Math Teacher at Candler County School District.
Work Email
t*****@metter.org
Direct Phone
+1 (***) ***-****
LinkedIn URL
linkedin.com/in/••••••••
Employing Organization
Team
Decision makers at Candler County School District
Administrative Assistant to the Superintendent
Assistant Athletic Director
Assistant Principal
Assistant Principal
Assistant Superintendent, Curriculum, Instruction, Professional Learning, and Federal Programs
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Board meetings, strategic plans, and buyer signals from Tom Golden’s organization
The board discussed the project regarding the softball hitting facility.
The meeting included an invocation and the recitation of the Pledge of Allegiance. The board formally adopted the meeting agenda and subsequently moved to adjourn the proceedings.
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This strategic plan outlines the district's vision to achieve excellence in all areas. Key strategic pillars include ensuring highly effective instruction in every classroom, fostering highly literate students, securing a 100% staff commitment to student success, recruiting and retaining excellent staff, and maintaining safe and supportive environments. The plan emphasizes literacy-rich instruction, data-driven professional learning communities, evidence-based interventions, extensive CTAE and fine arts programs, strong university partnerships, and professional growth opportunities to ensure student and staff success.
This document outlines Candler County's comprehensive plan for utilizing American Rescue Plan (ARP) ESSER III funds to address the educational and operational impacts of the COVID-19 pandemic. Key strategic priorities include mitigating learning loss through evidence-based interventions such as high-frequency tutoring, summer programming, and virtual learning; ensuring optimal cleanliness and air quality within facilities; and maintaining continuity of essential services. The plan details the allocation of funds for these activities, alongside support for assessments, student engagement, the unique needs of at-risk student populations, educational technology, facility repairs, and improvements to indoor air quality. Implementation and impact are to be evaluated through a system of quarterly reviews and monthly leadership meetings, spanning from 2021 through 2024.
Extracted from official board minutes, strategic plans, and video transcripts.
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