Introduction and Overview
Dear Members of the Monticello Central School District Community,
It has never been more important to be focused, aligned and intentional in our work. We are very excited to share the results of our collaborative efforts to develop plans that will help us to continue growing and improving as we always strive for excellence.
Our “Blueprint for Excellence” is the result of planning sessions that were held with our Board of Education, leadership team, staff, parents, and community members. We worked with feedback gathered from the community this fall as we developed a plan that will help us continue to grow and achieve as we strive for excellence in all that we do.
This updated strategic plan will be the backbone for our work. It will serve as a roadmap in our efforts to connect with each child and family while enhancing our connections as a school and a community. We’re in this together and look forward to being your teammate in our continued effort to be a model school of excellence.
Thank you for your feedback and support. Your collaboration and teamwork make all the difference in the lives of children and the success of the district.
Sincerely,
Matthew T. Evans, Ed.D.
Superintendent
Timothy Crumley
President, Board of Education
Blueprint Planning Is Intended To:
- Involve all members of the school community and reflect their shared perspectives.
- Allow stakeholder representatives to review community feedback to clearly define the district’s mission, vision and core values.
- Engage a team in defining the priorities of the district and suggesting action steps to accomplish objectives.
- Facilitate action planning focused on identifying who, when and how the work will get done.
- Provide the district with a roadmap that is transparent, accountable and focused.
- Enable the district’s efforts to innovate, allocate resources and continuously grow in a coordinated, thoughtful and aligned manner.
- Be an iterative, evolving and ongoing process that builds from one year to the next while reflecting emerging needs and changing demands.
Planning Process
- March 2026: Community feedback gathered.
- April 2026: Draft mission, vision and core values developed by the Board of Education and Leadership Team.
- April 2026: Community team assembled; mission, vision and core values reviewed; priority areas developed; and strategies suggested.
- May 2026: Action plans developed that specifically identify what will be done to meet the objectives of each priority area and who will be responsible for leading the work.
- June-September 2026: Revisions and review completed by the Leadership Team. Communication to the community and implementation of the plan with stakeholders.
Who We Are
Our Mission
We prepare every student to learn, engage, and succeed in life.
Our Vision
We are a connected community dedicated to providing a foundational and future-ready experience for each child.
Core Values
- Integrity
- We act with strong moral principles, consistently doing what is right even when no one is watching.
- Excellence
- We strive for the highest quality in all we do, continually pushing ourselves to improve and achieve outstanding results.
- Empathy
- We seek to understand and value the perspectives and feelings of others.
- Honesty
- We communicate truthfully and transparently, building trust through our words and actions.
- Accountability
- We take responsibility for our actions and commitments, following through with integrity and ownership.
- Belief in Student Potential
- We are unwavering in our belief that every student can learn, grow, and succeed at high levels.
- Teamwork
- We collaborate effectively, valuing each other’s contributions to achieve shared goals.
- Respect
- We treat all individuals with dignity, kindness, and consideration.
- Belonging, Diversity, and Inclusion
- We celebrate and embrace differences, ensuring all individuals feel valued, welcomed, and empowered.
Our District and Community
Our District
The Monticello Central School District serves a diverse and vibrant community in the heart of Sullivan County, New York. Located in the Village of Monticello and surrounded by the natural beauty and rich history of the Catskills region, the district reflects a strong sense of community, resilience, and pride. Families and community members value educational opportunities that prepare students for success while fostering connection, inclusion, and personal growth. The district is committed to creating supportive and engaging learning environments that honor the unique strengths, backgrounds, and potential of every child.
Our Community
The community surrounding the Monticello Central School District is characterized by its diversity, strong local connections, and deep appreciation for family and community life. Nestled within the scenic Catskills region of Sullivan County, the area blends small-town character with a rich cultural heritage and a growing focus on opportunity and revitalization. Residents take pride in supporting schools that serve as important centers for learning, engagement, and community connection. The community values creating opportunities for young people to succeed while fostering an environment built on inclusion, collaboration, and hope for the future.
