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Bridgeport board agrees on five priority goals for the school year, asks superintendent to develop measures

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Summary

The board agreed on five high‑level priorities — family engagement, academic outcomes in literacy and math, fiscal transparency/equitable resource distribution, workforce recruitment/retention, and a district strategic plan — and directed the superintendent to draft measurements and return with a timeline.

The Bridgeport Board of Education on Sept. 22 agreed on five priority goals for the 2025–26 school year and asked Superintendent Dr. Avery to develop measurable objectives and timelines for each.

Board members said they want a short list of focused priorities the superintendent and staff can implement and that the board can use to evaluate performance. “These goals will be used down the line as, as part of evaluations with superintendent,” the superintendent said during the meeting.

What the board agreed on: trustees coalesced around five items — (1) increase family engagement and two‑way communications, (2) improve academic outcomes in literacy and math, (3) ensure transparent and equitable distribution of district resources, (4) recruit and retain staff and develop workforce supports, and (5) develop a strategic plan for the district.

Board members discussed how the items overlap. Several trustees said workforce and curriculum work will support academic outcomes, and that fiscal and advocacy work will be needed to secure additional resources. The board asked the superintendent to write the goals formally and return at the next board meeting with measurable steps for each goal.

Board action: A motion to adopt the five priority topics was made and carried by voice vote; members agreed to the list and asked staff to prepare a written set of objectives for future approval.

Why it matters: The priorities will guide the superintendent’s work plans and the board’s mid‑year and year‑end reviews. Trustees said they intend to use the goals both to hold the administration accountable and to focus district efforts where staff resources and community outreach are most needed.

Next steps: The superintendent agreed to draft measurable objectives and a timeline and to circulate them to trustees before the next regular meeting.