001all right good evening thanks for joining us for the cherry hill public schools board of education board retreat in person we've made it and i will begin with the public notice public notice of this meeting pursuant to the open public meetings act has been given by the board secretary on july 27 2021 in the following manner posted notice on the school bulletin board at the administration building transmitted to the courier post philadelphia inquirer and the clerk of cherry hill township please join me for the pledge of allegiance i pledge allegiance to the flag of the united states of america and to the republic for which it stands one nation under god indivisible with liberty and justice for all okay and i will turn it over to mrs sugar's for roll call mrs arroyo here mrs
002stratton mrs freidel here mrs matlack here mr avadya here mrs schultz here ms stern mrs tong mrs neary here okay great that now brings us to public comment and as usual it'll be three minutes and it can be on any topic and please state your name and municipality okay it doesn't look like we have any public comment tonight so that'll bring us right to our agenda for our board goals and at this time i'd like to introduce jesse adams from the new jersey school boards association and he'll be leading us through this process tonight all right thank you appreciate it um i'm fully vaccinated so i'm going to ask is would anybody be in objection if i took my mask off while we facilitated the process tonight okay okay like you said all right now
003so let's get rolling uh tonight um basically i was asked to come in and help facilitate your goal setting session um but first what i always do when i do goal setting with the board of education is i want to make sure there's no misunderstanding about what we're going to do tonight i get i've given you some handouts and so the first handout i want to take bring your attention to is the one with the nice little circles on it that says district goals and you see four big circles we're going to talk about that because what i find with some boards there might be a misunderstanding about the types of goals that are in a school district and it's important to understand that because each goal represents something different so let's start with the
004big circle at the bottom of the page there it says district goals you can see the elements that we we at ngsba have placed in that circle things like the program instruction staff professional development facilities finance those are all elements that make this district work and ultimately drive the improvement of student achievement that's what district goals are district goals are focused on the district improving and moving the needle as it relates to student achievement i've had a board member say well i see you've got facilities in there you've got finance how are those raising the bar for student achievement and i give a simple dumb answer you've got a leaky roof in one of your buildings and the fourth grade classrooms in that wing have nice little buckets that the custodians have put in place
005so that on a rainy day they catch the drips in the back of the room there's a nice bucket and rainy day drip drip drip teachers at the front of the room facilitating a lesson engaging students in discussion what do you think the folks in the back row that are sitting right next to that bucket are doing a number of them are probably watching the bucket slowly fill up wondering if somebody's going to come and dump it before it go rules over are they paying attention to what's going on in the lesson in the class probably not knowing most fourth third and fourth graders they're preoccupied their attention somewhere else you take your finances take some of your capital uh dollars and you set a contract to get the roofs redone in your in that
006building they all get fixed the next rainy day there's no bucket in the back of the room odds are those students are not preoccupied with a bucket so hopefully some of them are now paying attention to the teacher so that's helping their achievement every dollar you spend in a school district goes to student regardless of what it is whether it's transportation facilities every dollar in a school district should be focused on student achievement if you're spending dollars and you can't reasonably say why you're doing it and how it helps the students and the staff to achieve growing student achievement then you really ought to question why you're spending dollars in that area so that's that's important to understand district goals focus on the things you need to do in the district to raise the bar
007for student achievement there's another caveat to district goals in the statute you you as a board are required you have the responsibility to evaluate one person every year superintendent has a responsibility to evaluate everyone has to make sure that happens but you have the responsibility to evaluate one person every year in the statute there is a list of things that superintendents are required by the boards of education to be evaluated on one of those items is district goals the achievement of district goals so it's important to understand district goals everybody in the school district from the top of the food chain the board of education to the lowest level employee in the district is responsible for helping to achieve the district goals but only one person is being held accountable and that's your superintendent because
008he's required by by law to be evaluated against so he'll give you updates throughout the year tell you how you're doing and come year-end you will do an evaluation and one of the elements it's not the only element but one of the elements you will evaluate on your superintendent is the achievement of the district goals so that is what district goals are are all about there are boards who say well those are board goals and that's where the confusion comes in district goals belong to the board of education okay you have four functions as a board policy planning oversight appraisal and two-way communication that's right out of the code of ethics so by law that's what your role is planning under your planning responsibilities that's where you set district goals strategic planning goals do your
009budget planning all of those type of planning activities belong to you the board of education so you own the district goals but you don't own them in a vacuum i tell boards all the time yes ultimately you own those goals you approve them by vote but you don't create them in a vacuum i mean there are some boards who don't even talk to the superintendent they try to create goals when i get those phone calls i have a pretty interesting conversation with with the board members that are calling me because i tell them they're wrong they need to be discussing the district goals with their educational leader that's what it's all about the other piece that sometimes folks lose sight of is that you are a board of education you have nine members that were
010elected you have one person who's automatically a part of the board even though they don't have voting rights that's your superintendent he is a member of the board of education he just is not a voting member so you need to understand it when i say the words and you'll hear me say it board team i'm talking about you the elected board members your superintendent and your business administrator that is the board team you are the ones who spend a lot of time together and so you are the ones charged with making decisions for this district so it's important to understand your superintendent is your educational leader therefore he's a part of that conversation in setting district goals so it's important to understand that you own the goals because those of you who've heard us at
011njsba talk about roles and responsibilities the board is responsible for the what what do you want for your district you do you tell the district what you want through your policies through your goals through your strategic plans through your budget those are all of the things that you established the what for the district how everything gets done how the district is run how your goals are achieved the how it gets done belongs to the superintendent and his team that's the separation of church and state right you you determine what you want superintendent figures out how to make that happen so it's important to understand that that that there is that distinction so but like i said yes you're establishing the what but your superintendent is a part of that conversation when you get to get
012to the district goal so that's that big circle district goals so what are board goals see the next circle to the left up top above it board goals are just what they are named they are the board's goals board's goals are focused on you as a governing body how do you improve your ability to govern in this district that's what board goals are all about how do you improve yourself it's focused on your processes your procedures the things you need to strengthen as a board to be a more effective governing body that's what board goals are district goals when you establish district goals ultimately how it gets done gets determined by superintendent through action planning etc board goals because they belong to the board who do you think is responsible for developing an action plan
013for board goals the board all right so it's important to understand the difference between district goals focused on the district board goals focused on the board the third goal set of goals you see there in that touching the district goal circle is the superintendent goal what are those every year your superintendent has an evaluation you have a summary conference and you discuss strengths areas of improvement you have a pretty usually it's a pretty good discussion and and how to work better as a team and then ultimately there are opportunities for the superintendent to work on things that he believes will help make him a better superintendent to support you and the students of this district those are superintendent goals they're driven like i said from primarily from the evaluation process but they're also driven from
014his professional development plan that he he maintains for himself is required to maintain he briefs you every year that he's got one you you're not required to approve it but he's required to let you know that he's working on things those are all part of his goals so those are superintendent goals and then the dotted line that takes you to merit goals that's contractual in the statute uh you're allowed if you put it into your superintendent's contract to offer to the to potentially offer merit goals merit goals are above and beyond the regular stuff it's not the day job it's things that you agree to that will move the needle even higher in the areas that are important to you as a board for this district it's very prescriptive that process a process is controlled
015by the doe you will have a conversation if if it's allowed and and the superintendent is if it's allowed in his contract he can request merit goals you just and you determine if you are going to offer them this year you have that conversation superintendent will make some recommendations on potential goals you all will deliberate discuss with the superintendent and come to an agreement on whatever number of merit goals that you believe are appropriate and then those goals go to the executive county superintendent executive county superintendent has the final say on them and the executive county superintendents do shoot them back to the board and say unacceptable yeah one and two are okay three and four you need to go think of something else because this is the day job this is what he's already
016being paid to do so what do i mean by that you set district goals that's part of the day job district goals in statute he's going to get evaluated on you're required to establish your district goals so him working towards those goals that's part of his normal operation as a superintendent what you're looking for what the ecs's are looking for those things and merit goals that are above and beyond that are going to take some extra effort to get whatever it is you you're trying whatever benefit you're trying to get for the district that's what merit goals are as i said very prescriptive approved by the ecs you execute the year superintendent comes back at the end of the year and says i've achieved them he shows data etc to prove it you all say
017yep looks like you did you got to send those results to the ecs ecs determines whether you're allowed to pay it or not based on you might say oh oh great result ecs may say not one and two yes didn't achieve it on three and you can only pay on one and two ecs has final say on what you pay on the miracle so it's a very prescriptive process but those are the four basic types of goals in a school district i'll stop for a second to see if anybody has any questions on that because this is an important point because boards do get confused between the term board goals district goals and sometimes they conflate the two together yes all right so first of all jesse thanks for spending your evening with us um
018but i guess so for for mrs neary so are we here to discuss board goals because it fee it seems like so it and the question comes out i just want to clarify is that you know typically at this time of year we would talk about whatever we'd call it we would talk about what you would describe as district goals so i guess just from a level setting like just you know my understanding is we're here to talk district polls yeah and that's why i want to make sure that yes because when i see the term board goals and i've seen that on your website and that tends to tell me there might be a little bit confusion and you're not unique i do this with every board that i do goal setting with this
019first conversation i want to make sure there's nobody who's got a different view of what they think we're going to work on tonight i've been asked to help facilitate district goals tonight okay other questions jesse i thought i heard someone say something oh okay all right so that that's what just an explanation of district goals and goals in general so let's talk about the process i'm going to walk you through tonight one of the documents i handed you was a flow chart it says district goal setting process has a lot of nice boxes with arrows on it is it easier jesse if you sit down at the table or in the seat and hold the microphone i don't want you to have to stand up better for me because i can see everybody okay i
020just want to make sure like as you're standing there speaking to me and i apologize for the people that i have my back too so okay so when i do goal setting with the board this is the process i follow so i want to make sure this is the first time i'm ever doing goal setting with you so i want to walk through the process i typically walk through um just so you're aware what the steps we're going to take tonight what i do when i kick off our discussion is i don't let board members speak first i want to hear from your educational leader first that's my process so i will ask your superintendent to provide some information and his thoughts from in the context of those thoughts will be your previous year's goals
021anything you want to say comment about are there some things in previous year's goals that you might you being the superintendent might be recommending to the board for consideration to carry over and continue and maybe heighten some things you may have a good program going that was set up from the previous goal and it's gotten most of the results you were looking for but there's more to get he may say we want he wants to extend that one and carry that as for another year or whatever but i give the superintendent the opportunity to talk about the previous year goals any comments and things that he wants the board to think about any potential recommendations around those goals as well as for the new year that we're looking at what are those focus areas and
