School Administrative Unit #9

District Goals

SAU#9 Goals 2022-2022


Goal 1: Develop and implement flexible, responsive, effective systems that will allow students access to their education as we move through and beyond 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:

  •  Modify the SAU 9 Safe Return to In-Person Instruction and Continuity of Services Plan as guided by NHDPHS
  •  Organize and allocate staffing and facilities to support the return to schools safely
  • Utilize the CARES, ESSER II, and ESSER III funding to support education for all students
  • Organize transportation to meet the guidelines of the Plan
  • Develop response protocols related to positive COVID-19 cases
  • Establish a COVID-19 response team inclusive of local medical providers
  • Engage parents and community members in the educational process
  • Expand and communicate programming options for students of all abilities
  • Examine instructional practices to “extinguish” out of date practices and “evolve” those promising practices to meet the needs of students
  • Help teachers to rediscover the JOY of teaching
  • Help students rediscover the joy of learning 

Performance Indicators:

  •  Implementation of all facets of the Plan as recommended in the areas of: facilities, personnel, transportation, scheduling, co-curricular
  •  Learning scenario matrix monitoring and evaluation is ongoing
  • Timely briefings with the Pandemic Response team as conditions change
  • Expenditure of federal  funding in an efficient and effective manner to support educating all students
  • Access to reliable, dynamic technology
  • Response 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
  • Examples of engaging parents and community members in the educational process
  • Data around the effectiveness of communication and caregiver understanding of programming options available  instructional practices to “extinguish” out of date practices and “evolve” those promising practices to meet the needs of students
  • Data related to teachers’ dispositions relating to their positions Data related to students’ dispositions relating to learning 

 


 

Goal 2: We will leverage what we know about the change process to achieve the mission and vision of SAU9.

Objective: 
The various district strategic plans will be implemented, monitored and evaluated.


Strategies:

  •  Implement the tenets of the Portrait of a Learner into the Strategic Plan
    -
    Establish updated goals and action plans at the district and building level
  •  Ensure common understanding of Portrait of a Learner  among staff and community and challenge conflicting actions processes and policies
  • Administrative 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 based upon the SAU 9 report card
  • 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
  • Continue a thorough review of the tuition contracts with sending and receiving towns in SAU  9
  • Revision of School Board reporting and incorporation of Portrait of a Learner and Strategic Plan alignment in reports

Performance Indicators:

  • Bi-annual report of progress on the Strategic Plan
  • Complete data for SAU 9 report card. Evaluate the data and determine the current reality as it relates to: individual students, schools, districts
  • 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
  • Revise CBE Instruction, Assessment and Environment work including evaluation modifications
  • Celebrate and promote accomplishments
  • Identify structural elements that have been established or changed to support our Portrait of a Learner

 


 

Goal 3: 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
  •  Commit to Learning Progressions in all curricular areas k-12
  • Develop capacity to create and use high quality common performance assessments
  • Align balanced assessments to competencies and instructional practice
  • 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
  • Maximize goal setting and evaluation opportunities to provide instructional feedback for growth
  • Ensure that all students know of and have access to all programs including, but not limited to: ELO’s, IRC’s (Industry Related Credentials), dual enrollment courses
  • Ensure that POL components are thoughtfully integrated into all curricular areas
  • 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
  • Pilot a learning management system that reports on student growth and performance
  • Ensure that POL components are incorporated into all curricular areas
  • Utilize student led conferencing and learning exhibitions to demonstrate academic and personal growth
  • Utilize SAU9 report card to identify trends, strengths, and opportunities for growth

Performance Indicators:

  • School and district level meetings during which educators review performance assessments (both the tools and the student work)
  •  Adoption of learning progressions for all subject areas
  • Effective use of PLC time focused on student achievement data
  • Curriculum documents consistent in structure, and 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
  • Effective student led conferencing that reports on student growth and achievement




Goal 4:  We will recruit, recognize and develop the most effective personnel

Objective 1: Align professional development, observation and evaluation to implement competency-based education and personalized learning

Strategies: 

  •  Provide information to school boards to make informed decisions
  •  Improve upon existing goal setting and evaluation practices; revise as appropriate
  • Map out professional development opportunities with focused goals for improvement
  • Provide professional development around instruction, assessment and environmental practices
  • Create intentional coaching opportunities for educators
  • 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
  • Redesign New Teacher Induction programming

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
  • Change format of school board reporting to reflect progress toward goals and our Portrait of a Learner

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 salary and compensation variables
  • Develop short and long term goals for negotiations
  • Protect the district from long term financial liability costs
  • Update personnel policies for non union positions
  • Continue to negotiate competitive salary compensation
  • Support staff members as the consumer driven health benefits continue to exhaust FSA funds
  • Continue to utilize grant funding to offset local district costs

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
  • Review benefits in contracts and personnel policies for consistency in language and practice
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