# North Valley One-Page Strategic Plan

> Fictional educational example for July 2026–June 2027.

## Mission

North Valley helps five member districts provide timely, lawful, student-centered
special education evaluation and related services through shared professional
capacity, dependable operations, and responsible stewardship.

## Strategic context

- Hard-to-fill professional roles are increasing contractor reliance and service variability.
- Districts use different intake, reporting, and contract assumptions, creating rework and disputes.
- Leaders need earlier visibility into staffing, service, finance, and risk.
- Growth is possible, but current management and process capacity is limited.

## Three priorities

| Priority outcome | Baseline | June 2027 target | Owner | Major initiatives | Principal risk |
| --- | --- | --- | --- | --- | --- |
| 1. Stabilize professional capacity | 93% filled FTE; 14% contractor share | At least 97% filled FTE; contractor share at or below 8% | Director | Role scorecards; structured hiring; 90-day onboarding; contractor thresholds | Labor market remains constrained |
| 2. Make cross-district service flow reliable | 4.7-day median complete-intake-to-assignment cycle | Two business days or less; 85% complete first submission | Clinical operations lead | Standard intake; daily triage; delegated assignment; SOP | District adoption varies |
| 3. Improve executive and governing visibility | Separate staffing, finance, and service reports with no stable dashboard | Monthly ten-indicator dashboard; quarterly strategy and risk review | Finance lead | Data definitions; 13-week cash view; dashboard; decision log | Data quality and reporting burden |

## Major risks and responses

- **Vacancy and contractor cost:** use explicit recruitment dates and coverage triggers.
- **Privacy and vendor access:** review approved systems, access, retention, and incidents.
- **Contract scope:** standardize volume, change control, renewal, and review routing.
- **Key-person dependency:** document backups and test essential processes.
- **Allocation fairness:** run annual service-versus-allocation sensitivity with members.

## Explicit non-priorities

1. **Adding a sixth district this year.** Revisit only after intake, staffing, and dashboard targets are stable for two quarters.
2. **Buying a new workflow platform immediately.** First standardize definitions and the current process.
3. **Launching additional optional clinical programs.** Maintain lawful existing services; reconsider after core vacancies and contractor use meet targets.
4. **Customizing every report by district.** Maintain required contractual differences but use one common operating data set.

## Review cadence

- Weekly: staffing and service exceptions.
- Monthly: dashboard, forecast, actions, and decisions.
- Quarterly: priorities, residual risks, district feedback, and capacity.
- Annually: mission, member formula, budget, contracts, and next-year choices.