022recommendations that he and his staff have talked about that he is recommending to you for consideration remember you guys are the ones who ultimately have to approve the goals because they're your goals but i look for him to give you as much input as possible on the thoughts of the educators i will if i if i will capture those thoughts his thoughts on the on the flip chart then i will open it up for board members for your opportunity to provide any of your thoughts any things that you may be thinking of or recommendations that you want to put on the table for consideration i'll capture those once we have the superintendent's thoughts the board members thoughts we will have a conversation as a full board we at board team we will discuss what's been
023recommended by everyone and and the goal is to get to a point where we have a consensus of the three four five and the sba we all we recommend no more than five district goals for a school district five district goals a district that has five goals is a district similar in size to you large districts smaller districts you know thousand students or you know whatever they're going to have maybe up to three goals why staffing look at the administrative team a larger district that has a strong cast of administrators has the ability to focus on multiple goals a small district that has a superintendent slash principal and a ba you give them five goals and and that will be a struggle getting the day job and educating the students and and hitting the goals
024so we tell boards think about your situation and we tell board members be reasonable that you understand what your district can handle we recommend no more than five for districts that use new jersey school boards evaluation tool the first section of that is achievement of district goals the superintendent can only put five up to five goals into the system and we built it that way because that's our recommendation for max so we built it so you can't max out so you can't go above the max so talking through we hopefully will get to whatever number of goals you decide on as a from a consensus so we'll decide on those areas of focus that you're looking for and then ideally we'll have some conversation about what's what what kind of things are you looking for
025in that focus area and then depending on how this evening goes because there might be a twist to it after your superintendent does some some of this talking but typically once we've gotten to that point where i have captured and i understand the the three to four uh or five focus areas and the kind of thoughts around what what you're looking for in each of those areas then we will that's when the evening will end i will take this information go back and create goal statements for each one of those focused goal areas i will return those focus those goal statements back to the superintendent and your board president for a meeting with you all to discuss and now you have at least a baseline to work with and through your discussion you can wordsmith
026it tweak it modify it and you don't hurt my feelings if you don't like my words but it's your opportunity to take that to make sure it fits what you want from a goal statement for each of those areas and if you look at um if you look at the triangle where it says consensus that i just talked about getting to that once we have that i i will go off and create those statements for you and then return them to you once you have them back it's up to you to then get back together have a conversation with your superintendent on the goal statements to make sure they're accurate what and and reflect what you want and then you've established the what those goal statements is are what you want as a board so
027you've done your job from a planning perspective to establish the what the district gold the how is now in the superintendent's court i recommend this process and and what i'll also ask you to pull out is there's a document a table document it looks like this it's an action plan template this is and what we use at ndsba that we give to boards and superintendents as a template you don't have to use it but it's what we recommend from an action planning as it relates to goals so you have a goal we've agreed goal number one is x y and z the goal statement would be the x y and z goal statement superintendent would take that we would take this or whatever document process he wants to use but our recommendation is that he
028now takes that goal statement and creates specific objectives to focus on that goal area we recommend you know three four is a reasonable number of objectives and then for every objective the rest of the document the action plan gets laid out we talk about smart goals and i have a resource document that i've given you that talks about smart goals and this document helps you the superintendent and the board make sure that you are creating smart goals those acting plans you can see they identify the major activities the major action that you're doing what board and staff needs there are yeah basically who are those individuals that are going to be working that action what resources does the superintendent need to make that action happen part of your responsibility is providing resources for this district
029so that's an opportunity for him to identify if he needs something special to complete that action and then timelines the timeline is the schedule when during the year does how what is the timeline for the execution of that action throughout the year and then ultimately how do you know you achieved it last call indicators of success we recommend that superintendents when they do a template similar to this they identify the staffing resources the timeline that they're looking at and to tell the board what is going to be that indicator of success that when we when i report to you that we've hit that indicator you know i believe the district has achieved that accident so that's the template i will leave basically when i return the goal statements they will be on this form it
030will be that goal district goal at the top you'll get i'll send the superintendent if you have four goals there'll be four of these sheets in a word format that i will send so that superintendent can replicate it and create objectives one objective for this sheet all the actions associated with that objective objective two another sheet with all the action so in the end what you approve and we recommend you approve your goals and objectives at the first meeting of the new year school year in september why do we recommend that because that's when everybody's back good time hopefully you you're gonna you know get folks who've turned out we want to hear what's going on your staff's back and you're you as a board are approving the district goals for the new school year
031and everybody hopefully understands and is on the same page as this is what the district is going to focus on for this next year in addition to everything else we do here are the things we're trying to achieve this year that will raise the bar in student achievement and it's a journey peop sometimes board members get impatient we got to fix everything in one year it doesn't happen that way in education so it's important to understand you're you're on a journey so your district goals should be helping you take those incremental steps to improve student achievement in your district so once i return this back to the board superintendent in the board superintendent will do his thing and he should then come back to you and say okay here's the goals the objectives the actions
032and that's a conversation the board team has to make sure we're all on the same page you may have questions he'll answer the questions there may be modifications but in the end when you're all done and you're all on the same page what you approve at that first meeting is the goal statement the objectives and the action plan that's the district goals for the year once you approve them we recommend you stick them up on the website so everyone can see them also periodically throughout the year we recommend that you as a board have a business rhythm that you get periodic updates about how we're doing as a district against the goals so that you're not waiting until march or april when it's time for the superintendent start to start getting his uh self-assessment together
033for evaluation that you're hearing for the first time how we did with the goals in theory by the time you get to march april you should have a real good idea about how where you stand on the achievement of your district goals because you've been getting hopefully periodic updates throughout to keep you all in the loop all right so that's uh that's the process that i typically try to help boards through also questions on the process comments concerns yes hi thank you for the information um just a quick question um prior to this meeting dr molash had shared with us um board goals from other districts and so i was reading through some of those and happened just to notice that other districts had in their goals and kind of their act their like actionable
034steps that were underneath them they were not they did not have any kind of quantitative like measures in there like just example like reduce student achievement by 10 or by 15 it was more here's our goal here's the actionable steps that we're going to take to get there can you just speak to that positive negatively about like putting like detailed quantitative like well you know to answer your question in the in the underneath the circle document that you had there is another document that has a big triangle on it so pull that out and basically njsba's view of goals is that they should be smart goals some of you may have heard that term if you work in industry you hear it all the time i used to work for lockheed martin so i used
035to hear it all the time but what are smart goals right they're the basic the acronym stands for specific measurable achievable relevant and town bound and so when you look at that um template i gave you basically those activities you have to fit by completing this you're going to have built smart actions so the goal itself may be overarching each of the objectives will be specific to what the superintendent believes he needs to focus on to achieve that overarching goal your smart part of your goals will be spelled out in your action plans so we recommend the boards this process will give you smart goals the goal the flow down within the goal gets you to actions that meet the definition of smart therefore you have smart goals that's why we tell boards we recommend
036you approve the whole package you're not just approving the goal the four or five goal statements you're approving the entire game plan for the year that's for each one of those goals with that objectives and action plan you've got a smart goal that's what we recommend we recommend a lot of things what boards do what they what you know how they execute it's totally up to you it's not mandatory we just give you our thoughts on how we recommend you go about doing that that like i said that will give you that's why when you say when i say if you post that on your website someone goes to say okay well what's goal number one they would see goal number one the objectives and all the action plans that's goal one in its entirety
037that's a smart goal because you've got those indicators of success the timelines etc etc so that's that's what we recommend so i hopefully i answered why you see some things that may not match what i just talked about so yes sir yes ma'am i'm sorry so that to the same question that michelle's just asked like some of them seem a little like vague i guess because for me i would say like if you if we're looking at the one about student voice or something like that to offer opportunities for student voice but how are we going to measure that when there's no actual deliverable on that if we don't put like measure student voice by having you know giving us some sort of you know i guess thing to actually measure and look at right
038that's where you're going this this is where this document comes into play measure student voice that's the that's to me that sounds more like an objective versus a goal but let's say using that as a goal example going to measure student student voice well what what objectives flow you flow into that what are the three or four things that we need to focus on to do that to do that goal and then with each one of those objectives what are all the actions and the measurables the indicators of success are the measurable the data that you should be looking for as you know proof that these were accomplished how you measure it that's where you're going to get that detail you're not going to write a goal statement that has all those measurements in the
039goal statement so that's that's what i think clarifies it for me so we are going to get specific with what we're actually going to measure to make sure that the goal was obtained or reached however it doesn't have to sum up to this overall goal statement that we say that we lay out it can be a little bit general and then the actions will show we're actually making it specific most basic the basic goal statement usually is somewhat overarching for a specific area it's the granularity and the detail and the work is the objectives and the action plan and like i said it could be the big thing to me i was a board member for 22 years sitting on two boards when the law allowed that i was a glutton for punishment i was
040born president seven years on one four years on the other and the most important element on the action plan for me as a board member was that last column the indicators of success so when our superintendent put put the objectives in the action plan together he told us what was what was going to be that item that you as a board member would see and the district would see that would indicate the data and the information that proved it was successful so throughout the year we were looking for what what i used to call it the red yellow green the stoplight activities are related back to my lucky days but red yellow green if there's an action it's due within the next six months and the superintendent said hey we're we're red there red means
041we're we're in trouble we're not achieving what we need to achieve yellow means we we're we we may need we have some work to do green means we're on track so the conversation with the board was hey we're yellow in this area on these actions and the superintendent will tell us what the return to green plan was what are the things we're doing to get back on track and or maybe something has happened in the state that's changed what we're what we're trying to do and can do and the superintendent tells you that but at least based on that indicator of success you can have that conversation superintendent can keep you updated on how you're tracking as a district did that give you a warm fuzzy feeling i mean it makes sense i guess because
042i like i don't want to get too specific but like when i see stuff like analyze school start time end times and convene discussions involving students staff members parents and community then i would immediately want to be like that that results in what that so that's what i'm asking you know and so you know so i don't know yep no i understand what you're saying um the uh before i get off of this did i answer the smart question smart okay so we're good there um all right so the other documents i gave you i'm not going over i'm sorry that's okay just a quick question um some of the example sample goals we were shown from other districts had longer term more than one year goals right and and i think they're definitely if
