wellness supports, technology strategy, and the way it engages its broader community. That vision is guided by a five-year strategic plan now in year three. Cohen describes the district’s progress as tangible and accelerating, fueled by focused annual action steps that move the plan forward in measurable ways.The plan itself is anchored in four main areas: deeper learning, high-quality curriculum and instruction, equity and inclusion with a strong well-being focus, and community support. Together, these pillars provide the structure for a district-wide shift toward learning that is more authentic, studentcentered, and connected to real-world opportunities. One of the most visible markers of community support arrived through a successful vote enabling nearly $30 million in facility upgrades. District leadership describes the approval as the result of deliberate relationship-building and consistent communication with residents and town officials.The package supports major improvements including a high school roof replacement and associated HVAC work, significant facility upgrades across buildings, and field improvements. Director of Finance and Operations Jay Byer notes that while debt exclusions still represent a tax increase the vote signaled a shared understanding that maintaining strong schools requires sustained investment and that facilities cannot be allowed to decline. The district is now in the early phases of execution, with key projects moving from planning into implementation. Alongside roofing and HVAC work, upgrades include building systems and infrastructure items that improve daily functionality and learning conditions, such as energy management, facility repairs and refinements, and modernization projects that help bring older spaces forward. Leadership also referenced security-related upgrades, including efforts to expand key card access systems and other building improvements that contribute to safer, better-managed facilities. For the district, facility work is not simply about aesthetics; it is directly connected to the learning environment, staff experience, and long-term sustainability. While capital investment is a major priority, the district’s instructional work remains at the center of its strategic plan, particularly through its deeper learning framework. Cohen describes this approach as a system for transforming teaching and learning by emphasizing student agency, reflection, revision, authenticity, and collaboration. The district has also developed a Portrait of a Learner, similar to a “portrait of a graduate,” and has been rolling it out across schools over multiple years to ensure shared language and expectations about what students should know and be able to do. As Cohen explains, the framework is now visible in classrooms through targeted project-based learning, new curricular 327 CIVIL AND MUNICIPAL VOLUME 07, ISSUE 02 MENDON-UPTON REGIONAL SCHOOL DISTRICT
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