Learn It · Eight Dimensions
Improvement Roadmaps to Success
Progress monitoring, first steps, next steps, extended steps, ways Soldwedel Consulting can help, and examples from other leaders.
Dimension 1 — Leadership & Governance
Leadership and Governance Progress Monitoring Survey
Where are you? Questions to ask your leaders?
| Leadership and Governance Progress Monitoring Survey | ||||
|---|---|---|---|---|
| Directions: Please indicate the extent to which you agree with each statement. | ||||
| Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
| 1. District leaders consistently communicate the district's vision, mission, and strategic priorities. | ☐ | ☐ | ☐ | ☐ |
| 2. I understand how current district initiatives support the district's strategic goals. | ☐ | ☐ | ☐ | ☐ |
| 3. District leaders communicate important decisions and updates in a timely manner. | ☐ | ☐ | ☐ | ☐ |
| 4. District leaders provide opportunities for staff, families, and stakeholders to offer feedback and input. | ☐ | ☐ | ☐ | ☐ |
| 5. Feedback from stakeholders is considered when making district decisions. | ☐ | ☐ | ☐ | ☐ |
| 6. District leaders use data and evidence to guide decisions and improvement efforts. | ☐ | ☐ | ☐ | ☐ |
| 7. The Board of Education and district administration demonstrate alignment and a shared commitment to district priorities. | ☐ | ☐ | ☐ | ☐ |
| 8. District leaders model accountability by following through on commitments and communicating progress toward goals. | ☐ | ☐ | ☐ | ☐ |
| 9. There is a high level of trust between district leadership and stakeholders. | ☐ | ☐ | ☐ | ☐ |
| 10. Overall, leadership and governance practices are helping move the district toward its desired future. | ☐ | ☐ | ☐ | ☐ |
Why These 10 Questions?
They measure the five core drivers of effective Leadership and Governance:
Driver Questions
Vision and Strategic Direction 1, 2
Communication and Transparency 3, 8
Stakeholder Engagement 4, 5
Data-Informed Decision Making 6
Alignment, Trust, and Accountability 7, 9, 10
Recommended Administration
• Fall (Baseline): Establish current perceptions and identify priorities.
• Winter (Mid-Year Check): Measure implementation progress and adjust strategies.
• Spring (Year-End Review): Assess growth, celebrate successes, and identify next steps.
Suggested Success Target
A common target for district strategic monitoring is:
• 85% or more Agree/Strongly Agree on each item by year-end.
• No item below 75% favorable.
• Positive movement of 5–10 percentage points from Fall to Spring on priority items.
This creates a concise Leadership and Governance Scorecard that can be reported to the Board,
leadership team, staff, and community as part of the district’s strategic plan monitoring pro
What might you do to improve?
The actions below are organized into First Steps (Foundation), Next Steps (Implementation), and Extended Steps (Sustainability & Excellence) to help districts systematically strengthen Leadership & Governance.
| First Steps (0–6 Months) | Next Steps (6–18 Months) | Extended Steps (18+ Months) |
|---|---|---|
| 1. Clarify Governance Roles and Responsibilities – Define and communicate the distinct roles of the Board, Superintendent, Cabinet, Principals, and Leadership Teams. | 5. Establish a Leadership Accountability System – Develop scorecards, performance measures, and regular progress reviews tied to strategic goals. | 8. Institutionalize Strategic Governance Practices – Embed strategic reviews, governance protocols, and leadership expectations into district operations. |
| 2. Reaffirm Mission, Vision, Values, and Strategic Priorities – Ensure leaders have a common understanding of the district’s direction and expectations. | 6. Create Structured Stakeholder Engagement Processes – Establish advisory groups, listening sessions, surveys, and feedback loops to inform decisions. | 9. Develop Leadership Succession and Capacity-Building Plans – Build future leadership pipelines and ensure continuity during transitions. |
| 3. Conduct a Leadership and Governance Self-Assessment – Identify strengths, gaps, and opportunities for improvement using stakeholder feedback and governance standards. | 7. Strengthen Data-Informed Decision-Making – Create leadership dashboards and protocols for using data, evidence, and stakeholder input to guide decisions. | 10. Create a Culture of Shared Leadership and Continuous Improvement – Empower leaders at all levels to own strategic priorities, solve problems collaboratively, and innovate. |
| 4. Develop a Comprehensive Communication Plan – Establish consistent communication regarding priorities, decisions, progress, and outcomes. |
What are ways we can help you?
| What are ways we can help you? |
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What have others done to improve?
| What have others done to improve? |
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Dimension 2 — Performance Culture & Change Management
Performance Culture and Change Management Progress Monitoring Survey
Where are you? Questions to ask your leaders?
| Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
|---|---|---|---|---|
| 1. District leaders clearly communicate the purpose and expected outcomes of improvement initiatives and changes. | ☐ | ☐ | ☐ | ☐ |
| 2. Staff understand how current improvement efforts support the district's strategic priorities. | ☐ | ☐ | ☐ | ☐ |
| 3. Staff are encouraged to share ideas, identify challenges, and contribute to solutions. | ☐ | ☐ | ☐ | ☐ |
| 4. The district provides the training, resources, and support needed to successfully implement new initiatives. | ☐ | ☐ | ☐ | ☐ |
| 5. Leaders actively address barriers and challenges that impact successful implementation. | ☐ | ☐ | ☐ | ☐ |
| 6. Collaboration among staff and teams is improving our ability to achieve district goals. | ☐ | ☐ | ☐ | ☐ |
| 7. The district encourages innovation and continuous improvement in teaching, learning, and operations. | ☐ | ☐ | ☐ | ☐ |
| 8. Progress toward improvement goals is regularly monitored and communicated. | ☐ | ☐ | ☐ | ☐ |
| 9. Successes and accomplishments are recognized and celebrated throughout the district. | ☐ | ☐ | ☐ | ☐ |
| 10. Overall, the district is building a culture that embraces change, accountability, and continuous improvement. | ☐ | ☐ | ☐ | ☐ |
Why These 10 Questions?
