lansing school district strategic plan

8/12/2019 Lansing School District strategic plan

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Submitted by the Michigan Association of School Boards, July 11, 2014

Approved by the Lansing School District, July 2014

Lansing School District Page 0

“It is the mission of the Lansing School District to provide educationalexcellence in a safe and nurturing environment for all students.”

Lansing School District

2014-19

Strategic Plan Summary Document



Lansing School District - Page 1

Letter from Board President and Superintendent

Schools and districts in the State of Michigan who desire accreditation are required to undergo a process of continuous improvement. The most effectiveschool improvement plans are those that benefit from the guidance of a centralized vision promoting district wide cohesion. With this as our motivation,the Lansing School District enlisted the support of the Michigan Association of School Boards and the community in the development of a three to five yearStrategic Plan. School improvement plans will continue to be developed, implemented and evaluated annually using the goals and objectives in this plan asfocal points. We believe that this plan helps us "tie it all together" and, if implemented with fidelity, take our schools and district from good to great!

The process of strategic planning is heavily reliant upon input from all school district stakeholders. To collect this input, thirteen (13) input sessions wereconducted with all stakeholders, and an electronic survey was developed and administered. The total number of people who participated in providing theprocess with comprehensive feedback was 294. On June 14, 2014, a Strategic Planning Team consisting of 35 stakeholders met to review this feedbackalong with district data. The team included representation from across the school community including: The superintendent, Board of Education members;business leaders; administrators; instructional and non-instructional staff; community leaders and partners; parents/guardians; alumni and students.

Throughout the planning process, the community expressed high expectations for everyone and a commitment to college and career readiness.

As a result of the planning process, this team accomplished the following:

Development of new Vision, Mission and Belief Statements Identification of major goal areas Articulation of specific focus areas within each goal area

This Strategic Plan document will be used by district administrators and school improvement teams in the development of specific programs, practices, andactivities designed to achieve the goals of the Strategic Plan. The Board, Administration and Staff fully realize that we cannot achieve our goals alone.

Family and community engagement will be critical to our organizational success. We embrace the challenges and opportunities set before us as wemaintain our focus on providing a high quality educational experience for all students. On behalf of the Board of Education and Administration we extend asincere thank you to everyone who contributed to this important project.

Sincerely,

Peter Spadafore, President of the Board Yvonne Caamal Canul, Superintendent




Introduction

Strategic Planning is the process of determining what an organization wants to be at some point in the future, and how it will get there. In the

current environment where schools are challenged to do more with scarce resources, planning for the future is more important than ever. Aneffective strategic planning process results in stakeholders focusing on critical priorities that will meet the mission of a quality educationalprogram for all students.

In April of 2014, the Lansing School District Superintendent and Board of Education made a commitment to create a three to f ive-year strategicplan. The Board of Education created a partnership with the Michigan Association of School Boards to serve as facilitators for this project. Thedistrict, under the leadership of the Board President and Superintendent, completed a process that was data-driven, inclusive of districtstakeholders and focused on the priorities that will help the district succeed.

There were several criteria relative to the strategic planning process established by the Board of Education and the Leadership Team:

• The process must be inclusive where all stakeholders have an opportunity to provide structured input.

• The Board of Education must be an integral part of the process providing input, support and commitment.• There must be clarity in the respective roles of the Board of Education, administration, staff, parents/guardians and community.• There is alignment between the strategic planning process, current strategic initiatives, and critical issues facing the district.• Timelines, responsibilities and reporting schedules must be built into the planning processes.• There must be ongoing communication about the planning process with all internal and external stakeholders.

This strategic plan is a living document. It will serve as a ‘road map’ to future planning, resource allocation, staff develo pment and decision-making over the next several years.

As part of the planning process, the vision, mission and beliefs were renewed. Based on the renewed vision, mission and beliefs, strategicgoals and objectives were developed. Regular monitoring of progress and renewal is critical to the plan’s success.