Our Leadership
Board of Education
- Timothy Crumley, President
- Wendy Galligan-Weiner, Vice President
- Heather Fassell
- Todd Grodin
- Melinda Gwiozdowski
- Helen Jersey
- Logan Morey
- Ashley Rielly
- Meghan Stalter
- Reagan Zangla, Student Board of Education Member
Administration
- Matthew T. Evans, Ed.D., Superintendent
- Lisa Failla, Assistant Superintendent for Business
- Theresa Carlin, Assistant Superintendent for Curriculum & Instruction
- Alexis McKoy-Yakle, Executive Director for Pupil Personnel Services
- Kimberly Gordon, Director of Technology
- Ryan Jasper, Director of Athletics, Health, Physical Education, and Wellness
- Jennifer Gorr, Principal, Monticello High School
- Sara Kozachuk, Principal, Robert J. Kaiser Middle School
- Veronica Serrano, Principal, Kenneth L. Rutherford Elementary School
- William Frandino, Principal, Emma C. Chase Elementary School
- Virginia Gallet, Principal, George L. Cooke Elementary School
- Christine Miraglia, Principal, St. John Street School
Our Plan
The Monticello Central School District Blueprint for Excellence reflects a shared commitment to preparing every student to learn, engage, and succeed in life. Grounded in the belief that every child has limitless potential, the district is focused on creating a connected community where students experience both a strong academic foundation and opportunities that prepare them for the future. Through collaboration among students, families, staff, and the broader community, the district seeks to ensure that each learner is supported, challenged, and empowered to thrive in an ever-changing world.
At the heart of the Blueprint is a deep commitment to the district’s core values of integrity, excellence, empathy, honesty, accountability, teamwork, respect, and belonging. These values guide decision-making, relationships, and daily practices throughout the district. Monticello Central School District believes that strong schools are built on trust, compassion, inclusion, and high expectations for all students. By fostering a culture where diversity is celebrated and every individual feels valued and connected, the district aims to create learning environments where students and adults alike can grow and succeed together.
The district’s focus on Excellence in Learning and Instruction emphasizes equitable access to high-quality teaching and engaging learning opportunities for all students. Monticello is committed to ensuring that every learner is challenged, supported, and inspired to achieve at high levels. Through rigorous instruction, meaningful learning experiences, and a continued focus on student growth, the district seeks to develop lifelong learners who are prepared for success in college, careers, and life. This work is strengthened by a belief in continuous improvement and the importance of providing every student with the tools and opportunities needed to excel.
The Blueprint also prioritizes the development of engaged and empowered learners while maintaining strong operational systems that support long-term success. The district is committed to nurturing the whole child through early engagement, diverse learning opportunities, and ongoing professional development for staff. At the same time, Monticello recognizes the importance of recruiting and retaining outstanding employees, maintaining fiscal responsibility, communicating consistently with stakeholders, and building a unified district culture centered on excellence. Together, these priorities position the district to create a supportive, future-ready educational experience for every child and family it serves.
Priority Areas
Based on community feedback and initial planning by the Board of Education and Leadership Team, the following areas were identified as priorities to be focused on in order to fulfill the mission of the district. Goals have been developed for each area.
Excellence in Learning and Instruction
Goal: We will support all students in meeting and exceeding expectations through high-quality instruction and equitable access to engaging learning experiences that foster growth, achievement, and lifelong success.
Engaged and Empowered Learners
Goal: We will nurture well-rounded learners with early engagement and a range of meaningful learning experiences supported by professional development opportunities for all staff.
Operations
Goal: We will recruit, support, and retain high-quality staff and focus on consistent communication, strategic leadership, fiscal responsibility, and a unified district culture that promotes excellence and long-term success.
Action Plans
Excellence in Learning and Instruction
Goal: We will support all students in meeting and exceeding expectations through high-quality instruction and equitable access to engaging learning experiences that foster growth, achievement, and lifelong success.
