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How a Small Rural District Transformed Academic Performance and School Culture by Putting People at the Center of Every Decision

In an era where educational leaders face compounding pressures鈥攕tate mandates, budget shortfalls, staff shortages, and mental health crises鈥攖he path forward often feels like triage. Yet, in the small, rural district of Weymouth Township we chose a different path: one that doesn鈥檛 ignore the urgency but instead centers people鈥攕tudents, teachers, families鈥攊n every decision we made. That approach changed everything.

When I first stepped into the dual role of superintendent and principal in Weymouth Township, we were facing multiple systemic challenges: declining enrollment, eroding trust, high turnover, and flat academic performance. Many staff were overwhelmed and emotionally depleted, a reality made worse by the residual effects of the pandemic.

The change began not with programs, but with people. Listening deeply, building trust, and re-centering our mission around the whole child and whole educator created the foundation for everything else.

Supporting the Whole Child and Prioritizing Educator Well-Being

We began by implementing a rotating intervention and enrichment block called Hawk Huddle, ensuring all learners received targeted support without stigma. Our MTSS system expanded rapidly, supported by data analytics and free AI-powered tools that individualize learning paths. These interventions boosted growth metrics without burdening our budget鈥攁nd teachers embraced them because we built these systems with them, not for them.

Listening deeply, building trust, and re-centering our mission around the whole child and whole educator created the foundation for everything else.

At the same time, we addressed staff well-being head-on. Our partnership with Teacher Coach, a professional wellness platform, provided resources tailored to educator mental health and burnout reduction. Combined with leadership coaching and time for reflection, this initiative gave our team space to refuel and reconnect with their 鈥渨hy.鈥�

Student well-being was also front and center. We implemented a comprehensive SEL program with fidelity, measured annually through the Rutgers School Climate Inventory. Results showed marked improvements in school climate, trust, and student engagement.

The Results: Growth Across All Metrics and Cultural Transformation

As morale rose, so did performance. We experienced:

• A 10.5% district-wide increase in ELA growth.
• An 11.5% increase in Math, and met all state growth targets for the year.
• A drop in chronic absenteeism rates for the third year in a row.
• A steady increase in proficiency rates in both ELA and Science.

Importantly, these gains were achieved while simultaneously increasing state aid by 66% and enrollment by 14%.

But perhaps our most significant victory was cultural. We moved from a compliance-focused environment to one rooted in connection. Transparent communication, inclusive planning, and consistent visibility from leadership built a climate of respect and collaboration.

The path ahead is still filled with challenges, but Weymouth Township now walks it together鈥攚ith renewed energy, shared purpose, and a belief in the power of people-centered leadership to transform systems, one relationship at a time.

Al Lewis served as superintendent of Weymouth Township School District (N.J.) until July 2025. He now serves as the superintendent of Glassboro Public School District (N.J.)