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District 57 board debates tightening strategic plan goals, measurement and timelines
Summary
Administration proposed recalibrating the 2023—2028 strategic plan to focus years four and five on measurable student outcomes, staff support and facilities; the board pressed for clearer baselines, fewer prioritized goals and measurable "meets/exceeds" criteria and asked administration to return in July with tightened metrics.
Superintendent Dr. Gore presented a proposed matrix to recalibrate District 57's 2023—2028 strategic plan as the district enters years four and five. The matrix identified priority areas including outstanding student experiences, staff growth and support, family and community partnerships, fiscal stewardship and facility planning.
"We really expect to be able to show student learning outcomes aligned to that focus area," Dr. Gore said as she walked the board through examples of metrics and activities such as MAP growth, AR achievement and measures to narrow subgroup gaps.
Board members pressed for clearer measures and a narrower set of priorities. Member Chris praised the communications work and urged focus: "Where we were in communications four years ago when I joined the board to where we are now, it is just orders of magnitude better," he said, while other members urged fewer goals, clearer baselines, and a mix of binary and scaled metrics so progress can be judged objectively.
Several trustees suggested the board-engagement and superintendent-goals timeline should proceed with the evaluation committee drafting guidance before the superintendent finalizes goals. Members discussed whether goals should be binary (complete/not complete) or scored on a scale and recommended that measurement and specific targets (for example, percentage changes) be incorporated directly into goal language.
Administration agreed to return in July with a tightened iteration that clarifies baselines and proposed measures and to present superintendent goals for review in August, after which the board will provide feedback and finalize evaluation expectations. The discussion also touched on the district's capital priorities, including the Lincoln replacement and expansion and full-day kindergarten planning that are already being implemented as part of the district's multi-year work.
Board members emphasized that the strategic plan should focus on the intersection of the district's most critical priorities and the areas with the largest gaps, then drive a smaller set of high-impact goals rather than a long checklist of activities.
