2019-2020 Submitted for Board Approval October 2019 - Lamar CISD
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
2019-2020 Submitted for Board Approval October 2019
Comprehensive Needs Assessment
Data Sources Reviewed
STAAR Results PASA Demographic Report PEIMS Data
2019 Accountability Reports 2017 Operational Audit CCMR Data
Software Utilization Reports 2018 Texas State-Wide Special Education Corrective Action Plan
Please Note: Activities funded through federal programs or State Compensatory Education must be identified in the proposed strategies sections
below.
1Teaching and Learning
Identified Issues Alignment to District Strategic Plan and
Superintendent’s SMART Goals
Student Achievement
In order to ensure that all campuses earn an “A” or “B” Strategic Plan Priority 1 -- Superintendent SMART Goal 3
rating in 2020, Response to Intervention (RtI) strategies
will need to be effectively implemented across the District
to address individual student needs and close gaps
between student groups – thus addressing issues with
Domain III.
All student groups need to continue to grow and target Strategic Plan Priority 1 -- Superintendent SMART Goal 1
increasing performance at the Approaches, Meets and Strategic Plan Priority 1 -- Superintendent SMART Goal 3
Masters grade level on the 2020 STAAR test – thus
ensuring success in all accountability Domains.
At-Risk Student Services / Drop-Out Prevention
The District needs to continue efforts to support student Strategic Plan Priority 3 -- Superintendent SMART Goal 1
socio and emotional well-being to support students in their
effort to remain in school through graduation.
The District will need to target intervention strategies for Strategic Plan Priority 1 -- Superintendent SMART Goal 3
English Learner (EL) and Special Education (SPED)
students in order to ensure four-year graduation rates for
these groups exceed 90%.
2Identified Issues Alignment to District Strategic Plan and
Superintendent’s SMART Goals
College, Career and Military Readiness
The District needs to continue expanding career interest Strategic Plan Priority 2 -- Superintendent SMART Goal 2
and certification opportunities in Career and Technical
Education in order to remain above state and regional
averages by 5% or more.
The District needs to continue expanding Career and Strategic Plan Priority 2 -- Superintendent SMART Goal 2
Technical Education industry certification passing rates in
order to remain above state and regional averages by 5%
or more.
The District will need to target intervention strategies for Strategic Plan Priority 1 -- Superintendent SMART Goal 3
not meeting TSI requirements by the end of their 11th
grade year in order for the District to remain 5% or more
points above the state and regional average.
Integration of College Board standards and the Khan Strategic Plan Priority 1 -- Superintendent SMART Goal 1
Academy tutorials for PSAT and SAT are needed for the Strategic Plan Priority 1 -- Superintendent SMART Goal 3
District to remain 5% or more points above the state and
regional average for meeting TSI standards.
3School Culture, Climate and Leadership Effectiveness
Identified Issues Alignment to District Strategic Plan and
Superintendent’s SMART Goals
The District will continue to improve school climate by Strategic Plan Priority 3 -- Superintendent SMART Goal 1
promoting a culture that supports the social and emotional
wellness among all students on all campuses.
The District will improve school climate by decreasing the Strategic Plan Priority 3 -- Superintendent SMART Goal 2
number of disciplinary incidents and days students spent
in suspension, reversing a 6.5% increase in disciplinary
incidents between the 2017-2018 and 2018-2019 school
years.
The District will need to continue improving the Strategic Plan Priority 3 -- Superintendent SMART Goal 3
implementation of safety drills to ensure that all students
and staff feel safe and prepared.
Since the District is planning to open at least one new Strategic Plan Priority 5 -- Superintendent SMART Goal 2
campus per year for the foreseeable future, continued Strategic Plan Priority 5 -- Superintendent SMART Goal 3
targeted leadership training is needed to maintain a quality
supply of potential campus and district leadership.
