lansing central school district strategic plan

Facilitated By: PLC Associates, Inc.Dr. Diane Reed, Penny Ciaburri

Lansing Central School District Strategic Plan

Community Presentation

Certified December 3, 2010By: Core Team and Task Forces

2

Opening RemarksSuperintendent, Co-Facilitator

Dr. Steve Grimm, Dr. Diane Reed

5 min

Our Core Team WorkVisionMissionBeliefs

Core TeamDiane LauzunDan FergusonChelsea Weidman

10 min

Our Task Forces 40 min

1. Student SuccessElementaryMiddleHigh School

Chris PettograssoJaime ThomasEric Hartz

2. Facilities, Transportation, Health and Safety

Glenn Fenner, Steve Grimm, Mary June King

3. Fiscal Opportunities Mary June King

4. Engaged Community David Quigley, Cathy Nelson

Closing RemarksSuperintendent, BOE Liaison

Dr. Steve Grimm, Glenn Swanson

5 min

Community Presentation

Vision

It is our vision to create an educational environment where our students, faculty and community members flourish in an atmosphere

that encourages independent thought, mastery and individual success. In addition to pursuing high academic achievement for all, we will

embrace and enhance each child’s unique abilities, helping forge the connection between education and opportunity.

Students are at the center of all we do and we will encourage them to grow in character, empathy, and leadership. We will lead by example,

fostering a creative, engaging environment based on teamwork, mutual respect, and personal responsibility. We will also collaborate

with the community at large to establish a learning network beyond the classroom that provides educational opportunities at every level.

Mission

The Lansing School Community will work to educate and motivate all students to achieve their personal best in a caring and safe

environment. We, as educators, parents, community leaders and families, will inspire our students to be knowledgeable, responsible,

healthy and compassionate citizens.

Beliefs

• Students are our priority.• High expectations inspire high achievement.• Our school community is passionate about learning.• Creative and proactive fiscal planning is essential for success.• Respect, competence, empathy, and integrity are fundamental to building trust.

• Taking risks and learning from our mistakes are the building blocks of personal and academic growth.

• Students have the right to high quality instruction in a physically and emotionally safe environment that celebrates diversity.

Student SuccessTask Force

Certified by Facilitators: Eric Hartz, Jamie Thomas, Chris Pettograsso

10 Goals, 51 Strategies

Task Force: Facilitator(s):Student Success – Elementary Schools Chris Pettograsso

Goal # 1 – Student BehaviorThrough 2014/15, our student referral rate will decrease by 5% each year.

Strategies1. We will create and fully implement a school-wide behavior plan that promotes and supports

positive character education inclusive of parental involvement as well as a step by step referral process.

2. We will train our faculty on and implement Responsive Classroom practices in Grades K-4.3. We will add additional behavioral support by adding a teaching assistant 2 days per week. 4. We will create a behavioral concern system flow chart.5. We will create a coordinated continuum of interventions based on a 4 tier system.6. We will provide training for our faculty and staff on behavioral de-escalation best practices.7. We will identify and work in congruence with outside agencies to provide additional

resources for at risk students.8. We will create a parent volunteer program to assist with supervising students.9. We will expand our child study team to be inclusive of a classroom teacher from each grade

level K-4.10. We will create a child study liaison for each grade level.


Goal # 2 – Student AchievementBy 2015, RC Buckley Elementary School will have seen an annual increase in the percentage of students who achieve a Level 3 or 4 on all NYS assessments in Grades 3 and 4, and proficiency on local assessments K-4. We will also see an annual increase in the percentage of students who achieve a Level 4 on the NYS assessments, Grades 3 and 4.

Strategies1. We will increase parent and community engagement in literacy at RC Buckley Elementary

School and the Lansing community.2. We will develop a building wide initiative to celebrate student literacy.3. We will develop an enriching K-4 curriculum while ensuring it is horizontally and vertically in

all subject areas that meets or exceeds state/ national standards.4. We will ensure that the written curriculum is taught and appropriately assessed.5. We will create and implement a plan to provide effective interventions for economically

disadvantaged students preschool aged through Grade 4.6. We will create and implement academic intervention programs before school, afterschool

and summer during school to increase student achievement.7. We will continue to develop and strengthen our programs to meet the needs of our high

ability students.