Support for all Students
| Action step | Person or people responsible | Timeframe |
|---|---|---|
| Strengthen Tier 1 instructional practices and supports to ensure high-quality instruction for all students. | Assistant Superintendent of Curriculum & Instruction Curriculum Directors School Administrators Instructional Coaches Department Chairs Grade Level Leaders |
September 2026–April 2027 |
| Designate PLC time or time for teachers to collaborate in district calendar | Superintendent Assistant Superintendent of Curriculum & Instruction Curriculum Directors Director of Communications School Administrators |
September 2026–May 2027 |
| Through observation process, grade level leader, department chair, and faculty meetings continue to assess and monitor Tier 1 instructional practices | School Administrators District Administrators Department Chairs Grade-level Leaders |
September 2026–May 2027 |
| Develop and implement district-wide data protocols to ensure consistent use of meaningful data in all meetings and decision-making processes. | Executive Director of Data, Assessment, and Human Resources Assistant Superintendent of Curriculum & Instruction Curriculum Directors Department Chairs Grade-level leaders |
August 2026–May 2027 |
| Enhance equitable access to academic, behavioral, and special education supports across all buildings, including expansion of in district special education supports for students in their least restrictive environment. | Superintendent Assistant Superintendent of Curriculum & Instruction Assistant Superintendent for Business School Administrators Pupil Personnel Services Department |
August 2026–June 2027 |
| Enhance and maintain a clearly defined MTSS framework that ensures consistent implementation across the district. | Assistant Superintendent of Curriculum & Instruction Assistant Superintendent for Business School Administrators Intervention Teachers Counselors Instructional Coaches Pupil Personnel Services Department |
August 2026–January 2027 |
Instructional Technology Integration
| Action step | Person or people responsible | Timeframe |
|---|---|---|
| Conduct a comprehensive audit of instructional technology tools, platforms, and resources currently in use to determine effectiveness and alignment. | Director of Technology Assistant Superintendent of Curriculum & Instruction Curriculum Directors Department Chairs Grade-level leaders Principals Technology Integration Specialists |
June–August 2027 |
| Provide ongoing professional development to ensure teachers effectively utilize instructional technology tools and leverage technology practices from in house experts. | Instructional Coaches Assistant Superintendent of Curriculum & Instruction Curriculum Directors Technology Integration Specialists Teachers Skilled in Instructional Technology |
September 2026–May 2027 |
| Enhance instructional technology specialists’ knowledge of Tier 1 instructional practices. | Instructional Coaches Curriculum & Instruction Team Instructional Technology Specialists Director of Technology |
September 2026–May 2027 |
| Develop a strategic framework for integrating AI into teaching and learning to prepare students for future opportunities. | Educational Technology Governance Committee | June–August 2027 |
Consistent Curriculum
| Action step | Person or people responsible | Timeframe |
|---|---|---|
| Ensure all teachers have consistent understanding and implementation in essential state standards to effectively design, implement and monitor curriculum, interventions and extension for achievement. | Assistant Superintendent of Curriculum & Instruction Curriculum Directors District and School Administrators Teachers Department Chairs Grade Level Leaders Instructional Coaches |
September 2026–May 2027 |
| Establish pacing guides that allow time for data analysis collaboration and reteaching. | Assistant Superintendent of Curriculum & Instruction Curriculum Directors Department Chairs Grade-level Leaders Teachers Instructional Coaches |
September 2026–May 2027 |
| Commit to implementation of core curricular programs, and develop review processes to determine their effectiveness | Assistant Superintendent of Curriculum & Instruction Curriculum Directors Principals Teachers Department Chairs Grade Level Leaders Pupil Personnel Services Department |
September 2026–May 2027 |
| Develop and maintain curriculum maps to ensure coherent and effective instructional practices across classrooms, PK–12. | Assistant Superintendent of Curriculum & Instruction Curriculum Directors Principals Department Chairs Grade Level Leaders Teachers |
September 2026–August 2028 |
| Strengthen administrator and teacher understanding of tier 1, 2, 3 instruction levels to implement appropriate supports and interventions. | Assistant Superintendent of Curriculum & Instruction Curriculum Directors School Administrators Teachers Department Chairs Grade Level Leaders Instructional Coaches |
September 2026–May 2027 |
| Strengthen What-I-Need (WIN) time structures and continue to prioritize time and staffing for meaningful intervention, enrichment, and support opportunities. | Assistant Superintendent of Business Assistant Superintendent of Curriculum & Instruction Curriculum Directors Principals Teachers Department Chairs Grade Level Leaders |
January 2027–August 2027 |
| Maintain and evaluate advanced coursework offerings (e.g., AP courses, college courses, accelerated courses, etc), to account for student interest and shifting trends. | Assistant Superintendent of Business Assistant Superintendent of Curriculum & Instruction Curriculum Directors Principals Counselors Department Chairs |
January 2027–August 2027 |
Engaged and Empowered Learners
Goal: We will nurture well-rounded learners with early engagement and a range of meaningful learning experiences supported by professional development opportunities for all staff.