They measure the five core drivers of effective Leadership and Governance:
Driver Questions
Vision and Strategic Direction 1, 2
Communication and Transparency 3, 8
Stakeholder Engagement 4, 5
Data-Informed Decision Making 6
Alignment, Trust, and Accountability 7, 9, 10
Recommended Administration
• Fall (Baseline): Establish current perceptions and identify priorities.
• Winter (Mid-Year Check): Measure implementation progress and adjust strategies.
• Spring (Year-End Review): Assess growth, celebrate successes, and identify next steps.
Suggested Success Target
A common target for district strategic monitoring is:
• 85% or more Agree/Strongly Agree on each item by year-end.
• No item below 75% favorable.
• Positive movement of 5–10 percentage points from Fall to Spring on priority items.
This creates a concise Leadership and Governance Scorecard that can be reported to the Board,
leadership team, staff, and community as part of the district’s strategic plan monitoring process.
What might you do to improve?
The actions below are organized into First Steps (Foundation), Next Steps (Implementation), and Extended Steps (Sustainability & Excellence) to help districts systematically strengthen Leadership & Governance.
| First Steps (0–6 Months) | Next Steps (6–18 Months) | Extended Steps (18+ Months) |
|---|---|---|
| 1. Clarify Governance Roles and Responsibilities – Define and communicate the distinct roles of the Board, Superintendent, Cabinet, Principals, and Leadership Teams. | 5. Establish a Leadership Accountability System – Develop scorecards, performance measures, and regular progress reviews tied to strategic goals. | 8. Institutionalize Strategic Governance Practices – Embed strategic reviews, governance protocols, and leadership expectations into district operations. |
| 2. Reaffirm Mission, Vision, Values, and Strategic Priorities – Ensure leaders have a common understanding of the district’s direction and expectations. | 6. Create Structured Stakeholder Engagement Processes – Establish advisory groups, listening sessions, surveys, and feedback loops to inform decisions. | 9. Develop Leadership Succession and Capacity-Building Plans – Build future leadership pipelines and ensure continuity during transitions. |
| 3. Conduct a Leadership and Governance Self-Assessment – Identify strengths, gaps, and opportunities for improvement using stakeholder feedback and governance standards. | 7. Strengthen Data-Informed Decision-Making – Create leadership dashboards and protocols for using data, evidence, and stakeholder input to guide decisions. | 10. Create a Culture of Shared Leadership and Continuous Improvement – Empower leaders at all levels to own strategic priorities, solve problems collaboratively, and innovate. |
| 4. Develop a Comprehensive Communication Plan – Establish consistent communication regarding priorities, decisions, progress, and outcomes. |
| What are ways we can help you? |
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| What have others done to improve? |
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Dimension 3 — Strategic Thinking & Planning
Strategic Thinking and Planning Progress Monitoring Survey
Where are you? Questions to ask your leaders?
Directions: Please indicate the extent to which you agree with each statement.
| Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
|---|---|---|---|---|
| 1. District leaders regularly communicate the district's strategic priorities and long-term goals. | ☐ | ☐ | ☐ | ☐ |
| 2. I understand how current district initiatives and decisions support the district's strategic plan. | ☐ | ☐ | ☐ | ☐ |
| 3. The district uses data, stakeholder feedback, and evidence to guide planning and decision-making. | ☐ | ☐ | ☐ | ☐ |
| 4. The district regularly reviews progress toward strategic goals and communicates results to stakeholders. | ☐ | ☐ | ☐ | ☐ |
| 5. District leaders adjust strategies and actions based on performance data and changing needs. | ☐ | ☐ | ☐ | ☐ |
| 6. The district actively seeks input from staff, families, students, and community members when planning for the future. | ☐ | ☐ | ☐ | ☐ |
| 7. Resources, time, and funding are aligned to support the district's highest strategic priorities. | ☐ | ☐ | ☐ | ☐ |
| 8. The district effectively balances short-term needs with long-term strategic goals. | ☐ | ☐ | ☐ | ☐ |
| 9. District leaders proactively discuss future opportunities, challenges, and emerging trends that may impact the district. | ☐ | ☐ | ☐ | ☐ |
| 10. Overall, the district demonstrates a clear, future-focused approach to planning and continuous improvement. | ☐ | ☐ | ☐ | ☐ |
Recommended Administration
• Fall (Baseline): Establish current perceptions and identify priorities.
• Winter (Mid-Year Check): Measure implementation progress and adjust strategies.
• Spring (Year-End Review): Assess growth, celebrate successes, and identify next steps.