Goal # 3 – School CultureBy 2015, 75% of respondents in the DPS by school will indicate they Agree/ Strongly Agree: 5. Success is celebrated at various levels. (39%) 29. My colleagues genuinely appreciate and acknowledge the success of others. (45%) 6. I trust the people I work with. (37%) 30. People enjoy working with each other in my school/ area. (39%) 31. Professional Development is relevant and on target for my needs. (29%) 55. The leadership in my building fosters a professional learning environment to enhance

teacher knowledge, skills, and engagement. (35%) 14. Our school culture supports the adoption of new ideas. (45%) 9. Communication flows openly in my school. (39%) 33. Information is offered in a timely manner. (45%) 46. My school has a clear decision making process. (33%)

Strategies1. We will celebrate the successes of school community at various levels. (Question #5 DPS) 2. Our faculty and staff will respect, support and appreciate each other as professionals and

colleagues. (Question 29, 6, 30)3. Our faculty and staff and leadership team will collaborate and work congruently in

developing, creating and fostering professional development opportunities. (Question 31, 55, 14)

4. Communication will flow openly and timely from all members of our school community. (Question 9, 33, 46)

Task Force: Facilitator(s):Student Success – Middle Schools Jamie Thomas

Goal # 1By 2015, our district will have seen an annual increase in the percentage of students who achieve at or above level 3 on all NYS assessments in grades 5–8 and proficiency in local assessments 5-8.

Strategies1. We will review, implement and provide a District Professional Development Plan for all

employees around issues of SES disadvantaged students.2. We will expand our after school program to attract and engage underserved students.3. We will develop an effective and ongoing progress monitoring system to track student

success on NYS and local assessments.4. We will pilot a comprehensive college mentoring system for grades 5 – 8.


Goal # 2By 2015, 75% of respondents in the DPS, collectively and by school/area will indicate they Agree/Strongly Agree with the statement:• “Professional development is relevant and on target for my needs.” (DPS 31)

Strategies1. We will involve building and district level curriculum coordinators in the planning and

creation of professional development opportunities.2. We will create a prioritized list of professional development topics. 3. Building and district level curriculum coordinators will formally solicit feedback from their

constituent base to guide a “needs and wants inventory” of professional development opportunities.

4. We will provide training and targeted, research-based methods to improve student achievement and the safety needs of all students.


Goal # 3By 2015, 65% of respondents in the DPS, collectively and by school/area, will indicate they Agree / Strongly Agree with the following statements:• “Communication flows openly in my school.” (DPS 9)• “Information is offered in a timely manner.” (DPS 33)

Strategies1. We will develop a comprehensive survey to be given to parents, faculty, staff and the

student body in order to evaluate communication needs.2. We will work to improve home-school communications.3. We will create a monthly meeting calendar which will be updated and emailed to everyone

for faculty and staff reference.4. The Principal will hold class meetings at the 10 and 30 week marking periods with 95% of

the student body attending for the purposes of sharing information and receiving feedback. 5. We will expand our methods and venues for effectively and systematically disseminating

information to staff members.6. We will create and distribute a “Middle School Highlights Newsletter” for distribution to 95%

of the student body with student, staff and faculty input.


Goal # 4By 2015, 75% of respondents in the SV, collectively and by school/area, will indicate they Agree/Strongly Agree with the following statement:• “I can participate in school decision making.” (SV #10)

Strategies1. Include students in appropriate decision making groups.2. Make SCO more visible and understandable to entire student body. 3. Creation of student mentoring program.4. Principal’s advisory committee of students from each grade level.

Task Force: Facilitator(s):Student Success – High School Eric Hartz

Goal # 1A. Increase NYS Regents exams and local assessments passing rate per subject area by 2-

4% over the next five years showing proficiency in Grades 9-12. These would be measurable by NYS Regents exams specific to content areas and local exams/projects per class in each content area.

B. Increase student participation in Non-Regents courses and Regents courses beyond the minimum requirement for a Regents diploma. This would be measurable by a 2-4 percentage point increase in the percent of students that earn a NYS Regents Diploma with Advanced Designation over the next five years.

Strategies1. Maintain and manage the curriculum to keep vertically and horizontally aligned with NYS.2. Evaluate the Salutatorian, Valedictorian, and Class Rank.3. Create a Study/Tutoring Center for all local and regents exam courses, utilizing peer and

adult mentors that are qualified per subject.4. Maintain upper level course offerings.5. Maintain all elective course offerings with the option of increasing or creating new electives.


Goal # 2By 2015, 75% of high school staff in the District Performance Scan (DPS) will Strongly Agree/Agree that communication flows openly in the building and is offered in a timely manner, as indicated by the following questions:• “Communication flows openly in my school/area.” (DPS 9)• “Information is offered in a timely manner.” (DPS 33)

Strategies1. Improve the methods and processes of the distribution of information and communication

materials from the administration to staff, students, and parents.2. Update web page capability for receiving and distributing information.3. Monitor progress using customized surveys of staff, students and parents, and direct

feedback from Building Council meetings.


Goal # 3By 2015, the completion rate will increase to 95% or greater.

Strategies1. Develop transition interventions from eighth to ninth grade through the already established

transition team made up of MS and HS staff. 2. Monitor at risk students using multiple methods.3. Increase participation of all students in school/community related extra-curricular activities. 4. Design and implement a GED program at Lansing Central School.