The Strategic Plan Process

The Lansing School District Strategic Planning Process was facilitated by:

Debbie Squires, MASB Board Development, Program Planning and Business Affiliates Manager

Teresa Bingman, MASB Consultant

This overview describes the planning process, including the input, data analysis, planning team roles and responsibilities, and timelines.

Stakeholder Input

Input from parents/guardians, administration, community, instructional and non-instructional staff, and students were gathered through acomprehensive electronic survey as well as a series of community, administration, parent/guardian, instructional and non-instructional staffforums. The online survey and forums engagement process was conducted to:

• Identify and assess strengths• Gauge values and perceptions of the community

• Provide an opportunity for input• Identify areas for improvement• Gather data to use as a decision making tool

The input gathered aided greatly in the planning process. The response rate from all the data indicates that the school community cares aboutthe future of the district and desires to engage in the process of creating the future (see Attachment 1 for Input Summary).




Local Area and School Demographic Data

An analysis of district demographics and quantitative data was completed. The analysis included educational, financial and personnel trendsover the previous five years (2008-2013) in comparison with reference districts and state averages (see Attachment 2 for the data analysissummary). The reference districts used for the Lansing School District were Dearborn City School District, Grand Rapids Public Schools, HoltPublic Schools, Kalamazoo Public Schools, Southfield Public School District and Waverly Community Schools. Districts were selected forreasons like: similarity of student makeup, funding levels, or proximity (see Attachment 2 for Data Summary).

Strategic Planning Team

A Strategic Planning Team was formed to take a primary role in developing the strategic plan. The team consisted of 35 stakeholders including:the superintendent; Board of Education members; business leaders; administrators; teachers; community leaders; parents/guardians; alumniand students selected with input from the Board of Education and key stakeholder groups. The team participated in a retreat workshop todevelop a renewed mission statement, vision, beliefs and strategic goals. During the retreat the team reviewed and discussed relevantquantitative and qualitative data as essential elements in the formation of goals and objectives contained in this document (see teammembers on page 5).

“Collaborating with the Lansing School District Board of Education,

administration, staff and the entire community really illustrated their level

of care for the schools, the community, and most of all, the students.”

Debbie Squires, MASB Board Development, Program Planning and Business Affiliates Manager




Strategic Planning Team Members Attendees

1. James Bell, LSD/LSEA Leadership

2. Teri Bernero, LSD

3. Bryan Beverly, MSU K-12 Outreach

4. Ben Botwinski, LSD

5. Tom Buffett, LSD

6. Yvonne Caamal Canul, Superintendent

7. Dominic Carbone, Business Leader

8. Jack Davis, Community Leader

9. Kellie Dean, Community Leader

10. Tina Diehl, Parent

12. Myra Ford, Board of Education 24. Nino Rodriguez, Board of Education

13. Toni Glasgow, LCC Leadership 25. M C Rothhorn, Community Activist

14. Sergio Keck, LSD 26. Diana Rouse, LSD

15. Rachel Lewis, Board of Education 27. Cheri Schimmel, YMCA

16. Guillermo Lopez, Board of Education 28. Kristina Seymour, Parent

17. David Martinez, Community Activist 29. Curtis Smith, Parent/PTSA

18. Ruben Martinez, MSU Exec. Director 30. Kirsten Smith, Student

19. Eldon McGraw, LSD 31. Peter Spadafore, Board of Education

20. Marcus McKissic, Parent 32. Teresa Szymanski, LSD

21. Joann Neuroth, Community Activist 33. Shirin Timms, Community Leader

22. Trinidad Pehlivanoglu, Parent 34. Dan Voss, Former Board of Education

11. Mark Fisher, Promise 23. Shirley Rodgers, Board of Education




Retreat Workshop

A retreat workshop was held on June 14, 2014. The work covered included:

• An overview of the strategic planning process and timelines• An environmental scan*• A report of current and planned initiatives• A review and analysis of demographic and district quantitative data*• A review and analysis of input qualitative data*• A review of current and development of proposed vision, mission and belief statements• The establishment of strategic goal areas and identification of key objective possibilities*•

An overview of next steps

*see Attachment 3 for Retreat work documents




Lansing School District 2014-19 Strategic Plan Outcomes

Mission Statement:

A mission statement establishes, in the broadest terms, the purpose of a school district. It should answer the question “What ultimate end willthe district pursue and in the broadest sense, how?” The following mission statement was developed during the Strategic Planning TeamRetreat Workshop and refined at a subsequent meeting with the Lansing School District staff.

