Policies and Goals (and Critical Polices)

Before a Meeting

• Arrive on time and prepared (read agenda and all attachments, including committee minutes in advance).

• Understand the placement of items on the agenda and understand why.

• Observe the board chain of command and respect the distinction between the role of the superintendent and the board.

• Understand what our role as members of the board is, including what items are executive session discussions versus public meeting discussions.

• Be problem solvers by working through issues and seeking advice and clarity from fellow board members and NJSBA if there are points of concern or contention.

During a Meeting

• No active use of phones in executive sessions or at the board table.

• Why speaking/why not?

• Value all voices; everyone has a chance to respond while being respectful of others.

• Non-repetition of issues/debate by the same individual until all have had the opportunity to speak.

• Signal to the board president to speak, the board president acknowledges the next speaker to allow uninterrupted opinions with time in mind.

• No surprises to the board or administration.

After a Meeting

• Support the outcomes determined by the majority while ensuring that minority voices are acknowledged.

• Abide by your responsibilities as a board member and be respectful of administrative and board time constraints.

• Be dedicated to supporting and attending school functions.

• Strive to develop professionally as individual board members and as a Board.

• Remember that students are always at the center of our decisions. 

2025-2026 District Goals

• Academic

  • Show progress in decreasing achievement gaps by advancing academic performance through increased support in areas of instruction for academic subgroups.  Evaluate progress annually using all available assessment data.

  • Identify staff to leverage existing education by assessing interest in obtaining further certifications to expand available dual enrollment and career and technical education (CTE) student course offerings.

• Facilities

  • To prioritize planning for STEM/Robotics/CTE curriculum, develop a prioritized long-range facility plan and cost estimates.

• Community Integration

  • To support the belief that every community member is a stakeholder, develop 2-3 avenues to expand community connectivity and engage with all community members to communicate district outcomes and opportunities for further engagement with those residents with and without school-aged children.

• Culture & Climate / Social Emotional Learning

  • Identify and implement tools and mechanisms to establish a baseline understanding of student and staff experience in Somerset Hills School District to develop a future strategic plan to enhance workplace and school culture, climate, and social-emotional learning.

Policy / Regulation

Policy

Policy

Policy / Regulation

Policy / Regulation

Policy / Regulation

Policy

Policy

Policy / Regulation

Policy / Regulation

Policy

Policy / Regulation

Policy / Regulation

Policy

Policy

Policy / Regulation

Policy

Policy / Regulation

Policy