Positive and Accountability Environment
| Action step | Person or people responsible | Timeframe |
|---|---|---|
| Enhance leadership, service, and engagement opportunities PK–2 to foster long-term student growth. | Principals Director of Elementary Education Grade-level Leaders Teachers Community Agencies and Businesses |
January 2027–August 2027 |
| Strengthen parent involvement through intentional outreach, education, and consistent opportunities for participation. | Assistant Superintendent of Curriculum & Instruction Principals Community Agencies Every Person Influences Children (EPIC) Curriculum Directors Counselors Teachers Attendance Officers Director of Communications |
January 2027–August 2027 |
| Enhance district-wide communication systems that ensure clarity, consistency, and accessibility for all stakeholders. | Principals Community Agencies Every Person Influences Children (EPIC) Curriculum Directors Counselors Teachers Attendance Officers Director of Communications |
September 2026–May 2027 |
| Establish classroom accountability systems with positive incentives to reinforce expectations and promote student responsibility. | Assistant Superintendent of Curriculum & Instruction School Administrators Curriculum Directors Counselors |
September 2026–September 2027 |
| Use enrichment and after-school learning opportunities to motivate student growth and engagement. | Assistant Superintendent of Curriculum & Instruction Extended School Day Coordinator Principals |
September 2026–June 2027 |
| Develop peer academic support systems that encourage collaboration, tutoring, and shared learning. | Assistant Superintendent of Curriculum & Instruction Extended School Day Coordinator Principals My Brother’s Keeper Coordinator |
January 2027–June 2027 |
Opportunities and Experiences
| Action step | Person or people responsible | Timeframe |
|---|---|---|
| Enhance high school students’ community service opportunities within the district’s schools so that they are more aligned with students’ interests. | High School Principal Counselors Director of Secondary Education |
September 2026–June 2027 |
| Implement positive behavioral interventions and supports (PBIS) systems to reinforce student engagement and success. | School Administrators Counselors |
September 2026–June 2027 |
| Expand enrichment opportunities during the school day to increase student participation and access. | School Administrators Curriculum Directors Department Chairs Grade Level Leaders |
January 2027–September 2027 |
| Develop a PK–12 career exploration continuum that introduces students to career pathways beginning in elementary school. | Assistant Superintendent of Curriculum & Instruction Curriculum Directors Principals Counselors Teachers |
March 2027–September 2027 |
| Expand science, technology, engineering, and mathematics (STEM) and coding opportunities across all grade levels to strengthen future-ready skills. | STREAM Committee Technology Integration Specialists Assistant Superintendent of Curriculum & Instruction Curriculum Directors Director of Technology Principals |
January 2027–September 2027 |
| Increase access to multicultural opportunities beyond the Americas to broaden global competencies. | Assistant Superintendent of Curriculum & Instruction Curriculum Directors Principals Department Chairs Grade Level Leaders |
January 2027–September 2027 |
| Invest in facilities, resources, and technology infrastructure that strengthen STEM programming. | Assistant Superintendent of Curriculum & Instruction Assistant Superintendent for Business Director of Facilities Curriculum Directors Director of Technology |
January 2027–May 2028 |
Student Voice and Leadership
| Action step | Person or people responsible | Timeframe |
|---|---|---|
| Establish anonymous student feedback systems to gather authentic student perspectives on school experiences. | Assistant Superintendent of Curriculum & Instruction School Administrators Counselors |
January 2027–May 2028 |
| Create recurring administrative roundtables at every school to strengthen communication between students and leadership. | Principals Counselors |
January 2027–May 2028 |
| Implement student internship and exit interview processes to gather meaningful data on student experiences. | High School Principal Director of Secondary Education Counselors |
January 2027–September 2027 |
| Establish elementary student councils to build leadership skills and provide early voice opportunities. | Principals Counselors |
January 2027–September 2027 |
Operations
Goal: We will recruit, support, and retain high-quality staff and focus on consistent communication, strategic leadership, fiscal responsibility, and a unified district culture that promotes excellence and long-term success.
