Strategic Planning
Since December 2020 the District partnered with TeamWorks International to develop the District's Strategic Roadmap. Through this process the District developed a committee made up of parents, staff and community members. Process:
- Storywall & Lifecycle: Identify and honor the District’s history and identify the events and trends that have shaped the District’s development dating back to the longest-serving staff member in the room.
- Environmental Scan: Provides a baseline for the current reality of the school district as to what is well established, what is ebbing, what is emerging and what is on the edge of consideration and development. This process applies a Whole System View in the analysis.
- Desired Daily Experience (DDE): The District surveyed students, parents/families and staff to determine what would best describe their DDE at the School District of Osceola to help create a clear vision for the strategic plan.
- Classroom Theory of Action and DDE: Development of the District's Key Strengths of Needs
- District VisionCard: Development a one page document detailing the key measures and metrics for successful implementation of the Desired Daily Experience and what attainment of Vision looks like in numbers.
- Operational Plan: 3-Year Operational Plan of the key district initiatives and school projects needed for continuous improvement organized into specific Strategic Directions through 2022 – 2023 school year. Reflection and refinement of Theory of Action and Desired Daily Experience. Key messages and preparation for community feedback
- Creating the Strategic Roadmap: Develop/refine the District Mission, Core Values, and Vision, with the Strategic Directions of the Operational Plan organized on one page
- Approval of the Strategic Roadmap: Board approved on June 9, 2021.
- Board 3 Year Agenda: Develop the details of the key work of the Board of education in parallel to the District 3-Year Work Plan, such as 1) District policy development, 2) Operational Oversight, 3) Board Self-Governance, 4) Superintendent Relations, and 5) Public Engagement.
- Board Structures, Practices & Governance Sessions: still in progress. Assessment and refinement of Board structures of meetings, workflow, and committees to best implement its 3-Year Work Plan and operate as a governing board.
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