LAURIE MELANSON SUPERINTENDENT OF SCHOOLS SAU 23 GOALS

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1 LAURIE MELANSON SUPERINTENDENT OF SCHOOLS SAU 23 GOALS My overarching goal for this year is to keep the work of teaching and learning central to everything that we do, Prek-12, district-wide. GOAL #1 The Superintendent will complete an educational audit of all SAU 23 schools, by June 1, RATIONALE As a new superintendent, an educational audit of each school s performance will provide direction for improvement plans. Input from school board members, school personnel, parents and student will help provide information on the current condition of our schools, our strengths and areas for growth at each building. 1. The Superintendent will be a visible presence in the schools and in classrooms. 2. Information to be gathered in the following categories: OUTCOME Curriculum and instruction Assessment and data Professional Development Personnel Climate and Culture Facilities and operations Community support and involvement A thorough understanding of our schools will serve as a backdrop for future planning and will contribute to the creation of a vision and strategic plan for the future.

2 GOAL #2 To work with the Administrative Leadership team and teachers to adopt a set of graduation competencies for Prek-8th Grade and 9th-12th Grade in major content and non-content areas: Language Arts, Science, Mathematics, Social Studies, the Arts and Work Study Practices. Completed drafts of grade span competencies will be available for School Board review by January 1, RATIONALE SAU 23 School Communities need a system and a format that describes what we want our students to be able to do when they graduate from 8th and 12th grades. Competency is the ability of a student to apply content knowledge and skills in and/or across the content area(s). They include explicit, measurable, transferable learning objectives that empower students. Our aligned system will describe learning progressions, describing student performance in each area at each grade level and promoting personalized learning and assessment at the local level. 1. I will work with the Principals, Assistant Principals and Special Education director to develop a plan for the dissemination of the NH Model Competencies for Prek-8 and 9-12 to assure all teachers are given the opportunity to review and give feedback. We will adopt or adapt to create working documents for SAU 23 schools. 2. Reinstate the Curriculum Advisory Council with teachers from each school in SAU Principals and teachers will continue collaborative work during the school day where planning time is available, after school during building meeting times, during available release time and during occasional full day release time for representative groups of teachers. 4. On-going training will be provided for members of the Administrative Leadership Team to assist them in supporting this work in our schools. 5. Selected teachers from each school (Open to all grades and content areas) will receive intensive training on developing rigorous performance assessments for selected competencies. These trained teachers will share their work with colleagues, administer the locally developed assessments and score the student work. 6. I will work with the Principals to develop a presentation for parents and community members on competency based education. OUTCOME SAU 23 Schools will have a set of clearly articulated graduation competencies, from which performance assessments and curriculum documents will be developed.

3 GOAL #3 To continue the development of a sound evaluation process for all school employees that will assure high performance and quality control and that will meet state and local performance standards. RATIONALE The waiver from the federal No Child Left Behind Act and the reauthorization of the Every Child Succeeds Act, requires districts to have an evaluation instrument in place that evaluates teachers and administrators in relationship to an agreed upon set of high performance standards. 1. Introduce the new teacher effectiveness process to teachers at the beginning of the FY17 school year. This process was developed last year with input from teachers and administrators from every school in the SAU. 2. Teachers will self assess, using the scoring rubrics to identify areas of strength and areas to develop. SMART goals will be developed and discussed with the building administrator, to target personal goals, school and district goals. 3. All evaluations will be stored on a free, secure network provided by the NH DOE, called the Educator Evaluation System (ESS). 4. During the summer of 2017, teachers and administrators will reconvene the committee to review feedback from teachers and administrators. Revisions will be considered. 5. All principals will be evaluated, by the Superintendent, with a new standards-based leadership process, developed by a committee of NH leaders and based on ISLLC standards (Interstate School Leader Licensure Consortium). At the summer retreat, principals reviewed the process, rubrics and portfolio component of the process. 6. On-going training and support will be provided to teachers and administrators to support the growth and development of our leaders and faculty OUTCOME SAU 23 Schools will have an evaluation system that accurately assesses performance according to high, agreed upon, performance standards.

4 GOAL 4 To work with SAU Office employees to improve service to our customers and improve accuracy and efficiency in the finance department. RATIONALE The SAU Office has experienced many challenges over the last two years. Turnover in the finance office and district leadership has had a negative effect on the SAU, financially. A strong, effective SAU Office will help rebuild trust and credibility in our school and local communities. 1. Ensure certified, experienced personnel are in all available positions. 2. Build the SAU Office team to work together, cross training positions. 3. Work with all agencies to establish timelines for payments to avoid ALL late filing payments and fees. 4. Establish customer service as primary goal in the SAU office, along with financial responsibility. Courteous interactions with employees and the public Prompt response to questions: within 24 hours Add payroll to the Mojo Help desk, along with technology and data 5. Work with the auditors to close the School year. 6. Close the books on the school year by September 1st and work with the auditors to close the school year as soon as possible. OUTCOME The SAU office will be efficient in all fiscal responsibilities and be a place SAU office employees are proud to work in.

5 GOAL #5 Work with all SAU 23 School Boards to update the SAU 23 Policy Manuals. RATIONALE SAU 23 Schools must have current, up-to-date policy manuals which reflect current RSA s, in a format that is easily renewed and updated. 1. Establish a SAU policy committee to review and prioritize policies that may be missing since the last full review in Work with the NH School Boards Association bank of model policies to consider when developing new or revised policies aligned with new laws and regulations. 3. Consult with the NH School Boards Association program, if needed, to insure our policy manuals are complete and accurate. 4. Review all necessary policies for first and second readings, at public school board meetings, encouraging public participation. OUTCOME Within two years, the SAU School Districts will have a new Policy Manual and an agreed upon process to continually update and renew the manual in an on-going manner.

6 GOAL #6 The Superintendent will work with the individual School Boards, Principals and Facilities Director (where appropriate), to assess and prioritize the immediate and long term needs of each school. RATIONALE Each school in the SAU has unique facility needs. Our communities have invested significant resources into our school buildings, most of which are the most valuable properties in their respective towns. We have a responsibility to maintain our schools, while demonstrating fiscal prudence. 1. Haverhill Cooperative School District The Superintendent will work with the School Board and Strategic Facilities Committee to develop a proposal to address the needs of students and aging facilities, with an eye towards financial efficiencies. 2. Piermont and Bath The Superintendent will work with the Facilities Director, Principals, Custodians and School Boards to identify immediate and long term facility priorities. 3. Warren The Superintendent will work with the Principal, Custodian and School Board to assess and prioritize the facility needs of the Village School. 4. Annual maintenance plans will be reviewed and developed, if found to be necessary. 5. The Superintendent will review budgets for efficiencies in maintenance departments. OUTCOME Our schools will be maintained properly and immediate and long term needs will be prioritized.

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