Specific Result: Grow and sustain the district’s portfolio of partnerships to include community and corporate financial sponsorships along with in-kind, volunteer, mentorship, internship, externship, job-shadowing and student opportunities.

Action Steps

1. Examine methods to increase our capacity to develop and deepen long-term community and corporate relationships and recognize that this function is separate from the solicitation of more marketing-driven annual sponsorships.
   
   
2. Create a list of priorities agreed upon by district and foundation leadership that can be easily and widely communicated to both district staff and the community. These priorities will guide decisions on which community or business entities on which to focus.
   
   
3. Target communication efforts with current and potential long-term partners including regular updates on programs supported, student achievement, PR efforts, social media posts, etc.
   
   
4. Create a system for district staff to use when asking for or receiving donations or volunteer hours that will allow the district to collect data to accurately gauge current engagement activity.
   
   
5. Create a clearinghouse to efficiently match community resources with student and campus needs, including but not limited to traditional volunteers, guest speakers, mentorships, externships, internships, job-shadowing opportunities, expertise/talents, etc.
   
   
6. Evaluate plan annually and make changes as needed.

Specific Result: Explore additional possibilities for schools and programs of choice while overtly marketing our existing programs in order to provide greater accessibility and meet more individualized student needs.

Action Steps

1. Examine existing programs of study and actively market those pathways to students.
   
   
2. Examine tuition-based entrance to our existing programs/schools from students outside of the district’s boundaries.
   
   
3. Explore other types of schools and programs or enhancements to existing campuses which fit student needs and interests that are not currently offered.
   
   
4. Evaluate plan annually and make changes as needed.

Specific Result: Create strategic allocation model that brings adequacy and equity to all students and programs.

Action Steps

1. Develop data-driven allocation formulas for campuses and implement zero-based budgets for departments.
   
   
2. Distribute allocations and provide informational sessions on how allocations are formulated.
   
   
3. Assemble a FOCUS group to gather feedback on processes once completed and refine/enhance future processes.
   
   
4. Offer training sessions to demonstrate best practices and provide assistance.
   
   
5. Evaluate plan annually and make changes as needed.

Specific Result: Evaluate desired outcomes against resource allocations to ensure effectiveness and to allow reassessment of resource distributions.

Action Steps

1. Prior to developing next year allocations, review formulas and revise as needed.
   
   
2. Track student growth, campus improvement and department effectiveness in relation to funds allocated.
   
   
3. Develop expected outcomes prior to adding FTEs and/or resources.
   
   
4. Evaluate results obtained from additional resources provided.
   
   
5. Analyze progress in Campus Improvement Plans based on resource allocations.
   
   
6. Utilize new tools (Forecast 5, Plan to Learn) to provide historical and dashboard data to campuses and departments and to evaluate effectiveness of resources provided.
   
   
7. Evaluate plan annually and make changes as needed.