completing the renovation and redesign of the Sidney M. Cooley Administration Building (a.k.a. “The White House.”). In the coming years, WRSD senior leadership and Board will need to address additional near and long-term facilities deficiencies in the Student Center and School Building.

Strategic Goal: Maintain outstanding facilities that foster the delivery of exceptional educational services, promote staff collaboration, meet the needs of the community, maintain a high level of safety, and ensure that WRSD is a “good neighbor” in Longmeadow.

Recommended Actions – Facilities

• Undertake a Facility Needs Assessment focused on remaining capital improvements in the

Student Center and School Building

• Prioritize the needs based on expense, urgency, complexity, and available resources
• Develop a Facilities Improvement Plan based on the assessment that includes a Capital

Projects Schedule, Scheduled Maintenance Calendar, and items for deferred maintenance

• Identify and secure funding for capital improvements (foundations, individuals, local

businesses) that are suited by category and priority

• Undertake capital improvement projects according to the schedule; conduct formative

evaluation to iterate on schedule and budget changes

Strengthen WRSD Financial Models – The earned and contributed income must adequately

support the programs, services, and strategic initiatives.

Strategic Goal: Strengthen WRSD’s financial resources (income) and long-term viability through a monitored Resource Management Plan

• Earned Revenue – Reconstruction, on-time reimbursement
• Contributed Income – Fundraising (Capital Campaign, Annual Campaigns, etc.)
• Financial Planning – WRSD must ensure that it has effective resources to address emerging needs, changes in contributed or earned revenue, and flexible resources (unrestricted giving).

Recommended Actions – Financial Models

• The Chief Financial Officer, President, and Finance Committee will undertake budget

revisions to be submitted to the Massachusetts Board of Education for adjustment of its

reimbursement and overhead rates for local school districts

• Particular attention should be paid to the Occupancy Rate, resulting from expenses

associated with the capital improvements

• The President, Coordinator of Community Engagement, and Development Committee will

undertake a review of current and projected contributed income from individuals, major

donors, foundations, local businesses, and corporations.

• Particular attention should be paid to current capital campaign pledges and their

pay-down as well as stewardship of these commitments

• The CFO, President/CEO, and Finance Committee will develop projections for an operating

cash reserve (three – six months operating), Strategic Reserve Fund (for emerging or urgent needs), and funding for programs or services

• WRSD will develop and approve an annual budget and three-year Business Plan that

denotes projected expenses, current funding commitments (and their expiration), and annual increases (cost of living, salary adjustments, etc.)

Recommended Actions - Increase Contributed Income

• The Coordinator of Community Engagement will maintain and expand foundation support by identifying, cultivating, soliciting, and stewarding foundations.
• The President & CEO and Coordinator of Community Engagement will maintain and expand

individual support by identifying, cultivating, soliciting, and stewarding private donors.

• Capital campaign supporters will be stewarded on an ongoing basis and publicly

acknowledged through events and individually thanked for their contributions.

• The Coordinator of Community Engagement will maintain and expand business support and

partnerships by identifying, cultivating, soliciting, and stewarding local, regional, and national businesses.

• Capital campaign supporters, including in-kind contributors, will be acknowledged

through signage and public events

• Business partners will be stewarded for one-time and ongoing contributions

Maintain Educational Excellence – Willie Ross School is committed to maintaining educational

excellence and offering a Most Enabling Environment for its students. To this end, WRSD will

continue its instruction on the Main Campus (Longmeadow) and its partnership with East

Longmeadow Schools. In addition, it will continue to provide outreach support to schools across Western Massachusetts. To advance its work, WRSD will continue to implement best practice in Deaf education, following emerging research from higher education and models at other Deaf schools.

Recommended Actions – Educational Excellence

• WRSD will undertake the process to be accredited by the Conference for Educational

Administrators of Schools and programs for the Deaf (CEASD)

• Review the process and requirements for accreditation; undertake a gap analysis to

determine what is needed to successfully complete the process

• Submit all required documentation for accreditation
• Undertake CEASD review by Accreditation Team (in person)
• Identify opportunities to provide students with supplemental educational activities

 such as team projects, science fairs, Academic Bowls, etc. for upper class students

• Conduct an annual review of educational outcomes (academic evaluations), faculty

and student satisfaction surveys, and other relevant reviews

• Maintain high quality educational interpreting and staff interpreting services as

indicated by satisfaction surveys and qualitative evaluation

• Ensure that faculty meet the requirements for SLPI
• Host an annual Education Conference for local and regional educators that features

best practice in Deaf education.