4Teacher Quality and Retention
Identified Issues Alignment to District Strategic Plan and
Superintendent’s SMART Goals
Effective training in the utilization of technology as a Strategic Plan Priority 1 -- Superintendent SMART Goal 1
teaching and learning tool in the classroom is needed to
improve teacher effectiveness.
Effective utilization of Professional Learning Communities Strategic Plan Priority 1 -- Superintendent SMART Goal 3
(PLC) to reinforce and train teachers on RtI processes and
strategies are needed across the District.
The District needs to continue to cultivate teacher Strategic Plan Priority 2 -- Superintendent SMART Goal 1
expertise and the leadership pipeline as methods of
strengthening teacher quality and minimize teacher
turnover.
By effectively reviewing staffing and salary guidelines, Strategic Plan Priority 4 -- Superintendent SMART Goal 4
District teacher turnover rate remains approximately 3 Strategic Plan Priority 5 -- Superintendent SMART Goal 1
percentage points below the state average while retention
of experienced teachers remains approximately 2
percentage points above the state average.
5Community and Student Engagement
Identified Issues Alignment to District Strategic Plan and
Superintendent’s SMART Goals
The Canvas Learning Management system has not yet Strategic Plan Priority 1 -- Superintendent SMART Goal 2
been adopted as a learning tool by the majority of parents
and students.
Secondary parents and students are having difficulties Strategic Plan Priority 2 -- Superintendent SMART Goal 3
accessing information about college and career options via
Naviance (high schools) and Xello (junior high schools).
The District will continue to prepare for increased Strategic Plan Priority 4 -- Superintendent SMART Goal 1
enrollment and expansion while preserving its ‘small town’ Strategic Plan Priority 4 -- Superintendent SMART Goal 2
district culture as the growth rate has accelerated to an Strategic Plan Priority 4 -- Superintendent SMART Goal 3
estimated 4.7% per year through proactive planning that
engages all stakeholders.
Continued promotion of the District as a destination Strategic Plan Priority 5 -- Superintendent SMART Goal 4
community is key to ensuring continued and sustainable
growth.
6STRATEGIC PRIORITY 1 Evolve the Student Learning Experience
Strategic Priority: Evolve the Student Learning Experience
Objective 1.1: Ensure access to engaging, rigorous, real-world learning opportunities and up-to-date
technology.
Superintendent Smart Goal: The District will cultivate expertise in teaching and learning as a means for improving
student achievement, so teaching will become strengthened and more students will learn in deeper ways. In August of
2020, all campuses in Lamar CISD will receive an “A” or “B” overall performance rating from TEA.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Forty-eight staff members composed Chief Academic September 2019 – Title II Funds A report on the documentation
of elementary & secondary principals, Officer, August 2020 developed from each walk
instructional support staff and central Exec. Dir. of Teaching providing reflection and
office administrators will be trained on and Learning, instructional practices at the
the Instructional Rounds protocol. Dir. of Staff Tier I level to guide staff
Development growth and PD.
Forty-eight staff members composed Chief Academic June 2020 – Title II Funds Instructional Rounds
of elementary & secondary assistant Officer, August 2020 implementation plan
principals, instructional support staff Exec. Dir. of Teaching developed for the 2020-2021
and central office administrators will be and Learning, school year.
trained on the Instructional Rounds Dir. of Staff
protocol. Development
Internal Instructional Rounds will be Campus November 2019 – Utilize existing staff A report on the documentation
implemented at the campus level a Administrators, February 2020 and resources developed from each walk
minimum of four times. Campus-based providing reflection and
Instructional Staff, instructional practices at the
District Instructional Tier I level to guide staff
Support Staff growth and PD.
8One network of Instructional Rounds Chief Academic March 2020 Utilize existing staff A report on the documentation
will occur in the second semester. Officer, and resources developed from each walk
Exec. Dir. of Teaching providing reflection and
and Learning, instructional practices at the
Dir. of Staff Tier I level to guide staff
Development growth and PD.
