--- ## title: June Special Meeting: Superintendent Goals 2025-2026 --- ## Superintendent Goals: 2025-2026 Mission: To inspire a passion for learning that enables all individuals to reach their highest potential. ## Commitments: We will strive to ensure: ● A safe and welcoming learning community ● Student success ● A culture of continuous improvement, staff development, and support ● Organizational effectiveness and sustainability ## Initiatives/Strategies: 1. Ensure Mend the Middle Project is on Time and Within Budget ## 2. Strengthen Community Partnerships ## 3. Ensure Fiscal and Organizational Management ## 4. Improve Student Outcomes Initiative/Strategy #1 ## Ensure Mend the Middle Project is on ## Time and Within Budget Initiative/Strategy #2 ## Strengthen Community Partnerships Initiative/Strategy #3 ## Ensure Fiscal and Organizational ## Management Initiative/Strategy #4 ## Improve Student Outcomes ## Key Performance Indicators: ● Phase 2 ○ Starts and ends on time ○ Stays within the parameters of the approved budget ○ Meets the design’s expectations. ## Key Performance Indicators: ● Research, explore, and/or implement innovative ways to support the district’s strategic priorities. ● Develop/support a reliable pipeline for highly qualified teacher applicants ● Utilize professional development opportunities ## Key Performance Indicators: ● Quarterly fund balance updates to the board ## ● Fiscal Management Plan based on three year roll out ● Maintain a fund balance reserve of 30 - 36 days. ## Key Performance Indicators ● Improved MCA proficiency ● Improved student perception data ● Improved attendance rates ● Decrease failure rates ● Decreased behavior referrals ## Critical Actions: ● Maintain open communications with ICS, ## APX, PSM, and EC/SPMS administration ○ September - March, ongoing construction steering committee meetings (every three weeks) ○ March - September, weekly progress/planning meetings ● Provide regular updates to the board via committee/board meetings, and bi-weekly updates ## Critical Actions: ● Explore renewing membership ## in MSU, Mankato’s Minnesota ## Educator’s Partnership ● Explore additional partnerships with Gustavus ## Adolphus College ## ● Participate in Cities, Colleges, ## and Universities Advisory ## Committee; City of St. Peter’s ## Sustainability Task Force; ## MASA’s Great Start Cohort; ## Big South Superintendent’s meetings; and Little 10 ● Re-establish the shared program’s committee ● Partner with Compass ## Critical Actions: ● Weekly budget meetings with business manager ● Monthly business committee meetings ● Report summary of district revenues and expenditures via the quarter fund balance tracker ● Develop, monitor, and adjust the three year budget roll out and fiscal management plan. ## Critical Actions: ● Develop alignment through a clear district mission, vision, and direction. ● Align resources and efforts through the strategic planning process. ● Continue weekly principal/administrative team meetings to ensure progress on district level strategic plans ● Implement monthly individual principal meetings to ensure progress on building/program level strategic plans.