043we're going more big picture there's going to be that component so do we take the longer term and just kind of think about like year one year two year three and then this and do we also state the longer term or do we yes you can they you know there's nothing district goals are annual goals but there's nothing wrong with multi-year goals that's perfectly all right what when i see a multi-year goal what i typically see in the action plan the timeline is going to tell you you know this year we're going to do this this and this next year we're going to do this this and this here's the timeline here's the indicators of success so how do you assess that when the superintendent is being evaluated you're going to focus on those those
044actions that were required in this multi-year goal that were going to be achieved this year he'll he'll he'll do his self-assessment to let you know everything he did you know for the items scheduled for this year to make it happen so the goal itself may not fully be achieved yet but you are able to evaluate in progress where you're at and are you making the right are you moving towards achievement significant improvement significant progress et cetera et cetera um so you can there's nothing wrong with that and a lot of districts do i have a couple districts i did goal setting with and they carried over one of the one or two of their goals from the previous year because there there they were programs that they wanted to continue but they also wanted to
045tweak it to add because it was so successful we want to add another group or another area but that's perfectly within your purview to have multi-year goals okay the other documents are resource documents only i give them to you you'll see they talk about data we tell boards all the time make your decisions based on data don't base it on emotion don't base it on a whim a perception base your decisions on data there is a ton of data in education and your superintendent probably provides you a ton of it on a routine basis but as you look at your your goals and objectives and actions for the year base everything base it on data look for results that that give you those indicators of success that you can tie back to data so those
046those sheets i gave you were just a couple of um tools on you know the decision-making cycle questions school boards should ask because a lot of times they say well we're not we don't run the district then you don't but what are appropriate questions from our level uh so that we're not uh crossing that line into into administration and this gives you the kind of you know how boards can ask and discuss data the kind of things that are at the level that you are that keeps you out of that danger of trying to run the day-to-day of the school so focusing on data gives you an idea of where the pulse is where you're going what the trends are that's how you know as a board which is your responsibility to ensure that the
047district is being well run you do that through data that's how you that's how you get the pulse so those are resource documents you can throw in your board bag and so with that um let's get rolling um uh one is one i'm going to pass out i yeah i gave them all a copy mr adams they have that in paper form as i well turn it over to your superintendent right now to let him just talk about last year's goals some of the things they're recommending for this year uh and then we'll get to board comments and then we'll go from there i'm going to slide the chart over here very good thank you mr adams and thank you for the very detailed discussion going over process and information and what it looks like
048for the development of goals the board members each have a copy of our board goals the the goals from last year 2020 21 and then a draft for this year 2021-22 you've also received these electronically they have not changed since you received them electronically just from a for a little background uh mr adams you know as we looked at goals the development of the of the goals for 2021 2020 2021 last summer and into the fall it was a little bit different for us as an educational organization in february of 2020 the board of education adopted three strategic planning goals that followed a strategic planning process within the district those three strategic planning goals were centered under student wellness purpose and passion and connecting beyond our classrooms and were set to extend to establish a
049long-range vision for the district to follow from 2020 through 2025. so as we went into the process last summer and into the fall we adjusted the structure with which we used to develop the goals for a number of years we had maintained the same topic area or the same topical areas of the goals typically there were about four goals or so some years there may have been a fifth very rarely did we ever go down to three but typically there were four goals that were adopted last year we did adopt three goals and again under those headings of student wellness purpose and passion uh and connecting beyond our classrooms we had discussion during the course of the year about where where we were in achievement our process within the district is we have the 19
050building principles and the assistant principals at the middle schools and high schools they develop their own building goals and then their own professional goals based on the district goals that are initially adopted so it carries the work uh down to the level with the students and with the staff within each of the smaller educational communities in the draft of the goals that i presented or the you know that were developed and i'm thankful that the the central administrative team is here um you know that all but two of our members two of our superintendents are unable to be with us tonight they are on vacation the rest of the team is seated over on the side uh everybody has had input into the goal development we kept the goals underneath those same three areas again
051continuing with the the board's intention of the long-range vision and the long-range planning student wellness purpose and passion and connecting beyond our classrooms there is some carryover from last year into this year some of that necessitated by the fact that the school year certainly did not look like a traditional school year as we were impacted by the pandemic and the things that came along with that so under the area of student wellness you know the the first piece that identifies continue the work of the district-wide student wellness committee with representation from each school continuing on from last year was develop and launch the student wellness tab ontario public schools website that highlights the social emotional learning core competencies wellness and relational strategies document the incorporation of the thrive alliance training and daily practice at all
05219 schools we are working as a school district with thrive alliance during this year who's providing training to our counseling and student assistance counselor staff throughout the district that's going on throughout the course of the academic year so looking at the training that happens with the adults and then how is it being implemented in daily practice and then monitor the implementation of care solus as a district resource uh fair solas has been presented to the board this is a concierge service to match up mental health services with students and with staff members this will be initiated we have training at the end of the summer and this will be initiated through the district throughout the course of the academic year but as a service that will provide for the 700 employees and 11 000 or
053so students second stage was analyze school start times and end times convene discussions involving students staff members parents and community this is something that came up as as part of the discussions with the board during the 2020-21 academic year growing out of adjustment in our schedule at the high school level and over a longer term discussion about school start times with high school students in looking at school start times because of the way that we operate in cherry hill anytime you talk about school start time you also talk about school end time and it is connected what goes on at the high school level the middle school level and the elementary school level third one was promote shared ethical and performance values visibly and comprehensively for students and staff through the district's cultural proficiency equity
054and character education work and underneath that analyze school and district information regarding discipline student placement and student performance outcomes implement a district-wide equity audit pursue district-wide quote no place for hate designation through the anti-defamation league provide anti-bias training to all district staff revise the student code of conduct at all levels using the equity and character education competencies to guide the process in the second area of focus under purpose and passion building principles will adopt building specific goals that align with the district's strategic planning goals building-based goals will review data-driven and research-based school action plans that are specific measurable attainable results oriented and time-bound and that build on demonstrated success again if you were to go to the first letters of each of those pieces you would recognize smart as mr adams talked about multiple student
055learning outcomes will be assessed to determine the effectiveness of the academic program defining success to include traditional assessments and non-traditional assessments especially in light of what's occurred with the pandemic during the course of the last 18 months we have involved ourselves a great deal more in talking about how do we define and measure student success what does that look like beyond the traditional paper and pencil number two monitor the academic program with a focus on the road forward plan student assessments the implementation of the african-american studies course this is a new graduation requirement at the high school level and high school concepts classes this is a change in the delivery of special classes at the high school level in terms of how they are being staffed number three create share and document opportunities at the
056school and district level for student voice number four analyze hiring practices and outcomes in diversifying the certificated staff and underneath that update job descriptions and job postings to reflect the district that values diversity equity and inclusion to attract and retain candidates from a diverse background the number five create an actionable plan to develop a bond referendum this is a carryover as well from 2020-21 develop and publish a time frame for a bond vote communicate information obtained from the facilities analysis of the current physical structures within the district to determine the scope b identified projects to be included in the bond referendum c provide the opportunity for two-way communication between the board of education and stakeholder groups including students faculty and staff community members and then on the third area of focus under connecting beyond our
057classrooms number one create share and document opportunities at the school and district level for student service activities number two develop opportunities for students to meet with to meet with interact with communicate with peers and professionals beyond the cherry hill school district document share the opportunities creating a set of best practices to be enhanced in subsequent academic years that would carry over into subsequent years number three analyze the sending areas for the three middle schools and 12 elementary schools developing a comprehensive plan for boundary adjustments and number four analyze budgeting practices and allocation of funds review middle school supply and cost allocations align use of capital reserve funds with bond referendum decisions design projects with a holistic approach analyze budget structure the individual budget lines modify and condense where optimal and work with grant writer to
058seek grant funding so those are the areas i would contend again with the administrators a rather robust and um exciting set of areas to focus on during the course of the year board members open it up for comments questions other recommendations yes thank you thank you joe this is very robust and detailed and um you know i went through as you were reading them and um had read them before the um you know the action words that we have analyze create communicate all of those things tell us what we're going to do there is one that to corrin's comment about measure measurable and it's under purpose and passion number two where it says monitor the academic program so i guess to me that's a little vague you know not and so i'm wondering like what
059we can do what does that entail how will we measure it what will what will tell us about the monitoring process if we're moving forward or what it what is it that we want to measure with that okay i would add to that mrs matlock we're like is it monitoring for efficacy are we just monitoring for to see that we implement it or completed it or that kind of thing so that that would stick out to me as well so i like this action plan format because i think when you attempt to take these goals and put it in this format that's when you're going to have the challenge to see what resources timelines and the indicators is going to help flush what makes sense and what doesn't this is a really clean simple way
060to do it because i think we don't want to over complicate so for me i i see components in here of things i would ideally want to address as a goal like the boundary adjustments and the reconfiguration and then we need to get the timelines in there and the indicators around that but i think it's it's ideation still just a couple of thoughts um you know in in trying to prepare i'm this is my first year in the board so it's very new for me but in trying to prepare i really thought about kind of why i even ran for the board and why what do i feel like you know what i what are the pain points that i think we see in the district right that i feel like need to is our
061job to kind of identify and really help move the needle with and there's a few items for me i think redistricting we're on the path for that i think that's really important to continue on that although it's not a primary focus for me certain um personally in terms of my the reason you know that my involvement with the board but i absolutely am 100 behind the effort we were focusing on bond so that's really important um we've also had this long-standing goal of what we used to call closing the achievement gap i don't know if that's still what we call it but we consistently have the same low math testing scores on statewide community on the state testing compared to other districts which is now a little bit up in the air with with the
062lack of testing for now two years in a row but to me that's a really critical issue that we really look at specifically how do we improve our math achievement and in thinking about that you know i'm not an educator so i don't kind of know what's a realistic measurable goal i thought 10 percent improvement you know what but we need some data and we need something to work towards and and part of that one of the efforts the district is already in process towards that is changing the math curriculum at the middle school level but there's a longer range plan for that so i to me like that math curriculum assessment and the math achievement which to me is also feeds into kind of like the modernizing of our approach to learning you know
