School Administrative Unit #9

SAU#9 Goals 2020-2021

Goal: Develop and implement flexible, responsive, effective systems that will allow students access to their education during and after the pandemic.

Objective: SAU 9 educational system will be responsive to the needs of students, staff, and community to deliver educational programming that is dynamic and flexible.

Strategies:

• Develop the SAU 9 Re-entry Plan that is focused on minimizing risk and increased safety as a result of COVID-19
• Gather feedback from parents, staff and community members on the re-entry plan
• Implement the SAU 9 Re-entry Plan
• Develop programming options for learning scenarios including face-to-face, hybrid, ,remote, and fully distance
• Organize and allocate staffing and facilities to support the return to schools safely
• Utilize the CARES funding to implement the Re-entry plan
• Organize transportation to meet the guidelines of the re-entry plan
• Develop a matrix for determining transitions among different models of education
• Develop response protocols related to COVID-19
• Purchase of technology, infrastructure and training for students and staff
• Establish a COVID-19 response team inclusive of local medical providers
• Address technology needs to support student and staff

Performance Indicators:

• Implementation of all facets of the re-entry plan as recommended in the areas of: facilities, personnel, transportation, scheduling, co-curricular
• Learning scenario matrix monitoring and evaluation is ongoing
• Weekly briefings with the COVID-19 medical providers
• Expenditure of CARES funding in an efficient and effective manner to support re-entry of students
• Access to reliable, dynamic technology
• Respond to COVID-19 conditions at the classroom, school, district and SAU 9 in an effective manner
• Creatively address staffing to minimize disruption to the educational system

Goal: We will leverage what we know about the change process to achieve the mission and vision of SAU9.

Objective: By the end of the 2020-2021 school year, the 2020-2025 Strategic Plan will be developed and adopted.

Strategies:

•  Implement the tenets of the Portrait of a Learner into the Strategic Plan
  - Establish updated goals and action plansAdministrative PLC work focused on CBE, instruction, assessment and environment
•  Present to a wide variety of stakeholders in the community providing opportunity for feedback and input
• Collect and organize data points to inform decision making
• Revision of the six phase plan for implementing CBE in grades k-12
• Identify and recognize what practices/structures are in place, which ones need to be modified, and which ones need to be established
• Participate on the co-operative school district planning committee
• Continue a thorough review of the tuition contracts with sending and receiving towns in SAU9

Performance Indicators:

•  Adoption of the five year Strategic Plan 
•  Analysis of agreed upon data
• Staff will be able to articulate the connection between our vision of realizing the full potential of each and every student and CBE
• Changes in programming, policies, procedures and staffing that reflect the dynamic changes to educational needs
• School based goals aligned to the CBE implementation plan and the Portrait of a Learner
• Celebration of accomplishments of the district

Goal: We will continuously improve each student’s level of achievement and growth.

Objective: Create a cohesive comprehensive curriculum, instruction and assessment system that is consistent with our vision and mission, and reflective of the changing needs of our students. 

Strategies:

• Evaluate our local system of assessment and make recommendations to improve it
• Develop capacity to create and use high quality common performance assessments
• Align assessments to competencies
• Build structures to support personalization of instruction for each and every student
• Develop criteria to locally define student achievement based upon the Portrait of a Learner and processes for demonstration/ documentation
• Expand and develop ELO practices/experiential learning opportunities; effectively communicate those opportunities
• Assess the needs of individual schools and staff members in the areas of instruction, assessment and environment through walk throughs, goals setting and the evaluation process 

Performance Indicators:

• School and district level meetings during which educators review performance assessments (both the tools and the student work)
• Curriculum documents consistent in structure, used as a resource
• Recommendations for action from curriculum committees based upon district level data relating to instruction, materials, assessment and/or professional development needs
• Assessment maps developed and used at the school and district levels
• Each school can identify consistent, school-wide structures in place that support personalization/development of the qualities included in the Portrait of a Learner
• Clear organization/structure for ELOs; increase the number of students that complete ELOs this year
• Evaluation of assessment and instructional practices that are tied to staff goals; Corresponding/relevant feedback provided 

• Provide information to school boards to make informed decisions
• Provide professional development around instruction, assessment and environmental practices
• Differentiate professional development
• Engage in walkthroughs providing high quality feedback to educators
• Develop consistent knowledge and understanding practices among administration to provide useful feedback to educators 
• Review exit interview data

Performance Indicators:

•  Efficient and effective school board and subcommittee work with a focus on school improvement
• Samples of professional development offerings
• Examples of how professional development has impacted classroom instruction, assessment and environment to improve student learning
• Samples of feedback provided to educators
• Consistency of instructional practice as monitored through observation with feedback for improvement
• Administration will identify building level strengths and weaknesses and provide professional development to meet the needs of the staff
• Effective administrative feedback and evaluation to improve staff performance as documented in formal and informal manner

Objective 2: Negotiate collective bargaining agreements and personnel policies that support the recruitment and retention of highly qualified staff while addressing the rising costs of health insurance

Strategies: 

•  Manage a fiscally responsible budget that supports district goals
• Analyze salary comparisons as identified by the strategic plan
• Inform school board members and union negotiators on the various health care plans and providers
• Develop short and long term goals for negotiations
• Protect the district from long term financial liability costs
• Update personnel policies for non union positions

Performance Indicators:

•  Implement salary schedules that are competitive with Comp 1 & 2 of the strategic plan
• Negotiate consumer driven health care plans to control costs
• Negotiate multi year contracts that balance the interests of employees and taxpayers
• Analyze long term costs of obligations beyond retirement with balanced interest to early retirement benefits
• Personnel policies will reflect trends in collective bargaining agreements with updated salary schedules and benefit changes