Hi Andrew, what would your ideal ‘North Star’ be? And how would this be agreed in the relatively quick time frame that is needed given our current financial state?
I ask because what you describe is a process that doesn’t really seem that different from what has happened recently / what’s happening now - at least, what the board thinks it’s doing.
Hi Andrew, what would your ideal ‘North Star’ be? And how would this be agreed in the relatively quick time frame that is needed given our current financial state?
I ask because what you describe is a process that doesn’t really seem that different from what has happened recently / what’s happening now - at least, what the board thinks it’s doing.
I have no insight into what the current board thinks it is doing other than what can be observed as a member of the public. If you have any direct insight you can share, I would love to hear it.
As to this seeming no different than what is happening, I have just laid out how our strategic planning has almost completely broken down over the past five years and a plan to rebuild that for the future. It seems like you are disagreeing with what I am sharing, and I am curious if you have data points that suggest that strategic planning has remained strong for the past five years or is strong now, because I have not found any of those. I am aware though I could have missed something, and I am always open to engaging new information.
I believe we can walk and chew gum at the same time as a district. We need to keep immediately triaging these crises. The SDRP is something of a limited, near-term plan. We need to follow through on it in the immediate term. However, to what end? Why are we doing this? How does this fit into our long-term vision for the district? That is not clear to me.
I believe we have two choices. 1) We could double down on the 2022-2027 strategic plan and spend a significant amount of time and energy clarifying the plan, building reporting processes, gathering data to assess it, and ensuring we are actually sharing this with the public in transparent ways. 2) We could spend that same time and energy in getting it right for a 2026-2031 strategic plan that would spell out exactly where we want to be in five years in terms of cash reserves, deferred maintenance, curriculum, equity commitments, academic achievement, belonging, digital wellbeing, teacher satisfaction, and a host of other elements. My preference is for the latter, because I think it would go a lot further toward rebuilding public trust and confidence.
As to the content of the plan, that needs to emerge from the community. The board needs to listen and not come in with preconceived agendas that undermine a real process.
Hi Andrew, what would your ideal ‘North Star’ be? And how would this be agreed in the relatively quick time frame that is needed given our current financial state?
I ask because what you describe is a process that doesn’t really seem that different from what has happened recently / what’s happening now - at least, what the board thinks it’s doing.
Thanks, Megan for engaging me here!
I have no insight into what the current board thinks it is doing other than what can be observed as a member of the public. If you have any direct insight you can share, I would love to hear it.
As to this seeming no different than what is happening, I have just laid out how our strategic planning has almost completely broken down over the past five years and a plan to rebuild that for the future. It seems like you are disagreeing with what I am sharing, and I am curious if you have data points that suggest that strategic planning has remained strong for the past five years or is strong now, because I have not found any of those. I am aware though I could have missed something, and I am always open to engaging new information.
I believe we can walk and chew gum at the same time as a district. We need to keep immediately triaging these crises. The SDRP is something of a limited, near-term plan. We need to follow through on it in the immediate term. However, to what end? Why are we doing this? How does this fit into our long-term vision for the district? That is not clear to me.
I believe we have two choices. 1) We could double down on the 2022-2027 strategic plan and spend a significant amount of time and energy clarifying the plan, building reporting processes, gathering data to assess it, and ensuring we are actually sharing this with the public in transparent ways. 2) We could spend that same time and energy in getting it right for a 2026-2031 strategic plan that would spell out exactly where we want to be in five years in terms of cash reserves, deferred maintenance, curriculum, equity commitments, academic achievement, belonging, digital wellbeing, teacher satisfaction, and a host of other elements. My preference is for the latter, because I think it would go a lot further toward rebuilding public trust and confidence.
As to the content of the plan, that needs to emerge from the community. The board needs to listen and not come in with preconceived agendas that undermine a real process.