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Chicopee School Committee adopts superintendent’s five strategic goals for 2025–26
Summary
Superintendent Marcus Ware presented five districtwide goals aligned to the strategic plan and state standards; the committee voted 12–0 to accept them. The goals set measurable targets for school culture, staff and student engagement, academics, family partnerships and a resource‑equity audit with a three‑year plan.
Superintendent Marcus Ware presented a five‑goal plan for the 2025–26 school year and the Chicopee School Committee voted unanimously to adopt the goals.
The plan aligns with the district’s strategic priorities and the Massachusetts Department of Elementary and Secondary Education’s accountability domains. Ware said the goals are measurable and tied to specific actions and timelines. "By 06/30/2026, 100% of our schools will implement a school by effort to promote the core values belonging, joy, respect, and growth," he told the committee during a slide presentation outlining metrics and next steps.
The five goals are: 1) caring, respectful places to learn — with district and school surveys (including Panorama) and an expectation that student and staff reports of belonging and respect will rise; 2) empowering and valuing students and staff — increasing staff morale activities and student leadership opportunities by 25% over the prior year; 3) academics that inspire — targeting a 5% increase in student growth in ELA and math as measured by internal benchmark systems and focused improvement for students with disabilities and multilingual learners, with chronic absenteeism reduction folded into the goal; 4) family and community connections — a 20% increase in family/community engagement and at least three substantial partnerships to support learning and well‑being; and 5) effective operations and equitable resources — a comprehensive resource equity audit and a three‑year resource allocation plan.
Ware described several operational steps tied to each goal: a districtwide survey launch in December, audits of school practices in January, expanded professional development and a pilot program for "deeper learning" instructional practices, quarterly monitoring of benchmark data, and an external audit to inform budgeting decisions. On benchmarks versus MCAS, Ware told members he will rely on the district’s internal three‑time‑a‑year benchmark system for more timely monitoring while explaining that MCAS remains part of state accountability.
Committee member Grace Scofield moved to accept the superintendent’s goals. The motion carried on a roll call vote of 12–0.
The committee asked for a follow‑up on metrics, and Ware and staff said they would provide benchmark baselines and a summary that compares internal measures with historical MCAS patterns. Ware told the committee he would share midyear updates and an end‑of‑year dashboard tied to the goals.
