Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Strategic Planning topic
No spam. Unsubscribe anytime.
District leaders outline seven "big rocks" and 100‑day plan approach in strategic vision work session
Summary
Administrators presented a draft strategic vision with seven priority areas — student achievement, leadership, behavior, engagement, resources, staffing, and operations — and proposed 100‑day implementation plans to turn the vision into measurable actions for board review.
The Manitowoc School District held a work session in which administrators presented an initial strategic-vision draft organized around seven priority areas and described a cycle of 100‑day implementation plans that will convert broad goals into measurable actions.
Lee, introducing the session, said, "Tonight marks the first step in that journey," and described the evening as a working session for dialogue rather than votes. Lee told the board the district plans to present a final strategic vision for formal approval on June 10 and then use 100‑day plans during the summer months to set concrete goals and metrics.
Heidi and other administrators led a detailed discussion of the first priority, student achievement and learning outcomes. Heidi said the district will prioritize districtwide professional learning communities (PLCs), curriculum implementation cycles and a data retreat with CESA 7 to identify achievement gaps. She described a forthcoming rubric and training intended to move PLC practice from isolated pockets of activity to a consistent, measurable practice across buildings.
On behavior and student supports, presenters said the district will expand Multi‑Level System of Supports (MLSS) to integrate academic and behavioral interventions, expand restorative practices with professional development, and use consistent incident tracking in Infinite Campus to measure changes. Administrators noted the district maintains separate secondary and elementary student codes of conduct and said serious safety incidents will continue to be handled according to those policies.
Other priorities discussed included district leadership and organizational effectiveness (developing leaders and aligning responsibilities to results), community engagement and communication (increasing outreach to parents, local employers and higher‑education partners), responsibility and resource management (aligning spending to strategic priorities and seeking outside funding), staff recruitment and retention (mentoring, onboarding, competitive compensation and stronger university partnerships), and operations/facilities planning (right‑sizing buildings and developing long‑range facility plans).
Why it matters: The strategic vision moves the district from broad statements to a process for measurable action. Administrators framed the 100‑day plans as the mechanism to sequence work, set measurable goals for each building and report progress to the board and committees.
No formal board votes were taken during the work session. Trustees provided feedback to administrators, requesting clearer, measurable grade‑level goals, stronger language on integrating MLSS with academics, specifics on evaluation rubrics and inclusion of communications that explain fiscal choices to taxpayers. Board members and administrators repeatedly emphasized accountability: principals will be expected to know which teams are meeting PLC benchmarks and which are not.
Next steps: Administrators will revise the draft strategic-vision document to reflect board feedback, draft 100‑day plans with specific metrics and timelines, and bring the final vision to the board for consideration on June 10. The board directed committee follow‑up and expects subsequent reports tying individual 100‑day plans back to the seven priority areas.
