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North Kansas City Schools rolls out balanced scorecard goals, wide-ranging staffing and program reviews
Summary
Superintendent Dr. Daniels presented the district’s updated balanced scorecard and board-requested goals, including program evaluations for AVID and the High School Alternative Program, a comprehensive staffing model, expanded alternative education options and a multi-year plan to monitor bond projects.
Superintendent Dr. Daniels presented the district’s balanced scorecard goals at the Sept. 30 board meeting, outlining priorities across student, staff, community and finance quadrants and several new board-level goals designed to guide the next phase of district work.
Top priorities and program reviews
Dr. Daniels said the student quadrant includes three goals: a comprehensive review of student performance and existing programs (specifically districtwide AVID evaluations and the High School Alternative Program evaluation), expanded educational settings for students needing alternatives to the traditional classroom, and a new initiative to embed research-based instructional practices that build student agency. "We begin with our strategic plan," Dr. Daniels said, framing the goals as an operationalization of the district’s five-year strategy.
Alternative education and program evaluation
The superintendent identified a desire to increase partial-day and blended alternative-program participation and reduce reliance on full-day placements in the High School Alternative Program (HSAP). The AVID program and the HSAP will receive district-level evaluations that include participation rates, student and parent sentiment, academic outcomes and resource allocation; recommendations could result in program modifications and resource reallocations.
Staffing, professional development and wellness
The staff quadrant retains goals for social-emotional professional development, wellness programs and recruitment/retention, and adds a new, multi-stage goal to create a comprehensive staffing model. That model will use both enrollment-triggered (numbers-based) and equity-triggered (needs-based) indicators — including ELL counts, IEP/504 prevalence, free/reduced-price meal percentages, counseling and discipline metrics — to determine staffing allocations. Dr. Daniels described a timeline to deliver a proposed staffing model by January and a fiscal implementation plan by May, followed by phased piloting.
Community and legislative priorities
The community quadrant continues active legislative and grassroots advocacy in Jefferson City and aims to deepen neighborhood engagement, including an electronic hub to connect civic organizations with student volunteers and a two-year board-connections program to increase board presence in different school communities.
Finance and bond monitoring
The finance quadrant includes continued, monthly monitoring of the voter-approved 10-year facilities plan. The district has issued $100 million of the voter-approved $175 million in bonds and plans to issue the remaining $75 million; the superintendent said construction and design work is underway for several projects, including performing-arts additions and other bond-supported work, with completion of bond projects and deferred maintenance targeted by August 2028.
Board-level and additional goals
Dr. Daniels also proposed two additional board-level goals: staying abreast of evolving state and federal laws governing funding sources and ensuring a culture of support and respect that expands who has voice in the district’s next five-year strategic plan. The superintendent cited recent steps such as the first student advisory meeting — which included students from HSAP — as an example of including previously under-represented voices.
Implementation and oversight
Dr. Daniels identified staff leads for specific goals (for example, Doctor Sutton and Doctor Porter for program evaluations) and said implementation will include focus groups, program audits, data analysis and phased pilots. Board members thanked the superintendent and committee members for the work and asked for regular updates tied to the balanced scorecard.
What the presentation does not do
The presentation outlined timelines and deliverables but did not include formal board votes on specific structural changes at the meeting; next steps include staff work to develop concrete proposals, fiscal models and pilots for board consideration.
