Superintendent Goals, Initiatives, and KPIs for 2026-27:

Quarterly Update

Dr. Tony Byrd, Superintendent

October 22, 2026

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

Progress on Goal 1:

• Cabinet meetings have been aligned with strategic plan goals and KPIs
• My goals and direct report goals align with strategic plan
• Quarterly KPI checkpoints scheduled and will begin in October
• KPIs have been refined and will be in the Ends and EL reports

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Goal 2: Academic Performance Improvement

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Strategies:

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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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Progress on Goal 2:

• Aligned goal-setting at every level of the system with focused on closing gaps and concrete data targets
• PLC+ data cycles are off and running, schools will finish cycle 1 by the end of October. See the next slide for quotes from teachers on the work so far.
• Working toward serving every NEP student with daily targeted language development instruction and placing 90 percent of LEP students in co-taught classes
• Protecting weekly instructional time for science and social studies
• Seeing strong initial implementation of 2026-27 literacy and math expectations
• Created cabinet KPI framework and have begun implementation
• Started to align work-based learning, concurrent enrollment and industry certifications to each student’s ICAP

PLC + Work so Far - Educator Quotes from PD Feedback

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"The research presented on the gap between meeting classroom expectations versus true standard mastery gave our team a clear focus. It helped us evaluate our expectations for student work, define what quality evidence of learning looks like, and build consistency across our instruction."

"The concept that 'the gap lives in the task' was particularly impactful. It prompted us to look beyond simple task completion and evaluate whether our activities truly develop the critical knowledge and skills required by the standard."

"Our department re-evaluated our upcoming standard to ensure shared understanding and collaboratively updated our unit. We integrated cross-curricular skills to help strengthen student foundational knowledge across multiple subject areas."

"I appreciate the clear progression and intentional design of this professional learning cycle. It feels strategic, and I hope we continue to receive dedicated time to collaborate, implement, and refine our practice."

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

Progress on Goal 3:

• Actively collaborating with SCEA, staff and community members on local funding options
• Attended CASE and Rural Alliance sessions focused on school funding
• Taking every possible chance to advocate for school funding statewide as those opportunities cross my desk (e.g. Great Ed Colorado; CASB; etc.)

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

Progress on Goal 4:

• Created yearlong consolidation plan
• Six workgroups launched to address issues from staffing, to naming, to facilities, to legacies, and more
• Each workgroup has clear workstreams and deliverables
• Milestones drafted and shared publicly
• Land Use Disposition Framework shared publicly and Board will begin discussing in January

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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Goal 5: Recruit and Retain High Quality Staff

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Progress on Goal 5:

• Mill Levy Override supporting staff salaries is on the ballot
• Professional development is mapped for the year and the data on these sessions is quite positive so far
• New staff training strands developed and launched
• Several staff members have new homes in Round 1 of staff lottery for the Runway Project. Round 2 launches this month
• Exploring housing partnerships in more depth with the Towns of Silverthorne and Frisco and - potentially - Breckenridge Grand Vacations