2023-2024 Goals

All Goals Support Student Success

As a learning community, SPS is committed to:

Increasing achievement for all students by implementing high impact instructional strategies.
Decreasing Chronic Absenteeism through individualized supports and creating a sense of belonging.
Increasing the graduation rates by increasing access and opportunity

According to the Superintendent’s Evaluation Cycle, during the summer, the Board and Superintendent will Discuss and Identify District Goals. Based on the Discussion the Superintendent (and others as needed) drafts Annual Performance Goals and District Goals.

2023-2024 Superintendent’s Annual Performance Goals and/or District Goals

1. Curriculum and Assessment

No later than December 31, 2023, the Chief Academic Officer (CAO) will submit a report confirming that all core subject Secondary
and Kindergarten Reading Curriculum meet “Gold Star” standards and is posted on a public curriculum dashboard, as well as a
comprehensive plan for review and revision which includes feedback mechanisms for teachers, families, and community no later than
June 30, 2024.

No later than December 31, 2024, the Chief Academic Officer (CAO) will submit a report confirming that at least 50% of Secondary
elective subjects and Grade 1-2 Reading Curriculum meet “Gold Star” standards and is posted on a public curriculum dashboard, as
well as a comprehensive plan for review and revision which includes feedback mechanisms for teachers, families, and community no
later than June 30, 2025.

No later than December 31, 2025, the Chief Academic Officer (CAO) will submit a report confirming that at all Secondary elective
subjects and Grade K-5 Reading and Math Curriculum meet “Gold Star” standards and is posted on a public curriculum dashboard, as
well as a comprehensive plan for review and revision which includes feedback mechanisms for teachers, families, and community no
later than June 30, 2026.

2. Instructional Leadership

No later than June 30, 2024, the Associate Superintendents, in collaboration with instructional leadership coaches, will develop and
implement a year-long training plan to identify high leverage instructional practices, evidence of teacher pacing of curriculum and
differentiation of instruction, as well as data review structures to ensure quality rigorous Tier I instruction in all classrooms in
Stamford.

No later than June 30, 2025, the Associate Superintendents will develop a plan that ensures that all Principals demonstrate proficiency in ensuring implementation of high leverage instructional practices, evidence of teacher pacing of curriculum and differentiation of instruction, as well as data review structures to ensure quality rigorous Tier I instruction in all classrooms in Stamford.

No later than December 31, 2025, the Associate Superintendents will develop and implement supports for all principals failing to
demonstrate proficiency identifying high leverage instructional practices, evidence of teacher pacing of curriculum and differentiation of instruction, as well as data review structures to ensure quality rigorous Tier I instruction in all classrooms in Stamford.

3. Evaluations

No later than June 30, 2024, as mandated by state statute, the Executive Director of Human Resources will ensure that the members of the PDGE committee develop a Leader (includes all central office and building administrators 092) and Teacher evaluation plan and consider evidence of the following: rigorous Tier I instruction, the use of high leverage instructional practices, the use of triangulated data, formative feedback, improvement or support plan, and choice and professional growth professional development.
No later than June 30, 2024, develop a growth and development reporting mechanism to the Board of Education as well as a Policy to
ensure that all students have a rigorous Tier I educational experience.

4. Fiscal Operations - Master Staffing Plan

By December 2023, the Chief Financial Officer (CFO), will create a Master Staffing Model that reflects the input of administrators
and staff, and illustrates the number and type of personnel required for each school, based on level and demographic statistics. The
model will be the driver of staffing requests in the budget for Fiscal 25 and beyond.

By December 2024, the Chief Financial Officer (CFO), will create a rubric to validate the efficacy of the model that connects staffing
to instructional performance metrics and measures and whether the model supports staff morale, recruitment, and retention.

5. Facilities Operations - Master Facilities Plan

No later than December 2025, the Facilities Directors will address the following projects as part of the Master Facilities Plan.

Electronic Signature Building Use Permitting System including online payments no later than June 2024
District-wide Safety and Security Projects to install strategically identified electronic exterior door controls to provide keyless entry by swipe card no later than December 2024.
District-wide HVAC Maintenance Program including contracts for manufacturer start-ups, shuts-downs, and operational maintenance and assessments on large HVAC equipment and all new installed systems; contracts for annual maintenance on boiler room sump pump pits; continued capital replacement of HVAC equipment and improvement to HVAC controls as needed, with complete system upgrades for at least 3 additional schools by 2025. Localized control improvements will also continue to take place for any newly installed equipment.