Executive Summary

Overview

Since the release of the EDC report, and under the direction of a new interim superintendent, the SSD has already implemented several key strategies to begin working toward its goals. The work of improving the SSD is critically important to ensure that all students fulfill their potential both inside and outside of the classroom and to ensure that all students have access to the same opportunities as their peers who attend school at other LEAs. During the 2018 2019 academic school year, the SSD:

  • Appointed expert leadership to direct the district and each school
  • Moved all SSD schools and programs under a single, unified support system with one academic leader and increased communications between school leaders,
  • Aligned consistent curriculum, assessment, decision-making and professional development across the district,
  • Gathered stakeholder feedback on steps forward,
  • Established a district leadership team to develop the strategic plan and advise on:
    • Student-centered strategic planning
    • National models of excellence in low-incidence education
    • A vision for a Center for Innovation and Low-Incidence Support (CILS) to serve students, families, and educators across the state, and
  • Established the Superintendent’s Cabinet which includes district managers from all departments – academics, operations, business, human resources, student services, policy, communications, and technology – to regularly communicate, be solution-driven, and keep the district moving forward.

To build on the foundation of this work and to guide the district over the next three years, the SSD has aligned goals and yearly strategies into three strategic priority areas.

  • Unifying Systems of Support
  • Ensuring Excellent Schools and Programs
  • Building Innovative Partnerships 

These priority areas are interconnected – the implementation and success of one is necessary for the implementation and success of another. Innovative partnerships are a critical part of excellent schools and programs as it allows the schools to engage with the community and create meaningful paths to success for its students. A unified system of support for the district is the foundation from which excellent schools and programs are built and operated. These codependent relationships guided the construction and organization of the goals and strategies that are outlined in the remainder of the plan.

For each priority area, you will find a description of the strategic priority area, several goals for the area, and the strategies the SSD will use to achieve the goals, broken out by year. The general timeline of the strategies aims for the SSD to focus on improving internal schools and programs in year 1 (2019-2020 academic year) so that they may build the structure and support systems in year 2 (2020-2021 academic year) to expand support to students with disabilities across the state in year 3 (2021-2022 academic year).

The SSD recognizes that the goals outlined in the strategic priorities are cross-functional and will require coordinated teamwork to achieve successful outcomes.  To address this challenge, the SSD will establish a unique implementation team for each of the three strategic priorities. These teams will include SSD leaders who are assigned roles and responsibilities in their field of expertise and will be accountable for achieving the identified goals in each area.

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