Suggested Success Target
A common target for district strategic monitoring is:
• 85% or more Agree/Strongly Agree on each item by year-end.
• No item below 75% favorable.
• Positive movement of 5–10 percentage points from Fall to Spring on priority items.
This creates a concise Strategic Thinking and Planning Scorecard that can be reported to the Board,
leadership team, staff, and community as part of the district’s strategic plan monitoring process.
What might you do to improve?
The actions below are organized into First Steps (Foundation), Next Steps (Implementation), and Extended Steps (Sustainability & Excellence) to help districts systematically strengthen Leadership & Governance.
Strategic Thinking & Planning: Improvement Roadmap to Success
Strategic thinking and planning enable districts to move beyond reacting to today's challenges and proactively prepare for tomorrow's opportunities. High-performing districts continuously analyze their environment, anticipate emerging trends, engage stakeholders, evaluate risks, and align resources to achieve long-term success.
| First Steps (0–6 Months) | Next Steps (6–18 Months) | Extended Steps (18+ Months) |
|---|---|---|
| 1. Conduct a Comprehensive Strategic Assessment – Gather stakeholder feedback, review performance data, analyze demographic and enrollment trends, conduct SWOT analyses, and identify emerging opportunities and risks. | 5. Establish a Formal Strategic Planning Framework – Create a structured process for annual strategic reviews, environmental scanning, priority setting, and action planning. | 8. Institutionalize Strategic Thinking Across the Organization – Develop leaders and teams at all levels who routinely think beyond immediate issues and focus on long-term impact. |
| 2. Clarify and Reaffirm Mission, Vision, Values, and Long-Range Priorities – Ensure all planning efforts are grounded in a shared understanding of the district's purpose and desired future. | 6. Develop Future-Ready Scenario Planning Processes – Explore potential future trends, risks, and opportunities and develop contingency plans for changing conditions. | 9. Build Predictive and Strategic Intelligence Capabilities – Use forecasting, predictive analytics, demographic studies, and trend analysis to guide long-term decision-making. |
| 3. Create a District Strategic Planning Team – Establish a representative team responsible for guiding planning, monitoring progress, and engaging stakeholders. | 7. Align Budgets, Staffing, Facilities, Technology, and Programs to Strategic Priorities – Ensure resources support what matters most. | 10. Create a Culture of Strategic Learning and Adaptation – Regularly evaluate assumptions, learn from results, refine strategies, and adjust priorities as conditions change. |
| 4. Establish Baseline Metrics and Strategic Success Measures – Identify key performance indicators (KPIs) that will monitor progress toward long-range goals. |
| What are ways we can help you? |
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| What have others done to improve? |
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Dimension 4 — Alignment & Operationalizing Strategy
Alignment and Operationalizing Strategy Progress Monitoring Survey
Where are you? Questions to ask your leaders?
| Alignment and Operationalizing Strategy Progress Monitoring Survey | ||||
|---|---|---|---|---|
| Directions: Please indicate the extent to which you agree with each statement. | ||||
| Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
| 1. District leaders consistently communicate strategic priorities and expectations. | ☐ | ☐ | ☐ | ☐ |
| 2. I understand how my work contributes to achieving the district's strategic goals and desired outcomes. | ☐ | ☐ | ☐ | ☐ |
| 3. School, department, and district initiatives are aligned with the district's mission, vision, and strategic plan. | ☐ | ☐ | ☐ | ☐ |
| 4. Resources, staffing, professional learning, and budgets support the district's highest strategic priorities. | ☐ | ☐ | ☐ | ☐ |
| 5. District leaders regularly monitor implementation progress and communicate results. | ☐ | ☐ | ☐ | ☐ |
| 6. Clear goals, responsibilities, and expectations are established for major district initiatives. | ☐ | ☐ | ☐ | ☐ |
| 7. Barriers that hinder implementation are identified and addressed in a timely manner. | ☐ | ☐ | ☐ | ☐ |
| 8. Collaboration across schools, departments, and teams supports successful implementation of district priorities. | ☐ | ☐ | ☐ | ☐ |
| 9. The district holds itself accountable for achieving strategic goals and desired outcomes. | ☐ | ☐ | ☐ | ☐ |
| 10. Overall, the district effectively translates its strategic plan into meaningful action and results. | ☐ | ☐ | ☐ | ☐ |
Recommended Administration
• Fall (Baseline): Establish current perceptions and identify priorities.
• Winter (Mid-Year Check): Measure implementation progress and adjust strategies.
• Spring (Year-End Review): Assess growth, celebrate successes, and identify next steps.
Suggested Success Target
A common target for district strategic monitoring is:
• 85% or more Agree/Strongly Agree on each item by year-end.
• No item below 75% favorable.
• Positive movement of 5–10 percentage points from Fall to Spring on priority items.
This creates a concise Strategic Thinking and Planning Scorecard that can be reported to the Board,
leadership team, staff, and community as part of the district’s strategic plan monitoring process.
What might you do to improve?
