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Osceola presents first-year strategic plan KPIs, asks board for guidance on measures and next steps
Summary
District leaders reviewed baseline key performance indicators across five value drivers — engagement, alignment, community, achievement and culture — and asked the school board for input on measures to keep, modify or sunset as they move from baseline to regular reporting.
Osceola County School District leaders presented the first-year results and baseline key performance indicators from the strategic plan adopted earlier this year, asking the board for guidance on which measures to keep and how to refine reporting.
The plan, the presenters said, is structured around five value drivers — engagement, alignment, community, achievement and culture — and emphasizes cross-functional goal leads rather than department-only pillars. “Unlike traditional strategic plans, this is more cross functional in nature,” one presenter said, explaining that goal leads often come from different departments to “increase perspective, ... innovation, [and] collaboration.”
The presentation covered multiple KPIs, with staff noting that some indicators already show positive movement while others are trending the wrong way. Presenters emphasized that the KPIs are baseline measures and that some items may need to be sunset or rethought. “These are the KPIs that we have currently. And, again, always looking for your input,” a presenter said.
District staff walked the board through how each value driver is organized: a purpose statement, a short list of “big rock” activities, and KPIs that staff said represent the best available measures at this time. Staff repeatedly recommended disaggregating some KPIs — for example by leave type or grade band — to make the data more actionable.
Board members asked for additional clarity about how measures will be monitored over time, who will own specific KPIs and how staff will handle items that reach the target (for example, whether a met KPI should be placed into a monitoring queue). Staff suggested color-coding charts by leave type, increasing the regular cadence of principal briefings for particular metrics, and using initiative inventories to reduce overlapping or ineffective measures.
District staff also sought direction on expanding certain KPIs into virtual or on-demand formats (for example, parent academies and community input sessions) and on where to pilot performance-based contracts. The presenters flagged several follow-up activities for the coming year: disaggregate leave data, expand device-leasing pilots, continue the initiative inventory to narrow priorities, and formalize a cadence for sharing specific KPIs with principals or department leads.
Board discussion focused on making KPIs more actionable, improving data timeliness and ensuring that baseline indicators evolve into operational targets that drive specific, accountable actions.
