Superintendent Goals, Initiatives, and KPIs for 2026-27

Dr. Tony Byrd, Superintendent

September 10 2026 (Tabled at August 27, 2026 Board Meeting)

Global Ends Statement

Ends-1 – Academic Success

Every student will demonstrate annual academic growth and achievement that meets or exceeds grade-level expectations.

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Ends-2 – Personal Success

Every student will be prepared, growth-oriented, curious, courageous, and globally aware.

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Ends-3 – Economic Success

Every student will demonstrate achievement predictive of post-secondary readiness and socioeconomic agility.

Goal 1: Strategic Plan Year Six Implementation

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Strategies:

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1. Cabinet meetings aligned with Strategic Plan Goals and KPIs
2. Ensure my goals and direct report goals align with strategic plan
3. Quarterly KPI checkpoints
4. KPIs embedded in Executive Limitations (ELs)

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Metrics:

1. A dashboard showing the completion rate of strategic plan initiatives and status of KPIs updated quarterly.
2. 100% compliance of all required Policy Governance reports to the school board.
3. # of quarterly KPI checkpoints completed

Goal 2: Academic Performance Improvement

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Strategies:

1. Align goal-setting at every level of the system: cabinet KPIs, principal goals, and educator MSLs all target the same outcome, so gaps close through acceleration, not deceleration
2. Run PLC+ data cycles with district leaders and in every school: teams analyze student data every 2-3 weeks and follow up on interventions within 6-8 weeks with impact data
3. Serve every NEP student with daily targeted language development instruction and place 90% of LEP students in co-taught classes
4. Protect weekly instructional time for science and social studies (150+ minutes) to build the knowledge that drives reading comprehension
5. Restore math growth and increase elementary literacy foundations by implementing the 2026-27 Literacy and Math Expectations in every K-5 classroom: 120-minute literacy blocks, common assessments given unmodified and housed in one district data tracker, and Reveal performance tasks completed and reviewed in PLC+.
6. Align all cabinet goals to these outcomes through the Cabinet KPI Framework, with quarterly Green/Yellow/Red reviews reported to the Board in November, February, May, and August
7. Align work-based learning, concurrent enrollment, and industry recognized credentials to each student's ICAP goals, so Big 3 milestone attainment closes gaps rather than reflecting them.

Goal 2: Academic Performance Improvement

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Metrics:

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1. District CMAS proficiency: ELA 43.4% to 49%+; Math 34.3% to 39%+, recovering above the 2024-25 level
2. Hispanic median growth percentile: 60+ ELA, 58+ Math, with White proficiency sustained (61.5%+ ELA, 52%+ Math) as the acceleration guardrail
3. 70% of English learners meet expected ACCESS growth; 60% of NEP students gain .5 proficiency levels in Speaking and Writing
4. Chronic absenteeism for English learners: 32% to 25%
5. Leading indicator: 70% of all students meeting STAR growth projections by spring, checked every trimester
6. Eight in ten graduates from the Class of 2027 will leave High School with at least one Big 3 milestone

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Goal 3: Advocate for School Funding

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Strategies:

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1. Collaborate with SCEA, Staff and Community Members on local funding
2. Attend CASE/CASB/Rural Alliance/School Finance Project sessions focused on school funding

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Metrics:

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1. # of engagement opportunities regarding local public education funding (CASB, local boards, District communications)
2. # of meetings attended and/or presentations at CASE/CASB/Rural Alliance around need for better state funding

Goal 4: Successful School Consolidation

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Strategies:

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1. Launch committees to lead this work
2. Develop key milestones for each committee
3. Each committee has clear action plans/deadlines

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Metrics:

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1. # of committees and committee members
2. % of milestones met
3. % of staff and community members satisfied with the results of consolidation

Goal 5: Recruit and Retain High Quality Staff

Strategies:

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1. Ensure Mill Levy Override that supports staff salaries is on the ballot
2. Provide high quality professional development for all staff.
3. Implement training strands for new staff.
4. Support successful Phase 1 of Breckenridge housing partnership.

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Metrics:

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1. MLO is on the ballot
2. % positive responses for professional development trainings
3. % positive responses for new staff trainings
4. % of positions filled at start of the school year
5. % improvement in retention rate

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