The actions below are organized into First Steps (Foundation), Next Steps (Implementation), and Extended Steps (Sustainability & Excellence) to help districts systematically strengthen Leadership & Governance.
| First Steps (0–6 Months) | Next Steps (6–18 Months) | Extended Steps (18+ Months) |
|---|---|---|
| 1. Create a Strategic Alignment Framework – Develop a clear line of sight connecting the mission, vision, goals, strategies, action plans, and performance measures. | 5. Align School, Department, and Team Plans – Require all improvement plans to explicitly connect to district strategic goals and success measures. | 8. Institutionalize Strategy Management Processes – Embed strategy review and alignment into annual planning, budgeting, staffing, and operational cycles. |
| 2. Clarify Strategic Priorities and Success Measures – Identify the few critical priorities that will drive district improvement and define measurable outcomes. | 6. Develop Accountability and Progress Monitoring Systems – Establish dashboards, scorecards, implementation reviews, and regular strategy meetings. | 9. Build Organizational Capacity for Strategic Execution – Train leaders and teams to manage projects, monitor performance, solve problems, and adjust implementation. |
| 3. Communicate the Line of Sight – Help employees understand how their roles contribute to strategic goals and desired student outcomes. | 7. Align Resources to Strategic Priorities – Create budget, staffing, technology, facility, and professional learning decisions that directly support strategic objectives. | 10. Create a Culture of Strategic Ownership and Execution Excellence – Ensure every employee understands, monitors, and contributes to strategic success. |
| 4. Inventory Current Initiatives and Eliminate Misalignment – Identify programs, projects, and activities that do not support strategic priorities and reallocate resources accordingly. |
| What are ways we can help you? |
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| What have others done to improve? |
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Dimension 5 — Performance Reporting, Analyzing, & Informing
Performance Reporting, Analyzing, and Informing Progress Monitoring Survey
Directions: Please indicate the extent to which you agree with each statement.
| Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
|---|---|---|---|---|
| 1. The district regularly shares timely and relevant data on progress toward strategic goals and priorities. | ☐ | ☐ | ☐ | ☐ |
| 2. Performance data is presented in a clear and understandable manner that helps stakeholders understand results and trends. | ☐ | ☐ | ☐ | ☐ |
| 3. District leaders and staff use data to identify strengths, challenges, and opportunities for improvement. | ☐ | ☐ | ☐ | ☐ |
| 4. The district has clear performance measures that help monitor progress toward desired outcomes. | ☐ | ☐ | ☐ | ☐ |
| 5. Data discussions focus on both results and the actions needed to improve performance. | ☐ | ☐ | ☐ | ☐ |
| 6. The district regularly reviews progress and adjusts strategies based on evidence and results. | ☐ | ☐ | ☐ | ☐ |
| 7. Stakeholders have access to information that helps them understand district performance and priorities. | ☐ | ☐ | ☐ | ☐ |
| 8. Successes, accomplishments, and areas needing improvement are communicated openly and transparently. | ☐ | ☐ | ☐ | ☐ |
| 9. Data is used to support accountability and informed decision-making at all levels of the organization. | ☐ | ☐ | ☐ | ☐ |
| 10. Overall, the district effectively uses performance information to drive continuous improvement and better outcomes. | ☐ | ☐ | ☐ | ☐ |
Key Drivers Measured
| Driver | Questions |
|---|---|
| Reporting & Transparency | 1, 7, 8 |
| Data Accessibility & Understanding | 2 |
| Data-Informed Decision Making | 3, 9 |
| Performance Measurement | 4 |
| Action-Oriented Data Use | 5, 6 |
| Continuous Improvement Culture | 10 |
Recommended Monitoring Schedule
Fall (Baseline)
Assess understanding of performance measures and reporting systems.
Identify gaps in data access, transparency, and use.
Winter (Mid-Year Review)
Monitor progress toward strategic goals.
Evaluate whether data is being used to adjust actions and improve implementation.
Spring (Year-End Reflection)
Assess growth in data literacy, accountability, and continuous improvement practices.
Identify improvements needed for the following year.
Suggested Success Targets
85% or more Agree/Strongly Agree on each item.
90% favorable on Questions 1, 2, 3, and 6 (reporting, understanding, data use, and strategic adjustment).
Increase favorable responses by 5–10 percentage points from Fall to Spring on priority items.
No item below 75% favorable.
These 10 questions create a Performance Reporting, Analyzing, and Informing Scorecard that helps district leaders determine whether data is moving beyond compliance and reporting to become a meaningful driver of decision-making, accountability, transparency, and continuous improvement.
What Might You Do to Improve?
| First Steps (0–6 Months) | Next Steps (6–18 Months) | Extended Steps (18+ Months) |
|---|---|---|
| 1. Identify What Matters Most — Determine the critical results and outcomes leaders need to understand and monitor. | 5. Develop Leadership Scorecards and Dashboards — Create simple visual tools that allow leaders to quickly see progress, trends, and areas of concern. | 8. Connect Results to Strategic Decisions — Routinely use performance evidence to guide priorities, resources, programs, staffing, and improvement efforts. |
| 2. Identify Key Performance Indicators — Select a manageable set of measures directly connected to strategic priorities and desired outcomes. | 6. Establish Regular Performance Reviews — Create a consistent cycle for leaders and teams to review results, analyze trends, and discuss implications. | 9. Strengthen Performance Communication — Transparently communicate accomplishments, impacts, challenges, lessons learned, and next steps to stakeholders. |
| 3. Establish Baselines and Targets — Determine where performance currently stands and establish clear expectations for future success. | 7. Strengthen Data Analysis and Leadership Conversations — Move beyond reporting numbers to asking: What happened? Why? What are we learning? What should we do next? | 10. Create a Culture of Evidence-Informed Continuous Improvement — Make analyzing results, learning from evidence, adjusting strategies, and improving performance part of how the organization works. |
| 4. Establish a Performance Reporting Process — Determine what will be reported, by whom, to whom, how often, and in what format. |
The progression
First Steps — BUILD THE FOUNDATION
What matters, and how will we know?
