The College is implementing the following strategic steps to enhance the NCMTS program: 1. Enhanced Family Outreach and Communication- To address the limitations of communication tools like Parent Square at Murdock Middle High School (MMHS), we will implement a consistent newsletter and outreach str...
The College is implementing the following strategic steps to enhance the NCMTS program: 1. Enhanced Family Outreach and Communication- To address the limitations of communication tools like Parent Square at Murdock Middle High School (MMHS), we will implement a consistent newsletter and outreach strategy using independent communication platforms like Constant Contact or S’More. We will utilize parent contact information from student applications, pulling reports via Blumen to ensure direct and reliable communication regardless of school-level constraints. Existing efforts—including recruitment tables at parentteacher conferences, open houses, "meet the teacher" nights, and back-to-school events—will continue across all partnering schools. Additional clear and consistent communications with parents and families will help to raise the program profile through increased knowledge of programming and supports that are underway with families who are already participating. In the communities we serve, parent and family networks tend to be very closely connected, so shared information from an authentic and trusted source (a participating family) will help to bring additional qualified students into the program. 2. Administrative Strategy and Advocacy- Administrative turnover at our partnering high schools has been considerable over the past few years and has impacted our ability to effectively embed staff within existing school cultures. We have held strategy meetings with the new administration at MMHS and the administration at Clinton Middle School (CMS) to build collaborative recruitment models. We have secured support from the Superintendent and seen slight improvements in our connection with the MMHS High School Principal, and we are actively working to establish a plan with the CMS administration to resolve challenges staff face in being able to meet with students due to the structure of their schedule. We are also working with district partners, from administration to teachers, to align our services in new ways that help to alleviate some of the high demand on teacher time. In support of this effort, an informational campaign will be launched internally at schools that we serve to ensure that all teachers, staff and administrators have a clear understanding of the program, what supports are provided, and a clear invitation to engage. 3. Staffing Stabilization- NCMTS is currently fully staffed. This follows a focused effort during the fall semester to rectify vacancies that existed at the start of the school year, specifically addressing the lack of personnel at Sizer Charter School that hindered the program last year. All new part-time positions were successfully filled by the end of the fall term to ensure full operational capacity. Retention of staff is being supported in new ways, through both professional development opportunities and alignment of support toward individual staff's professional goals. 4. Community-Based Recruitment - We have expanded outreach beyond school walls to engage students and families in their own communities. Beyond the regular staff participation in Teen Nights at ‘the Hub’ in Winchendon—a dedicated weekend space for local youth—we have developed a new collaboration with HEAL Winchendon, a local organization dedicated to collective impact and action through active participation and leadership by residents, youth leaders, schools, businesses, and organizations. By attending community meetings and speaking at teacher professional development days, we are ensuring both community leaders and educators fully understand the impact of TRIO on student success while also building reciprocal relationships with other community organizations serving the region. We are also working to establish more formal partnerships in support of recruitment with local community organizations who serve families that may meet the qualification requirements for TRIO, such as our local Community Action Committees and food pantries. 5. Integrated Student Workshops and Recruitment - Recruitment efforts are integrated into the school day via lunch meetings and specialized workshops. We are partnering with sports coaches to develop workshops tailored for current TRIO students on their teams, while simultaneously using these athletic networks to recruit new eligible members. Student clubs and organizations are also being approached for potential collaboration on recruitment. 6. Accountability and Performance Monitoring To ensure transparency and progress, we provide monthly updates to staff regarding recruitment milestones. This includes a regular review of services provided to existing TRIO students, identification of students who are not being adequately served, and ensuring staff accountability for performance expectations and program goals. Timeline for Implementation of Corrective Action Plan: The correction action plan has already been implemented beginning in the 2026-2027 award year. Contact Person: Monique Coulson, Director of North Central MA Talent Search