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Hartland trustees review strategic-plan goals and press for clearer individual-growth metrics
Summary
Trustees discussed a proposed strategic plan with measurable metrics and a public scorecard; members urged the administration to add measures of individual student growth, more emphasis on CTE and highly capable programs, and clearer baselines for several metrics.
At the Aug. 11 meeting, Hartland administration presented a draft strategic plan that lays out vision, mission and goal areas plus proposed metrics and an online "score sheet" for tracking progress. Trustees broadly praised the inclusion of measurable metrics but pressed for refinements to ensure the plan captures individual student growth and longer-term priorities.
Superintendent Chuck Hughes said the packet contains draft objectives and that the administration will post goal areas and supporting evidence online so the board can review progress periodically. He cited an example metric—"step proficiency scores 3 through 11" with a target of a 3% improvement—and said the district will include "evidence of effort" under each metric to document actions taken.
Trustee Keller raised concerns about districtwide averages masking individual growth and asked whether the scorecard could show how many individual students met growth targets rather than only displaying an average. Keller also urged stronger emphasis on career and technical education (CTE) and more opportunities for highly capable students. Administrators replied that individual reading plans (K–4) are in place and that growth and proficiency measure different things; the district will present both proficiency and growth evidence.
Trustees also discussed operational metrics such as fund-balance reporting and work-order turnaround rates; administrators said those data are tracked and could be reported monthly, though turnaround expectations may vary by the type of request.
Next steps: Administration will refine the scorecard metrics, consider ways to display individual student growth, and continue to discuss longer-term (3–5 year) strategic objectives including CTE and facilities planning.
