Agenda for the November 12th BOE Meeting - Superintendent Goals, Questions on Status of the Strategic Plan
- Kathie Schwartz
- Nov 11, 2024
- 3 min read
Updated: Nov 12, 2024
The next meeting of the RIH BOE is Tuesday November 12th in the Ramapo High School Cafeteria.
The most significant item on the agenda is the approval of the 2024-2025 Superintendent Goals.
This is very important, and some of the goals are pretty aggressive (such as move to Block Scheduling AND a Later Student Start Time), so I posted the entire motion here.
Unfortunately, I do not see any reference to the district’s Strategic Plan completed in 2023. While some of the items in the goals (block scheduling and later start time) were in the strategic plan, many of the goals in the plan are not addressed here. It appears that the Strategic Plan continues to remain on the shelf.
The only goal to address Enrollment Disparity between the high schools, one of the biggest issues which impacts student learning experiences on a daily basis, reads: "Conducting a comprehensive facility analysis to identify opportunities for optimizing space and resources to enhance teaching and learning experiences and to address the enrollment disparity”. How does a facility analysis address Enrollment Disparity? I hope they will provide a little more clarity on that, because it’s not clear to me how that gets at the issue.
E4. Move to approve the following Superintendent Goals for the 2024-25 school year:
Goal #1
The Superintendent will successfully lead the district’s transition to a Block Schedule that implements a Later Student Start Time under a district-wide supervisory structure in order to improve student learning and enhance the overall educational experience by:
Communicating effectively and efficiently with staff, students and parents to inform, build support, and address concerns in order to achieve optimal community understanding of block scheduling benefits
Providing comprehensive professional development that fosters staff-to-staff collaboration on innovative instructional strategies that offer immersive learning experiences in all content areas
Exploring partnerships to expand student programming and instructional opportunities to address current enrollment disparity between schools
Reviewing, Revising and Updating district personnel documents, such as the organizational chart and job descriptions, to ensure accuracy and currency
Goal #2
The Superintendent will prioritize the district’s continued financial stability, prioritize student needs and maintain its position for long-term success by:
Conducting a thorough search for a permanent School Business Administrator so that the position is filled on July 1, 2025, and a supportive transition experience precedes their start date
Formulating a long-term technology plan that prioritizes instructional resources, student achievement, and future growth
Exploring partnerships that have the potential to generate revenue streams and/or serve as an investment in the district’s growth
Strengthening the district’s grant writing abilities to increase funding for innovative programs and initiatives that align with the district’s mission, vision and goals
Conducting a comprehensive facility analysis to identify opportunities for optimizing space and resources to enhance teaching and learning experiences and to address the enrollment disparity
Goal #3
The Superintendent will effectively communicate with the district community, build and strengthen relationships and promote the district’s mission and vision by:
Utilizing multiple communication platforms to disseminate timely and accurate information about the district
Providing opportunities for two-way communication while maintaining the established policies and regulations that relate to district communication and chain of command
Developing and implementing strategies to enhance the district’s reputation and highlight its achievements
Continuing to foster relationships with FLOW district leaders through regular and routine communication and collaboration
Goal #4
The Superintendent will ensure that the district’s policy framework is current, accurate and aligned with the district’s mission and vision by:
Continuing with the policy review in progress that addressed identified updates and revisions to policies and regulations to have all policies current by June 30, 2024
Creating a maintenance plan that will support the ongoing review of all policies to ensure their accuracy and currency
Developing a plan for internal communication that ensures that all new and revised policies are explained and implemented, and staff are properly trained
Establishing a system for regular evaluation of the effectiveness of district policies that incorporates data and feedback to identify areas of improvement
Goal #5
The Superintendent will support smooth and productive negotiation processes that result in agreements to benefit both the Board and District Personnel in their shared interest in district achievement by:
Establishing healthy working relationships with association representatives and independent personnel to build and strengthen trust and support open, routine communication
Preparing comprehensive materials during the negotiations process that offer a clear understanding of the district’s financial capabilities, organizational structure, and prioritized needs
Fostering timely and efficient negotiations processes to avoid disruptions and distractions to the district’s climate, culture and educational process
Link to the BOE Meeting Agenda: https://cdnsm5-ss11.sharpschool.com/UserFiles/Servers/Server_237981/File/Board%20of%20Ed/Minutes%20-%20Agendas/24-25/Agenda/11122024%20Regular%20Public%20Meeting%20Agenda.pdf
Link to the Strategic Plan: https://cdnsm5-ss11.sharpschool.com/UserFiles/Servers/Server_237981/Image/Data%20Review%20Agenda/RIH%20Strategic%20Plan%20Goals%20Initiatives%20Objectives%202023%20%202028%2061223.pdf
Follow the conversation on Facebook: https://www.facebook.com/RIHBoardWatch/posts/pfbid02iapLHWTRe2Cfwm65uh7HE9RbXDL3Qo6j8weyuVhLA1Nxhm6SUnzaQccF6ciy5yTzl