063mapping and science being more and more prominent in kind of connecting beyond the classroom what kids are doing after they finish k through 12 ensuring they've got a really good foundation because it's a really big piece of it so like that's something that i think about um again not it's all new to me so i these are just ideas i'm really excited you're here to help us with them those are the kind of things that you as a board you need to be thinking about what are the aspirations yes community because that's part of your responsibility is to know right understand what the aspirations are of your community for the students in your district and one and one of the other pain points that's that i talk about a lot and i ask questions about
064a lot is special education specifically and you know aspirationally to me i think about how do we focus more on kind of supporting our students in special ed in the ways that help them be successful rather than focusing so much on compliance which i think is more of where we've you know i i think we see we we've seen a lot i think you know my understanding and i could be wrong but i think that we we have we have data that shows that we probably need to shift our focus a little bit and i think and i don't know how we i don't know the right measurement i don't know if it's kind of looking at like decreasing our due process num you know percentages um because that may indicate that we're moving away
065from more of like a compliance focus and more towards like how do we provide for the needs um so and and i and i so those are just kind of like aspirational big my big picture thoughts coming into this um and i just i just i'm a little like some of the things i was a little confused about and just trying to understand um mr adams like you're you talking i've talked about like the day-to-day like it's already part of the job versus like what's so some of the things that are on here are things we've imp we're implementing and i would assume are we have to assess as we go along are they successful is that something we should have as a goal like if we've hired an outside group to provide a service
066is that part of a goal to make sure that we're monitoring that or is that more part of the day-to-day to me asking me if you brought in a service organization to help in a certain area you want to know that those dollars are being well spent i wouldn't establish a goal to track that and monitor that i would expect the staff superintendent and the manager the managers of that service to periodically come back and tell you how your dollars are being spent yes you all provided the resources so that we could contract with xyz corporation because we told you this is the benefit we're going to get for our students so you guys prove the expenditure you should want to know are our dollars being well spent and superintendent can very easily provide data
067and information on we invested and here's what we're getting here's the bang for the buck that we're getting but i wouldn't set that as a specific goal that you would monitor the track i would i would rely on that being part of the business rhythm the day-to-day operations and the periodic updating of some of the special items that may have been in that this board may have invested in for the district okay so maybe some of these that are like that specific that are more like monitoring activities versus planning a new approach on how to get there or making a specific you know looking for a specific like decrease or increase or maybe that's a little bit maybe those are not i mean yeah i mean that was my thought because i'm not sure that
068those are exactly goals or objectives but well they would monitor me they would be part of an action plan an action plan so if you had a goal that um in fact what i what i when i i did look at um when your superintendent told me that back in february you guys established your strategic plan goals i believe under student wellness purpose and passion connecting beyond our classrooms there is a goal statement for each one of those and i see it in the minutes of your strategic planning committee student wellness the goal statement around student wellness is create frameworks of learning and supports for all students to develop the skills needed for social and emotional wellness it really ties into that student so that's your from a strategic planning perspective that's your overarching goal
069what you take for that on an annual basis you should take that overarching goal and each year superintendent would identify some several specific objectives that the district is going to go after to achieve that goal and then for each of those objectives if you develop action plans you've got the smart actions that you need for in that that will give you ultimately those indicators and the data that you you get to see how you're doing your second one purpose and passion develop highly engaging learner-centered experiences within an environment that promotes voice choice and passion for learning can the third one is connecting beyond our classrooms provide resources opportunities and experiences for our students to connect to the world beyond their classrooms and to become informed empathetic agents of change in the world one of the
070things i'm looking for is you know to your point the focus on the achievement assessments closing the achievement gap improving professional development staff skills techniques i would say that probably falls into your purpose and passion role developing highly engaged engaging learner-centered experiences within an environment that provides promotes voice choice and passion for learning within that goal these are the kind of things that i would expect to show up as objectives focused on different elements of your education process student achievement the whole child development those kind of things and then specific actions tied to those objectives on things that you're doing in the district that would be measurable and you could see the outcomes as you as you're going through the year that's how i would see the linkage i look at these goals i could
071i i saw the staff wellness and all i said okay well there's there's got to be more to this and that's where i saw this language so i'm assuming that is the correct language for your strategic planning goals so kind of if you follow that flow you've got your goals to me these would be more of objectives and then and some of these some of the sub-bullets are actions so so in my flow my thinking just looking at it for the first time over the last two days preparing to come in here and and i i was missing this piece until your superintendent told me today that the board had approved three strategic planning goals focused around these three areas and when i found the language i could connect the dots and for me looking
072at it i said you've got three multi-year goals because that's what they are because it says here on this 2020-2025 i'm assuming that's your thought process that you've approved so to me every year those three those are your three goals goal setting periods those are your three goals but the objectives will be different every year to take those incremental steps to meet that overarching goal so that in 2025 when you complete this strategic plan journey you will have achieved what what your overarching statement says and the objective evidence will be the objectives that you identified each year to focus on and the actions that got accomplished in those years and the data the indicators of success that show you're moving the needle ahead in each one of these areas that's right that was a missing
073piece for me coming in for today once i had that i because when i looked at these originally i said they seem to be more objective type action type there's got to be more and i said that was a missing piece of the puzzle and it just happened into in the conference my conversation with the this is just me talking outside or looking at the process i see you've got three goals i see what you what your superintendent is recommending potentially are specific objectives focused in each one of these areas and like i said there are some actions i think there's to your point about the action plan um details resources timelines that's the work that we're not going to do tonight but i think that's that's the work that i would recommend would be
074the next step assuming because you already have goals i don't think we need to reinvent goal statements because you've got three that you've committed to for the next five years i guess really your focus now is developing objectives for the 20 21 22 year that you're doing today so i think there was some confusion when we generated those jesse because there was an understanding that that was the strategic vision versus ongoing goal statements that would be the accountability year over year which thankfully these items roll into that but then how do we ensure that we capture these items as part of the goals right like so i see equity that's a very broad piece right it encompasses special needs we would want ada under that ada compliance right like how do you have equity and
075not capture any of those items so like how do we ensure that we capture that within our district goals for the year now that we understand that these the strategic vision has now become more than i think we understood it to be and some of us were part of that process for those two days that's how i read it once i got to see that that's what it's become yes but i don't know that everybody understood that at that time so now that we've got an understanding that that's unless i'm wrong but i was there and that was some i confusion see if these were more five-year goals the objectives would be how you get through those other items that you're talking about how do you capture equity how do you capture the student achievement
076how do you capture um anything that you want to focus on from a special needs perspective i would say you take the appropriate one of the three areas that it falls under because these are umbrellas and create objectives for the year of what specific area you'd like the district to focus on and then develop action plans around in that's where i think this is so helpful yes and these dots get connected ruth i'm sorry i do yeah i can't see your hand thank you ken i know i've gotten so accustomed to it sorry i was just gonna comment based on what you were saying jesse like i'm following what you're saying and understood it to be and i'll just use this as an example i don't have i'm not saying this in my opinion either
077way this is just an example but taking the overarching goal of purpose and passion and then using the example of if the focus was math dr molash has already outlined number two monitoring the academic program with a specific focus on a is the road forward b student assessment c i mean to me if that's what the goal was we would add e and then slot in if we wanted a specific focus on math like it would make practical sense to me that that's where that would fit exactly what you just said purpose and passion would be the overarching number two would be one of the objectives and then these would be you would slate them in where it would be appropriate for action plans correct give you the evidence that you're being addressed okay what
078steps you're taking that's how i would envision taking this and meshing that all into something that comes back to the board with data and then if i'm understanding that not being and then making sure that it's reasonable and then you could then insert this is a four-year timeline because to you know something like that because we don't decide how the district gets there that's hey this is what we'd like to see the district comes back and says fantastic we hear you that's gonna that that's gonna take four or five years to to achieve and then we can outline the timelines and how we're going to measure this gives the superintendent the ability to tell you for every item you want focused on what's the game plan what's the actions what's the timeline something like let's
079say you wanted to address achievement in the math area he will come back with recommendations on the kind of improvements and the things that we want to do with the target and that target may be a three-year target so his timeline would build an action plan and some of those items you would see in this year next year and the following year and then next year when you go through it he would revise it he may need to modify some of those cur what he planned for that second year but then you have that multi-year and you have the measurements and the info so that you so that throughout those throughout this journey you're getting data that helps you understand how are we approaching the indicators of success that we were hoping to get to
080this family so so then because i i want to make sure i'm not confused first question and i know this takes us like way back like a billion steps to like 6 45 but this says board education goals but these are we are doing district goals right now right when i first saw your the title on when i went to your website it said board of education goals that's why i said we need to have a conversation so that so this so the first thing that should say district goal just come up with our own okay got that clear then the second thing is i kind of was looking as you're teaching i'm seeing the same thing of like these are very excellent actionable steps but i think what i'm hearing you say is for
081student wellness we just need one overarching sentence to agree on because much of what they have here is already the nuts and bolts of the the activities or indicators of what needs to get done we just don't have the one overarching statement about student wellness as our ultimate end game end goal but the ones that you have there those are for the strategic plan and not for the district plan so do we want are we keeping those two things as two separate things or are we meshing them to one typically in your districts who have a strategic plan a strategic plan shakes it's usually a multi-year plan because when we do our strategic plans with boards they're three to five years depending on the length of time they want to plan to be developed once
082they develop the plan they have overarching goals that are established with objectives and actions those actions typically spell out the next five years you you you the framework is there for your annual actions and your goals that you're that you're taking on so in this case um it's your question of well we don't have that overarching statement i believe and i could be wrong like i said i'm i'm looking at this from my perspective seeing all these things over the last two days for the first time you have a statement on wellness that says create frameworks of learning and supports for all students to develop the skills needed for social and emotional wellness so if you go to your superintendent's document at the draft document basically those are the steps that get us there yep
