• District / Superintendent Goals for 2021-22 

    (SMART goals- specific, measurable, achievable, realistic, time-bound)

    1. We will elevate evidence-based decision making to build & execute a compelling strategic coherence plan… by:

      1. Expanding use of data throughout the school year
        1. By August 2021, principals and central cabinet members will complete the Leading with Evidence online course through Columbia University Teachers College
        2. Between September 2021 and May 2022, a series of six, evidence-based administrative instructional dialogues will be held
        3. Between October 2021 and June 2022, a minimum of six presentations will be given at Board of Education meetings using data and evidence to communicate status and progress
      2. Using data to inform our Strategic Coherence Planning
        1. By October 2021, Gather evidence on what the future will require of our graduate
        2. By November 2021,Gather data on the current state within the district across teams and domains
        3. By January 2022, Create actionable, high-leverage strategic coherence goals to guide the district into the future
        4. By March 2022, Create a comprehensive action plan to execute strategic coherence goals
    2. We will reinforce foundational curricular & instructional systems to support our emerging strategic vision… by:

      1. Enhancing & expanding Multi-Tiered Systems of Support (MTSS) for students
        1. By October 2021, implement a universal screening tool for all students in the areas of ELA and math
        2. By May 2022, build/bolster understanding and usage of Tier I interventions and differentiation for all staff members through professional development
        3. By May 2022, develop skills around data-driven instruction, small group instruction and progress monitoring for all staff members through professional development
      2. Developing top-tier curriculum & pedagogy
        1. ELA- Begin working toward a world-class, student centered literacy program that opens doors to all content area learning with the ultimate goal of having all students exit grade 3 reading on grade level
        2. By May 2022, complete ELA K-5 scope and sequence maps & begin vertical articulation process
        3. By May 2022, evaluate the effectiveness of the Wonders program and make recommendations for literacy program to be piloted in 2022-23 and implemented in fall 2023
        4. Math- By December 2021, implement K-5 mathematics pilots of Into Math & Reveal Math; by January 2022 make purchase decision; by June 2022 begin professional development for September 2022 implementation
        5. Science- By December 2021, evaluate implementation of the Next Generation Science Standards K-12 through a Tri-State visit 
        6. Technology/STEM/Library- By May 2022, complete interdisciplinary alignment K-5 
        7. English as a New Language (ENL)- Increase grades 2-5 ENL service through an integrated co-teaching model; evaluate by May of 2022 the effectiveness of adding additional ENL teacher at AH/GV 
      3. Increasing Capacity & Coherence of Instructional Technology
        1. By December 2021, Implement a K-12 Instructional Technology Framework
        2. By May 2022, Evaluate the creation and implementation of the Educational Technology Facilitator positions
        3. By June 2022, Finalize a K-12 Instructional Technology Scope and Sequence aligned to ISTE standards that includes stand-alone and integrated programs
        4. Electronic Gradebook Portal to facilitate student ownership and family support of learning- Begin a process for standardized implementation that will go live for students & families by September 2022.
          1. September 2021 - June 2022, professional development for all faculty; voluntary pilot of electronic gradebook with iterative discussions to inform development of procedures & guidelines
          2. February 2021 and June 2021, updates provided to the board at public meetings
    3. We will prepare our facilities to support high standards for learning, health & safety... by:

      1. Prioritizing our Capital needs and developing a comprehensive plan to ensure they are addressed
        1. By September 2021, use Building Conditions Survey to prioritize capital needs and set a general course of action with BOE
        2. September 2021 - February 2022, work with BOE, administrators, professional services and community to develop a phased plan to address facilities, safety/security & learning needs
        3. October 2021- May 2022, engage the community in data-informed dialogue around issues and solutions for both facilities and safety/security; utilize themes from Strategic Coherence Planning
      2. Developing, executing and reporting on the district’s comprehensive security plan
        1. By October 2021, refresh project plan for improvement opportunities with attention to specific facility needs
        2. By October 2021, Develop master schedule for building and district level emergency response team meetings
        3. September 2021, establish a schedule for testing quality control of security guard processes and visitor management at each building four times per year (red team drills)
    4. We will strengthen a culture of unity & belonging... by:

      1. Developing and executing a comprehensive plan for meeting the Social/Emotional needs of students in a post-pandemic world
        1. By September 2021- develop a plan for all schools to devote the first two days of school K-12 entirely to the themes of belonging, relationship-building and social-emotional learning
        2. By October 2021, implement Second Step program grades 2-5; compare discipline data to previous years by June 2022
        3. July 2021- June 2022, multi-year implementation of Positive Behavior Interventions and Supports (PBIS) framework
          1. By December 2021, Identify district vision for climate and outcomes for students
          2. By December 2021, Inventory, Align and Strengthen Program Coherence through resource mapping
          3. By December 2021, Establish the use of data protocols for collaborative inquiry and annual progress monitoring
          4. By February 2022, review SEL data tracking systems (in-house and new)
          5. September 2021-June 2022, continue integrating SEL curriculum within all academic content areas
      2. Embracing diversity, equity and inclusion with a focus on unity
        1. September 2021-January 2022, Engage DEI Task Force and receive recommendations by January 2022. Prime Directive: Focus on what brings us together
        2. By February 2022, Create action plans to pursue recommendations of the task force
      3. Building strong, collaborative teams focused on continuous improvement processes
        1. By October 2021, create an administrative mentorship program
        2. By November 2021, establish norms and a process to guide a “walk-in” culture where administrators and teachers are comfortable hosting visits to demonstrate/share/appreciate instructional practices
        3. By October 2021, establish non-evaluative administrative goal setting structures and practices that provide robust, authentic feedback
        4. By December 2021, Investigate and make recommendations for best practices and tools for assessing culture/climate and engagement of students and staff. 
      4. Engaging in authentic community dialogue around district priorities
        1. By October 2022, District & BOE goals adopted/communicated
        2. By October 2022, create a yearly calendar of dialogue events/forums (live and virtual) forums for superintendent & BOE to informally engage with the community. As themes emerge, create more focused events that may include subject-area experts