High Quality Staff and Support
| Action step | Person or people responsible | Timeframe |
|---|---|---|
| Review and revise the district’s professional development plan, including the administrator and teacher mentor plans. | Assistant Superintendent for Curriculum & Instruction Curriculum Directors District Professional Development Committee |
Winter 2026 – Spring 2027 |
| Collaborate with leaders of non-instructional collective bargaining units and unaffiliated staff to plan for their professional development. | Assistant Superintendent for Curriculum & Instruction Curriculum Directors Assistant Superintendent for Business Department Directors Union Leadership Executive Director of Data, Assessment, and Human Resources Principals |
Winter 2026 – Spring 2027 |
| Review and update exit surveys and their results. | Assistant Superintendent for Business Executive Director of Data, Assessment, and Human Resources |
July 2026–September 2026 |
| Create onboarding orientation modules for all new full time staff. | Assistant Superintendent for Business Principals Executive Director of Data, Assessment, and Human Resources |
September 2026–June 2027 |
| Review and share hiring protocols to improve efficiency and timely hiring. | Assistant Superintendent for Business Executive Director of Data, Assessment, and Human Resources |
September 2026–June 2027 |
| Conduct annual staff satisfaction surveys and use data to inform retention and organizational improvement efforts. | Assistant Superintendent for Curriculum & Instruction Assistant Superintendent for Business |
January 2027–June 2027 |
| Review and update recruitment promotional strategies–including student voice–to remain competitive in hiring. | Assistant Superintendent for Business Executive Director of Data, Assessment, and Human Resources Director of Communications |
December 2026–May 2027 |
| Expand partnerships with BOCES, colleges, and other higher learning organizations to increase student teaching and internship opportunities. | Superintendent Assistant Superintendent for Curriculum & Instruction Assistant Superintendent for Business Executive Director of Data, Assessment, and Human Resources |
September 2026–March 2027 |
| Research trends and innovations in collective bargaining agreements, annually, to remain current and competitive in labor markets. | Superintendent Assistant Superintendent for Business |
July 2026–January 2027 |
Communication and Community Engagement
| Action step | Person or people responsible | Timeframe |
|---|---|---|
| Develop and enforce clear communication and customer service standards that ensure consistency and transparency across all stakeholder groups. | Superintendent Director of Communications Principals Executive Director of PPS Director of Transportation Assistant Superintendent for Business |
August 2026–January 2027 |
| Expand meaningful engagement and strategic partnership opportunities with families, businesses, and community organizations. | Superintendent Assistant Superintendent for Curriculum & Instruction Principals Executive Director of Data, Assessment, and Human Resources Student Clubs |
January 2027–May 2027 |
| Enhance district pride and culture through consistent branding and communication strategies | Superintendent Director of Communications Principals Department Directors |
August 2026–January 2027 |
| Audit and improve communication systems to eliminate inconsistencies across departments and schools, and determine the most effective communication strategies with stakeholders. | Director of Communications | August 2026–November 2026 |
| Provide training and support to staff and families on ParentSquare to enhance communication. | Director of Communications Executive Director of Data, Assessment, and Human Resources Principals School Parent-Teacher Organizations |
September 2026–December 2026 |
| Develop systems to regularly update and verify family contact information. | Executive Director of Data, Assessment, and Human Resources Principals Pupil Personnel Services Department Registrar |
September 2026–December 2026 |
