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Board narrows focus to strategic framework; discusses work-based learning growth and a three-tier bus proposal
Summary
The Manhattan-Ogden USD 383 board agreed Feb. 19 to fold its separate priorities list into the district's strategic framework and directed staff to align follow-up reporting to that framework. Members also asked staff to pursue expanded work-based learning and to study a three-tiered bus schedule to address driver shortages.
Board members spent significant time at the Feb. 19 meeting reviewing a year of work on board priorities and the district strategic framework.
After extended discussion the board agreed to stop maintaining a separate priorities checklist and instead use the district's strategic framework and its six indicators of success as the primary guide for district work and board oversight. Several members said the framework already encompasses many of the items previously on the priorities list and asked staff to align future reports to those indicators.
Work-based learning: Board members and staff discussed continuing to increase work-based learning opportunities at Manhattan High School and across the district. Superintendent Eric Reed and CTE staff noted growth in application-level Career and Technical Education (CTE) courses that embed work-based components. Reed cautioned about scheduling, transportation and participation trade-offs if the district pursues a goal that half of MHS graduates complete four-credit work-based learning before 2030, and suggested further discussion on summer options and partnership capacity. The board asked staff to continue year-over-year expansion where feasible and to report back with proposals.
Three-tier bus scheduling: Board member Kurt presented a written proposal and cited other districts that have moved to a three-tiered busing system to address bus-driver shortages and scheduling pressures. Transportation staff scheduled a feasibility meeting to study the idea; Superintendent Reed said initial work would begin with transportation and routing staff and that implementation, if pursued, would likely be a fiscal-year 2027 project rather than immediate next-year change. Kurt and board members said examples from other districts (including Olathe) offer blueprints if the district chooses to proceed.
Other governance items: Members also discussed accreditation, alignment of future agenda items to strategic goals, and the utility of a "future agenda items" list. The board scheduled a winter work session that will include accreditation conversation and asked staff to prepare relevant data on indicators of success for upcoming meetings. There was no formal vote on any of these discussion items; the board provided direction to staff to continue feasibility work and align reporting to the strategic framework.
The board's decision to center oversight on the strategic framework was presented as a consensus direction; staff were asked to present follow-up information and measurable indicators tied to the framework at future meetings and at the upcoming retreat.