Next Steps — TURN DATA INTO INSIGHT
What is the evidence telling us?
Extended Steps — USE EVIDENCE TO IMPROVE
What will we do differently because of what we learned?
What Are Ways We Can Help You?
Identify the key performance indicators that matter most to your strategic priorities and desired outcomes.
Develop meaningful measures and targets that clearly define what success looks like.
Create leadership scorecards that provide a concise picture of organizational performance.
Design dashboards that make progress, trends, accomplishments, and areas of concern easy to understand.
Establish a regular performance-review process for leadership teams, schools, departments, and the Board.
Strengthen leadership data conversations so teams move from What happened? to Why did it happen? What are we learning? What should we do next?
Help distinguish accomplishments from impacts so reporting focuses not only on what was done, but on the difference the work made.
Develop an annual strategic progress report that communicates accomplishments, impacts, challenges, lessons learned, and next steps.
Align district, school, department, and program measures so everyone is monitoring progress toward common priorities.
Build leadership capacity to use evidence for decision-making and continuous improvement rather than simply collecting and reporting data.
What Have Others Done to Improve?
Identified a manageable set of 10–15 key indicators to monitor organizational performance.
Created monthly leadership scorecards connected directly to strategic priorities.
Developed dashboards showing baseline → target → current performance → trend.
Established regular data-review conversations with leadership teams and the Board.
Began using both leading and lagging indicators to better understand performance.
Shifted annual reports from lists of activities to accomplishments → impacts → next steps.
Created common definitions for indicators, measures, metrics, and targets.
Disaggregated results to better understand differences among student groups, schools, programs, and departments.
Used performance results to determine what strategies should be continued, adjusted, expanded, or discontinued.
Made performance reporting part of a continuous-improvement cycle: Measure → Analyze → Learn → Act → Improve.
Dimension 6 — Strategic Project & Portfolio Management
Strategic Project and Portfolio Management Progress Monitoring Survey
Directions: Please indicate the extent to which you agree with each statement.
| Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
|---|---|---|---|---|
| 1. The district clearly communicates which initiatives and projects are the highest priorities. | ☐ | ☐ | ☐ | ☐ |
| 2. The district effectively balances the number of initiatives underway to support successful implementation. | ☐ | ☐ | ☐ | ☐ |
| 3. Major district initiatives have clearly defined goals, timelines, responsibilities, and success measures. | ☐ | ☐ | ☐ | ☐ |
| 4. Staff understand their role in implementing district priorities and strategic initiatives. | ☐ | ☐ | ☐ | ☐ |
| 5. District leaders regularly monitor and communicate the progress of strategic initiatives. | ☐ | ☐ | ☐ | ☐ |
| 6. Resources, staffing, time, and funding are aligned to support the successful implementation of priority initiatives. | ☐ | ☐ | ☐ | ☐ |
| 7. Potential risks, challenges, and implementation barriers are identified and addressed in a timely manner. | ☐ | ☐ | ☐ | ☐ |
| 8. The district adjusts priorities and plans when data or changing conditions indicate a need for improvement. | ☐ | ☐ | ☐ | ☐ |
| 9. Collaboration across departments, schools, and teams supports the successful implementation of district initiatives. | ☐ | ☐ | ☐ | ☐ |
| 10. Overall, the district effectively manages its strategic initiatives and projects to achieve desired results. | ☐ | ☐ | ☐ | ☐ |
Key Drivers Measured
| Driver | Questions |
|---|---|
| Strategic Prioritization | 1, 2 |
| Project Planning & Role Clarity | 3, 4 |
| Monitoring & Reporting | 5 |
| Resource & Capacity Management | 6 |
| Risk Management & Problem Solving | 7 |
| Adaptability & Continuous Improvement | 8 |
| Collaboration & Coordination | 9 |
| Overall Portfolio Effectiveness | 10 |
Recommended Monitoring Schedule
Fall (Baseline)
Assess clarity of priorities, initiative overload, and implementation readiness.
Identify resource and communication gaps.
Winter (Mid-Year Review)
Evaluate implementation progress, monitoring systems, and risk management.
Adjust priorities and supports as needed.
Spring (Year-End Reflection)
Assess execution effectiveness and organizational capacity.
Identify lessons learned and priorities for the next cycle.
Suggested Success Targets
85% or more Agree/Strongly Agree on each item.
90% favorable on Questions 1, 3, 4, and 5 (prioritization, role clarity, and monitoring).
Increase favorable responses by 5–10 percentage points from Fall to Spring on identified growth areas.
No item below 75% favorable.
These 10 questions create a Strategic Project and Portfolio Management Scorecard that helps district leaders determine whether strategic initiatives are being prioritized, resourced, monitored, and implemented effectively, while avoiding initiative overload and maximizing organizational capacity for success.