The mission of Lansing School District is …

“It is the mission of the Lansing School District to provide educationalexcellence in a safe and nurturing environment for all students.”

Vision Statement:

A vision statement describes what you want to happen in the long term. It’s a statement about your hopes and expectations for the future.The vision statement below was developed during the Strategic Planning Team Retreat Workshop and refined at a subsequent meeting withthe Lansing School District staff.

The vision of Lansing School District is …

“To accomplish our mission, we will create a collaborative, high-performing, safe

learning environment that is integrated with our communities and focused on preparing

students for global citizenship.”




Belief Statements:

Belief statements are the basic beliefs of the district—those things that we believe of utmost importance, providing guidance for how webehave and relate to others. The following beliefs were developed during the Strategic Planning Team Retreat Workshop and refined at asubsequent meeting with the Lansing School District staff.

We Believe:

• All students and their families deserve a quality education.

• Staff, students, families and the greater Lansing communities can contribute andlearn from each other.

• The needs of our students are our priority.• Learning occurs best when students are in a safe environment.

• Diversity is our strength.• Relationships are based on respect for self and others, mutual trust and teamwork.

• Learning is essential for success in a global society.

• The Lansing School District is committed to its responsibility to deliver a quality

education for career and college readiness.




Strategic Goals:

Strategic goals are areas of priority importance in which the district will focus their work for a specific period of time (usually 3-5 years).Strategic goals are a means by which the district will achieve its vision, mission and beliefs.

Objectives are SMART—Specific, Measurable, Achievable, Relevant and Timely

The Strategic Planning Team, at the June retreat, developed goal statements and identified potential objectives. The objectives were reviewedand finalized at a subsequent meeting with Lansing School District staff. The goal areas are categorized below.

2014-19 Goal Areas

Student Achievement

Learning Environment

Community Outreach

Support Systems

Finance




Following the retreat, the administration was charged with developing specific goals based on the strategic goal areas identified by theRetreat Team.

Goal Area 1: Student Achievement

Strategic Focus Area: All students will achieve or exceed state performance targets and graduate career and college

ready.

Objectives:

Improve data-driven instruction by regularly utilizing various sources, including iCollaborate, student and behavioral data.

Create district wide coherence and improve student learning by implementing curriculum pacing guides and formative

assessments.

Increase student achievement proficiency and on-time graduation rates.

Identify and implement models and partnerships that will increase students' engagement in career preparation.




Goal Area 2: Learning Environment

Strategic Focus Areas: The district will provide a safe and nurturing learning environment.

Objectives:

Identify and adopt models for improving school climate and culture that include professional learning and problem-solving

approaches.

Implement programs and protocols that will significantly reduce behavior referrals and out-of-school suspensions.

Implement programs, policies, and protocols that will significantly improve district morale and community perception of the

district.

Implement behavior prevention, intervention, and supports in all schools.




Goal Area 3: Community Outreach

Strategic Focus Areas: The district will maintain and grow strong relationships with greater Lansing's diverse

communities, agencies, organizations, and businesses.

Objectives:

Explore and expand opportunities for the greater Lansing ’s diverse communities to engage with the district.

Improve communication with Lansing's diverse communities, including translation into other languages.

Explore and expand opportunities for grants, donations, and partnerships in order to increase learning options for students.

Explore and identify approaches that will significantly increase positive family engagement.




Goal Area 4: Support Systems

Strategic Focus Areas: The district will identify, improve and implement effective and efficient support systems.

Objectives:

Complete a successful bond campaign in order to improve and reconfigure the district's facilities and provide students with 21st

Century learning environments.