Texas Teachers Evaluation and Campus September 2019 – Utilize existing staff A formal 45-minute
Support System will be utilized Administrators May 2020 and resources observation and
throughout the year. three or six walkthroughs
throughout the year as
determined by policy.
Instructional Walks conducted based Campus October 2019 – Utilize existing staff A report on the documentation
on rigorous instructional strategies: Administrators, May 2020 and resources developed from each walk
close observation and analysis, Exec. Dir. of Teaching providing reflection and
evidence-based writing, higher order and Learning, instructional practices at the
questioning and academic Exec. Dir. of Student Tier I level to guide staff
conversations. Programs growth and PD.
Provide professional development Exec. Dir. of Teaching September 2019 – Title II Funds, Monitor survey results after
opportunities to support and Learning, August 2020 Local Budget each PD opportunity.
implementation of close observation Content Coordinators
and analysis, evidence-based writing,
higher order questioning and academic
conversations in Tier I instruction.
GT facilitators will strengthen the pull- Dir. of Elementary GT, May 2020 Local Budget Funds Finalized, re-written GT units
out program units of SCI, Robotics, Exec. Dir. of Student for CSI, Robotics, and Country
and Country and Cultures by adding Programs and Cultures.
additional depth and complexity
activities.
Special Education will provide Exec. Dir. of Special November 2019 – IDEA-B Lessons delivered that contain
comprehensive PD for co-teachers to Education May 2020 deep, rich content knowledge,
introduce an instructional design tool instructional strategies to
that will assist in development of increase student engagement
lessons that include the four and participation, student
components of differentiated learner characteristics and
instruction. classroom organization.
Increase teacher efficacy in Tier I Dir. of Accelerated September 2019 – Bilingual Allotment, A 5% increase in LEP
instruction by building on experience Language Programs May 2019 Title III performance in all assessed
and helping to strengthen expertise in content areas as measured by
their ability to facilitate language and TELPAS and STAAR/EOC.
9academic development for English
Learners through the use of Sheltered
Instruction practices implemented at
the Tier I level in all content areas.
The Digital Learning Team will provide Dir. of Digital Learning September 2019 – Title IV Funds, A 5% increase in student
monthly technology trainings at all May 2020 Local Budget scores on the end of year
campuses to increase knowledge and Technology Application TEKS
expertise in teaching the Technology assessment.
Application TEKS.
New teacher support network Dir. of Staff August 2019 – May Title II Funds, Increase first-year teacher
composed of campus mentors, District Development 2020 Local Budget retention by 5%.
mentors and campus administrators
providing coaching on the qualities of
effective teaching.
Engage parents in the learning Dir. of Accelerated August 2019 – Title I Funds, Monitor family participation,
process through parent and family Language Programs, August 2020 Title III Funds, program and event survey
engagement opportunities including, Dir. of Digital State Comp Ed. results.
but not limited to, Project LEARN, Pre- Learning,
K and EL Family Engagement Events, Dir. of State and
Summer Connect. Federal Programs
Replace aging student computers, Dir. of Technology December 2021 2017 Bond, vendor All aging student computers,
iPads, interactive white boards and Support Services deployment services iPads, interactive white boards
projectors. and projectors replaced.
Annually update all software including Dir. of Technology Annually Local funds, vendor Software in the annual
the Windows OS, Office Suite and Support Services support, Technology computer image is audited
Adobe Suite to the latest version used staff every May and should be the
in the industry/private sector. most current stable version.
All campus resources are loaded into Dir. of Technology Ongoing Local funds, vendor Classlink resources are
Classlink allowing student access Support Services support, Technology audited annually in
without recalling dozens of URLs and staff coordination with Academics
credentials. to ensure all resources are
correct and current.
10Objective 1.2: Equip all parents and guardians with the tools to support student learning and growth.