What Might You Do to Improve?
| First Steps (0–6 Months) | Next Steps (6–18 Months) | Extended Steps (18+ Months) |
|---|---|---|
| 1. Inventory Current Projects and Initiatives — Identify the major projects, initiatives, and improvement efforts currently underway across the organization. | 5. Establish Project Management Practices — Use common project plans, milestones, timelines, progress measures, and reporting expectations. | 8. Establish Strategic Portfolio Management — Regularly review the entire portfolio of projects to ensure the organization is investing in the work that matters most. |
| 2. Align Projects with Strategic Priorities — Determine how each project contributes to strategic goals and desired results. | 6. Monitor Progress, Risks, and Results — Establish regular reviews to identify progress, barriers, risks, delays, and needed adjustments. | 9. Evaluate Project Impact and ROI — Determine whether completed projects produced the intended results and whether the investment of time, people, and resources was worthwhile. |
| 3. Prioritize the RIGHT Work — Establish criteria for determining which projects should be started, continued, accelerated, redesigned, or stopped. | 7. Strengthen Project Leadership Capacity — Develop leaders' skills in project planning, execution, collaboration, problem-solving, and accountability. | 10. Create a Culture of Strategic Focus and Execution — Build organizational discipline around selecting fewer high-impact priorities, executing them well, learning from results, and sustaining successful practices. |
| 4. Clarify Project Ownership and Accountability — Assign project leaders, define responsibilities, establish expected outcomes, and clarify who is accountable for results. |
The progression
First Steps — CHOOSE THE RIGHT WORK
What should we be working on—and why?
Next Steps — EXECUTE THE WORK WELL
Are our projects being implemented successfully?
Extended Steps — MANAGE FOR IMPACT
Are we investing our capacity in the work producing the greatest value?
What Are Ways We Can Help You?
Conduct an inventory of current projects and initiatives to understand everything competing for organizational attention.
Align projects and initiatives to strategic priorities so the work directly supports the district's direction.
Develop criteria for prioritizing projects based on strategic importance, impact, urgency, resources, and organizational capacity.
Help determine what to start, stop, continue, accelerate, or redesign to reduce initiative overload.
Develop project charters and action plans that clearly define outcomes, responsibilities, timelines, milestones, resources, and measures.
Clarify project ownership and accountability so every major initiative has an identified leader responsible for moving the work forward.
Create project scorecards and monitoring systems to track milestones, risks, implementation, and results.
Establish regular project and portfolio reviews so leaders can identify barriers and make timely adjustments.
Build project-management skills and leadership capacity among administrators, project champions, and team leaders.
Create a strategic portfolio-management process that helps leaders continually determine whether they are investing their limited capacity in the RIGHT work.
What Have Others Done to Improve?
Created an organization-wide inventory of every major initiative and project currently underway.
Mapped each initiative to the strategic priority or goal it supports.
Identified projects that were duplicative, low impact, or no longer strategically important and discontinued them.
Developed criteria for deciding which initiatives should be started, stopped, continued, accelerated, or redesigned.
Assigned a clear project owner or champion to every major strategic initiative.
Created common project charters, action plans, milestones, and reporting expectations.
Established regular project status reviews to identify progress, barriers, risks, and needed decisions.
Created a strategic project portfolio so leadership could see all major initiatives in one place.
Evaluated completed projects based on impact and return on investment, not simply whether activities were completed.
Reduced the number of simultaneous initiatives so people had the time, resources, and capacity to execute the highest-priority work well.
Dimension 7 — Process Improvement
Process Improvement Progress Monitoring Survey
Directions: Please indicate the extent to which you agree with each statement.
| Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
|---|---|---|---|---|
| 1. The district regularly reviews programs, services, and operational processes to identify opportunities for improvement. | ☐ | ☐ | ☐ | ☐ |
| 2. Data, stakeholder feedback, and evidence are used to guide improvement efforts and decision-making. | ☐ | ☐ | ☐ | ☐ |
| 3. Staff are encouraged and supported to identify inefficiencies and recommend solutions. | ☐ | ☐ | ☐ | ☐ |
| 4. The district actively seeks input from students, families, staff, and community members to improve services and processes. | ☐ | ☐ | ☐ | ☐ |
| 5. Improvement efforts focus on enhancing the experience and outcomes of students, families, and staff. | ☐ | ☐ | ☐ | ☐ |
| 6. The district effectively uses technology and innovation to improve efficiency, communication, and service delivery. | ☐ | ☐ | ☐ | ☐ |
| 7. District leaders remove barriers and support the implementation of process improvements. | ☐ | ☐ | ☐ | ☐ |
| 8. Successful improvements are shared, replicated, and sustained across the district when appropriate. | ☐ | ☐ | ☐ | ☐ |
| 9. Staff collaborate across departments, schools, and teams to solve problems and improve processes. | ☐ | ☐ | ☐ | ☐ |
| 10. Overall, the district demonstrates a culture of continuous improvement focused on increasing effectiveness and achieving better outcomes. | ☐ | ☐ | ☐ | ☐ |
Key Drivers Measured
| Driver | Questions |
|---|---|
| Process Evaluation & Review | 1 |
| Data-Informed Improvement | 2 |
| Employee Empowerment | 3 |
| Stakeholder-Centered Improvement | 4, 5 |
| Innovation & Technology | 6 |
| Leadership Support | 7 |
| Sustainability of Improvements | 8 |
| Collaboration & Problem Solving | 9 |
| Continuous Improvement Culture | 10 |
Recommended Monitoring Schedule
Fall (Baseline)
Assess current improvement practices and culture.