Update and/or replace outdated technology in order to provide students and staff with 21st Century learning tools.

Develop and implement rewards and consequences in order to reduce staff absenteeism.

Maximize personnel resources by maximizing staffing efficiencies in all departments.




Goal Area 5: Finance

Strategic Focus Areas: The district will monitor and adjust resources in order to maintain and improve financial stability.

Objectives:

Update district infrastructure by implementing technology solutions to improve efficiencies in finance, human resources, and

student information management systems.

Develop and implement strategies for increasing student enrollment.

Identify and implement strategies that will increase the district's fund balance.




Strategic Plan Implementation

The implementation plan will be developed collaboratively by the superintendent and key staff members. Alignment with current schoolimprovement teams will be an integral part of the implementation plan.

The district priority goals/objectives identified during the strategic planning retreat will be translated into action plans with measurements,timelines, responsibilities and a board monitoring calendar.

In order to keep the momentum of the process moving forward:

Prior to Board approval the administration convened a team to do the following:

1. Review and finalize the vision, mission and belief statements2. Review goal areas and develop goal statements3. Review potential objectives and finalize 2-3 objectives for each goal statement that could be accomplished in the first year4. Identify a process to develop action plans for each identified objective

Following Board approval the administration plans to take the following steps:

1. Develop and implement a reporting/Board monitoring calendar2. Develop and implement an internal/external communications plan3. Develop and implement action plans for each identified objective




Attachment 1 – Input Summary

Strengths

Personnel Programs/Academics Culture/Methodology

District/Community Leadership Students

o Variety of programs/academicso Magnet schoolso IB Program

o International Baccalaureate Program o Immersion Programo Educational opportunities

o Striving for excellenceo Flexibilityo Perseveranceo “We are family” o Improving images and climate

o Different methods to teachdifferent types of learners

o Diversityo Involvemento Historyo Business partnershipso Alumni support/involvemento Successful alumnio High quality student graduateso Locationo Promise/HOPE Scholarships

o Staff diversityo Great and caring teacherso Quality/Qualified teacherso Staff dedicationo

Motivated educators

o Superintendent leadershipo Board leadershipo Becoming fiscally responsibleo Willingness to think “outside

the box” o Willingness to seek

stakeholder’s input o Improving communication

o Diversityo Inclusion of diverse studentso Endless potentialo Hard-working




Attachment 1 – Input Summary – Continued

Opportunities for Improvement

Input Summary – Cont’d

Staff/Human Resources

o Reinstitute teachers for specialso Be bold with ineffective staffo Meaningful professional

developmento Teacher planning timeo

Staff appreciation and support

Programs/Academics

o Appropriate curriculum/assessmentso Improve academic achievemento Reinstitute art, music and gymo Stronger/Quality academicso More planning time for new programs

Marketing/PR

o Sell ourselves o Positive promotion of the district o Market programs

Leadership/District

o Stay consistent on decision-makingo Be proactive; not reactiveo Clearly define all processeso Make the tough decisions

Culture

o Change culture/climate in schoolso Improve reputation/perceptiono Safetyo Discipline disruptive students

Collaboration

o Consistency throughout buildingso Parental involvemento Utilizing potential of partnerships

Infrastructure

o Remove/Repurpose buildingso Separate middle from high schoolo Update/Purchase playground equipmento Sell unused buildings

Communication

o Communication at all levelso Communication to parentso Communication between staff and

administrationo Reach out to community/alumnio Transparency

Technology o Redesign website (user-friendly)o Expand use of technology in classroomso Update technology