Facilities, Transportation, Health and Safety Task Force

Certified by Facilitators: Glenn Fenner, Steve Grimm, Mary June King


Task Force: Facilitator(s):Facilities, Transportation, Health and

SafetyGlenn Fenner, Steve Grimm, Mary June

King

Goal # 1By 2015, 90% of residents and district staff in the District Performance Scan (DPS) will Strongly Agree/Agree that the district provides a safe, secure environment which supports teaching and learning and 90% of students will respond positively to questions about the school environment on the Student Voice Survey as indicated by the following questions:• “I feel safe at school.” (SV 41)• “The District provides a safe, secure environment.” (DPS 18/CES 10)

Strategies1. Emergency Management Plan - Our schools’ Emergency Management Plans will be

updated, approved, and implemented annually with coordination and communication with other local area responders. (Measurements: Actual Plan, Distribution to staff , Practice fall semester, Review- make changes if needed.)

2. Safety Committee – this district-level committee needs to meet at least twice per year to review health and safety data, identify concerns, and develop corrective actions to address concerns.

3. Health Advisory Committee – this district-level committee needs to meet at least twice per year to review health and wellness related issues as defined in regulations and board policy. This group will identify concerns and develop corrective actions to address these concerns.



King

Goal # 2By 2015, 75% of residents, students, and district staff will Strongly Agree/Agree that our buildings are clean, updated and well-maintained as indicated in the DPS, CES, and SV on the following questions:• “Our buildings are clean, updated and well-maintained.” (SV 23)• “Our facilities are clean, updated and well-maintained.” (DPS 11/CES 6)

Strategies1. Establish a professional multi-year Facilities Capital Improvement Plan that indicates

timelines of facilities improvement needed as indicated in the Building Conditions Survey (2010) and developed using Tetra Tech Architects.

2. Create facilities maintenance schedule that ensures cleanliness and maintenance is appropriately addressed in each building and grounds.

3. Analyze professional development needs of cleaning, custodial, and maintenance staff and provide for training in these areas.

4. Ensure proper performance evaluations are in place and functional.



King

Goal # 3The mission of the Collaborative for High Performance Schools (CHPS) is to facilitate the design, construction and operation of high performance schools: environments that are not only energy and resource efficient, but also healthy, comfortable, well lit, and containing the amenities for a quality education. CHPS helps facilitate and inspire change in our educational system. The goals of CHPS are to: • Increase student performance with better-designed and healthier facilities.• Raise awareness of the impact and advantages of high performance schools.• Provide professionals with better tools to facilitate effective design, construction and

maintenance of high performance schools.• Increase school energy and resource efficiency.• Reduce peak electric loads. By Spring 2011, we will determine a baseline rating and create improvement targets for CHPS rating.

Strategies1. Ensure that CHPS/NYSERDA data are reviewed in conjunction with the Building Conditions

Survey of 2010. This survey will be used to analyze and make appropriate energy efficiency considerations with a better learning environment. (Measured by CHPS/NYSERDA, Energy data, Building Condition Survey of 2010)

2. Review annual Energy Performance Contract report and take corrective action as needed.



King

Goal # 4By 2015, 90% of residents and district staff in the District Performance Scan (DPS) will Strongly Agree/Agree that transportation system is safe, effective and timely, and 75% of students will respond positively to questions about our transportation system on the Student Voice Survey as indicated by the following questions:• “Our transportation system (buses) is safe, effective, and on time.” (SV 35)• “Our transportation system is safe, effective and timely.” (DPS 23/CES 18 )

Strategies1. Establish a professional multi-year Transportation Plan that indicates a timelines of

improvement needed in the areas of transportation, including bus replacement, traffic flow on campus, and facilities needs.

2. Create transportation vehicle maintenance schedule that ensures the transportation fleet and facilities are safe to operate.

3. Analyze professional development needs of drivers and transportation staff and provide for training in these areas.

4. Ensure proper performance evaluations are in place and functional.

Fiscal OpportunitiesTask Force

Certified by Facilitator: Mary June King


Task Force: Facilitator(s):Fiscal Opportunities Mary June King

Goal # 1By fiscal year end 2012, and annually thereafter, with the guidance of the Board of Education and with consideration given to the economic conditions within the community, the District will present to the Board for its consideration an annual proposed budget and revenue plan which will limit the increase in the combined tax levy using the following calculation as a guide: Annual CPI as of December 31 of the fiscal year plus 1%, which in total would not be less than 0%, nor exceed 5%.

Strategies1. Study potential benefits and pitfalls of related policy.2. The District will be involved with local development and planning authorities in order to

impact those actions by said authorities which may have a positive or negative impact on the District’s financial outlook.


