In addition to being responsible for the execution and implementation of the District’s Strategic Plan, the Superintendent and Board Chair have worked together to identify the following professional goals for the 2019-20 school year:

  1. The Superintendent is responsible for overseeing the execution of the District’s Strategic Plan, and all elements within it.  Additionally, during the 2019-20 school year, the District will engage stakeholders to determine the next iteration of our Strategic Plan, aligning seamlessly with the focus areas within our Student Success Act identified priorities.
  2. One of the professional goals for the 2018-19 year was as follows, and was recommended as a multi-year goal:

With the passage of a $247.5M bond in November 2016, many wonderful opportunities are now before us.  In order to address increasing enrollment and challenges related to capacity in our schools, we are building a new high school in a new location to open in the fall of 2020.  With that opening also comes a multitude of other changes around the District: both middle schools will come together in the existing high school building; Sherwood MS will be the new home of the current Hopkins staff and students; and Laurel Ridge Middle School will become an elementary (yet to be determined are the grade levels it will house). The changes and moves that will occur with the opening of the new high school will require a great deal of advance planning, preparation, processes, and conversations with stakeholders.  

While a great deal of this work has been accomplished, projects of this magnitude require the continued leadership of t

The Superintendent and Board Chair have worked together to identify the following professional goals for the 2021-22 school year:

  1. With a Board of Education that has a majority of new Directors, it is critical that the Superintendent and her team work to intentionally provide background information and history on various, relevant key topics that are integral to the work of the District. Additionally, during the August 24 work session with the Board, they expressed this as a desired “need.”

Goal:  During the 2021-22 school year, design multiple opportunities for conversation and presentations with/to the Board of Directors, that are specific to assisting in providing background information and knowledge.  This will happen primarily, but not solely, in the form of work sessions.

  1. In February 2020, Sherwood School District concluded an in-depth process designed to gather stakeholder input into the priorities of the District’s Strategic Plan. This process also informed the areas of priority for the Student Success Act funding, by way of the Student Investment Account. The stakeholder engagement process included over 42 presentations to students, staff members, parents/guardians, and community members; multiple stakeholder feedback surveys resulting in approximately 2,800 responses; and the ongoing work of a Strategic Plan Committee comprised of 30 committee members, representing parents, staff, community leaders, administrators, and Board members. 

Shortly after that meaningful process concluded, we were all impacted by a global pandemic, at which point all energy was placed into how to launch Comprehensive Distance Learning (CDL) and all that was related to it.

We now need to revisit the important work of the Strategic Plan, identifying the areas that need slight adjustment and/or revision, and then using those goals as anchors in the creation of our School Improvement Plans.

Goal:  Re-engage in conversations with staff and administrators, relative to the Strategic Plan and the important work done by diverse groups of stakeholders in winter 2019-2020. Once editing and slight revisions have occurred, the Strategic Plan will be presented to the SSD Board of Education, and ongoing quarterly reports on the attainment of the identified measures of the Strategic Plan’s goals will also be provided. 

  1. The position of School Resource Officer (SRO) has been vacant since April 2020. It is an integral part of the approach to safety and security within the Sherwood School District. An effective SRO builds relationships with students, staff and the community and it is through those relationships that trusting partnerships occur.

Goal:  In partnership with Sherwood Police Department (SPD), create an inclusive process (with both Sherwood School District and SPD representation) for the selection and onboarding of a candidate to fill the currently vacated SRO position. The position will be successfully filled by December 31, 2021.