Superintendent Smart Goal: All campuses will inform parents and guardians about the Canvas system. All Lamar CISD
teachers will have a home page in this system and 90% of the Canvas goals created by each campus will be attained by
June of 2020. Access to tools by parents and students will increase by 5% by June of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Digital Learning Coaches will meet Dir. of Digital Learning August 2019 – Utilize existing staff A total of 90% of teachers will
with every campus principal to develop October 2019 and resources have met the campus goal.
individual campus Canvas goals.
Work with campus administration to Dir. of Digital Learning August 2019 – May Utilize existing staff A total of 90% of teachers will
develop and deliver a training plan to 2020 and resources have met the campus goal.
ensure teachers are able to meet the
campus goal.
The Digital Learning Team will provide Dir. of Digital August 2019 – May Utilize existing staff Quarterly usage data will be
documentation and training for Learning, 2020 and resources shared with campuses
campus Canvas parent support Campus Principals throughout the 2019-2020
representatives to aide parents in school year to evaluate usage.
accessing Canvas.
Title I Campus Contacts will receive Dir. of Federal May 2020 Utilize existing staff Documentation of the training
training on the online Canvas Parent Programs and resources conducted.
Information resources and will deliver
training to parents on how to access
the online tool.
GT facilitators will post GT pullout Dir. of Elementary August 2019 – May Utilize existing staff Review of the pullout program
program activities in Canvas for each Gifted and Talented 2020 and resources activities throughout the school
grade level. year.
11Objective 1.3: Expand available resources to provide learning that is personalized to each student’s
interests and abilities in order to eliminate gaps in achievement.
Superintendent Smart Goal: Highly effective professional learning communities and highly effective Response to
Intervention (RTI) processes will be utilized as a vehicle for examining school, classroom and individual student progress.
As a result, interventions and acceleration opportunities for each student will be targeted in more focused ways resulting
in all campuses receiving an “A” or “B” overall performance rating from TEA in August of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
PLC’s will meet regularly to share Exec. Dir. of Teaching September 2019 – Utilize existing staff Implementation of structured
expertise in improving instructional and Learning, May 2019 and resources PLC’s at the campus level.
practices resulting in academic Campus Principals
reteaching, quality interventions and/or
acceleration of learning.
Partnering with Mercury Chamber Dir. of Performing and October 2019 – Title IV Funds Increase student enrollment
Orchestra of Houston on orchestra Visual Arts May 2020 and retention rate by at least
student coaching and mentoring. 5%.
Implement highly effective RtI Campus Principals, September 2019 – Title I Funds, Intervention documentation in
practices at the campus level that District RtI May 2020 State Comp Ed. SuccessED will be current and
provide targeted support for struggling Coordinator Funds complete for all students being
students, including students identified supported through the RtI
as At-Risk. process. Records will be
audited by the District Special
Education team.
Special education staff and campus Exec. Dir. of Special October 2019 – Utilize existing staff Reduce failure rates of special
principals will meet monthly to review Education, May 2020 and resources education students by 10%.
performance data and plan Asst. Supts. of
intervention. Elementary and
Secondary Education
Implement a highly effective universal Campus Principals, October 2019 – Local Budget Progress on BOY, MOY and
screening process that provides District RtI May 2020 EOY performance data.
targeted information in student Coordinator,
performance rates so that intervention Asst. Supt. of
and acceleration opportunities can be Elementary Education
12personalized based on each student’s
baseline performance.
Campus PLC/RtI personalized training Chief Academic September 2019 – Title I Funds, High-quality PLC/RtI at every
and coaching. Officer May 2020 Title II Funds campus.
Participate in periodic meetings to Chief Financial December 2019 - Utilize existing staff Expenditure of funds to meet
discuss budgetary status of all funding Officer, Chief September 2020 and resources required TEA spending targets
sources. Academic Officer, and accountability ratings.