Lansing School District

Page 18

Attachment 1 – Input Summary – Continued

Vision

Infrastructure/Consolidation Programs/Academics Staff/Human Resources

Collaboration Environment District-Wide

Attachment 1 – Input Summary – Cont’d

o Buildings upgradedo Buildings used effectively or soldo Separated middle school students

from high school students

o State of the art technologyo Magnet programs K-8o Improved test scoreso Return of vocational classeso Students leaving high school

college/career bound

o Targeted professional developmento Performance based payo Staff being highly effective

o Community buy-in and involvemento Collaboration/Streamline/Consistency

throughout all buildingso Parental/Students buy in and

involvemento Increased business/organization

partnerships

o Safe environmento Pride back in school and communityo Improved reputation

o Transparency/Accountabilityo Open and honest communicationo Increased student enrollmento The “go to”, cutting edge districto A clear, consistent and communicated

plano Families keeping and wanting their

children in the district



Lansing School District – Page 19

Honoring the Past while Addressing the Future

Restructuring Communication Transition

Attachment 2 – Data Input Summary

Accountability History/Alumni Educational Outcomes

o Renovating current buildingso No school closures

o Communicate to all stakeholders theneeds of the future while alsocommunicating how we got here

o Continue seeking all stakeholders’input

o Be proud of the past but committedto the future

o Embrace changeo Focus on today’s students’ needs

o Return to high standardso Safe and disciplined environmento Identifying the actual problem and

seeking the actual solution

o Hall of fame for alumni/memorialo Keep traditions aliveo Promote rich historyo Review past history. What worked?

o Students prepared for college/career

o Producing high achieving studentso Determine why students are

leaving the districto Students actively engaged in the

community




Attachment 2 – Data Summary

Data-Driven Strategic Planning: Lansing School District

Based on analysis of data in this report, the following points are highlighted concerning the Lansing School District:

In general, the data revealed that when compared to state averages and the reference districts selected for this report, theLansing School District emerges as a district facing strong academic performance challenges while facing fiscal challenges.

Enrollment at Lansing School District has been decreasing sharply over the past five years, beginning at 13,701 in 2010 to 11,936in 2014, losing 1,765 students, effecting revenue to the district. (B-2, D-16).

The percentage of the district’s students eligible for lunch assistance for 2014 was the second highest of the reference districtsat 68.8% and above statewide average by 25%. The combined eligibility between free and reduced lunch has decreased nearly 4%since 2010. (B-3, B-4)

The district’s 2013 4-year cohort graduation rate was the second lowest of the referenced districts at 56.01% to 47.31% and nearly21% below state average at 76.96%. Since 2009, the graduation rate has fallen over 5% for 4-year cohort falling from 61.08% to56.01%. (B-5, B-6)

33.6% of Lansing’s residents have at least an Associate’s degree or higher. (B-8)

Lansing School District students that identify themselves as African American and white have declined on average since 2010 by

5.2% for African American and 3.4% for white, while those that identify themselves as Hispanic and multiracial has increased by2.5% and 5.8% respectively. (B-12)

Lansing School District’s test scores have not equaled or exceeded state average in the MEAP, MME or ACT since the beginningdate of this analysis of 2009. (C-3, C-7, C-11, C-15, C-19, C-23, C-25, C-26-30, C-32)

The district is showing some tremendous progress in the number of students taking advantage of dual enrollment; jumpingfrom 7 in 2010 to 67 in 2014. (C-51)




Attachment 2 – Data Input Summary – Continued

*Full report is available in the central office

The Lansing School District spent $1,283 above state average on total instruction spending for year 2013 and has seen anincrease of $612 since 2009. (D-1, D-2)

The Lansing School District has seen a $23 decrease in spending for instructional support since 2009, but still outspends stateaverage by $766. (D3, D-4)

The district ranks #2 among the referenced district for general fund expenditures at $11,986, and outspent the state average in2013 by $2,531. (D-7)

The district has seen a sharp decrease since 2011 in the fund balance, losing nearly $10,800,000, coinciding with an outpacing ofexpenditures vs. revenue. (D-10, D-12)

The Lansing School District has seen a cumulative loss of revenue due to pupil enrollment since 2009 of $22,612,319. (D-16)

The student-teacher ratio at the Lansing School District is comparable to state average at 23 pupils per teacher, and has seen a2 pupil per teacher reduction since 2011. (E-1, E-2)

Lansing School District’s teacher salary is the 3rd

lowest within the reference districts at $62,213, slightly below state average by$315. From the period 2009 to 2013, teachers at Lansing have seen an increase in pay of $235. (E-3, E-4)

75% (443) of the district’s teachers have a Master's degree or higher. (E-5)

48% (288) of the district’s teachers have been with the district 16 years or more. (E-6)

Lastly, district personnel cooperated with our requests for data and analysis. The time and effort expended by the Board of Educationand staff of the Lansing School District in the preparation of this report was very much appreciated.



