Board of Education Goals

Board adopts goals for the 2025-26 school year

1. SMART Goal – Board of Education/Communication (2025–2026)

By July 2026, the SGCSD Board of Education will strengthen districtwide communication, build trust, and expand engagement with key community groups by implementing a multi-format outreach strategy that leverages existing resources and requires no additional financial impact on the district.

This effort will include:
● Strengthen districtwide communication and transparency by collaborating with the Superintendent and Communications Director to ensure timely, plain-language summaries of all Board meetings are shared across district platforms within five business days.

● Increase student understanding and engagement by partnering with building leaders, student senates, and student representatives to help students learn the Board’s identity, purpose, and jurisdiction, including appropriate ways to share topics of interest with the Board.

● Implement a multi-format outreach strategy with no additional financial impact by leveraging existing district resources and partnerships to build trust, expand community connections, and complete all of outlined actions by July 2026.

SMART Breakdown

Specific:
Implement a multi-format outreach strategy that includes timely meeting summaries, clear public communication, and structured opportunities for students to learn about and engage with the Board’s role.
Measurable:
The Board will accomplish at least 75% of the outlined actions while maintaining zero additional financial impact by relying on existing district resources and talent.
Achievable:
The initiatives utilize current district communication systems and partnerships with the Superintendent, Communications Director, school administrators, and student leadership groups.
Relevant:
The work promotes transparency, builds trust, and fosters meaningful dialogue between the Board, students, and the wider community—key responsibilities of effective governance.
Time-Bound:
All identified actions will be completed by July 2026.

2. SMART Goal – Board of Education/Budget (2025–2026)

For the 2025-2026 school year, the SGCSD Board of Education will develop and propose a fiscally responsible 2026-2027 budget for the community vote in May of 2026 that supports the district’s strategic goals and ensures equitable educational opportunities for all students, while remaining within the community’s tax tolerance, by:

● Developing a budget calendar by Dec. 12, 2025 and adhering to it for timely and accurate reporting and review for this school year but in subsequent years a deadline of Oct. 1 is expected.

● Creating, participating in and managing the “Reimagining Our Schools” Committee and subcommittees to examine the best strategies for using the district’s elementary schools to provide a safe and effective educational environment in which to achieve our mission while also achieving cost saving measures. The Board will expect the results of said committee no later than January 2026.

● Reviewing detailed budget-to-actual reports monthly at board meetings, highlighting unfavorable variances for timely corrective action, and asking pertinent questions about variances.

● Exploring potential additional opportunities for collaboration and cost-sharing with other districts and community organizations as well as pursuing grants and/or other cost-saving measures with third-party contracts.

● Conducting timely and transparent communication with the community on financial issues and decisions as they arise through clear reporting at each of the Board meetings as well as through the district’s web page, and direct communication through parent square, emails and social media.

The Board will work towards achieving this goal throughout the fiscal year, with monthly
monitoring and adjustments as necessary. Specific targets for achieving the desired fund balance
will be established in the annual budget calendar.

SMART Breakdown

Specific:
Allocate resources strategically based on the data attained from the “Reimagining Our Schools” Committee to make sure the 2026-2027 budget sufficiently addresses the needs of the district’s students while making certain that the community’s financial concerns are also met.
Measurable:
Review the findings of the “Reimagining Our Schools” Committee and implement the findings the Board deems appropriate to make certain the proposed budget for the 2026-2027 year is financially feasible for both the district and the taxpayer community.
Achievable:
Analyze current spending patterns and needs and align them with the district’s strategic educational goals.
Relevant:
Prioritizing long-term financial stability ensures the district can continue to provide quality education and support student success even during challenging economic times and making sure the community is not adversely impacted.
Time-bound:
Completed by March 31, 2026, for this fiscal year with the understanding that this path should continue forward during future fiscal years as well

3. SMART Goal-Board of Education/Teacher (staff) Retention (2025-2026)

By the end of the 2025-2026 school year the SGCSD BOE alongside the superintendent will work
on enhancing teacher (staff) retention.

● Set expectations for improved communication, support, and retention monitoring by charging the superintendent and HR department—with input from SGTA—to review historical employee retention data and report trends to the Board, and to design a standardized exit-feedback process for implementation by June 2026, ensuring the Board has actionable information to guide long-term retention policy and planning.

● Provide relevant and engaging professional development opportunities, such as mentorship programs for new and tenured teachers, that can help them grow and stay motivated.

● Give the teachers(staff) a voice. Involving teachers (staff) in school-level decision making such as curriculum choices and policy development, can help increase their investment in the district and give satisfaction.

SMART Breakdown

Specific:
Implement strategies to bolster teacher retention rates by cultivating a favorable school environment and providing support for professional development.

Measurable:
Aim to decrease teacher turnover within the next two years.

Achievable:
Establish mentorship programs, facilitate peer collaboration initiatives, and acknowledge exemplary teaching practices.

Relevant:
Retaining experienced and motivated educators is paramount for sustaining a high-quality educational system.

Time-bound:
Strive to achieve a reduction in turnover by the conclusion of the 2025-2026 academic year.