Strategic and District Operational Plans
Our "Strategic Plan for the Future" is the roadmap that we follow in our continuing - and measurable - focus on success and in its commitment to the needs and emerging needs of all students.
The District Operational Plan (DOP) is developed annually by Superintendent Ronneberg, district administration and principals, and outlines projects that will lead the district toward accomplishing the strategic plan.
Adaptive planning is at the foundation of the work we do in Spring Lake Park Schools. Rather than having a static strategic plan that attempts to identify all of the strategies and objectives necessary for the next five years, we utilize an adaptive design and planning process. This is aligned around improving student learning through innovation within our strategic anchors and initiatives. We assess progress internally, consistently look outside the system at emerging influences and strive to move from current reality – where we sit today – toward what we want to achieve, which are our desired results.
While we have an annual DOP, we consistently assess our work within the plan and make adaptations as necessary to meet changing conditions. By adjusting our work on a regular basis, we bring greater coherence and alignment to our efforts.
Above is a snapshot of the anticipated milestones in our Innovative and Personalize Learning initiative through the 2020-2021 school year.
District Operational Plan Design Input
Parent, community and staff input is also a critical part of the development of the district’s annual operational plan. The following opportunities are specifically designed to provide input as the superintendent and district administrators develop each year’s District Operational Plan:
Superintendent Strategic Advisory Council
The purpose of the Superintendent’s Strategic Advisory Council is to inform the development of the District Operational Plan and to seek input on systemic and strategic issues from key parent, business and community leaders. The council includes 20-30 members who are invited by the superintendent. Interested individuals can self-nominate to be considered as a member. The council meets three-four times each year and may be asked to share input electronically between meetings.
Community Leader Meetings
At various times during each school year, the superintendent and district administration schedules meetings with groups of community leaders. Community Leader Meetings will likely include, but are not limited to, groups such as legislators, local clergy, business network groups, and social service agencies who work with children and families. The purpose of these meetings is to share information with community leaders and to solicit input. If you are a part of a community leader group and would like to schedule a meeting, please contact the superintendent’s office.
Along with using community conversations for other topics, the district also conducts two-three community conversations each year related specifically to the District Operational Plan. In the spring, a session is held to seek input from parents and community members. In the fall, a session is held to review the previous year’s work and to learn about the current year’s plan.
It is important to note that staff have the opportunity to provide input and influence in the development of the district operational plan as well. Teachers and other staff lead some of the district operational plan projects, as well as serve on design teams and task forces. Input is sought purposefully throughout the year at staff meetings, through surveys and rounding (short, one to one interviews), and influence is provided by studying professional practice data that is gathered. In addition, teacher and staff representatives serving on the district Learning, Teaching, and Accountability Advisory Council provide guidance to the development of the district operational plan based on feedback gathered from their staff and school leadership teams, as do principals, continuous improvement and innovation coaches, curriculum leads, and others. These are just a sampling of the many ways staff input is gathered.