"That's why I've directed the development of a new strategic plan for Seattle Public Schools, initiated with funding from local philanthropists. Our first step is to assess our district's strengths and challenges. We are examining five priority areas that emerged from surveys and interviews conducted to date with key stakeholders:
• Support high-quality teaching and learning;
• Attract and support district talent;
• Drive districtwide efficiency and effectiveness;
• Introduce effective performance management;
• Strengthen relationships with stakeholders and partners.
This diagnostic groundwork will identify successes we can replicate and weaknesses we must address. It will include the findings from academic and operations peer reviews now under way by national experts. It will tap into the knowledge of our teachers, principals, central staff and community members about what is needed to move the entire district to excellence. It will capitalize on the energy and commitment of our new School Board, united in its pledge to academic achievement for all students."Her use of the word "diagnostic" is a little confusing. I'm assuming she means that from all the conversations with parents and community they got clarity on what are the top items to be accomplished. I'm also troubled by the 4th goal because using the word "introduce" sounds like there has been no performance management ever.
I hope that when she does present her action agenda (I would think after McKinsey does its work) that there are real and recognizable actions.