Current Work
Strategic Planning Subcommittee: Electrifying the Fleet
The Strategic Planning Subcommittee on Electrifying the Fleet will explore the challenges and opportunities related to meeting the NYS mandate that all new school buses purchased must be zero emission by 2027 and that all school buses in operation are electric by 2035. The subcommittee will also monitor legislative adjustments that may be enacted during this period.
Strategic Planning Subcommittee: Artificial Intelligence
The Strategic Planning Subcommittee on Artificial Intelligence (AI) will serve as a “think tank” to consider AI and its implications for our district, from as many perspectives as possible. This could include instructional design, systems and processes, policies, student code of conduct, and community connections. It is likely that the subcommittee will identify several specific topics for deeper exploration by a wider group of district employees, resulting in several targeted work groups (e.g., a team of teachers, administrators, and parents to draft recommendations regarding homework) and workshops (e.g., an after-school session for teachers on how to differentiate lessons using AI).
Exploring The Places Our Graduates Will Go
A focus this year is to explore the evolving options available to our students once they graduate. This began with a graduate brunch in January and will continue with visits to local colleges and businesses later this spring.
MTSS, Incorporating PBIS & Essential Skills (Ongoing)
It's not just about the academics -- our district has long been dedicated to educating the whole child. By identifying and practicing the attributes and supports of a caring community using a Multi-tiered System of Supports (MTSS), we have built and are sustaining a culture where students and adults understand what it means to be compassionately connected.
District Metrics & Goals
With close to 8,100 students and 1,500 employees, Webster CSD has a lot of moving pieces. Guided by the entire community, our board has identified and regularly reviews a number of metrics to ensure that those pieces are working together as well as they can, doing good service for all. Each summer, the board uses these metrics to help set annual goals -- and the metrics, in turn, capture ongoing progress toward the goals.
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