District Management Journal
Some districts’ strategic plans are too broad to really serve as a guide for day-to-day action for all employees. Other districts, conversely, have a strategic planning process that is too prescribed and routinized to effect the change needed. This issue’s Spotlight article details how districts can use DMC’s 10-step process to produce an actionable, dynamic, and results-oriented strategy. Many districts may find that they can do more to engage the full power of the strategic planning process as described herein.
Also in this issue:
Interview: In March, Delaware became one of two states to win the first round of the Race to the Top. Leading this effort in Delaware is Dr. Lillian M. Lowery, Delaware’s Secretary of Education, who discusses the state’s unique approach to alignment and capacity-building.
Commentary: Faculty members at the Graduate School of Education, University of Pennsylvania, Mike Johanek and James ("Torch") Lytle discuss their views of what is needed to cultivate leadership growth mid-career to equip leaders with the skills for this new era.
Commentary: Shortly after assuming the superintendency of Charlotte-Mecklenburg Schools (NC), Peter Gorman was charged with creating a data dashboard. Gorman discusses designing the dashboard, shares lessons learned, and reflects on how the dashboard has helped drive a significant cultural shift across the district.
Case Study: This case study charts Region 4 Educational Service Center's (TX) innovative entrepreneurial approach to resource allocation and capacity-building that allowed this education service center to triumph over tough economic times and better serve its districts.
Case Study: Boston Public Schools’ (MA) Infrastructure Manager Andy Horgan had often worried about the safety of data at the district’s schools. Through the Boston Public Schools Management Institute, Horgan began to successfully solve this data problem while developing his management and leadership skills.
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