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Board reviews district strategic plan and KPIs; members ask for clearer 1‑page trend reporting and to reconsider net promoter metric
Summary
Board workshop described the district's 19 KPIs, the five‑star rating system tied to 10‑year goals and staff 90‑day action plans; trustees asked for a one‑page longitudinal dashboard showing prior‑year changes and discussed replacing or recalibrating the 'net promoter score' metric.
At a Jan. 29 workshop the Oshkosh Area School District leadership reviewed the district strategic plan framework, 19 key performance indicators (KPIs) organized in four core areas, and the five‑star rating system that sets 10‑year targets.
Superintendent Dr. Davis explained staff responsibility for implementing strategies and 90‑day action plans that feed monthly and quarterly KPI reporting, while the board’s role is to set the KPIs and monitor progress through workshops. Each KPI page, staff said, lists current rating, one‑ and three‑year goals, celebrations from the prior year and strategies for improvement.
Board members recommended improvements to public presentation and monitoring: they asked for a concise, one‑page longitudinal dashboard that shows historical star ratings and changes year‑to‑year so the board and the public can see trends at a glance. Trustees also questioned the usefulness of the district’s net promoter score (NPS) as an engagement metric; staff said NPS can be “wonky” for public understanding and proposed exploring alternatives such as an established parent survey or tailored community and student surveys. Staff agreed to return to the board with recommended survey tools and suggested adjustments to KPI weightings where warranted.
Why it matters: The strategic plan drives staffing and budget priorities; trustees emphasized having clear annual targets and easily readable progress reports so the board can evaluate whether staff strategies are achieving the intended improvements.
District staff said each KPI also connects to operational tools the board won’t see daily—weekly executive scorecards and school‑level 90‑day plans—while the public face of the plan should be simplified for community audiences. Trustees directed staff to convene committee discussion and bring proposals for the dashboard and potential survey replacements back to the board.
