• Scarsdale Board of Education Goals, 2024-25 

    and Primary Objectives 

     Board Self-Assessment Tool

    Goals: (i) To support the District’s mission and vision; (ii) to work on continuous improvement of Board governance; and (iii) to support the continued plan development and implementation of the District Strategic Plan. 

    The Board will work to meet the following primary objectives in line with these goals.

    Primary Objectives:

    • Advocacy: Participate in legislative advocacy impacting public education via efforts identified by the Board or suggested by our Administration or coordinated by the New York State School Boards Association (NYSSBA), Westchester Putnam School Boards Association (WPSBA), and the Lower Hudson Education Coalition (LHEC).
    • Bond: Support and participate in the planning and development of a bond proposal that addresses the current and future needs of our school facilities and programs, while accounting for the anticipated decline in debt service following the 2026-2027 school year.
    • Budgeting: Support and participate in a rational and effective budgeting process, ongoing financial planning, and multi-year planning efforts.
    • Collective Bargaining: Support and participate in the collective bargaining of two contracts; the Scarsdale Association of Educational Secretaries (SAES), and the Managers and District Services Association (MADSA).
    • Communication/Community Engagement: Foster communication and transparency and affirm community values through support and review of the opportunities identified in the Board Community Engagement Plan. Oversee and manage the Board Community Engagement Plan.
    • Evaluation: Conduct evaluations of the Board of Education and Superintendent according to Policies 0310 and 0320.
    • Governance: Review Board roles and responsibilities, orient new Board members, and build team relationships within the Board and with the Superintendent. Develop and exhibit a shared understanding of Board and Superintendent roles. Identify opportunities to review and strengthen oversight. Continue and complete current process improvements, including treasurer communication and reporting, and planning for upcoming annual internal audits.
    • Strategic Plan: Support the further development and implementation of the District Strategic Plan, including a long-term financial plan, fund balance plan, and other priorities connected to learning, living, and leading. 
    • Ongoing District Work: Support ongoing District work related to Diversity, Equity, Inclusion, and Belonging; Safety, Security, and Emergency Management; Technology, including instructional technology review and technology system upgrades; capital projects; facilities planning; and other District work.
    • Teaching and Learning: Support ongoing curricular and teaching and learning goals as developed by the Superintendent and teaching teams.