Financial Services,
Academics
Ensure that spending targets are met Chief Financial March 2020 Utilize existing staff Expenditure of funds to meet
and resources are focused toward Officer, Chief and resources required TEA spending targets
initiatives that eliminate gaps in Academic Officer, and accountability ratings.
achievement. Financial Services,
Academics
Work collaboratively with instructional Chief Financial December 2019 - Utilize existing staff Compare audited expenditure
leaders to identify supplies, materials, Officer, Chief September 2020 and resources totals annually.
and tools to enhance the learning Academic Officer,
experience. Attempt to contain supply Financial Services,
cost increases at a 5-8% level for the Academics
next three years.
13STRATEGIC PRIORITY 2 Equip Students with Knowledge and Skills to Succeed in a Changing World
Strategic Priority: Equip Students with Knowledge and Skills to Succeed in a
Changing World
Objective 2.1: Ensure Lamar CISD graduates have effective critical thinking, problem solving and
communications skills in order to be successful in professional and personal relationships.
Superintendent Smart Goal: The District will cultivate expertise in teaching and learning as a means for improving
student achievement, so teaching will become strengthened and more students will learn in deeper ways resulting in all
campuses in Lamar CISD receiving an “A” or “B” overall performance rating from TEA in August of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Instructional Walks will be conducted Campus October 2019 – Utilize existing staff A report on the documentation
in CTE and AP courses throughout the Administrators, May 2020 and resources developed from each walk
District. The focus will be rigorous Academic Leadership providing reflection and
instructional strategies: close Team, instructional practices at the
observation and analysis, evidence- District and School Tier I level to guide staff
based writing, higher order questioning Instructional Support growth and PD.
and academic conversations.
Instructional Walks conducted based Campus October 2019 – Utilize existing staff A report on the documentation
on rigorous instructional strategies: Administrators, May 2020 and resources developed from each walk
close observation and analysis, Exec. Dir. of Teaching providing reflection and
evidence- based writing, higher order and Learning, instructional practices at the
questioning and academic Exec. Dir. of Student Tier I level to guide staff
conversations. Programs growth and PD.
Provide professional development Exec. Dir. of Teaching September 2019 – Title II Funds, Monitor survey results after
opportunities to support and Learning, August 2020 Local Budget each PD opportunity.
implementation of close observation Content Coordinators
and analysis, evidence-based writing,
higher order questioning and
academic conversations in Tier I
instruction.
Utilize District staff development days Dir. of CTE, CTE August 2019 – May Utilize existing staff Certification exam results and
and times to improve teacher Coordinator, CTE 2020 and resources increase passing rates by 5%
proficiency in industry certification teachers for industry-related certification
15preparation and alignment of course exams.
curriculum with certification exams.
Campus libraries will provide regular Dir. of Digital September 2019 – Title IV Funds Monitor student participation
opportunities for students to think Learning, May 2020 and gather baseline data each
critically, problem solve, and practice Campus Library Media semester.
communication skills through Specialists
Makerspace opportunities.
Recruitment and retainment of Dual Exec. Dir. of Student February 2020 Title IV Funds Increase the number of dual
Credit Certified Teachers by Programs, Dir. of credit certified staff by 10
increasing participation rates in the Advanced Studies, teachers.
Lamar CISD Dual Credit Credentialing Dir. of Federal
Program and through professional Programs
learning for principals about
importance of hiring teachers with dual
credit certification.
Objective 2.2: Ensure the curriculum equitably prepares students to achieve their preferred career
aspirations by enhancing both rigorous Career and Technical Education (CTE) and college preparatory
programs.
Superintendent Smart Goal: The District will cultivate expertise in teaching and learning as a means for improving
student achievement, so teaching will become strengthened and more students will learn in deeper ways resulting in a
5% increase in passing performance on CCMR indicators by June of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Instructional Walks conducted based Chief Academic October 2019 – Utilize existing staff A report on the documentation
on rigorous instructional strategies: Officer, May 2020 and resources developed from each walk
close observation and analysis, Exec. Dir. of Student providing reflection and
evidence-based writing, higher order Programs instructional practices at the
questioning and academic Tier I level to guide staff
conversations growth and PD.