083i could i would say um student wellness that what i just read is the goal statement right then below that so you know these some of these are all you would do as an objective as objectives and then some are action steps then you're going to build action steps right some of these look like more like action steps that should be in the action section of an action plan with staffing resources timelines and then how do i know we've achieved right so at this point then it seems and i think um mrs arroyo's in agreement at this point we need to decide if if what you guys what was set before as the strategic goals are we keeping those and meshing the two and trying to find ways to adopt the two or are you
084keeping them separate uh go ahead ms freydell and then i'll jump in i actually just wanted to make a couple of overall comments not not to answer that that question and i then i think to that question that's a board decision it's not like that's what we all have to come to agreement on about the are the strategic goals going to be the district goals and then work from there can i just say typically your strategic plan helps shape your annual goals because you've got a plan you've thought about where you want to go how do you get there no listen personally i think it makes sense and i can tell at least administratively we've been operating since february of 2020 that these are the three goals i mean you know when we do the
085presentations even in the updates with return to learn we keep the we go over the mission statement we go over the three goals that guide us these are our center this is what directs us this is what make decisions based on uh are these three goals you know we we took it administratively that that's was the charge that the board gave to us you know in making that adoption right i mean so i think there's a logic to the strategic goals and the district goals being aligned um and working from there but a couple of the thoughts that i have i guess maybe the the things that keep me up at night or wake me up or whatever is you know we one of the beautiful things about cherry hill is the diversity of the
086community and and it's diverse in multiple facets um and i think i think to me we need to address that diversity uh beyond just like equity but um students who aren't going to pursue secondary education how are we making sure that we're giving them a foundation for their success that may not include post-secondary i think what mrs miri touched on a little bit earlier mrs stern you know when we look at cultural uh proficiency and equity that we are inclusive of of everything so you know students with disabilities are also looked at in that lens um they're at the table we're bringing people to the table at at as i like to say at the appetizer not at dessert i also um just want to make sure that i'm i'm understanding also um that we
087have timelines so when i look at what was presented the draft and i know we're moving moving this around but like when i look at number two analyze school start times and end times that's very open-ended um there's not and make a recommendation so what happens with this analysis is and i guess that would come in the timeline that you know if that were one of them one of them when i look at the let's just use that one as an example to me there's it needs more it needs more work more yes some something else there for me looking at it i can analyzing start times convenient discussions with students and what are we trying to accomplish right and my last the last thing is that i think that when we when we have
088when we're looking at data we need to really be looking at subgroups of data so when i look at like monitor the implementation of care solus as a district resource which is a concierge service i was not at that meeting so my my takeaway is it's almost like a resource and referral line where you can call and get you know this is my insurance and here are providers so i think it's really important if we're going to be monitoring that we're monitoring you know are our at promise students use a lot using this service are they following through if they're not is it because they can't get there their parents can't take a day off from work so that we're not just looking at the broader that we the the service received 17 000 calls
089right but who's calling and who's going so i think that comes into like the the indicators or so forth but i think we need to be really clear that we want it broken out so that we're really looking at that eleven thousand students oh and i do have one other sorry i didn't i did not know what kara solos was so there you go now that i've heard what it is typically third-party organizations the top part of the conversation is okay how do we know this is a worthwhile service to us right what are the metrics that you are going to provide us that we can use right and they will most companies will tell you here here are the things that we could provide the data and then you as a board say okay
090all this data what are the key indicators that we want to focus on and get that data on an ongoing basis so typically that's part of the contract right or things that you talk about with themselves right that's where i because i wouldn't know off the top to your point yeah you got so many calls that's great but what else is there that we need to know right if we're going to make this a worthwhile service to the community to the to the district and you most companies will be able to give you the kind of data that they're sharing with other districts etcetera yeah just do it just as a as a caveat because we're going to have to talk to care solas i don't know that they're going to tell us the children
091the contact because it's would be a hipaa violation well we don't want their names but we can know you know 60 had medicaid 40. okay you're not in your contract i guarantee you if i was running a company and we'd negotiate a contract and you're asking me now for something that i didn't sign up for i'm gonna tell you i can do it that yeah need to do so that i get those costs covered oh yeah you're 100 right contracting law the terms and conditions will dictate if that's not available you can have that conversation because if there's data you want and they can provide then it's just a matter of are you willing to pay for that pay the cost to get that data right you might need another way to measure the them
092directly acceptance and and maybe the contract is like that but i know in healthcare sometimes you know you can say well we also need to report on this to see i mean if they want to continue the contact with us they might be motivated is the direct contact with the care solos folks and i don't know that whether we are crossing over into you guys want data to know is it being effective and we can talk about that then we'll go to miss mallory she'll go with the contact there will you know what i mean like i don't know i don't know how deep the board is going to take this over but i just i just think like like an example for the indicators of success like 17 000 calls is not necessarily an
093indicator of success so you as a board as a board team you need to discuss what are in data in general i tell dear boards all the time you need to identify what those key performance indicators are in multiple areas because you can't you can't watch everything right right you can't monitor everything what are those key performance indicators that make sense that if you see it and it's trending in the right direction you as a board have a good feel that from your having the pulse on the district that the district is moving in the right direction okay but you have to make those decisions yeah i'm done thank you don't get in the weeds too much too because you know he dr milo has on here that these are the actionable steps and so
094these are the steps that if i'm a building principal i'm gonna go to these action steps looking at those three bullet goals and saying what now can my building do so i i mean i i also pulled out that statement as well because i immediately thought monitor the implementation and utilization of care solas as a district resource um but then i would see a principal putting some bullets under that of maybe measuring number of referrals or whatever but that's not for us to put in here because that's just two and a two heavy in the weeds i feel like it's a flow down yeah the board establishes district goals and the superintendent slows that down because those are his goals right so we would say you know hey we want to we want to know
095the implementation utilization and maybe the results the efficacy or end result if we can in some way then they can come up with the deeper in the weeds portion of that he's evaluating every one of his team right he's establishing goals with them trust me no superintendents when they set goals with their staff there are lines in the bowl that he's being held together and that's what the board is expecting and then they get evaluated on their ability to support got it so for for us for i guess my question is again i i kudos to the admin team for putting these and it's very and had i read this one sentence the these are the measurable actions that we're going to take to achieve the three goals do we have the three statements that
096were under wellness passion and connecting the original three statements because that's where we would be yes we do okay were they the memo ben did you also have a question i'm sorry okay so i so i wrote a bunch of stuff uh just kind of waiting but i think you know so for strategic planning vision which if you look at the people assembled in the room i mean i think it's different i think it's different in one sense but i i think they have to align in the other sense so i think there's this issue first of all of nomenclature right we need three four five buckets the question is you know how do we define those buckets you could define student wellness for instance we're doing a bond why it works into student wellness
097right but at the same time i wouldn't use wellness purpose and passion in connecting beyond the classrooms to totally orient our discussion or to say these are three of five buckets that should be there and i i'm gonna get to to four that i think are really good in a second but i i think we need to be bigger and when i say bigger i also mean you know so i think we need to know i think we need information that dr molash is our expert from but we don't have here and i don't have it all right so i'm not from this world but you know what are the macro trends right there are trends that are happening nationwide there there are trends probably that are international as well and how do we marry
098these trends with what's happening in new jersey and cherry hill cove it happened that is a massive major disruption to the educational community at least nationwide and beyond what does that mean a lot of people are thinking a lot of great things the person in this room who knows the most about that is dr milaj and i think that why right that start with why ted talk we've all watched it's critical right if you ask me about non-profit which is what i work in i could tell you that you know 35 to 40 percent of nonprofits weren't coming back that creates a major disruption in the space that means there's a lot of people in greater need potentially that have a lot fewer but but that those pieces are are critical when we're thinking about
099board level goals okay moving on a sense of the workflow we we we entrust you know over a thousand people to do the work that we set in motion what what is the workflow and i think the other piece with that when we get into the action plan is can this board commit to that workflow it doesn't make sense to say let's do boundary readjustment let's go out for the bond if we're not going to actually support that work i think part of this is kind of on us to say what would it mean for us to support it you know i think to me their safety and our current draft goals that's too safe like we need to be a little bit i think aggressive and figure out as a board what can we
100commit to can we commit to a bond i can i think this board can can we commit to this boundary readjustment i can and i believe the board can i think there's a certain statement here that's not just on our administrators it's on this team piece to say this is what we're going forward with it's not a check box it's it's not it's not it's not a workflow it's not a bunch of tasks we're doing this we're doing this because it's right it doesn't always have to be popular and you know we'll try to sell to you or we'll we'll tell you why we're doing it and why it's right even though you're not on board whatever it is kpis i think are absolutely critical um and i think defining them is is critical you
101know for instance you know okay we're going to get a no place for hate designation why and not even why like maybe no place for hate i don't think there's anyone on the board that's against that but is the work worth that particular designation you know there's a piece on here about implementing um the african-american history class but i have every you know i have every belief that will do that i mean that to me that that's that was a board goal last year absolutely appropriate yeah you know this year and to put it into motion you know i mean there's a trust that's missing here that i have in our administrators i know they can get a wellness committee together i know they can do it well i know they can convene it and
102bring back good stuff but i don't want to see that here if i had to pick four my closing thought i know i've spoken too much my closing thought is this if i had to do four buckets and i didn't have this in front of me i would say there's macro district structure pieces that we must address to me it is a facility future that includes potential bond work that includes what we do with cap reserve that includes what we do in the course of business there is boundary adjustment in equity considerations that's a major load of work that we've asked in in many ways we need to be i think explicit about that and move forward with that some kind of recommendations something that macro shifts the way this this district is oriented to
103be better not just to be different not to create disruption but because we believe as a board team that that's better that's number one number two student achievement right how many times can mr adams say student achievement's critical we all know it our administrators know we all know it we've got to do more than know it what does it mean where do we baseline it i i think an issue we're going to have if we're talking about a ten percent here or five percent there is with what baseline you know what where do we go where are we you know where does the data take us and something that we can support is appropriate kpi and that may not be a paper and pencil test and that may not be summative and you know i'm
104speaking in language i don't know but i don't know what it is but just something something that's real and and solid and that we can all get behind and say this is how we measure student achievement this is why we do it's why it's important and we're going to continue to talk about it if if if it's bad it's bad if it's good it's good it's never going to be one or the other but here's the nuance here's who's maybe getting left behind here's how we can identify all right so that was two number three i just don't believe that covid is going to be anything more than a five to ten year level disruption how does it affect us this is the biggest thing that's happened a lot of people talk about populational pieces
