Superintendent outlines transition plan, three priorities and measurable benchmarks for Saline Area Schools
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Summary
Dr. Kowalski told the board she is moving from listening to action and proposed three priorities — leadership reorganization, early childhood expansion and strategic planning — with proposed benchmarks (pipeline framework by fall 2026, early childhood access goals by 2030) and use of the MASB evaluation model for accountability.
Superintendent Dr. Kowalski told the Saline Area Schools Board that after months of listening and school visits she is shifting to "phase 4: aligning insight into action," and presented three central priorities for the coming months.
She described the first priority as reorganizing district leadership and teaching-and-learning structures to create clearer supports and mentorship for school leaders. "Reorganizing our teaching and learning department will be part of the recommendation that I'll bring to you," she said, emphasizing clarity and aligned supports to serve students.
The second priority is early childhood expansion. Kowalski said the district has doubled GSRP capacity at Liberty School and now has an early childhood program director; the next steps include stakeholder meetings with wraparound-service providers, needs assessment, and identifying facilities and funding options. She suggested a planning principle to guide exploration and said the district may set access goals by 2030.
The third priority is strategic planning: Kowalski plans to align an updated draft 'compass' with measurable strategic goals and benchmarks to track progress. She offered sample benchmarks — for example, creating a pipeline framework by fall 2026 — and said the district would tie superintendent goals to measurable outcomes through the MASB superintendent-evaluation model so the board can hold leadership accountable.
Board members asked about definitions of "emerging leaders," the nature of external partners (ISD versus higher education providers) and specifics about metrics. Kowalski said the leadership list includes both internal staff seeking credentialing and staff identified as demonstrating leadership, and described a pilot that places credentialed staff into temporary administrative posts for hands-on experience.
Kowalski said the next steps include a mid-November core-team retreat, an administrative retreat in January, and a February update to the board; she proposed bringing a strategic-plan update for potential board adoption in May 2026.