Attachment 3 – Environmental Scanning


The Wave – In the arena of education, what are incoming and outgoing trends, ideas, practices, paradigms, etc.?

Emerging

Balanced calendar (restructured time)

Early college experiences

Teacher Performance evaluation

Globalization

Early childhood readiness expansion

Special population changes

Online learning (smarter balance)

Big data (with privacy)

Common core

Virtual classrooms

Increase use of Technology

College readiness

New technology – open content

learning

Governmental control

Integrating instructional technology

Horizon

Lansing Promise

Learner – centered online education

Regional or County wide districts bothadministration service and instruction

Learning outside/without walls

Universal multilingual education

Pre – K education establisheduniversally

Flexible learning environment

No grading portfolio grads

Public funds to private entities

Established

Use of Data

Importance federal dollars

Declining student performance(Achievement gap)

State control curriculum

College/Career prep

Standardized test –focused education

High stakes testing

Marketing

NCLB/AYP

Common core

Performance standards

Teaching to the test

Adult centered versus studentcentered

Shrinking student population

Choice



Attachment 3 – Environmental Scanning – Continued


Disappearing

Financial support for instruction Commitment to public education

MEAP/funding

Declining resources

Jobs

Focus on vocational training

Traditional building configurations Book – based learning

Population

Local district autonomy

Strength of unions

Single sex schooling

Teacher professional autonomy Alternatives

Parents’ role in child’s education

Neighborhood schools

Potential Implications

Move in the area of internet and non-structured classrooms (while balancingto provide support for students)

Anticipate and plan

Lansing promise – funding

Connection and how learner – centered and diverse population

Emerging items need funding

Operational definition needed foremergency issues

Achievement gap related totechnology gap?

Addressing needs of current students

Missing: Role of parents in all areas

Potential ability to transition andfollow through (sustainability)

Willingness to be bold and stay thecourse

Identifying community needs anddevelop curriculum that’s careerreadiness for local needs (regional)

Focused on best practices and not“fads”

Examining alternatives anddeveloping plan for disappearingitems

Must plan for items with



Attachment 3 – Comparable Data Considerations


Based solely on the review of district comparable data the Retreat Team identified items that should be considered in thefollowing areas as the Plan moves forward:

Finance & Personnel

District personnel by ethnicity andoccupation

Reserves need to be between 7% & 10%of the budget

What is the $1,283 (over average)being spent on? 3rd lowest teacher

salary (?)

Spending (per pupil) needs to beanalyzed for efficiencies

Teacher salary should attract the best

Hire staff that like and believe in kids

Increase revenue, public and private,to support students

Live within our means – regainintegrity of fund balance throughefficiencies

Expand funding options

Academic Performance

What performance standards areadministrators being held accountablefor? (Dr. Yun MSU)

What skills, if higher would have animpact on achievement in multiple

arenas? Data – follow the cohort

Use additional coherent data

Explain/examine why student scorebetter in 3rd grade than later years

Graduation rate increase

Align curriculum/pacing guides withstandards in Math and science

Change culture from punitive to caring Need data by race and ethnicity on

performance

Increase pre K – 3 academic success toimprove test scores

Need to better explain why studentsperform poorly in math and science

More effective use of MEAP data

Staff needs to engage and inspirestudents to increase achievement

AP enrollment by ethnicity in needed

Online learning for target populations



Attachment 3 – Comparable Data – Continued


Demographics & Enrollment

Learning environment should reflectthe changing student demographics

How do we address the tradeimbalance? incoming/outgoingstudents

Enlist community partners inextending calendar and programoptions

Align schedule and programinvestment with needs of low SESstudents to increase graduation rate

