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Annual Goals

2025-2026 District Goals

Goal 1: Social-Emotional Learning We will deepen our school culture of care and belonging with particular attention to systems, practices, and staff intra- and interpersonal capacities.

Goal 2: Academic Growth We will expand and hone our use of best practices that nurture and create innovative learning environments supportive of every student’s resilience and success in the future they choose.

Goal 3: Logistics Mission-aligned and discerning stewardship and use of district assets (land, facilities, people, money, institutional knowledge, and time) in this time of transitions to facilitate long-term district success.

 Goal 1: Social-Emotional Learning

We will deepen our school culture of care and belonging with particular attention to systems, practices, and staff intra- and interpersonal capacities.

Pillars

Expand Culture of Care work within staff.

  • Create an environment to engage in difficult conversations (including around equity and bigotry).
  • Build relationships to enable collaborative negotiations in the future.
  • Support staff professional development to improve student outcomes.

Build student feelings of safety and belonging.

  • Maintain/build pride of place (including through construction)
  • Build resilience.
  • Continue to minimize exclusions.

Equity looks like: Each individual feels seen for who they are and is valued within and accountable to the school community.

Goal 2: Academic Growth

We will expand and hone our use of best practices that nurture and create innovative learning environments supportive of every student’s resilience and success in the future they choose.

Pillars

Improve vertical alignment in mathematics.

  •  Complete an audit of K-5 and gap analysis across 6-12 math.\
  • Support MTSS and curricular interventions.

Audit effectiveness of professional development.

  •  Implement a professional development council (Instructional Council - IC).
  • Onboard new teachers.

Equity looks like: Every student, especially those historically underserved, demonstrates academic growth, increasing resilience, and capacity to succeed in the future they choose.

Goal 3: Logistics

Mission-aligned and discerning stewardship and use of district assets (land, facilities, people, money, institutional knowledge, and time) in this time of transitions to facilitate long-term district success.

Pillars

Superintendent

  •  Craft and implement a superintendent entry plan.
  • Create and deepen community partnerships.
  • Oversee committee work (climate and equity).
  • Anticipate and adapt to changing fiscal conditions.

Facilities

  •  Continue to shepherd bond work to minimize negative impacts on student learning.
  • Implement 2025-2026 bond project plan with changes as necessary.

Facilities

  • Recruit and retain quality staff.

Equity looks like: Not burning out human or financial resources: workload is appropriately scaled, impact of bond work is spread out among staff members, and financial choices are made with equitable student outcomes in mind. Be judicious in our responses and decision-making.