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
Goal: We will recruit, recognize and develop the most effective personnel
Objective 1: Align professional development, evaluation, training and support to implement competency-based education and personalized learning.
Strategies:
- 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