In the upcoming months, our school board will engage in strategic planning. What has become evident is that as a group we have different perceptions as to what strategic planning is or who should be involved. So as your superintendent, I would like to share my vision for the District. 
When the Board hired me, they didn’t hire me to be the best principal, teacher, or custodian, let alone the best Board member. However, they did hire me to lead the best principals, teachers, and various support staff while guiding the best Board of Education. Merrill will be a destination district of choice for students, parents and staff if we “raise what we praise.” This doesn’t mean we are without flaws or areas we can improve on; it simply means that our outcomes will have a direct correlation to what our expectations are. 
We should expect that students will be motivated and engaged through relevant and meaningful learning opportunities. We should also want all stakeholders to take responsibility to see that this is possible. Think about it; student perceptions result in parent perceptions. Students that are motivated and engaged will have a positive impact on school climate and culture, which will then have an impact on staff and community morale. What makes small communities special is that the school is the heart of the community. A vibrant community relies on a successful public school.
Author Patrick Lencioni wrote, “If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at anytime.” This is my strategic vision for Merrill Area Public Schools.