| Consider and expand community engagement activities that do not require transportation, and connect community members with public transportation options (i.e., Move Sullivan) | Assistant Superintendent for Curriculum & Instruction Principals District Administrators Teacher Leaders Community Agencies |
August 2026–June 2027 |
| Expand community engagement events to strengthen school-family-community connections. | Assistant Superintendent for Curriculum & Instruction Principals District Administrators Teacher Leaders |
August 2026–June 2027 |
| Survey community language needs and provide accurate translation services to ensure equitable communication. | Executive Director of Data, Assessment, and Human Resources Pupil Personnel Services Department Registrar Director of English Language Learners |
August 2026–June 2027 |
Fiscal Responsibility
| Action step | Person or people responsible | Timeframe |
|---|---|---|
| Review and improve, where necessary, strategic budgeting and resource allocation processes aligned to district priorities. | Superintendent Assistant Superintendent for Business Principals District Administrators |
December 2026–May 2027 |
| Develop long-range facilities and financial plans focused on sustainability and continuous improvement. | Board of Education Superintendent Assistant Superintendent for Business Principals District Administrators Director of Facilities |
December 2026–May 2027 |
| Maintain and enhance transparent communications regarding future planning, capital projects, and district priorities. | Superintendent Assistant Superintendent for Curriculum & Instruction Assistant Superintendent for Business Director of Communications Director of Facilities |
December 2026–May 2027 |
Our Next Steps and Accountability
| Timeframe | Activity | Who |
|---|---|---|
| June 2026 | Blueprint Plan presented to the Board of Education and community. | Superintendent Administrative Team |
| September 2026 | Blueprint Plan “unpacked” and shared with faculty and staff at faculty meetings. | Principals |
| February 2027 | Blueprint budget recommendations made. Blueprint expenditures finalized. |
Superintendent Administrative Team |
| May 2027 | Blueprint updates provided to the Board of Education, community and staff. | Superintendent Administrative Team |
| June 2027 | Blueprint planning meeting and plan updated for 2027-2028. Updates provided to the Board of Education, faculty, staff and community. |
Board of Education Superintendent Administrators Staff Community Members |
| Spring 2028 | Blueprint refresh conducted. | Board of Education Superintendent Administrators Staff Community Members |
| Spring 2030 | Blueprint Phase 2 developed. | Board of Education Superintendent Administrators Staff Community Members |
2026-27 Blueprint Team
- Courtney Bonfante, Director of Communications
- John Boyle, Director of District Safety
- Roberto Bravo Colon, Board of Education Trustee
- Tobias Brown, Jr., Student
- Theresa Carlin, Assistant Superintendent for Curriculum & Instruction
- Evan Chen, Student
- Timothy Crumley, Board of Education President
- Amy Donnelly, Parent
- Matthew T. Evans, Superintendent of Schools
- Lisa Failla, Assistant Superintendent for Business
- Heather Fassell, Board of Education Trustee
- Thomas Fassell, Teacher
- William Frandino, Principal
- Gabriella Frausto, Teacher
- Ashley Furey, Teacher
- Virginia Gallet, Principal
- Kimberly Gordon, Director of Technology
- Jennifer Gorr, Principal
- Todd Grodin, Board of Education Trustee
- Melinda Gwiozdowski, Board of Education Trustee
- Morgan Hutchins, Student
- Ryan Jasper, Director of Athletics, Health, Physical Education, & Wellness
- Helen Jersey, Board of Education Trustee
- Sara Kozachuk, Principal
- Alexis McKoy-Yakle, Executive Director of Pupil Personnel Services
- Alicia Melendez, Parent
- Christine Miraglia, Principal
- Irina Natale, Teacher
- Ashley Reilly, Board of Education Trustee
- Veronica Serrano, Principal
- Meghan Stalter, Board of Education Trustee
- Matthew Weinstein, Student
- Reagan Zangla, Student Board of Education Trustee