Mission and Vision

As a district administrator tasked with developing a mission and vision for a district, I would take a deep breath and follow the advice of so many sharp individuals who encourage leaders to invite others to the table and define what it is we want to be and who we are.  I agree with those who say a mission and vision are only as powerful as the actions and contributions of those employed to follow them.  

It was interesting to review how other districts approached this task.  Stoughton's "Glad, Sad, Mad" exercise, for example, was how they generated discussion among stakeholders in that community.  It started a fruitful dialogue that generated great possibility! 

By working on the vision, stakeholders need to focus on what the district wants to achieve.  The school board, parents, staff, and other community members must be involved in the process.  District leaders have the responsibility to, as Peter Block states, invite and include others in the process to achieve authentic community.

The superintendent and board are then responsible for communicating the vision of the district to the community as a whole.  Celebrating the successes of the district and members sustains growth momentum and keeps all engaged in the process. With a strong vision and an effective improvement process in place, student learning is the priority and a greater sense of community achieved in the process.