Donna Flores

This document provides an overview of the Commonwealth of the Northern Mariana Islands Public School System (CNMI PSS), detailing its vision to empower innovative thinkers and learners, and its mission to educate lifelong learners to become productive citizens. The plan is underpinned by values such as Leadership, Learning, Engagement, Accountability, Diversity, Efficacy, and Relationships. It outlines six strategic priorities: Student Success, Accountable High Performing Systems, High Performing Personnel, Effective and Efficient Operations, Safe and Caring Schools, and Communications and Community Relations. These priorities collectively aim to ensure quality education, high student outcomes, efficient resource management, a safe learning environment, and strong community partnerships.

This implementation plan outlines a strategy to enhance Early Intervention/Early Childhood (EI/EC) services within the Commonwealth of the Northern Mariana Islands. Key focus areas include strengthening governance through standardized operating procedures and progress monitoring, advancing professional development by training providers and parents in evidence-based practices for expressive language, ensuring accountability via continuous quality improvement processes and enhanced assessment tools, and fostering collaboration by updating interagency agreements and addressing systemic barriers. The overarching goal is for all children exiting the program to achieve 80% or greater skills in expressive language.

This document outlines the Commonwealth of the Northern Mariana Islands' Theory of Action (Part C), a strategic framework designed to systematically improve expressive language and functional communication skills in young children. The plan is structured around key strands including Governance, Professional Development, Accountability & Monitoring, and Collaboration. It details activities and expected outcomes, such as adopting policies for systemic assessment, providing professional development on evidence-based practices, implementing continuous quality improvement processes, and enhancing interagency agreements. The overarching vision is for 80% or more of children exiting the program to achieve targeted expressive language and functional communication skills.

The agenda was adopted, and there were no public comments. Reports included updates on the Federal Funds Status and the Local Funds Status. New business involved several actions: approval of the Tyler Munis Cost Analysis, approval of the FY2023 Local Budget as proposed, and approvals for designating the 2022 Bullying & Violence Prevention Month, 2022 Education Month, and 2022 Head Start Awareness Month. Applications for the Head Start Supplemental COP One-Time Grant and Head Start One-Time HI-OP Grant were approved, with one member recusing. Additionally, the Board approved a Resolution for Board Members' Transfer and adopted the daily stipend and per diem rate. An executive session was held to discuss legal issues, the transfer of leftover PD funds, the relevant law regarding such transfers, and contract terms in Procurement for solar panels.

The meeting agenda was significantly amended, including deferring several New Business items to the FPA Committee and tabling multiple reports, including Committee Reports and the Head Start Program Report. Key new business actions involved the approval of the SY 2022-2023 Menu. The board also approved Regulation 60-40-210 Small Purchases section g. as final. Furthermore, several Head Start/Early Head Start items were approved, such as the Carry Over Request, Cost Allocation Plan, and various grant narratives and budget revision requests. Finally, a resolution was adopted to update the list of authorized bank signatories, adding specific personnel.