Hopkinton 2.0 (H2O)

By Dr. Brian J. Blake, Superintendent

During the past year, there has been considerable talk in Hopkinton and in our schools about something called H2O. I would like to take a few minutes to explain the concept and introduce some exciting work upon which the District is embarking.

The term “Hopkinton 2.0” was introduced during the budget development process for the 2007-2008 school year. The School Board took a critical look at the State education cost data and presented the findings at a school board meeting, a budget committee presentation, and the community during the 2007 Annual Meeting. The impetus for the research was to determine if, in fact, Hopkinton’s educational expenses were excessive compared to the rest of the State.

The research suggests that despite the perception that Hopkinton’s expenses are out of line, the school district’s costs are consistent with schools throughout the State. The data also suggests that the gap between the public’s ability to support (fund) education and the rising cost of education is growing at a fast rate. The data indicated that the average growth per year in the cost per pupil over an eight year period (1997-2005) was 5.9% while the average growth per year in the per capita wage in Hopkinton over a ten year period (1995-2005) was a mere 1.9%. The Board realizes that this growing gap is not sustainable.

The Hopkinton School Board determined that in order to continue providing the first class education we now provide, the District must find ways to “re-invent” itself. Hence “Hopkinton 2.0”. The basic premise of the Hopkinton 2.0 concept is to continue to improve the education we deliver in Hopkinton while striving to ensure that the delivery of that education is sustainable over time.

Most local residents do not doubt the quality of the education we provide in Hopkinton. Our High School is recognized as one of the top schools in the country by U.S. News and World Report (Nov. 27, 2007). The Hopkinton School District is held in high regard by school districts throughout the State. Our graduates continue to attend the best post-secondary schools in the country and report that they were well prepared for their college career. Together as a community, we must find ways to continue providing this level of education while at the same time keeping it affordable.

Over the last three years, considerable effort has been put forth to begin evaluating systems within the Hopkinton School District. The district has managed to cut expenses or find alternative funding sources for a number of items, but in an already lean system, the reductions have not amounted to significant savings. Examples include cutting down on printing costs, reducing energy usage in the buildings, and having energy audits completed on our buildings through a grant. Additionally, we are participating in an energy-buying group to further reduce costs and we re-financed one of our bonds, saving the district thousands of dollars.

These cost saving measures thus far have not resulted in sufficient advancements in student learning. While we have maintained most of our current staffing and programming, future budgets will require the District to examine more closely the programs and staffing patterns in order to meet the needs of the students while respecting the demands of the community. To date, we have eliminated several positions due to decreased enrollment. Strictly cutting programs and staff has potentially negative repercussions to those involved. This problem is not unique to Hopkinton, but no other school districts in the State to my knowledge, have demonstrated how to solve this problem.

In order to meet the basic objectives of H2O (improve education while ensuring sustainability), we have established a steering committee comprised of five district personnel, a community member, and a representative of the school board. The role of the Steering Committee will be to boldly challenge what we do and how we do it. It is anticipated that they will clear the way, identifying roadblocks that prevent the District from moving forward and propose solutions for removing them.

The structure of the steering committee and subsequent Task Forces will tap stakeholders and develop additional buy-in from community members including staff, the leadership team, the Board and local residents. Working together, we will find creative solutions to meet the increasing academic and fiscal challenges that lie ahead.

With the support of the Hopkinton School Board, I have established a number of Task forces that will explore different aspects of the Hopkinton School District. Each Task Force is lead by a member of the Steering Committee. Mr. John T. Boatwright, a well-known member of the community, will be leading the Community Expectations Task Force. He will be working with the community to ensure that the District is aligned with the expectations of the community. He will also help to develop mechanisms to ensure continued alignment over time.

Mr. Steve Chamberlin, the Principal of Hopkinton Middle/High School, will lead the District Configuration Task Force. Mr. Chamberlin is charged with determining the optimal configuration of grades, buildings and student enrollment in the district.

Mr. Bill Carozza, the Principal of the Harold Martin School, will be leading the Indicators Task force. Mr. Carozza will be defining a set of date-drive, measurable indicators for how the District performs its educational mission.

Mr. Michael Bessette, the Principal of the Maple Street School is leading the Curriculum and Instruction Task Force, which will be seeking to define the curriculum and best educational practices to ensure that our graduates have the competencies required for their individual success.

Ms. Michelle Clark, our Business Administrator, is leading the Operations and Efficiencies Task Force. Her charge is to review the operations and procedures of the district with fresh eyes (subject area experts from the community) and identify areas improvement and maximum gain.

I will be leading the Application of Human Resources Task Force. This group will be seeking to identify how we can best use the District’s Human Resources to improve education and ensure sustainability.

During the coming months, members of the community, the faculty, staff, and students will be asked to participate in a variety of ways in the development of H2O. There will be opportunities to serve on committees, participate in discussion groups or forums, or complete surveys. I encourage everyone to have your voice heard. Get involved in the process as we seek to define the Hopkinton School District of the future.

The Steering Committee will meet on a monthly basis while the individual Task Forces will meet as often as necessary. Beginning in February, the Steering Committee will report out regularly to the School Board on the progress of the Task Forces.

If you have any questions regarding H2O, an interest in getting involved in the H2O effort, or questions about the future of the District, please contact me.