Provide professional development Exec. Dir. of Teaching September 2019 – Title II Funds, Monitor survey results after
opportunities to support and Learning, August 2020 Local Budget each PD opportunity.
implementation of close observation Content Coordinators
and analysis, evidence-based writing,
16higher order questioning and academic
conversations in Tier I instruction
Connect students to their College Exec. Dir. of Student September 2019 – Utilize existing staff Increased performance on 8 –
Board accounts to Khan Academy for Programs, May 2020 and resources 11 PSAT and SAT by 5%.
personalized SAT/PSAT preparation. College Career
Facilitators
Through the use of the CTE Exec. Dir. of Student August 2019 – May Utilize existing staff Survey responses of CTE
Professional Development Action Programs, 2020 and resources teachers participating in PD.
Team, professional development on Director of CTE
designated District early release days
will be developed based on relevant
instructional and student learning
needs.
Monitor progress of CCMR indicators Dir. of Research August 2019 – Local Budget Developed action plans for
and provide monthly status updates. Assessment and August 2020 improvement by CFF’s and
Accountability, school leaders.
Asst. Supt. of
Secondary Education
A team of Advanced Placement Exec. Dir. of Student July 2020 Local Budget Greater understanding of AP
teachers will attend the College Board Programs, curriculum and exam
AP National Conference to participate AP Teachers requirements resulting in an
in high quality PD and learn from the increased number of qualifying
chief readers of AP exams. exam scores.
Advanced Placement (AP) teachers Dir. of College & August 2019 - June Title IV Funds Three meetings will be
will be part of Professional Learning Career Readiness, 2020 scheduled and attended by
Communities, based on content area, Exec. Dir. of Student 95% of all AP teachers in the
and will meet three times during the Programs District.
school year to review/analyze data,
plan with resources, align instruction to
the AP exams, and develop a
community of continuous improvement
and learning.
TSIA preparation and testing at Dir. of Research, September 2019 – Local Budget Improved percentage of
campuses throughout the year. Assessment and August 2019 students passing by 5%.
Accountability,
Dir. of College and
Career Readiness
Free school day SAT testing for 11th Dir. of Research, March 2020 Local Budget Improved percentage of
grade students. Assessment and students passing by 5%.
Accountability
17ACT testing opportunities at campuses Dir. of Research, September 2019 – Local Budget Increased number of students
throughout the year. Assessment and May 2020 taking the ACT by 5%.
Accountability,
Dir. of College and
Career Readiness
Objective 2.3: Increase students’, families’, and community members’ awareness of and access to all
available academic programs.
Superintendent Smart Goal: Secondary campuses will inform parents and guardians about the Naviance and Xello
programs. Naviance and Xello participation will increase by 5% by June of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Naviance Training for School Exec. Dir. of Student July 2019 – Naviance Improve school counselor and
Counselors and CFF’s. Programs December 2019 Consultant CFF understanding of
Naviance resulting in an
increase in student usage by
10%.
School counselors share best Dir. of Student September 2019 – Utilize existing staff Review meeting agendas and
practices and utilization of both Services May 2020 and resources an increase in student usage
Naviance and Xello at meetings. data by 10%.
Hold Naviance and Xello training for Exec. Dir. of Student September 2019 – Utilize existing staff Increased usage of Naviance
campus administrators. Programs, May 2020 and resources and Xello Programs by 10%.
Asst. Supt. of
Secondary Education
College and Career Facilitators will Exec. Dir. of Student November 2019 – Utilize existing staff Increased usage of Naviance
provide Naviance and Xello training Programs, June 2020 and resources and Xello Programs by 10%.
opportunities and resources for Dir. of College and
parents. Career Readiness
Student tasks in Naviance and Xello Exec. Dir. of Student October 2019 – Utilize existing staff Increased usage of Naviance
will be integrated into English and Programs May 2019 and resources and Xello Programs by 10%.
Social Studies courses to support
student transition from junior high to
high school and for post-secondary
success.