• Schools served through Outreach can participate in this conference, providing

professional development opportunities for educators, interpreters, special education directors, and educational leaders

COMMUNITY SERVICE / OUTREACH

Willie Ross School for the Deaf is committed to not only ensuring the best possible education for its on-campus students, but also for Deaf and hard of hearing students in schools throughout Western Massachusetts. WRSD also provides essential services to the broader community, including families, adults, and seniors, through the Curtis M. Blake Audiology Center, American Sign Language classes, and the hosting of educational offerings (e.g.the annual conference).

In keeping with their efforts to build on recent successes, the organizational leadership will expand its work to serve young people in local school districts, including providing teachers of the Deaf, consultation on services for Deaf and hard of hearing students, audiology support, counseling services, ASL instruction, programming, and teacher supervision and coaching.

Marketing/Outreach/Communications – The school will continue to market its services to

community members, and maintain its presence on social media, traditional media, digital marketing, and through other communications avenues. Communications will support providing outreach services (ensuring that families know what is available for their children’s education), fundraising initiatives, and overall promotion.

Strategic Goal: Ensure that people know about WRSD when they need to know about the organization and what it offers (on an ongoing basis).

Recommended Actions – Marketing & Communications

• Increase marketing and communications related to WRSD Outreach services at public

schools in Western Massachusetts, emphasizing “making meaning” above providing

information.

• The medium of communication may make a difference in improving understanding

of available services and outreach programs (videos, stories, infographics)

• Update and expand the WRSD story portfolio, including impact stories of students, recent

graduates, and alumni as well as the “Success Stories” of the capital campaign and building renovation

• Promote WRSD and Deaf community events through traditional and social media
• Consider adding an additional SM Channel with a focus on engaging students and

young audiences (Instagram, TikTok, WhatsApp, etc.)

• Maintain a strong presence on Deaf social media and local television
• Promote WRSD services and enrollment opportunities through direct promotion (e.g.,

Pediatrician Offices, promoted events for professionals, Deaf community events, etc.)

• Maintain a focus on visual mediums including social media and videos. Use for all major

communication, including the monthly newsletter and annual report

Advocacy / Systems Change – WRSD has played a role in advocating for systemic change (e.g.,

Lead K), and may need to play an active role in the coming years to improve data systems,

educational outcomes, and other aspects of Deaf education in Massachusetts.

Strategic Goal: Improve the level of service to Deaf and hard of hearing students in Massachusetts by ensuring that they are accurately included in datasets and therefore receive the services that they need to succeed.

Recommended Actions – Advocacy

• Continue to advocate for the passing of the LEAD-K legislation and the Cogswell/Macy Act
• Host the annual Legislators' Breakfast, providing information to local leaders about

the importance of passing laws that support Deaf education

• Advocate for the development and implementation a set of systemic measures that will

make sure that Deaf and hard of hearing students are included in statistical counts

• Address the underlying issues preventing accurate data collection (inadequate

self-reporting, limited advocacy by families and educators, financial concerns, etc.

• Use generative analogies and stories to convey the impact of ineffective systems on

educational outcomes, lifelong learning, lifelong earnings, etc. (e.g., Westfield school student count)

• Provide examples from other states demonstrating effective models for data

collection and sharing

• Rally collective support for the cause from other Deaf schools Deaf and hard of hearing

organizations, political leaders, governmental agencies (MA Dept. of Education, MCDHH)

While Willie Ross School for the Deaf has developed a set of ambitious goals for the organization, it is understood that it is building on years of programmatic success and organizational impact. WRSD leadership is not “resting on its laurels,” but instead proactively seeks to provide the best possible service to the Western Massachusetts students and statewide deaf and hard of hearing communities.

The staff and board leadership are thoroughly dedicated to this cause and have made every effort to support not only learning among participants but the development of a Learning Organization. It is an understatement that this is no small task. The Strategic Plan is designed to help WRSD focus its resources, harness its collective human resources, implement best practice, monitor its success and progress, creatively address emerging challenges, pivot as needed, and maintain its organizational integrity. This document serves only as a guide - a map that outlines the destination and the path. Undertaking the journey will lead to new opportunities and new difficulties, but WRSD has the collective wherewithal to achieve their goals.

