2024-2025 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.

TIMELINE

2024-2025 Superintendent’s Annual Performance Goals and/or District Goals

Develops and Implements a District Leadership Theory of Action that Guides Decision Making Theory of Action Plan

The Superintendent will work in collaboration with the Center for Educational Leadership (CEL), and theAssociate Superintendents and the Chief Academic Officer (CAO) to develop Theories of Action plans. The Superintendent will meet with identified leaders monthly to reflect, provide formative feedback, and revise the plans. A mid-year and end-of-year self-reflection will also be completed by the team. Drafts of the Theories of Action plans will be shared with the BOE when developed, midyear, and a final plan will be submitted no later than June 30, 2025.

The Superintendent will work in collaboration with the members of the Senior Leadership Team to develop Theories of Action. The Superintendent will meet with identified leaders monthly to reflect, provide formative feedback and revise. Also, the Superintendent will conduct mid-year and end of year self-reflections. Drafts of the Theories of Action plans will be shared with the BOE when developed, midyear, and a final plan will be submitted no later than June 30, 2026.

Demonstrates a Results and Improvement Orientation that Addresses both Accountability and Capacity Building Mechanisms

District and School Performance Dashboard Indicators (PDI)

No later than June 2025, the Superintendent will work in collaboration with Partners in Educational Leadership (PEL) to develop district and school Performance Dashboard Indicators (PDI) to be used to inform goals included in the District Strategic Improvements Plan (DSIP) and School Strategic Improvement Plans (SSIP).

No later than August 2025, the Superintendent, in collaboration with Partners in Educational Leadership (PEL), will work to train Associate Superintendents to use Performance Dashboard Indicators (PDI) to draft District Strategic Improvements Plan goals, as well as support principals and school teams in drafting School Strategic Improvement Plan goals.

No later than October 2025, the Superintendent, in collaboration with the Associate Superintendents, will present to the BOE Teaching and Learning Committee the District Strategic Improvements Plan and selected School Strategic Improvement Plans representing Elementary, Middle and High School, developed with Performance Dashboard Indicators (PDI).

Aligned District-wide Improvement Cycle Plan

No later than June 2025, the Superintendent, in collaboration with the Center for Educational Leadership (CEL), will establish an Aligned District-wide Improvement Cycle Plan to use when implementing SPS initiatives with potential for significant impact. The Aligned District-wide Improvement Cycle Plan will be based on diagnosis, planning, implementation and monitoring and will require the Superintendent to establish leading and lagging indicators for success as well as an action plan for continuing, stopping, or revising SPS initiatives with potential for significant impact and/or updated protocols for the BOE.

No later than February 2025 and April 2025, the Superintendent, in collaboration with the CAO and Associate Superintendents, will identify SPS initiatives with potential for significant impact and conduct a mini pilot of the draft district-wide improvement cycle. Results will be analyzed and presented to the BOE no later than June 30, 2025.

Personal Leadership Competencies Associated with Effective District Leadership

360 Degree Communication Cycle

The Superintendent, in collaboration with the Center for Educational Leadership (CEL), will identify an SPS initiative to engage community partners in a 360-degree communication cycle, which will include: soliciting feedback on potential initiatives when they are in the planning stages and returning to those stakeholders and the BOE with messaging on decisions that were made and the rationale. In addition, the Superintendent will send out MOY and EOY surveys to community partners, other boards, and the Mayor’s office to assess the effectiveness of collaboration between the district and community partners. The Superintendent will provide a report on the 360-degree communication process to the BOE no later than June 30, 2025.

2023-2024 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. Fiscal 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.