School Administrative Unit #9

District Goals

SAU#9 Goals 2020-2021

Goal: Develop and implement flexible, responsive, effective systems that will allow students access to their education during and after the pandemic.

SAU 9 educational system will be responsive to the needs of students, staff, and community to deliver educational programming that is dynamic and flexible.


  • Develop the SAU 9 Re-entry Plan that is focused on minimizing risk and increased safety as a result of COVID-19
  • Gather feedback from parents, staff and community members on the re-entry plan
  • Implement the SAU 9 Re-entry Plan
  • Develop programming options for learning scenarios including face-to-face, hybrid, ,remote, and fully distance
  • Organize and allocate staffing and facilities to support the return to schools safely
  • Utilize the CARES funding to implement the Re-entry plan
  • Organize transportation to meet the guidelines of the re-entry plan
  • Develop a matrix for determining transitions among different models of education
  • Develop response protocols related to COVID-19
  • Purchase of technology, infrastructure and training for students and staff
  • Establish a COVID-19 response team inclusive of local medical providers
  • Address technology needs to support student and staff

Performance Indicators:

  • Implementation of all facets of the re-entry plan as recommended in the areas of: facilities, personnel, transportation, scheduling, co-curricular
  • Learning scenario matrix monitoring and evaluation is ongoing
  • Weekly briefings with the COVID-19 medical providers
  • Expenditure of CARES funding in an efficient and effective manner to support re-entry of students
  • Access to reliable, dynamic technology
  • Respond to COVID-19 conditions at the classroom, school, district and SAU 9 in an effective manner
  • Creatively address staffing to minimize disruption to the educational system



Goal: We will leverage what we know about the change process to achieve the mission and vision of SAU9.

By the end of the 2020-2021 school year, the 2020-2025 Strategic Plan will be developed and adopted.


  •  Implement the tenets of the Portrait of a Learner into the Strategic Plan
    Establish updated goals and action plansAdministrative PLC work focused on CBE, instruction, assessment and environment
  •  Present to a wide variety of stakeholders in the community providing opportunity for feedback and input
  • Collect and organize data points to inform decision making
  • Revision of the six phase plan for implementing CBE in grades k-12
  • Identify and recognize what practices/structures are in place, which ones need to be modified, and which ones need to be established
  • Participate on the co-operative school district planning committee
  • Continue a thorough review of the tuition contracts with sending and receiving towns in SAU9

Performance Indicators:

  •  Adoption of the five year Strategic Plan 
  •  Analysis of agreed upon data
  • Staff will be able to articulate the connection between our vision of realizing the full potential of each and every student and CBE
  • Changes in programming, policies, procedures and staffing that reflect the dynamic changes to educational needs
  • School based goals aligned to the CBE implementation plan and the Portrait of a Learner
  • Celebration of accomplishments of the district



Goal: We will continuously improve each student’s level of achievement and growth.

Objective: Create a cohesive comprehensive curriculum, instruction and assessment system that is consistent with our vision and mission, and reflective of the changing needs of our students. 


  • Evaluate our local system of assessment and make recommendations to improve it
  • Develop capacity to create and use high quality common performance assessments
  • Align assessments to competencies
  • Build structures to support personalization of instruction for each and every student
  • Develop criteria to locally define student achievement based upon the Portrait of a Learner and processes for demonstration/ documentation
  • Expand and develop ELO practices/experiential learning opportunities; effectively communicate those opportunities
  • Assess the needs of individual schools and staff members in the areas of instruction, assessment and environment through walk throughs, goals setting and the evaluation process 

Performance Indicators:

  • School and district level meetings during which educators review performance assessments (both the tools and the student work)
  • Curriculum documents consistent in structure, used as a resource
  • Recommendations for action from curriculum committees based upon district level data relating to instruction, materials, assessment and/or professional development needs
  • Assessment maps developed and used at the school and district levels
  • Each school can identify consistent, school-wide structures in place that support personalization/development of the qualities included in the Portrait of a Learner
  • Clear organization/structure for ELOs; increase the number of students that complete ELOs this year
  • Evaluation of assessment and instructional practices that are tied to staff goals; Corresponding/relevant feedback provided 

Goal:  We will recruit, recognize and develop the most effective personnel

Objective 1: Align professional development, evaluation, training and support to implement competency-based education and personalized learning. 

  • Provide information to school boards to make informed decisions
  • Provide professional development around instruction, assessment and environmental practices
  • Differentiate professional development
  • Engage in walkthroughs providing high quality feedback to educators
  • Develop consistent knowledge and understanding practices among administration to provide useful feedback to educators 
  • Review exit interview data

Performance Indicators:

  •  Efficient and effective school board and subcommittee work with a focus on school improvement
  • Samples of professional development offerings
  • Examples of how professional development has impacted classroom instruction, assessment and environment to improve student learning
  • Samples of feedback provided to educators
  • Consistency of instructional practice as monitored through observation with feedback for improvement
  • Administration will identify building level strengths and weaknesses and provide professional development to meet the needs of the staff
  • Effective administrative feedback and evaluation to improve staff performance as documented in formal and informal manner

Objective 2: Negotiate collective bargaining agreements and personnel policies that support the recruitment and retention of highly qualified staff while addressing the rising costs of health insurance


  •  Manage a fiscally responsible budget that supports district goals
  • Analyze salary comparisons as identified by the strategic plan
  • Inform school board members and union negotiators on the various health care plans and providers
  • Develop short and long term goals for negotiations
  • Protect the district from long term financial liability costs
  • Update personnel policies for non union positions


Performance Indicators:

  •  Implement salary schedules that are competitive with Comp 1 & 2 of the strategic plan
  • Negotiate consumer driven health care plans to control costs
  • Negotiate multi year contracts that balance the interests of employees and taxpayers
  • Analyze long term costs of obligations beyond retirement with balanced interest to early retirement benefits
  • Personnel policies will reflect trends in collective bargaining agreements with updated salary schedules and benefit changes
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