105right ell students students with special needs students of color students who for whom there's a digital divide issue or whatever it is how do we identify those guys but how do we also have that be individualized there are plenty of ell students that are doing amazing uh maybe there are you know students with special needs that this has been an unbelievable opportunity great there has to be some kind of individual piece and we don't track it as a board individually but how do we study this as as as a group and i think for me student wellness fits into this the isolation the depression i mean the documented studies you know children have not interacted in what we would consider a normal way for a long time you get them back together it's very different
106so i think and you know we're talking about care souls whatever the mechanisms what's important how do we do this how do we intervene how do we track it how do we how do we define success and then how do we deliver it and then i think for me the fourth would be you know world-class experiences let's be amazing at stuff right we've got like national and internationally recognized students let's do more of that um and how do we make sure every student has a pathway right we talked about esports it is great i mean you know esports one of the things about is is students with special needs can participate fully in that right you try to get people into robotics and sports whatever it is whatever the the things are all these great
107things and then i think you know i don't know this sounds a little callous when i say but like we have a product right we have these amazing wonderful students they've got different pathways for success vocational military they're going to college they're going to be entrepreneurs and develop apps in the gig economy i don't know i don't know what any of that means but we want to make sure that we're great at that right that in the next step that they take from our from our doors that they're amazing so these are the four i could really you know get behind i think there's baselining to be done but you know i mean and all of all of the what's in the draft i mean all this could fit in there but i just think
108the bucketing like it it's it's more important than i think maybe we give it credit for sometimes um and so okay that was a lot sorry so i have a couple of comments so i think i'm sorry to interrupt you i just want to point out board members we're back to recording our board meetings in the back so please when you're speaking make sure the microphone is close and that you're speaking into the microphone so that they can hear it whoever might be watching it from from home thank you thanks so i think for clarification for corrine the way i see those three strategic planning goals are like the compass and everything should flow up to that somehow and then we have the district goals some could be annual some could carry over longer for
109me this all makes sense it sounds silly but as i look at this document this is very clean if you can get it into this you can action it you can measure it we understand what the measures are before you get to the end of the year because if we're looking at it and we don't know the measure until we're rating it that somehow does not seem fair and we didn't know a line on what is that measure until we're measuring it so for me it's got to work in this form this this makes him and it's it's like keep it simple stupid like it's simple um and i think we're starting to shake out what that framework is and what's important and some of it is already here in some objectives some actionable steps
110i think some of it's here and then we're seeing what may not be clearly articulated we're putting there at least how i see it shaking out right now that's what i'm seeing good sorry miss sugars i think my confusion was i originally looked at this and was like oh these are not goals in here and they because they don't have blah blah so that's why i was kind of thinking the same thing that mrs stern was thinking and so i had pulled out stuff like well where's the measurement part of it but now that i'm like oh crain you should have read this first of all because it says these are actions and now the statements make sense and so now i i get more of why you said you're going to go back and
111come back to us with three things with whatever you know we come from after we run through this plan as a team so it makes a little bit more sense to me now so thank you i will come back with i will come back with goal statements if necessary because right now the way this is flowing these are your goal statements for each of those areas so that that's why i think there was a conversation of strategic plan does this drive our annual it it should align is this the board's desire to keep these as the overarching goal statement and then utilizing objectives to pull this information into what you want to focus on on an annual basis at the ben's point the buckets these all of these could be a bucket but the idea
112is that every one of these could be a specific objective under one of these three areas and then the objectives and actions would be pulled from this and added to to come up with the action plans on every one of for the current year of all the things that you're going to do and you would have the indicators of success which would represent the data that you should be getting to know that you're achieving what everybody was planning to do yes thank you jesse i don't want to speak on behalf of anyone but myself but it sounds like we're we could be aligned on the goal statement and based on what i'm hearing from various board members where i think we still need some work is it sounds like some of the items some of
113the board members want to strike and then there are some items that you've white boarded that need to be added into the various buckets that's that's going to take some time that i don't know that we would maybe get done tonight so then from a next steps perspective is that like we now digest the information and then send like the recommendations back to administration on i really like this this is something we'd like to take off of the plate of administration because it's something that you know maybe perhaps we'd rather see the focus on abc that we kind of discussed at the meeting and then because that's where i think we need to get alignment as a board is on these actionable steps but i do get the sense that everybody is aligned on those
114uh those are the goal statements it's just kind of these actionable steps yeah i did that's that number one we gotta get to the point that what is what are your goal statements and if if everybody's comfortable with these three as the overarching goal statements then we're beyond the goal statements you're exactly right we are now looking at all these different elements that folks have brought up as to wait can we be clear though because i i don't think it is and i think we do need to fall right so if you're saying that then and we use this as the guide right the three overarching goal statements is a sheet of each right on this at least one right and then some of those items that we've whiteboarded objective flow onto here objective if
115you see on that chart it says district goal yes right underneath it says objective and those become your objectives these are the different items that you have been throwing out that you guys will decide if that's where you're going some of the focus there some of the objectives that you want to focus on and where do which which of the three does it fit under so you could have one sheet with the goal statement with a facility's infrastructure objective another sheet with the same goal statement and a non-college-bound student objective you could yeah so you would have a sheet with an objective if there are specific focus areas that you want the administration to be working on okay to ruth's question point these are ideas that you've thrown out there for consideration my recommendation would
116be to send this back to send the list back to the superintendent to look at it against those three goal statements to say what would he be recommending from a objectives to focus on and bring that back to you once you agree because that you don't want him spinning his wheels putting action plans on objectives if you're not aligned on it so once you have alignment on the objectives and you're in agreement you're already in agreement with the goal faith and i think once you've identified off of your list what are those focus areas you want to for this year you want on the on the list to be looking to be worked can i can i ask you one second what those objectives then and you you get agreement he can now build the
117action plans and come back to you with the whole enchilada that you guys can discuss tweak modify and ultimately take to that september board meeting yes ma'am i'm just i don't remember when we decided that the strategic goals were our district goals right now okay so i'm kind of in a space where we haven't we need to decide that's what i asked earlier we kept going with the conversation so we need to stop and start and have that conversation so the strategic goals how i see it is like these are my vision for a three year plan like in my vision like this is what's happening right like this is what i want to see happen in the district every year i have to come up with goals to get there and ever and then
118at the end of that year i measure how far we've gotten towards that vision so they don't necessarily have to be the three vision statements that are in the strategic goals but they have to align with them does that mean that's how i'm so that's how i see it that does make sense you can use the strategic plan those three overarching as your your north star that's how i see it personally and then you can say okay this year we're interested in doing something as it relates to special needs and you write a goal a district goal for the year align to one of those three items off your strategic plan as the goal statement and then from there you start to develop the impetus the staff the superintendent developed objectives and actions around that
119whatever that goal statement is as it relates to i'm using special needs as as an example that is another way to do it i what i was saying what i'm seeing and what i see here this is directly tied to those three goal statements and if that's the desire what i'm saying is you don't have to create a goal statement but if it's you want to keep the strategic plan as the north star and you say okay we are going to identify three or four buckets that we're going to focus on this year you'll build in fact i would build a goal statement for that focus area and then you would have that as your base to work with you'd worksmith it play with it when you finally are in agreement then superintendent now takes
120it he now puts objectives to that and actions so there's a couple ways to do it to your point step one we need to identify are we using the strategic plan those three items as the goals or are you looking to keep it as a north star and create unique well i won't say unique but goals tied to the strategic plan areas for the year that we're working in so that's that's something the board has to decide on so that we know which way to go so let's do it like this let's do a show of hands who wants to remain with it as the north star versus it becomes the goals right so if it's a north star then we're going to build out the goals and we voip boarded some of it is
121is here it's just as the high level versus this is already objectives and action plans minus some of the time bound if we stay with the north star it all still has to meet that vision and you should be able to articulate back to it the other is those are your goal statements but then my my fear would be you're going to lose sight of some of this under that you're not going to hit some of it so for me i i like the idea of keeping it as a north star because that's what i always understood it was supposed to be the guiding principles the other is we use it as the goal statements so and then in that second example using it as the goal statements your objectives become these things that you
122want to focus on each year within the appropriate bucket so it's one way or the other so it's still gonna have you know these these some of these could end up being that goal statement and then objectives built around those and actions or the other way would be the the three and then one of these several of these would become the individual objectives so there's two ways to skim the cat it's just a matter of which one yeah and i think um both ways could work we just have to be intentional on how we um explain and break out the objectives and the activities and the measurements at the end so we all have to so either way makes sense i just needed to understand where we're at right now so then who wants to
123have them as a north star okay and who wants to have them as i can't see everybody i'm too short so you have miriam okay okay okay okay the guiding principles they're they're the strategic vision right so then we're split so that doesn't help just to clarify i guess if if we have it as the north star and not as the the the district goal as well like i guess the only thing in the way i'm kind of envisioning is that we would have to know the action steps like we would we would have to then table what the goal is understand what those action steps are to almost write the goal i just feel like we're doing it backwards because we we would have to collaboratively right now determine what are what are we
124what is our goal on student wellness we would have to know that tonight and i don't feel that we would be aligned as a goal tonight to be able to say this is what our our goal is because we're i just don't feel that we're aligned enough to say this is what our goal is in student wellness or or this is as a board this is what we want to focus on in student wellness this is what we want to focus on in purpose and passion and this is what we want to focus on in connecting beyond the classroom like i don't know that we are aligned tonight on a board to be able to agree to then write the goal statement that's my to rosie's point objectively you can get to the end line
125but i don't know that we are aligned as a board at all right now for what those objectives are in each one of those buckets to agree to what those call statements would be which is why i'm hesitant to say to go that way at least using the statements that we already have to me it's broad enough and then we accomplish what we are trying to do by saying we can we can get that narrow focus with the objectives as a board later his objectives right that's that's how i'm just looking at it because i just there i don't think it's a surprise to anybody that it takes us some time as a board to marinate on information and then come to an agreement so that's that's my that's where i'm looking at this through
126the lens of that i'm kind of there too like it because you can really get to it both ways and i've seen it happen both ways i just want to be clear on how when we decide or have those both options like we know what we're all agreeing to intentionally yeah very intentional focused measured outcome based carol i think you also had a comment you wanted to make yeah thanks laurie um when i think about it and what rosie um you know was talking about it can be done in my mind both ways and we get there and we get the same you know the same results in the end i like to do things more simply and what we've been doing over the past year and a half since we implemented the strategic goals
127is that our administrators and i'm talking about the building administrators leading their schools have been using these these strategic goals to guide what they do and we've been using them as well we've been using them in our committee meetings you know each of our gen items in the committee looks at each one of these strategic goals where does it fit in it's a part of it so um we can do it the way rosie has suggested in my mind that adds another step another layer to what we're doing but using laurie's words it's still the north star it's still our north star whether we have just the strategic goals and then we have other goals underneath of them for this year or if we have the strategic goals and they are our goals and then
