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Board of Education - Goals

 
2020-2021 Goals
 
  1. Foster a positive relationship between the Board, the Superintendent, and the Tully School Community by:
    1. Communicating regularly with all BOE members through TAG and at BOE meetings, and communicating via e-mail/text when emergencies arise.
    2. Communicating regularly with the Tully Community via the Knight Insight, the District website, Facebook, SchoolMessenger, BOE meetings and public forums/hearings.
    3. Facilitating Board governance of the District through the use of BOE Committees and committee reports during Board of Education meetings.

       
  2. Ensure that all Tully students have access to an aligned and rigorous academicprogram, focused upon student growth, by:
    1. Using benchmarking assessments, such as AIMSweb and Fountas & Pinnell, to monitor students’ academic growth in grades K-8.
    2. Using grade distribution data to identify areas of program strength and improvement 7- 12, and to promote a consistent approach to the construction of marking period grades.
    3. Refining K-8 curriculum maps to ensure they contain common elements, are aligned with current learning standards, and are focused on depth, rather than breadth of learning.
    4. Participating in the OCM BOCES Leadership Network to align Tully ELA, math, science and social studies curricula with current NYS learning standards.
    5. Developing contingency plans virtual learning, hybrid learning, and in-person learning, related to potential COVID-19 pandemic related school closures during the 2020-21 school year.
    6. Reviewing curricular and co-curricular offerings in light of the current social justice movement.
    7. Cultivating faculty, staff and student proficiency in the use of Google Classroom.

       
  3. Ensure all Tully students have opportunities to engage in learning beyond the classroom by:
    1. Working to more closely align curricular offerings and co-curricular opportunities.
    2. Exploring ways to more effectively collaborate with the Tully Free Library and the Town of Tully Recreation Program.
    3. Maintaining current athletic mergers/combinations.
    4. Exploring opportunities for athletic, extracurricular, and social opportunities for students during our current COVID-19 public health emergency.

       
  4. Ensure a safe and healthy school culture for all Tully students by:
    1. Continued implementation of the Positivity Project at the ES and the JSHS.
    2. Developing capacity to use Navigate Prepared as a staff development and communication tool, and providing faculty/staff with critical incident training.
    3. Developing and utilizing the District Wellness committee to explore a Districtwide Wellness Day for faculty and staff, and development of a Tully Central School District Wellness Website.
    4. Pre-K – 12 implementation of TCIS.
    5. Pre-K – 12 implementation of appropriate social distancing measures and use of personal protective equipment, related to the current COVID-19 pandemic.
    6. Providing our distance learning students with the same quality of educational experiences as our in-person students. 
 
  1. Cultivate a professional learning community amongst the faculty and staff by:
    1. Utilizing Frontline web-based software to promote a more transparent APPR process, focused upon immediate feedback and reflection, for teachers, teaching assistants, administrators, and other professionally certified staff.
    2. Establishing Superintendent’s Conference Day Agendas 6-12 months in advance of scheduled days, and utilizing participant survey responses to improve professional development offerings and to fine tune the agendas.
    3. Utilizing the expertise of our part-time Technology Integration Specialist.
 
  1. Ensure that District resources are managed effectively and facilities are maintained appropriately to meet the needs of the Tully Community by:
    1. Properly cleaning and disinfecting school buildings and buses properly in light of the current COVID-19 pandemic.
    2. Closing out Phase 1 of the 2022 Capital Project and submitting plans to NYSED for Phase 2 of the 2022 Capital Project.
    3. Utilizing Master Library web-based software to manage all facilities usage.
    4. Reviewing and revising the purchasing process to ensure proper oversight and to increase efficiency.
    5. Establish clearly-defined annual goals and expectations for all non-instructional department leaders.
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