District Management Journal
An effective Theory of Action is critical to meaningfully propel district strategic planning and execution. In this issue's Spotlight article, we explain what a Theory of Action is, what makes a good Theory of Action, and how a clearly articulated Theory of Action can help district leaders to foster stakeholder understanding and buy-in, and can also be instrumental in improving resource allocation.
Also in this issue:
Interview: Dwight D. Jones recently left his post as Colorado Commissioner of Education to assume the Clark County School District (NV) superintendency. Here, he reflects on his work in Colorado, discusses how that experience shapes his approach going forward, and outlines his plan for reform.
Commentary: As in many districts, Ector County ISD’s (TX) strategic plan sat on a shelf gathering dust. It wasn’t until the district developed clear priorities, a new process for working together, new tools, and a leadership team that believed in creating change that the district was able to move forward in achieving its strategic goals. Here, Superintendent Hector Mendez shares how the district built a great leadership team to supercharge their strategic plan implementation.
Case Study: While most school district bonds in Texas were voted down in the November 2010 general election, San Antonio ISD’s $515 million bond was passed. Its success is largely attributed to the comprehensive community engagement and communications efforts led by Superintendent Robert Durón and other district leaders.
Case Study: Moore County Schools' (NC) Superintendent Dr. Susan Purser led her district through an intensive strategic review of its Career and Technical Education programs. The district found an opportunity to better serve its students by analyzing local employment trends, and involving local partners to provide students with real job skills.
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