Identify barriers, inefficiencies, and opportunities.
Winter (Mid-Year Review)
Evaluate implementation of improvement efforts.
Monitor stakeholder feedback and staff engagement.
Spring (Year-End Reflection)
Assess the effectiveness and sustainability of improvements.
Identify priorities for the next improvement cycle.
Suggested Success Targets
85% or more Agree/Strongly Agree on each item.
90% favorable on Questions 2, 3, 4, and 10 (data use, staff empowerment, stakeholder input, and continuous improvement culture).
Increase favorable responses by 5–10 percentage points from Fall to Spring on priority areas.
No item below 75% favorable.
These 10 questions create a Process Improvement Scorecard that helps district leaders determine whether continuous improvement is becoming part of the district's culture and whether improvement efforts are leading to more effective processes, better services, and stronger outcomes for students, families, staff, and the community.
What Might You Do to Improve?
| First Steps (0–6 Months) | Next Steps (6–18 Months) | Extended Steps (18+ Months) |
|---|---|---|
| 1. Identify Critical Processes — Determine which organizational and instructional processes have the greatest impact on students, staff, families, and district performance. | 5. Redesign and Improve Priority Processes — Simplify workflows, eliminate unnecessary steps, clarify responsibilities, and address identified barriers. | 8. Expand Successful Improvements — Scale effective process improvements across schools, departments, and the organization. |
| 2. Identify Processes That Need Improvement — Use data, stakeholder feedback, recurring problems, delays, and inefficiencies to determine where improvement is most needed. | 6. Use a Consistent Improvement Method — Apply PDSA or another disciplined improvement process to test changes, learn from results, and make adjustments. | 9. Build Organization-Wide Improvement Capacity — Develop leaders and teams who can independently identify problems, analyze processes, test solutions, and measure results. |
| 3. Map How the Work Currently Gets Done — Document key steps, responsibilities, handoffs, decision points, and outcomes to understand the current process. | 7. Measure the Impact of Improvements — Determine whether changes are producing greater efficiency, quality, consistency, stakeholder experience, and results. | 10. Create a Culture of Continuous Improvement — Make questioning, learning, problem-solving, innovation, and improving processes simply the way we work. |
| 4. Identify Root Causes and Improvement Opportunities — Look beyond symptoms to determine why problems occur and where changes could produce the greatest impact. |
The progression
First Steps — UNDERSTAND THE WORK
How does the work really get done, and where are the problems?
Next Steps — IMPROVE THE WORK
What can we change, test, and measure to get better results?
Extended Steps — BUILD THE CULTURE
How do we make continuous improvement part of everyone's work?
What Are Ways We Can Help You?
Identify the processes that matter most to student success, staff effectiveness, family experience, and organizational performance.
Identify processes that need improvement using data, stakeholder feedback, recurring problems, delays, inconsistencies, and inefficiencies.
Map current processes to understand how the work actually gets done from beginning to end.
Identify root causes rather than repeatedly addressing symptoms of recurring problems.
Identify bottlenecks, unnecessary steps, duplication, and gaps that make work more difficult or less effective.
Redesign and simplify critical processes to improve quality, consistency, efficiency, and results.
Introduce practical continuous-improvement methods, including PDSA cycles, to help teams test and refine improvements.
Develop meaningful process measures so teams can determine whether changes are actually producing better results.
Build the capacity of improvement teams and leaders to analyze problems, improve processes, and sustain successful changes.
Create a culture of continuous improvement in which people regularly ask how work can be done better.
What Have Others Done to Improve?
Identified a small number of high-impact processes that most needed improvement.
Created process maps to understand how work was actually being completed rather than how leaders assumed it was being completed.
Used root-cause analysis to understand why recurring problems continued to occur.
Eliminated unnecessary steps, duplication, delays, and handoffs.
Standardized effective practices where inconsistency was affecting quality or results.
Used PDSA cycles to test changes on a small scale before expanding them.
Created improvement teams involving the people who actually do the work.
Developed process measures to determine whether changes improved time, quality, consistency, cost, experience, or outcomes.
Conducted walkthroughs and fidelity checks to determine whether improved processes were being implemented consistently.
Expanded successful improvements across schools and departments and made continuous improvement part of everyday work.
Dimension 8 — Sustainability
Sustainability Progress Monitoring Survey
Directions: Please indicate the extent to which you agree with each statement.
| Statement | Strongly Agree | Agree | Disagree | Strongly Disagree |
|---|---|---|---|---|
| 6. Knowledge, effective practices, and lessons learned are shared across the district to support long-term success. | ☐ | ☐ | ☐ | ☐ |
| 7. Strategic priorities remain a focus even when challenges, staffing changes, or competing demands arise. | ☐ | ☐ | ☐ | ☐ |
| 8. Resources, staffing, and budget decisions support the long-term sustainability of district priorities. | ☐ | ☐ | ☐ | ☐ |
| 9. The district demonstrates adaptability and resilience when responding to changing circumstances and emerging needs. | ☐ | ☐ | ☐ | ☐ |
| 10. Overall, the district is building the leadership capacity, systems, and culture needed to sustain long-term success. | ☐ | ☐ | ☐ | ☐ |
Key Drivers Measured
| Driver | Questions |
|---|---|
| Sustainable Systems & Processes | 1, 7 |
| Shared Ownership & Accountability | 2 |
| Continuous Improvement Culture | 3 |
| Strategic Focus & Momentum | 4 |
| Leadership Development & Succession | 5 |
| Knowledge Transfer & Organizational Learning | 6 |
| Resource Sustainability | 8 |
| Adaptability & Resilience | 9 |
| Overall Sustainability Capacity | 10 |
Recommended Monitoring Schedule
Fall (Baseline)
Assess organizational readiness for sustaining strategic priorities.