128we have the objectives of what we're going to do this year we're still setting out what we're doing we're using we're using in my mind we're using different terms for the same thing and in one scenario we have an extras an extra layer if you will and i think both will work my preference is always to do things as simply as we can for for brevity and for understanding in the in in the community we we are a large district with a lot of employees a lot of families and a lot of people who are involved in our district so i think in my mind not adding another layer would would be helpful to have everybody understand what we're doing and get on board with it just my thought process and i know others you
129know think differently feel a little differently and i get that too i think we can do it either way that would just be my personal preference okay miriam so i definitely agree with the idea of keeping it as simple as possible which might surprise people because i know it's not always my process but i agree i think for me the idea of why i voted to go with like goal setting is i just think the strategic vision is so big and i think one of the things that we have voiced and we're many i think we're mostly aligned on is an entire board and i don't want to speak for the entire world right that's you know what i've heard throughout is we want to make more progress it's a frustration for us as a
130board that we we we want to be able to make more progress and so to me having a defined goal is kind of a is chunking it down and then chunking it further i i think you can do that and and i don't see that as complicating it i see that is kind of giving us a more you know chunking to me where i think we need to look at alignment is what are we trying are we in this are we to use ben's term are we are we all agreeing on the buckets because the buckets are not they're not under the vision right they're a little bit well i don't i don't i see them as as smaller than the vision that's where my thought process is so jesse could you help us then
131use if we use the the vision the those three goals right as the vision you know those three vision statements as the goals and then some of the items that we've white boarded so to speak as the objective so that we could see that because that's i'll be i'll be honest that's my fear and that we fall back to those although everything we speak to aligns to it that we lose sight of some of this because when we started that process we didn't i don't wasn't clear to me that we were marrying them year over year as our goals it was guiding principles and that made sense to me at the time so i'm okay doing that i want to see what it looks like so that we don't lose sight of those items and
132that they kind of just disappear in a lot of articulation i think this document though is going to be helpful for making sure that we don't do that hugely hopefully i like this and if we stick to this formatting and this process there's no way unless we fail to do our role to lose sight of this right so the expectation now is to hold ourselves accountable to hold to be able to stick to this measurement plan and if we do it that way either way can work we just have to make sure that these buckets and i agree with the ones ben pointed out as well um are outlined and and there's act action steps and some of the action steps actually fit in some of those buckets that are outlined here right i just
133needed to be clear because all i do on a day-to-day strategic planning and we're writing all over the place so i needed to kind of regroup what we were talking about this in and of itself is going to help that process so what's the next step then jesse who takes that next step right what i what i've listened to and i understand we're going to take the three strategic plan goals for lack of a better term they are going to be overarching as your as your goals each year and we're going to take your objectives for each of those will be from these different areas of focus that folks have brought up as potential you know potential focus areas for the current year so what i can do i'll take that document and i'll take
134this list and i'll determine where i think they fall and i'll create an objective for each one of these you may use some of them none of them you may come up with yellow but i'll i'll at least take an attempt making an attempt to create an objective around these different areas four and put it underneath the appropriate goal area that i believe it falls and i'll return all of those whatever number of sheets that comes out to be i'll return that to you and the superintendent and you can share that with the board and you at least have a starting point okay yeah that's great so can i just so my hands went up so i'm sorry just just so what i think i heard before though was so if we have the goal
135purpose and the purpose and passion would be one of the goals develop highly engaged learning learner-centered experience within an environment that promotes voice choice and passion for learning so there's the goal and then we can have an objective so the objective from that board could be you could have multiple right so one of the objectives could be to provide opportunities for all students to engage in activities experiences that will put them on the path for future success in business uh higher education whatever right including the non-politicians right exactly military sir but then we could have another objective so if we still have the goal and another objective from that bucket and that would look the same for connecting beyond our classroom and for student wellness we always tell folks we tell superintendents when you're when
136you're developing you're taking your goal and establishing objectives we we recommend you know fours are probably a good set of objectives in your case it will be four areas under each one of those that you would want the district to to look at superintendent would then take those and create action plans around all those you would all have a conversation and discuss some of those may stay some of that stuff may go you may pare it down but in the end you will have agreed to you have your overarching goal you have the specific areas of focus through your objectives that you're looking at and action plans that have been developed and you're all on the same page with what you're approving and that's what you run to for that for the year that's in
137front of you and then real quick and then and then so when the objectives are done the work that dr malasha and the team have done on this document in in some of the cases would fall into what's already here for major activities so it's kind of true the work they've already done right and they might have to edit and just continue based on the conversations there's going to be additional stuff that he's going to put together in those in the action plans but yes there's a lot of action steps here that he's going to use to fit the area that under each of these three that it focuses on yes let me just clarify so the the board the board adopts goals right the the board and paul the board doesn't take the board's
138not developing action plans and then adopting action plans you're developing the action plans right just yeah just want to make sure that there's we've gone lots of bucket discussion and go right now we don't want to do that there's clarity yeah the goal goal basically because you've all stated you're going to use those three goals that's they're established what you're saying what you're asking for are the objectives each year to reflect the buckets or things that you want so that was my concern is that within our role or now is that no longer us because we decided on the other three goals we're done in theory because that's where i'm concerned and losing theory i would say yes but because you are using those strategic plan goals these objectives are actually your your what that
139you want the district to focus on and as i said there's a lot of them here i'm going to build objectives okay one two three four five six seven eight nine ten eleven twelve i'm gonna have 12 objectives you may all say after you get through just after your superintendent takes a look at them you may say we're not going to have 12 we're going to have right whatever and then once you you settle on those objectives the what you want the district to focus on the superintendent will take those objectives they're under the overarching goal he will create action plans and bring those back to you and what my recommendation is that is the action plans are part of the goal so my recommendation is you're approving the whole package this is what we're
140focusing on and approving for each in each of these three areas for the year once your superintendent has given you everything and you're in agreement with what actions he's planning to take and that's what you then measure yourselves against okay ken sorry dr milot so does that fit for when we're kind of defining you know kind of where the what you're the you're the how you know the objectives is that fit with your um your view does it align with your view because if not i think we have to know that yeah i i mean the objectives in the action plan there there absolutely is a role in a discussion we're going to have with the board you know there's a team of experts and professionals with whom i'm working at the superintendent's council level
141building principals administrators counselors you know that kind of stuff those are people that i will rely on as we develop those action plans i don't know that i see it the same way as the and and if you know and we can certainly talk about what does it look like my my other concern with doing it is school opens five and a half weeks from now right and time frame wise you know this will not be discussed at the board meeting on tuesday night we have a board meeting on the 24th and the first board meeting in september is the 14th you know we didn't adopt board goals until the 27th of october last year that's late because again i've got 19 schools 11 000 kids all these people that are they've started and then
142in the beginning of november for me to turn around and say i need you to be doing this you know it's it becomes a challenge i don't have any problem with doing the action plans we've done smart goals for years it's what we do with all the building administrators it's how we structure you know in terms of what goes on and i think there's got to be discussion with the board about this is what the action plan is i will tell you after you know identification or agreement from the board and i think there's a lot that goes back and forth um i do think that some of it is a semantic discussion about whether it's a north star or whether there's under goals that you know because it that go through um and and
143i'm good either way it just need that we need to have them defined you know and if there are objectives that the board wants us to work on we need to know what they offer you know what i mean like there's got to be clarity in that we can't build an effective action plan without knowing it it's like somebody's saying you know draw me a picture of a pretty dog well unless i know what you find attractive in an animal i can't draw a picture of a pretty dog that everybody's going to agree on you know and i can keep doing it and keep saying nope that's not what i want that's not what i want like am i getting closer or you know i'm not sure what the what the criteria are so the
144biggest thing that we need administratively are what are those objectives that you want us to hit you know i don't know that the you know and again the draft and the statements that are in here there are absolutely a lot of objectives because of the structure of how we looked at them as goals there's not time in there there's not outcomes there's you know not that kind of stuff fleshing that part out you know certainly can be done and identifying with this list and putting those together absolutely can be done i think the other hard part with goals is there is a lot that goes on in the school district everything that goes on cannot be listed within the goals right because if everything is is that which is is front facing and center and
145this is what our primary focus and attention is on you know that it just all gets lost in in terms of what's there um you know there there are big expectations for the work that is currently going on you know the at the five committee meetings over the last two nights we talked about a lot of activities and a lot of goals literally goals that that we want to accomplish during the course of this year those absolutely need to be embedded in what we are doing you know those action steps for you know and and we've you guys have talked about them you know the the organization of the school district and you know that kind of stuff those have to be a part of what's here and should be those are significant steps and
146and what in what's there the action plan will certainly look different you know than it is but no i mean i i don't see that as much as all of that being put together in a packet and the board adopting i mean can we put the actions we can put the goals and the action steps all that can go up on the website but i think there's a time frame piece that we need to look at in terms of what's there there's been good feedback tonight this is the first real feedback we've gotten you know on on goals and planning for this academic year you know which i think is is critical as well that was going to be my question dr milaj is do you have enough feedback from tonight to to make any
147adjustments or tweaks to things or do you feel like you still need more from us because that's that's where i don't want us to be a board that's not giving you what you need and just saying oh this is not right go do it again yeah and i appreciate that miss elmore start and i think that that's where you know mr adams has written this stuff down and we take that feedback i think that's where it's so critically important that the board members and you all for the most part have been expressive tonight to get that up on that paper you know because then the other piece is jesse's going to turn mr adam's going to turn around he's going to work on this he's going to send it back to us we're going to
148put this into a format and it's going to go out to the to the full board the challenge will become the next time we have this discussion probably on the 24th or you know the 14th of september whenever it is um you know to say well i think we should add this or i think we should do this we can add to it all the time but i think right now it needs like we need there needs to be a cut you know in terms of what we're planning what we're going to do so i would say if you have stuff to add make sure you let mr items know yeah and and i will tell you you can't boil the ocean all right you got to do it one pot at a time and
149this is putting together the pots that you're going to try to boil i'm sorry hands keep going so i was going to kind of ask the same questions that um stratton had asked to kind of along that same line about feedback but mine's just a little bit different um dr milosh we have everything on the board of like the asks from the board as far as like what we want added but there was also a lot of comments that um jesse didn't capture in regards to like what wasn't important and so that that you know we wanted to remove because i i mean just going over these drafts i mean there's already uh five six ninety nine we're i think we're working with 12 objections right now and then there's another 12 like we can't
