In the summer of 2013, Metropolitan Education District (MetroED) launched a significant strategic planning initiative. The effort could only be accomplished with the help of our entire community. We took several steps to ensure that everyone from board members, business partners, parents, students, teachers, classified staff, and District office personnel were given several opportunities to provide direction on developing the District’s strategic plan.
With a new Superintendent, Chief Business Officer, Director of Silicon Valley Career Technical Education (SVCTE) Center, Assistant Principal of SVCTE, and other key leadership team members in their roles for less than a year, the planning and identification of key focus areas were essential. The District had adopted goals, vision, and mission statements under the previous administration. It was essential to the new administration to continue to honor the history and meaning of that work while focusing on a 21st Century future for MetroED.
Read the strategic plan here.
Aligned Systems for Efficient Operations
The District launched the strategic planning process to develop updated operations in preparation for future needs. Operations such as Fiscal and Facilities must sustain the educational program. Efficient operation relies heavily on the governance structure, information technology, facilities, safety, human resources, fiscal services, and student management practices. Five program areas rose to the top as areas of focus for efficient operations in the changing environment. Success in these key areas will improve the academic program by bringing updated technology, staff development, staff support, public relations and a structure to sustain the District for the future.
The decline in enrollment at the center means a lost opportunity for many high school students. Students are graduating at higher rates in a career technical education center than those in traditional high schools. (Crain’s insider blog February, 2014).
The loss in Adult Education funding means that fewer learning opportunities are available to the community. Not only can fewer immigrants contribute to their communities, but adults with low literacy skills are unable to obtain jobs with family-sustaining wages to further their education.
As the management team identified these areas of concern, it was evident that, in order to have a positive effect on our external customers, we would need to maximize our internal efforts. A highly efficient staff is one that commits to continuous learning.
In order to create synergy in the organization, we must further develop strategies that will support to improve trust, collaboration, capacity building, and leadership. Goals of curriculum, instruction, assessment, and professional development must be aligned and focused on desired student learning outcomes.