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Board approves balanced scorecard to guide district priorities
Summary
The North Kansas City Board of Education approved a draft balanced scorecard setting student, staff, community and finance goals that administrators will convert into specific strategies and metrics.
The North Kansas City Board of Education approved a draft balanced scorecard at its regular meeting, adopting a set of high-level goals intended to guide the district’s priorities for the coming school year.
The balanced scorecard, presented by Doctor Avila Angeli, lays out goals in four quadrants — students, staff, community and finance — and will be translated into superintendent and cabinet goals with specific action steps and metrics, the presentation said.
Board members said the document reflects continuity rather than an expansion of new initiatives. “There are a lot of goals carrying over from last year,” Doctor Avila Angeli said during the presentation, adding that the approach reflects a focus on deepening and systematizing existing work rather than continually adding new priorities.
Key student goals described in the presentation include continuing program evaluations (early childhood and SAGE completed last year; planned evaluations for HSAT and AVID) and studying the impact of college and career pathways. Administrators also proposed further development and phased expansion of alternative education programs including HSAT and TAPC and a reworded goal to increase student ownership of learning tied to standards-based learning and grading.
Staff goals focus on professional development, especially for classified staff to respond to students’ social-emotional needs, continuing a holistic wellness program and improving recruitment and retention (including pay and benefits, grow-your-own strategies, onboarding and mentoring). A new staffing-model goal would seek a more flexible and equitable approach to address growth in special education and English learner programs.
Community goals emphasize advocacy at the state and federal level and stronger connections with neighborhood organizations, including a tactic to match student service-hour needs with community opportunities. The finance quadrant charges staff with stewarding bond 2025 expenditures, creating a fiscal model to support a comprehensive staffing approach, and regularly evaluating operational and debt-service levies.
After brief discussion, a board member moved and a second was recorded; the board voted verbally and the balanced scorecard was approved.
Board members said they appreciated the emphasis on implementing and measuring existing priorities. “We’re not adding more to the burden but recognizing the great work that’s being done,” a board member said during remarks after the presentation.
The approved scorecard will return to administration for conversion into specific strategies, action steps and metrics to be used throughout the district.