Identify gaps in leadership capacity, ownership, and systems.
Winter (Mid-Year Review)
Monitor momentum, leadership development, and implementation sustainability.
Adjust supports and succession planning efforts as needed.
Spring (Year-End Reflection)
Assess whether sustainable practices have become embedded.
Identify priorities for maintaining progress into the following year.
Suggested Success Targets
85% or more Agree/Strongly Agree on each item.
90% favorable on Questions 1, 2, 3, and 4 (systems, ownership, culture, and strategic focus).
Increase favorable responses by 5–10 percentage points from Fall to Spring on identified growth areas.
No item below 75% favorable.
These 10 questions create a Sustainability Scorecard that helps district leaders determine whether strategic improvement efforts are becoming institutionalized, leadership capacity is growing, and the organization is developing the resilience and systems necessary to sustain success regardless of changes in personnel, leadership, or external conditions.
What Might You Do to Improve?
| First Steps (0–6 Months) | Next Steps (6–18 Months) | Extended Steps (18+ Months) |
|---|---|---|
| 1. Identify What Must Be Sustained — Determine which strategic priorities, practices, programs, processes, and results are most important to preserve and strengthen. | 5. Build Leadership Capacity at Every Level — Develop the knowledge, skills, ownership, and confidence needed for others to lead and sustain the work. | 8. Institutionalize What Works — Embed successful practices into policies, procedures, budgets, job responsibilities, professional learning, and everyday operations. |
| 2. Assess Sustainability Risks — Identify where progress depends too heavily on particular leaders, individuals, funding sources, programs, or temporary structures. | 6. Develop Leadership Succession Plans — Identify future leaders, create leadership pipelines, and intentionally prepare people to assume greater responsibility. | 9. Continuously Evaluate and Adapt — Regularly examine whether practices remain effective, relevant, affordable, and aligned with changing needs and conditions. |
| 3. Identify the Practices Producing the Greatest Impact — Use evidence to determine what is working, what should continue, and what should be strengthened or discontinued. | 7. Align Resources for Long-Term Success — Ensure budgets, staffing, time, professional learning, technology, and other resources support the practices the organization intends to sustain. | 10. Create a Culture That Sustains Excellence — Build shared ownership, organizational learning, continuous improvement, and commitment so excellence survives changes in people and circumstances. |
| 4. Document Essential Systems and Practices — Clearly define critical processes, expectations, responsibilities, measures, and lessons learned so success does not depend on institutional memory. |
The progression
First Steps — KNOW WHAT MUST LAST
What is worth sustaining, and where are we vulnerable?
Next Steps — BUILD THE CAPACITY TO SUSTAIN IT
Do we have the people, leadership, and resources to keep the work moving forward?
Extended Steps — MAKE IT PART OF THE ORGANIZATION
What Are Ways We Can Help You?
Identify what is most important to sustain — Determine which strategic priorities, practices, programs, processes, and results must continue over time.
Conduct a sustainability assessment — Identify strengths, vulnerabilities, and areas where success depends too heavily on particular people, funding, or temporary structures.
Determine what is producing the greatest impact — Use evidence to decide what should be sustained, strengthened, expanded, redesigned, or discontinued.
Document critical systems and practices — Capture essential processes, responsibilities, expectations, measures, and lessons learned so organizational knowledge is not lost.
Build leadership capacity throughout the organization — Develop people who have the knowledge, skills, confidence, and ownership to continue the work.
Develop succession and leadership-transition plans — Prepare future leaders and ensure continuity when key personnel change.
Align resources for long-term success — Connect budgets, staffing, professional learning, technology, and time to the priorities and practices that need to endure.
Embed successful practices into organizational systems — Move important work from individual initiatives into policies, procedures, job responsibilities, improvement plans, and everyday routines.
Create systems for monitoring and adapting — Regularly determine whether practices remain effective and make adjustments as needs and conditions change.
Build a culture that sustains excellence — Develop shared ownership so continuous improvement and strategic leadership become the way we work.
What Have Others Done to Improve?
Identified the critical practices and systems they could not afford to lose during leadership transitions.
Conducted sustainability reviews to identify work that was too dependent on one person or champion.
Created leadership pipelines to identify and develop future leaders.
Established formal succession plans for critical leadership positions.
Documented important processes, protocols, responsibilities, and lessons learned.
Embedded successful initiatives into budgets, job descriptions, professional learning, policies, and operating procedures.
Aligned long-term financial planning with strategic priorities to ensure important work had the resources needed to continue.
Developed distributed leadership structures so ownership extended beyond the superintendent and cabinet.
Regularly evaluated programs and practices to determine what should be sustained, improved, expanded, or discontinued.
Built continuous-improvement routines so the organization could adapt without losing its strategic direction.