Rio Rancho Public Schools (RRPS) is initiating a transitional year in 2026-27 as it embarks on developing a comprehensive strategic plan for 2027-2032, while setting sights on longer-term goals extending to 2040. Superintendent Robert Dodd’s vision, titled “Inventing the Future,” aims to guide the district as it addresses both immediate and future educational priorities.
The district’s current strategic plan concluded in 2025, prompting leadership to designate the 2026-27 school year as a “bridge year” to pilot new academic programs and lay the groundwork for the forthcoming plan known as “Horizon 2040.” The forward-looking approach considers the academic trajectory of students entering preschool this year who will graduate in 2040.
Renee Saucedo, RRPS chief of schools, emphasized the district’s unique position as a relatively young system undergoing its first leadership change. She described the five-year plan as a practical framework for actionable steps aimed at unlocking student potential while maintaining a long-range perspective.
Key objectives include elevating every school in the district to “Spotlight School” status by 2030, a designation for campuses ranking within the top 25% statewide. Currently, 10 RRPS schools have earned that distinction, according to recent state data cited by Chief Academic Officer Janna Chenault.
The bridge year will also test three pilot programs targeting elementary schools: mathematics acceleration for fifth graders at five campuses; specialized training for teachers and administrators at six schools described as “high-expertise teaching”; and multilayered systems of support at three campuses focusing on protected time for literacy and math interventions, acceleration, and enrichment. Schools selected for these initiatives represent a cross-section of high-performing and improvement-needed campuses based on recent testing data.
During a recent board meeting, member Michael Berry inquired about plans to expand successful pilots beyond the initial sites. Chenault confirmed that broader implementation is intended, contingent on evaluations conducted during the trial period.
Chief of Strategy Eric Guerci outlined a seven-step process for crafting the strategic plan, including community engagement, defining success metrics, identifying improvement areas, developing and sequencing strategies, resource alignment, and an iterative implementation phase through 2040. The process involves a steering committee composed of staff, students, families, community leaders, and board members. A draft of the plan will be released publicly to solicit feedback.
Guerci characterized the emerging document as a “living plan” that integrates major district priorities such as special education, facilities management, state mandates, and budgeting. Superintendent Dodd underscored the importance of setting clear, measurable goals and allocating resources efficiently to meet those objectives.
Board leadership expressed support for the approach. Vice President Seth Muller welcomed the adaptability of the living plan format, while President Amanda Galbraith called for regular evaluation checkpoints to monitor progress. Berry highlighted the need for sustained focus and discipline, noting the board and leadership must concentrate efforts on a limited set of priorities to ensure success.