Strategic Plan Refresh Process

December 11, 2019

  • Balanced Scorecard

    Over the course of this school year, administrators reviewed, reorganized and enhanced the Strategic Plan. This reorganization has produced a plan with three overlapping and supportive levels.  Examples of the plan’s three levels were outlined in a presentation given by Dr. Tom Edgar during the Board of Education’s November meeting. The three levels within the plan are:

    1. A strategic roadmap that reflects the District’s priority commitments to students, staff, facility improvement, financial stewardship, and results. Each commitment is supported by a set of aligned objectives. The purpose of this level is to create and maintain focus within each area of focus.
    2. A three-year work plan that reflects the critical tasks that, once completed, will support the accomplishment of each objective. The plan document is used by administration to monitor the initiation and completion of its major action steps. The purpose of this level is task management to support our major areas of focus.
    3. A balanced scorecard that reflects the metrics used to monitor the impact of the tasks outlined in the work plan. The scorecard is a direct reflection of the District’s fourth commitment, a commitment to results. The scorecard is aligned to the plan’s commitments and objectives and includes measures that will be used to gauge and track the impact of the District’s work. These measures reflect multiple and varied data sets such as standardized test results, stakeholder surveys, and the completion or progression of key work tasks.

    When reviewing the balanced scorecard, you will notice that it is organized into four categories. Each category reflects a commitment and its objectives (e.g., one category for our commitment to students, one category for our commitment to staff, etc.). In turn, each objective is associated with several measures. The number and type of measures will vary by objective. The scorecard also includes each measures current value or level, a goal value, and space for tracking changes from this year to 2022.  Many of the scorecard’s measures are new and thus do not have a current value. In these cases, the value is listed as “Baseline” which indicates that the measure will be updated with a value at the end of the 2019-2020 school year.

    The score card is designed to be updated at least annually to reflect the impact of a school year’s work.  The measures are updated by the main departments associated with each of the plan’s objectives. Interim updates can be integrated and provided by the various departmental presentations provided over a given school year.

    For more information about Balanced Scorecards can be found in an article about the Atlanta Public School’s use of a similar system. The article is published in the School Administrator and can be read by clicking here.

    Images of the four areas covered by the District 15 scorecard are provided below:


November 13, 2019


October 9, 2019

  • Strategic plan refresh presented to Board of Education

    Superintendent of Schools Dr. Laurie Heinz presented a proposed refresh to the district's strategic plan at the Oct. 9 Board of Education meeting.

    Dr. Heinz and her administration have been working to revise the district's existing plan, created in the 2017-18 school year. The transition between Superintendents and the seating of two new Board members this spring is an ideal time to review the status of the plan to ensure that everyone is operating from a basis of current information around a shared direction of continuous improvement.

    A specific roadmap to implement the plan through the 2021-22 school year, as well as a two-page "At-a-Glance" flyer highlighting our mission, vision, values and strategic direction are guiding this work. These documents are under development, pending board approval of the plan.

    At the November meeting, the goal is for the Board to review a final version of these two documents along with a proposed set of metrics to monitor progress toward the completion of these goals.