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Session #4 - Dreams vs. Reality

Session #4- Dreams vs. Reality
February 10, 2026 | MJS Media Center, 6:30–8:30 PM

The Strategic Planning Committee held its fourth session on Tuesday, February 10, 2026. Facilitators Kaitlin Jones and Rich Panicucci from TMI Education guided the committee through a working session focused on translating the gap analysis from Session #3 into broad, five-year district goals.

Session Focus

The evening had three goals: reflect on the gap analysis compiled in Session #3, draft broad district goals for each pillar, and begin breaking those goals into annual milestones.

The Work So Far

The facilitators opened with a visual overview of the planning journey. The committee has moved from the "Why" (community beliefs, values, essential skills, district mission, and vision statement) through the "What" (data-driven gap analysis, gaps and opportunities) and is now entering the transition to "How" by establishing the broad goals that will anchor the five-year plan.

Reflecting on the Gap Analysis

Each pillar-based work group revisited the gap analysis compiled in Session #3 and responded to targeted reflection questions linked to their group's priority areas. This warm-up activity grounded the evening's goal-setting work in the data and conversations from previous sessions.

Setting Five-Year District Goals

The facilitators outlined the criteria for effective district goals. Goals needed to be broad enough to remain relevant over five years, appropriate for all schools and departments, responsive to identified gaps and opportunities, and informed by the evening's reflection.

Committee members individually drafted goal ideas on Post-it notes through an affinity activity. Groups then consolidated individual ideas into common themes and narrowed their work to one to three draft goals per pillar. Each group recorded draft goals in a shared Google Doc.

Building Consensus

The committee used a structured multi-voting process to move from multiple draft goals to one consensus goal per pillar. The protocol included reviewing all drafts across groups, round-robin commentary, an initial vote to narrow options, a second round of discussion and wordsmithing, and a final vote to select one goal per pillar.

Discussion was spirited and substantive. Groups debated word choices ("increase" versus "improve"), the importance of quantifiable language, and the balance between specificity and breadth. Several groups used AI tools to help refine goal language, with facilitators noting the collaborative value of prompt engineering in the drafting process.

Strategic Planning

The Five Consensus Goals

Safety and Wellness

Provide a safe environment that promotes academic growth, encourages risk taking, and supports student wellness.

Teaching and Learning

Improve student achievement by strengthening instructional practices, systems, and supports.

Leadership and Governance

Increase consistent practices, programs, and communication to support students, staff, and families.

Community and Culture

Integrate service learning opportunities that build civic engagement, community connection, and school pride.

Finance and Facilities

Create and maintain safe, secure, and well-managed facilities that support teaching and learning.

Developed through collaboration, discussion, and community input.

 

Goal Development Highlights

The Safety and Wellness goal evolved through extensive debate. The group discussed the dual meaning of "safe" (physical safety and emotional safety) and worked to incorporate student wellness alongside academic risk-taking and growth. The final language balanced physical security, emotional support, and a culture where students feel confident taking academic risks.

The Finance and Facilities group moved from an initial data-focused goal ("gather data to drive long-term planning") to a broader outcome-oriented statement after feedback from the full committee. Members emphasized that data gathering is a means to the end, not the end goal itself. The group drew on professional expertise in construction, project management, and facilities planning to ground their discussion in practical realities around referendums, phased construction, and community communication.

The Community and Culture group clarified the concept of service learning for the broader committee, explaining how curricular connections to community needs differ from traditional community service. The group added "pride in our schools" to the goal language after discussion about building-level culture and district identity.

The Leadership and Governance group debated "increase" versus "improve," ultimately selecting "increase" as a more quantifiable and objective verb. The Teaching and Learning group presented a single, well-received goal that passed with strong consensus.

Setting Milestones

With goals established, groups began preliminary milestone discussions by identifying key steps for achieving each goal over the long term and considering how to gather feedback and make course corrections along the way. This work will continue in Session #5 with the development of formal SMART objectives.

Looking Ahead

Session #5 will focus on reviewing the basics of project management and breaking each consensus goal into SMART objectives for each year of the five-year plan. Session #5 will also be the final session with the Core Team and they will be asked to complete a Feedback Survey.

Slide Deck

Session 4 Key Themes

  • Consensus mattered. The committee used structured multi-voting to move from many ideas to five clear goals with broad support.

  • Precision mattered. Groups debated individual words, choosing verbs and phrases that are quantifiable and actionable.

  • Breadth mattered. Goals needed to be broad enough for all four buildings and flexible enough to last five years.

  • Data mattered. The gap analysis from Session #3 directly informed every group's goal development.

  • Outcomes mattered. The committee shifted from process-oriented language to outcome-focused goals after full-group feedback.

  • Community voice mattered. Parents, staff, board members, and community members all shaped the final goal language through open discussion and voting.

  • Collaboration mattered. Groups combined individual ideas, peer feedback, and AI-assisted drafting to strengthen goal language.

  • Practicality mattered. The Finance and Facilities group grounded discussions in construction timelines, referendum realities, and phased planning.

"We stopped writing wish lists and started writing commitments. Five goals, five years, one district moving in the same direction."

Sessions

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