2022-23 Board-Established Superintendent Goals
Goal 1: Leveraging Professional Learning Communities to Improve Student Outcomes
Ensuring that high levels of learning is provided for all students is a Superintendent's core mission. To that end, the Board has established high expectations for increased student performance.
Goal Statement: The Superintendent will provide the training, leadership, and accountability necessary to ensure high-functioning school wide learning communities are achieved, where grade-level and course-alike collaborative teams develop a guaranteed and viable curriculum, ensure essential learning targets are met, and that interventions and extensions are implemented to address individual learning needs.
- Professional learning is developed and delivered to building administration regarding “Beyond the Pandemic” learning needs and preparation (Spring/Summer 22).
- Training is provided to building Guiding Coalition teams and administration necessary to support school PLC advancement (Summer 22).
- Review and refinement of grade level/subject alike promise standards by Winter 22.
- Staff feedback perception on EES survey regarding school leadership teams, collaborative culture and I/They gaps continued to exceed national performance and/or demonstrate improvement over prior year results.
- K-8 students on Fall to winter iReady reading and math growth results will demonstrate a:
- 10% decrease in the number of students 2 or more grade levels behind; and,
- 10% increase in the number of students early on grade or above.
Goal 2: Ensuring Long Term Financial Stability
Goal Statement: The Superintendent will provide the leadership and recommendations necessary to address financial solvency/stability challenges facing WWPS as a result of declining student enrollment and waning one-time funding.
- Develop a multi-year plan to ensure financial stability for WWPS that ensures revenues match expenditures no later than the 2024-25 fiscal year budget.
- Through an equity lens, make necessary staffing and resourcing decisions to address waning revenue resulting from declining student enrollment, increased labor costs and the sunset of one-time pandemic funding.
- Make ongoing reduction and resourcing recommendations to the School Board, supported by data and research when applicable, to ensure long term financial stability.