Goal # 2By 2016, at least 65% of the respondents of the Community Engagement Survey will Strongly Agree/Agree that: “The District makes wise decisions in capital projects.” (CES 12, Current Baseline: 54%)

Strategies1. Using the 2010 Building Condition Survey, subsequent Five-Year Facilities Plan and

recommendations of the Facilities Committee, the District will annually appropriate a sum of money for updating and maintaining the quality of its infrastructure. This appropriation may include monies to be transferred to a capital project reserve fund for future project use.


Goal # 3By 2016, at least 65% of respondents of the Community Engagement Survey will Strongly Agree or Agree that: “The District is responsible in budgeting and taxation.” (CES 24, Current Baseline: 55.4%)

Strategies1. The District will develop a rolling 5-year financial projection which will allow it to maintain

and update educational programs in a manner that decreases the likelihood of significant fluctuations in budget numbers.

2. The District will develop procedures to analyze discretionary program costs and their impact on students and professional development.

3. Continue the effective lines and systems for communication of fiscal issues and budget components currently in place.

Engaged CommunityTask Force

Certified by Facilitators: Cathy Nelson, David Quigley


Task Force: Facilitator(s):Engaged Community Cathy Nelson, David Quigley

Goal # 1: The AssessmentBy 2015, the District will achieve a minimum response rate of 40% for the Community Engagement Survey from the major stakeholder groups in the Lansing Community.

Strategies1. Database Development - The District will develop and maintain an active database of

stakeholder groups in the Lansing Community for effective, targeted communication transfer that includes, but is not limited, to the following:

• Parents/Guardians of current students.• Residents without children.• Businesses.• Non-profit organizations.• Alumni.• Government officials.

2. Information Transfer – The District will inform stakeholder groups through targeted information transfer around the major sections of the Community Engagement Survey.

3. Connecting with Key Constituents – The District will connect with key constituents for each stakeholder group to help maximize survey participation.

4. Roll Out of Assessment – The District will improve the “roll out” of Assessment to maximize involvement.


Goal # 2: Marketing the School to the CommunityBy 2015, at least 70% of the respondents will agree or strongly agree that the District communicates with them in an effective manner as measured by the following performance benchmarks from the Community Engagement Survey:• “I receive ample information around district activities.” (CES 3)• “Mailings provide accurate, timely and relevant information.” (CES 15)• “The District actively reaches out to its stakeholders (i.e. residents, parents, businesses).”

(CES 27)• “The District website provides valuable information.” (CES 39)

Strategies1. Targeted Promotion – The District will develop a multi-pronged marketing campaign that

promotes events, achievements, and announcements to all stakeholders through targeted print and electronic media.

2. Website – The District will review, enhance and update LCSD’s online presence via the District Website to provide accurate, timely, easy to find, and comprehensive information to all stakeholders of the community.

3. District Bulletin – The District will work toward redefining the District Bulletin with accurate, timely and relevant information for stakeholder groups.

4. Promote Student Success – The District will engage in a promotional campaign focused on student success across the full spectrum of age groups and achievements (both academic and extra-curricular).


Goal # 3: Involving the CommunityBy 2015, the District will have established partnerships with more than 25% of organizations, associations and groups in the Town of or with LCSD connections, fostering a community-wide coalition focused on enhancing the education of all students through shared resources, engaged participation and open communication.

Strategies1. Give Back - The District will develop and nurture a school-wide culture of philanthropy,

seeking to give back to our community, country and world through the sharing of knowledge, experiences and enthusiasm.

2. Life Skills – The District will ensure each student has the opportunity to develop basic life skills by engaging the extended community in the development of life-skills courses, internship programs, and employment relationships.

3. Community Contribution & Coalition – The district will develop and nurture a school-wide culture that values community collaborations and enhance curricular or extra-curricular educational opportunities for all students.


Goal # 4: Residents with Children in the District

By 2015, 70% of residents with children will view 60% of the total benchmarks in the Community Engagement Survey as an Asset.

Strategies1. Communication with Parents - The District will improve bi-directional communication with

parents/guardians in the District by building upon Goal #2 of the Engaged Community Task Force. (See Marketing the School to the Community)

2. Promoting the Development of Partnerships – The District will actively promote the partnerships developed through Goal #3 of the Engaged Community Task Force. (See Involving the Community)

3. Measuring Progress – The District will measure the progress of their bi-directional communication twice a year using a variety of mediums such as, but not limited to, flash surveys, focus forums and exit polls.

Congratulations to the Lansing Community!

“People need to know purpose (why), have a clear picture (vision), know the plan (what we are doing) and very importantly, understand the part we play (how we contribute) in order to move forward.”

-Robert Marzano, District Leadership That Works

lansing central school district strategic plan

Documents

steve grimm

student behaviorthrough

high achievement

community leaders

educational environment

community members

safe environment

student referral rate