Superintendent Goals

Vision: All students access rigorous, high-quality instruction with embedded AI literacy, and critical thinking. (II.A, I.C, I.G)

Our goal is to:

• Increase CAASPP proficiency rates in Math and ELA by 5% annually. 
• Expand AI tools (e.g., Khanmigo) districtwide and related professional development.
• Organize a task force on AI to develop district guidelines and practices.
• Develop and implement a common standards-based K–8 report card; pilot will be developed for 2025-2026.
• Use quarterly data reviews to inform instructional changes and professional development.
• Conduct a Preschool needs assessment, hire a new director, and act on a new vision to expand the program.

Metrics:

• State/local assessment growth data
• Improved graduation rates
• Increase # of reclassified students
• Teacher observation and evaluation trends linked to PD

Vision: Every student—regardless of site—accesses meaningful electives, arts, sports, and cultural learning experiences. (IIC, IIB, F, G)

Our goal is to:

• Launch a music instruction after school pilot in all elementary schools by 2027.
• Expand Spanish instruction, especially at Aromas school by 2027.
• Review K–8 elective offerings at each K-8 for equity (e.g., Spanish 1, Algebra).
• Grow summer/intercession enrichment including outdoor learning.
• Tighten connection of Field Experiences/Excursions to classroom instructional goals.
• Advance K-12 implementation of career exploration and work-based learning.
• Continue to develop Dual Enrollment partnerships and opportunities.

Metrics:

• Student participation rates in electives and enrichment (disaggregated)
• Arts/music staffing and course offerings by site
• Elective access equity audit findings

Vision: ASJUSD is known for outstanding instruction and a sustainable pipeline of emerging leaders and educators. (I.C, I.D) 

Our goal is to:

• Implement the new teacher evaluation system and peer observation practices.
• Investigate feasibility of offering a formal tuition reimbursement pathway for identified, aspiring leaders in need of administrative credentials (master’s degree).
• Celebrate excellence with leadership spotlights and recognition events.
• Improve substitute teacher training and support.
• Provide professional development in key areas of Integrated and Designated ELD with GLAD, AVID, and K-12 math.

Metrics:

• Teacher retention and evaluation data
• Participation in credentialing/leadership programs
• Feedback from site leaders and staff on support effectiveness
• Kelvin data

Vision: Every student feels safe, supported, and emotionally ready to learn each day. (II.A, III.B)

Our goal is to:

• Fully implement–with fidelity— MTSS, PBIS, and SEL curriculum in Preschool–K12 by 2027.
• Make a plan to open wellness spaces at every school.
• Reduce suspensions through restorative alternatives.
• Launch healthy food pilot via Brigaid model.
• Convene SuperStat to provide input on nutrition, facilities, and sports.
• Implement PE Curriculum K-8 (Spark).

Metrics:

• Suspension/discipline data (by subgroup)
• Student wellness survey results (Kelvin, California Healthy Kids Survey)
• Site implementation reports for SEL/MTSS
• Participation in wellness and fitness programs
• Physical Fitness Test Results (PFT)
• Graduation Rates

Vision: Families and stakeholders are informed, valued, and involved in student success and district decisions.(II.E, H)

Our goal is to:

• Launch district’s new website and communication tools by January, 2026.
• Improve parent attendance and equitable experiences at Back-to-School Nights and family events.
• Expand outreach to migrant and second-language learner families.
• Host regular Superintendent Coffees, Town Halls, and publish monthly newsletters.
• Strengthen connection with outside media to publicize our story.
• Develop industry and community partnerships.

Metrics:

• Family engagement event data and satisfaction surveys
• Website usage and newsletter open rates
• Language access and digital equity improvements
• Kelvin data
• Advisory Board Data

Vision: Leaders and educators use meaningful data to drive decisions, identify inequities, and adjust supports responsively. (III.A7–A9, A8)

Our goal is to:

• Launch “Measures That Matter” dashboard by 2027 with 4–6 core metrics.
• Embed quarterly data reviews at all sites.
• Align Professional Learning Team (PLT) work to real-time student performance and formative data.
• Analyze and respond to climate/culture surveys (Kelvin, CHKS).

Metrics:

• PLT meeting documentation tied to instructional change
• Dashboard development and usage across leadership levels
• Student outcomes and climate improvements over time 4