Average students per school? Tight – sizing (LSD – 338, Dearborn – 587,Kalamazoo – 501, GR – 246)

Average class size vs. Modal class size?Across grade bans

Align facility configuration withstudent needs and budget realities

Change perceptions to increaseenrollment

Increase cultural appreciation

GSRP and High School home visit andparent engagement

Junior board peer PR program

Grade by grade and building bybuilding enrollment data

Need choice data

Attract (marketing)/retain students

Address increase in Hispanicpopulation and academic performance

Median income is not aligned toachievement perception across compdistricts

Motivation Gapo Hope promise

o Scholarship promise

o Town

o Gown

Predictable learning environment

o Program

o Teachers o Building

o Peers

Collect LSD parent higher educationdata

Focus on student and head ofhousehold

Family education plan



Attachment 3 – Area Focus Goals


Based on the review of the environmental scan, the district comparable data, and the input summary the Retreat Teamidentified items that should be considered as possible objectives in the following focus areas as the Plan moves forward:

Student Achievement

Raise test scores (math/science)close the gap (21)

Student advancement from gradeto grade and graduation rates (17)

Expose elementary students tomore career opportunities (10)*

Structural changes balancedcalendar pacing guidelines (9)

Global skills/soft skills (9)

Achieve state, goals academic (4)

Diverse student population =diverse ways to encouragestandard achievement (4)

Instructional coherence (2)

Use August MEAP data to developgrowth targets

Professional Development

Professional development focusedon creating a nurturingenvironment (14)

Replicate Best Practices (11)

Professional collaboration and

accountability (8)

Focus professional developmenton math/science (5)

Create individual staff professional

development plans (4)

Train staff to teach content using

multiple strategies (3)

Grow potential leaders (3)*

Consistent offerings/expectationsfor professional development



Attachment 3 – Area Focus Goals – Continued


Communication/Community Engagement/Marketing

Rebranding LSD (15)

Tell Our Story(13)

Create student-led/designed/deliveredMarketing/PR (12)

Aggressive recruitment at Red Cedar(9)

Share alumni success stories (9)

Strategic plan communication;quarterly updates, includingimplementation process (8)

Consistent/repetitive marketing planimplemented (3)

Focus on ¾ marketable goals (Diversity– variety (3)

Intentional & effective marketingprogram (Generate Positive Buzz) (2)

Learning Environment/Culture

Maximize Lansing Promise, - HOPELEAF to benefit of students! (24)*

Implement Culture & ClimateCommittee recommendations (19)

Student input should be greater (16)

Predictable district wideexpectations/structure for disciplineleading to building stability (9)

360 approach evaluation (8)

Collaborative community process onsafe, respectful nurturing culture (6)

Hybrid options for hearings (5)

Hold principal accountable for building

culture (4)

Recruit/nurture staff (3)*

Student uniforms

Authority to make significant changesat the school level





Financial

Invest in 21st Century Systems (16)

Increase partnerships/regionalcollaboration for financial efficiency (7)

Invest in technology (3)

Diversify income analyze expenditures(2)

Explore other funding avenues (2)

Marketing Strategy for privateinvestors

Assure every dollar used towards goalof student achievement

Facilities

Perception – If it looks good it mustbe better (16)

Establish bond committee (11)

Resolve north east side high school

Issue (9)

Focus on right sizing (6)

Bond feasibility study (5)

Invest in faculty decision based onstudent needs (2)

Continue the study of schoolGerties future





Technology

District wide equitable use/accessto Technology (10)

Call on community businesstechnology experts to assist intechnology planning forstaff/students (5)

Increase the number of studentsusing personal computers andfamilies (3)

Needs assessment for technologycapabilities (3)

One to One computing (2)

Cyber safety (2)

Increase wireless capabilities andclass room technology (2)

Use technology for communityinput

* Originally under “Other” Category

Please note that some of the focus areas listed were consolidated in work completed following the Retreat.

lansing school district strategic plan

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