Get Full Government Meeting Transcripts, Videos, & Alerts Forever!
Get email alerts on the Strategic Planning topic
No spam. Unsubscribe anytime.
Park Ridge CCSD 64 defers full strategic plan rollout, board to set priorities and steering‑committee schedule
Summary
Superintendent updated the board on a strategic‑planning process that will emphasize auditing, direction‑setting and prioritized implementation. The board agreed to create a steering group and requested clarity on timelines; the superintendent proposed April or May for a plan recommendation and suggested a two‑year calendar process for 2026–27.
The Park Ridge CCSD 64 superintendent told the board Oct. 16 that the district will slow the timeline for the strategic plan’s implementation to allow fuller auditing and clearer trade‑off decisions before presenting a formal plan next spring.
Superintendent (name not specified in transcript) outlined a three‑stage process: an environmental and cultural audit, strategy decisions (defining what “excellence” will look like), and then a detailed implementation plan. She said many districts rush past the audit into planning and urged the board and staff to avoid skipping the middle, deliberative step that clarifies priorities and what the district might de‑prioritize.
"If we say we want our fund balance to go up, we are going to set a goal of trying to get to 6 months of cash on hand. Therefore, every year, we're gonna increase our cash on hand by 5 days," she said, using reserve planning as an example of how a strategy anchors decisions. The superintendent asked for direction on whether the board wants representation on a steering committee; several board members indicated willingness to participate where schedules permit.
Timing and the school calendar The superintendent raised a related scheduling question for the 2026–27 school year: whether the district should align its start date with the high school or start one week later. She said the calendar choice will affect family childcare needs and summer planning and recommended the board consider delivering a calendar recommendation in April or May to give families more notice. She also reported that the administration would prefer continuing with a two‑year calendar format if possible because it helps families and district planning.
Why it matters: the strategic plan will set district priorities that drive staffing, program investment and capital decisions. Board members emphasized the need not only to identify aspirations but to be explicit about which current activities would be deprioritized if resources are constrained.
Board next steps The superintendent said the coach leading the process will convene multiple daytime and evening sessions; she asked board members to review proposed steering‑committee dates and indicate availability. Staff indicated they will return to the board in November with more details about the schedule and in April/May with a recommendation for the strategic direction and draft plan elements.
Ending The board asked staff to continue the audit and planning work and to bring a clearer timeline and steering‑committee roster to the November meeting.