Addendum A—Reflections on Discovery

Data & Information/System Change

• The state of Massachusetts (MA Dept. of Education, MA Commission for the Deaf & Hard

of Hearing) needs more accurate information regarding the number of Deaf students.

• School districts may not have accurate information regarding the number of Deaf

and hard of hearing students in their cohort (e.g., Westfield thought there were six,

but there were 33 identified by WRSD Outreach)

• According to statute, the state administrations are responsible for establishing and utilizing

criteria for the “best fit” for Deaf and HH students (sign, speech & listening, other) but are

not adequately obtaining or sharing this information.

• There may be an opportunity for WRSD to again play an active role in supporting policy and

systems change to better serve its students and children in MA.

• WRSD hosts an annual Legislators Breakfast and has maintained strong

partnerships with state leaders

• The bill sponsored by Rep. Brian Ashe provided the first $100,000 grant to the

capital campaign

• In Forces for Good by Heather McLeod Grant & Leslie Crutchfield, they note that one

of the hallmarks of an outstanding organization is their active role in advocacy

• WRSD played an active role in advocating for Lead K (Language Equality and

Acquisition for Deaf Kids), a proposal to the MA Legislature. As undertaken in

other states (CA, Louisiana): "The Campaign aims to end language deprivation

through information to families about language milestones and assessments that

measure language milestone achievements, and data collection that holds our current education system accountable.” While this effort did not become law in MA; opponents opposed the measure as it may lead to an unfavorable assessment of their educational methods (as stated in one of the public hearings).

Education/Outreach

• We heard from the students that they would like to be more challenged
• There may be opportunities to make the curriculum more challenging
• There may be additional class projects that can increase engagement
• It is critical to be sure that people are pushed to their best capabilities
• We must ensure that all those involved in the Outreach program have a clear understanding

of what we offer.

Enrollment – Still important to have referrals

• Pediatricians
• Schools
• Recommended Action: Host an event with local pediatricians that informs them about the

available services provided by WRSD

WRSD maintains its commitment to making sure they are the best fit for the student. In cases where they are not, they will refer the family to other resources or organizations

 Q: What else can we do to increase enrollment, expand services, and increase revenue?

Communications

• It is important to tell stories about the organization
• Origin stories (history or mission of WRSD)
• Impact Stories (the ways our work has made a difference in individual student lives,

families, etc.)

• Vision Stories (what we would do with additional resources)
• Communications can use the SUCCESS Model (Simple, Unexpected, Concrete, Credible,

Emotional, Short Stories)

• We should emphasize and promote what we can uniquely offer; the skills and experience

that other organizations do not have

• How can we make a difference?
• 
  

What we can “keep” from Zoom

• Zoom has enabled us to connect in surprising ways
• We can use electronic communication as an opportunity to include people in our programs,

organizational work, curriculum, etc.

• Zoom can be incorporated into curriculum after COVID pandemic
• There may be an opportunity to increase diversity of instructors, Trustees,

partnerships

Outreach/Partners – Communications

• There seems to be an important opportunity to re-communicate with our outreach partners

to emphasize the services available to their schools and organizations.

• The brochure has been distributed, but may need refresh or reminders
• There may be other avenues for sharing information (video, web, social media)
• Sharing information is not the same as “making meaning”
• “There will be no school on Thursday!”

Earned & Contributed Income

• WRSD updates the rate of tuition reimbursement from school districts (Reconstruction)

every six years. The school is currently in year five of its state-approved rate and will be

submitting an update in 2022 (2022 – 2027) that will include adjustments for salaries,

occupancy, and other expenses

• Increased occupancy from the capital campaign (loan) can be included in the next

Reconstruction

• It is common to have a decrease in contributed income following a capital campaign
• Donors are honoring their existing pledge or adjusting their giving based on the

significant support that they recently provided

• Some donors have made a one-time contribution to the campaign
• There will be an expected return to pre-campaign levels, with possible increases as donors

seek to support the new programs within the building

• It is critical to steward campaign gifts for many years
• The Board of Trustees can play a significant role in thanking donors
• Willie Ross has significantly increased its contributed income AND donor base
• WRSD will continue to raise funds through events (Gala), crowdfunding (Give

Campus), and individual campaigns (Fall, Spring, Annual Report, Board)