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Superintendent says Wauwatosa made strides on retention, curriculum and equity; outlines strategic plan
Summary
In a June 23 update, the superintendent told the Wauwatosa School Board the district achieved roughly 92% teacher retention, increased teacher compensation 26% over three years, launched curriculum revisions and a discovery lab, and is ready to implement a 2025–28 strategic plan backed by recent referenda.
The superintendent told the Wauwatosa School Board on June 23 that the district has made measurable progress on staffing, curriculum and equity and outlined next steps for districtwide strategy. "Our mission is to provide equitable access to rigorous academics, meaningful co-curriculars, and social emotional supports that empower every student," the superintendent said, and emphasized the district's focus on serving every child rather than "islands of excellence."
Key claims and metrics presented: - Teacher retention: the superintendent reported a districtwide retention rate of about 92%, with no school below 84% this year. - Compensation: the district increased teacher compensation by about 26% over the past three years. - Discipline: administrative hearings dropped from 71 across two prior years to 39 this past year, a decline the superintendent attributed to investments in mental-health specialists and deans of students. - Curriculum: the division of academic performance completed fast-paced revisions of the four core academic areas and launched a districtwide "discovery lab" (STEM-for-all). - Professional learning: the district accepted a $50,000 donor gift (matched by the district) to support state-mandated training time for teachers. - Strategic/Referendum actions: the superintendent said the district is ready to launch the 2025–2028 strategic plan and noted the November 2024 community approval of referenda (operational and facilities) that undergird investments.
The superintendent described structural steps for improvement, including student support teams (SSTs), culturally responsive training led by district teachers, and a secondary-school ad hoc committee charged with longer-term planning. He asked residents to monitor school growth plans and participate in strategic-plan work starting in August.
The board took questions after the presentation on curriculum timing, fund-balance use and other operational matters. The superintendent repeatedly framed the district—ffort as a multi-year strategy rather than a short-term fix.