150have a plan with 24 objections so i just wanted to make sure you had captured the information of like what the board had said was not important so that we could remove it because going back to what we've gone over uh it has to be achievable in a time frame of a year it it does you know and honestly in a time frame as as we talked as as the board and i talked in the spring um a time frame that's achievable by april yeah um you know really in terms of what we looked at well we could have longer term but you could have lost we could actually have multiple years yeah we just have to show that clear the timelines that your superintendent will set will determine when in this year or out
151here right we could but they're just there were just some things that board members were like that's that's this shouldn't be a goal we just expected that's just part of what we thought should just be day to day so i just want to make sure you had captured that because it's it just it hasn't been captured on on the whiteboard yeah i think i captured some again the the more deep there the more the people can provide feedback even if it's to take the document you know and and send it back okay you know and and send it back and say here's what i think should be highlighted or you know is jesse's word mr adams is working on this and these things that you know make sure that these make it through and these
152i don't think need to be listed that's ideal as well because then we can put it together in a chart and you know and not by name but you know here we received this back from nine board members and you know board member a said highlight these remove these board member b so that it's it's clear so everybody can take a look and and see this is what the feedback is that's been perfect so maybe that's like a good idea now that we've had all the feedback and the the great training um we can take this document mark it up and then send it to you with just comments and additional thoughts yeah because he is looking for feedback on it yeah before we mark that up though we want to get to this so
153no we're just going to redline is important in in this so joe give us a deadline when yeah yeah and when would you like that back about yeah any i would say the sooner the better i mean justin what's your time frame looking at well i'm going to try within the next couple days to get you the draft of what i have so that you're ready to work so today's wednesday can everybody do it by saturday yeah okay what what do you prefer joe would you prefer or would you prefer to see so i mean ideally mrs cohen will be collating it all putting it all together i mean i have i have staff i mean there's staff support to be able to do that if lori or kim want to put it all together
154and do that they certainly are welcome to do that um can we make it sunday yeah honestly you can make it monday okay nothing's going to happen if you said this i'm being honest yeah nothing's going to happen but and honestly with the board meeting we have a board meeting on tuesday evening we've got presentations there's a number of things that are going on so ostensibly really nothing until wednesday morning we'll probably be done with it you know it'll be more end of next week working so can janet collate that then because otherwise yeah because i can schedule the audience member know that i'm out of pocket for another week yeah yeah no absolutely like i said i mean we have staff that that's there to take advantage of doing that so i i just
155want to make sure i didn't i don't think i heard the answer dude do you want each person to send their individual comments to your office yes and then they'll go from there right so and for the board members just follow the same practice you do anything you send to me copy me janet laurie um certainly copykin you know but but lori for sure make that the the board president is copying yes just to go back to the whiteboard um and just to clarify so one of the struggles i'm i've had and i i don't know this is a little bit a little bit in the in the granular here but the math achievement again we're in a weird time and i know it's not up to us to decide how we're going to measure
156it but i think we all need to know that there's a data expectation we're getting to a and b it's it didn't previously has been a board goal for years to close the achievement gap with math and it hasn't happened and i don't i don't know what i can do it's again my first time doing this like i don't know what i would i could add in terms of just helping to distill it down a little bit more clearly that you know you know what's realistic to expect so i just need a little guidance on that what can i typically take take place is when it comes to the achievement gap math scores ela etc that's going to be a board desire to improve in those areas that's the person who's going to tell you
157and make a recommendation to you that in this area here's my recommended improvement for this year and these are the actions that we're going to take to try and achieve that he will make a recommendation to you you don't you should not be pulling a number out of the air it's like we want 20 improvement he's going to say based on data based on information based on discussions with his staff he'll say okay the lord is looking for an improvement in this area what's realistic what can we do and then he'll come back with his recommendation and then you'll have the metric that you need to measure and it's yeah and so then once that's done that that you've got a baseline that you're working from so as you get through this year he'll report
158on the results and then the board may say we want to continue he'll come back with a new recommendation on what's the next increment that we think we can improve on but yeah you you're not going to be able to figure out what a reason you're going to rely on here's what we're looking for overall he'll come back with specifics on what he thinks he can try to do with this district and then just we have a plan for us all giving feedback on this and and we're also going to work on the yeah i don't have it i'm sorry too many papers um we're all going to then also in i guess time i'm trying to figure out as well like i'm i'm going to provide okay a goal statement and objective sheet okay
159for i'm going to take all these and and in looking at some of these i think there's a dozen here it may be less than a dozen because some of these fit with each other and but i'll work that but ultimately i will give you a a draft to work from to the superintendent and and the board president who will provide that all to you and this but basically your piece will be this upper portion getting to that agreement of the objectives that because that's what he needs to know this is what you want him to focus on and then once you guys get you'll have that discussion get to agreement and like i said it may be 10 it may go to eight but once you get to the magic number of objectives under
160each one of your three goal areas he will then do the hard work of putting the action plans together and then ultimately come back to you with the full package here it is here's what we're going to do this year so to dr molash's point out of respect for not waiting till october like so i guess i suggested do you have a suggested timeline in terms of you get that to us we work on it here i'm gonna get this back to you by this weekend because i need to get that in your hands at that point you guys need to decide what what your timeline is if your goal is to be able to approve a goal objectives and action plan complete by your september meeting you have to you have to figure out
161as a board how are you going to get there dale i i can't tell you how your schedules work and what you can do but to you you may need a special meaning just to focus on it but that's something you have to decide as a group once you get the work in the time frames with the information being shared right mr adam gets to us you guys provide the feedback um we can put stuff together there certainly can be additional discussion we have the september cycle of committee meetings are on monday august 30th and tuesday august 31st so ideally we will have a draft for monday august 30th and tuesday august 31st to discuss at committee meetings there are then two weeks before we have the work session because of labor day holiday and
162then rosh hashanah so the the september work session is on the 14th of september ideally in the special action section of the september 14th board meeting which at that point will be the fourth day of the academic year would be an ideal time to have the board goals adopted but that means that people need to be with on their time frames people need to be able to provide that feedback because if not then we have to move forward and and without providing it then there's a certain level of acquiescence or consent to say all right you know i'm good with where you are going but then to provide the discussion and in the in the committees to have the discussion so that a final draft can be submitted and sent out to people uh for
163any further review and then discuss it you know for adoption on the sept on the 14th of september we should be able to fit it within that time frame uh i believe that that's doable you know in terms of where we are um i think you know the superintendent said it's it's basically it can happen but it's all it's a team effort it's aggressive but achievable so yeah we'll just have to stay on top of it and give the feedback well this was really helpful jesse because we have not done this activity in this fashion before as you all have been talking and thinking is there anything else you want me to throw up on the list before i karine has one my tongue um and in reference to the um just making me think
164about the the hiring and um the equity equity surrounding that and we have some things in here speaking to diversity in terms of how we promote but if we could maybe do something that speaks to how we recruit or obtain um or even train um i know we have maybe like training a future future in district or encouraging or if we're doing any type of mentoring programs you know that can be utilized as a retention opportunity something like that that increases our diversity or like our speaking to our connection with rowan university how is that helping up us or something i don't know i don't want to get in the weeds but i just would love to see something there on that i've got the overarching thought there i'll build an objective okay and then
165my other thing was um in terms of again what cultural proficiency and equity i love the anti-bias training with the all district staff um i think that's going to be awesome but can we make sure that that is that it's very clear and inclusive that that's including teaching and non-teaching stuff i know that's like super specific but like what what does that mean for district that is are we talking about our officers or whatnot and all of that as well just making sure it's all encompassing and then i'm not sure how to capture that thought it means everybody everybody okay it's just just making sure so um that was it and then i'll put my other feedback on here but i did want to say to the administrator thank you for working on this very
166you know we understand you got like 999 other things right now so we appreciate the detail so carol uh real quick and i i apologize i'm rather near-sighted even with my glasses so i'm having a hard time reading the chart and i don't remember if we put down infrastructure and the bond referendum that's that's on there as well facilities infrastructure okay did you get the ada in there because it comes up and we talk about it a lot and i think we should capture it the ada compliance so under infrastructure facilities yeah thanks were there any last comments i know we're way over i have one rosie and then miriam um expansion i don't know if you can't if this is if we can put this on there but expansion of like after care and
167before care like sac is that something that we talk about no no i'm not sure no a goal to expand before karen aftercare would that be an objective and well i don't know i'm asking it could certainly be included in the discussion as an objective i think are we specifically talking about before school after school care for students yes i'm thinking that maybe an item under staff and student wellness kind of activities right as an action of expanding a program etc but it could be its own objective too so you know do you want me to put it up there and then you guys deal with it you can put it on yeah i mean we can take a look and see if it if it fits or what it what it does oh um
168sweatington has dory i just no not problems i'm wondering if this is it it's a topic that maybe we can explore at one of the committee meetings you know what's happening now what do we do what do we serve and then that could address your questions um you know do we need to do more um you know and what would that look like um maybe that's that's a way to go i'll create an objective and then like i said as you as you work through the process it may fall into an action it may go to a committee like i said just because it's here may not necessarily end up being you all will decide what the final product actually looks like okay just something that came up at our committee meeting that rosie you
169were really touching on and i was also that made was in support of just the discussion of approaching our curriculum and modern modernizing pieces of our curriculum in in terms of how we teach it how we approach it and i i've heard the term and i don't know if this is the right term and this may be getting into the how so i don't know but just the term that i've heard is universal design learning i guess that's what a universal design and i don't know if that is what i mean or where we were talking about really kind of revamping our curriculum and the way and it's happening already but i that was a question that's like are we applying this to other disciplines um and then also assessing that you know making sure
170we're measuring that that's effective so that's i don't know i just feel like that was i feel like that was when we were talking about in the committee i was like this is kind of a goal rather than you know so that that to me falls under the umbrella of staff development and so from a staff development objective your superintendent would recommend there are certain training skills techniques etc that's that's a common one but it typically falls under that staff development objective kind of thing and that's where your superintendent with his team can determine those kind of things that bring in state-of-the-art teaching techniques etc yep so i listed it as staff development so i'll build an objective around that and you all can talk about it okay did we capture it all because i
171know we wanted to stick to 8 30 but we've gone over okay i think we've captured it all did anybody have anything else okay on that discussion thank you jesse for your help this is the first time we've done it in this way and i think this was really good giving us the process so i i thank you i thank the administration for coming out on an additional night it's been a long week for everybody so thank you with that i'd like to make a motion to adjourn do i have a second miss stratton all in favor aye thanks have a good night