Moving Forward

The Board has taken into account the multiple roles of the NDE in the development of this Strategic Plan, and in the expectations set forth for the NDE. This recognition is coupled with the expectation of providing quality equitable support, through a multi- faceted system, under the charge of the NDE. The shared responsibility of leadership between the Board and the Commissioner, includes developing this plan, monitoring measures of progress, and implementing outcomes through the NDE’s programs and supports for schools, students, systems, and clients across the state. The Board carries out this Strategic Plan through direction to the Commissioner. The Commissioner has the responsibility to build an implementation plan that makes the Strategic Plan a living document, utilizing the aforementioned roles and strategic direction outlined for organizational structure, personnel and staffing, stakeholder engagement, and data and systems.

Developed and Approved by the Nebraska State Board of Education and the Nebraska Department of Education

Developed by the Nebraska Department of Education

State Board of Education and Commissioner of Education

Impartial Third Party

Strategic Direction

To realize the new strategic vision, it can no longer be business as usual.

ORGANIZATIONAL STRUCTURE

From:

  • Organizational structure primarily oriented around subject area silos
  • Decision-making authority mostly concentrated in hands of senior agency leadership

To:

  • More cross-functional, with collaboration and communication across teams
  • More distributed decision-making authority, where staff closer to the issue are empowered to make relevant decisions

PERSONNEL AND STAFFING

From:

  • Staff with very specific skills focused primarily on content knowledge
  • Traditional focus on regulation and compliance

To:

  • Broader staff expertise, including both content knowledge and breadth of experiences (e.g., relationship building, background in business, work with underserved communities)
  • Focus on leadership, innovation, and learning

STAKEHOLDER ENGAGEMENT

From:

  • Sporadic engagement on an as-needed basis
  • Limited engagement with specific populations or cultural communities

To:

  • Consistent and tailored stakeholder engagement plans for specific audiences, allowing authentic relationships and dialogue to develop

DATA AND SYSTEMS

From:

  • Limited publicly accessible data
  • Focus on accountability and compliance
  • Cumbersome website

To:

  • Readily available data for all stakeholders from an easy to use, up-to-date platform
  • Focus on performance management
  • User-friendly website and an online portal with lessons learned and best practices for practitioners