PENCIL

Using an alignment strategic planning model, WOCC facilitated a process that connected internal operations, culture, and strategy. We gathered input from over 100 stakeholders, including board members, staff, MNPS leadership, and community partners. The process included:

• Staff focus groups and 1:1 interviews with leadership and partners to identify strengths, gaps, and opportunities.

• Board surveys and feedback sessions to build shared language and priorities.

• Thematic analysis of feedback, highlighting shifts from “transaction” to “transformation” in PENCIL’s work.

• Department-level strategy mapping and operational alignment to the plan’s emerging priorities.

Throughout, we modeled transparency by sharing emerging themes, testing ideas in real time, and openly adapting the process as insights emerged. This strengthened trust, encouraged co-creation, and created momentum toward shared goals.

• Delivered a five-year strategic plan that balances operational priorities with bold growth strategies.

• Fostered a culture of co-creation between staff, board, and leadership—enhancing buy-in and shared ownership.

• Created a language baseline for mission, vision, and values to strengthen internal alignment and external communications.

• Integrated measurable goals tied to community safety, teacher support, partnership growth, and staff wellness.

• Positioned PENCIL to expand its role as a fiscal agent for MNPS and deepen its influence in Nashville’s education ecosystem.

PENCIL leadership and staff; Board of Directors, including the Strategic Growth Committee; key partners and other stakeholders