Duval board weighs strategic-plan refresh, updates superintendent evaluation process and forms subcommittee

The Duval County School Board met in January 2025 to review its 2021 strategic plan, discuss limits in the current superintendent evaluation instrument and set next steps for a refreshed plan and evaluation process.

Board members and staff said changes in state assessments, district reorganizations and other policy shifts have made some of the strategic-plan measures adopted in 2021 no longer directly measurable, prompting the board to consider rebaselining targets and updating its evaluation instrument.

Why it matters: the board’s strategic plan carries goals and measurable interim targets through 2026 and the superintendent’s annual formal evaluation is explicitly tied to that plan under existing board policy. Board members said they want an evaluation process that is timely, meaningful and usable even while the strategic plan is refreshed.

What the board reviewed - The strategic plan adopted in spring 2021 set four academic goals and five operational guiding principles, with annual interim measures aimed at April 2026 targets. Staff told the board that several original interim measures can no longer be calculated because district assessments and state testing regimes have changed (for example, FSA has been replaced in practice by FAST and BEST assessments). The presentation identified which submeasures are affected and recommended rebaselining. - The superintendent-evaluation instrument in use is made up of three components: 45% based on strategic-plan goals, 30% on guiding principles and 25% on contract performance indicators (financial, communications, operational/administrative and instructional indicators). Several members said the 45% component cannot be scored reliably where benchmarks no longer exist. - Staff proposed developing an interim evaluation instrument drawing on professional competencies and state language about superintendent responsibilities so the board can conduct a timely review for the 2024–25 year while the strategic-plan refresh proceeds.

Board discussion and data highlights Board members emphasized that a refresh — rather than a full rewrite — could be appropriate in order to honor prior work while updating measures that no longer align to current tests or organizational structures. Members requested substantive data to inform the refresh and public-facing scorecards so families can track progress. Staff agreed to provide detailed outcome data and suggested using an outside consultant to facilitate the strategic-plan process.

The presentation and board remarks included multiple points of progress under the 2021 plan: the share of schools graded A–C rose from 86% in spring 2019 to 91% in spring 2024; 974 students earned the Duval Ready Diploma credential in its second year; the district reported 62 total academies with 43 identified as advanced or higher; the share of struggling students with individual progress-monitoring plans increased from about 2.5% in 2019 to 78% in spring 2024; and the district’s PBIS (positive behavior supports) model schools rose from 3 in 2019 to 61 in 2024. Board members noted these as items to “close out” publicly while moving to a refreshed plan.

Next steps and formal directions - Scheduling: the board agreed to hold additional workshops between January and June to complete the refresh work; staff was asked to begin calendar planning and prepare data for the consultant and board. Several members said a baseline target of having a usable strategic plan prior to the next school year would be ideal (members discussed July 1 as the target for a finalized plan, while noting June would be preferable for retreat timing). - Interim evaluation instrument: staff offered to prepare a draft tool using professional competency language that the board could use in part for an interim November evaluation in 2024–25 if the board acts by June. Board policy language requires the board to determine evaluation components no later than June of each year. - Subcommittee: the board appointed a three-member evaluation subcommittee (Board Member Baldy, Board Member Pearson and the board chair) to draft recommendations for the full board. The subcommittee will coordinate calendar dates and bring drafts to the full board for consideration. - Consultant and materials: staff will compile a list of potential consultants, draft a meeting schedule, and circulate the superintendent-contract performance indicators and the slide materials used in the presentation to board members.

Votes at a glance - Motion to adjourn: moved by Board Member Pearson; seconded by Vice Chair Carney; voice vote approved (all in favor).

What was not decided The board did not adopt a final revised evaluation instrument or a final strategic plan in the meeting. Members discussed waiving or modifying policy timelines as a possibility if necessary to implement a revised instrument for 2024–25, but no formal vote to waive policy was recorded.

Ending Board members asked staff to return with data and draft instruments and to post a schedule for the planned workshops. The board left the item with a formal subcommittee to draft options and with staff assigned to support the scheduling and consultant outreach.