Our strategy is no longer a laundry list of ever-changing “initiatives,” but instead a set of inter-related, long-term work aimed at eliminating the gaps in opportunity that lead to disparities in achievement.
It is directly focused on the day-to-day work of great teaching and learning. Put differently, our strategy directly impacts the daily work of teachers in a way that other efforts that have focused on the classroom periphery have not.
To be successful, this strategy requires us to continually monitor our progress, respond to issues as they arise, and manage the natural stages and pace of change.
As a district, we conduct a deep review of progress once a quarter — that first review is scheduled for this month. This process provides a space for us — school based leadership teams, central office, and board — to examine both implementation and outcomes, process concerns and questions from our staff, families and community, and to make adjustments, even major shifts in direction, if necessary.
If we use this process the way it was designed, we’ll continually identify strengths and challenges, understand root causes, collaboratively problem solve and chart our course forward.