18Provide information to each Exec. Dir. of Student November 2019 Utilize existing staff Increased usage of Naviance
parent/guardian on student tasks in Programs and resources and Xello Programs by 10%.
Naviance and Xello.
CFF’s will train Title I campus contacts Exec. Dir. of Student March 2020 Utilize existing staff Increased usage of Naviance
to train parents on how to access Programs, and resources and Xello Programs by 10%.
Naviance and Xello Programs. Dir. of Federal
Programs
19STRATEGIC PRIORITY 3 Promote a Safe and Healthy Environment
Strategic Priority: Promote a Safe and Healthy Environment
Objective 3.1: Increase mental and emotional health supports and resources to improve social and
emotional well-being among students and staff.
Superintendent Smart Goal: Character Counts guidance lessons will be implemented by professional school counselors
for each pillar (trustworthiness, respect, responsibility, fairness, caring and citizenship) by June of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
All campus and District administrators Dir. of Student August 2020 Title IV Funds, All (100%) campus and District
will be trained on grief-informed and Services, Exec. Dir. of Local Budget administrators will complete
trauma informed care. Student Programs, professional development.
Asst. Supts. of
Elementary and
Secondary Education
All campus and District staff will be Dir. of Student August 2020 Title IV Funds, All (100%) campus and District
trained on grief-informed and trauma- Services, Exec. Dir. of Local Budget staff will complete the
informed care. Student Programs, professional development.
Asst. Supts. of
Elementary and
Secondary Education
Implement Character Counts Dir. of Student May 2020 Title IV Funds, All schools will have Character
Guidance in the Pre-Kindergarten – Services, Exec. Dir. of Local Budget Counts lessons delivered to
12th grade classrooms as part of the of Student Programs, students at every grade level
a comprehensive school counseling Asst. Supts. of as evidenced by end of
program to support students with Elementary and semester reports.
positive behaviors. Secondary Education
All campus administrators and District Dir. of Student June 2020 – Title IV Funds, All (100%) current and new
Academic Directors will participate in a Services, Exec. Dir. of August 2020 Local Budget administrators will be trained.
one-day administrator Character Student Programs
Counts training.
All campuses will participate in the Dir. of Student September 2019, Utilize existing staff All (100%) campuses will
BOY and EOY Character Counts Services, Exec. Dir. of June 2020 and resources complete a BOY and EOY
survey. Student Programs, Character Counts survey and
Dir. of Community information will be analyzed
Relations for continuous improvement.
21Action plan will be created from Dir. of Student July 2020 Utilize existing staff An action plan will be
Character Counts survey data for Services, Exec. Dir. of and resources implemented in the 2020-2021
continuous improvement. Student Programs, school year based on 2019-
Dir. of Community 2020 Character Counts survey
Relations data.
Grief-informed and trauma-informed Dir. of Student October 2019 Utilize existing staff Grief-informed and trauma-
care resources will be made available Services, Exec. Dir. of and resources informed resources will be
on the District and campus websites. Student Programs, posted on District and campus
Dir. of Community websites.
Relations
Specialized training will be delivered Exec. Dir of Special August 2020 Utilize existing staff All (100%) of special
for administrators and self-contained Education and resources education teachers will be
special education teachers, who work trained.
with students with significant cognitive
delays, regarding the prevention and
recognition of sexual abuse of
children.
Create Hope Line/Speak Out phone Dir. of Information August 2019 Utilize existing staff Students will use the
application for students to report Services and resources application to report needs.
bullying or seek other types of support.
Create a bullying management Dir. of Information January 2020 Utilize existing staff Application tested and
application. Services and resources approved by campus
administrators.
Create counselor log program to help Director of Information January 2020 Utilize existing staff System usage logs and
student services track time spent with Services and resources approval from the Dir. of
students. Student Services.
Monitor social media and School Safety Ongoing Utilize existing staff Weekly report of alerts
communications for indicators of Coordinator/Dir. of and resources received and reviewed.
mental or emotional distress. Student Services
22Objective 3.2: Ensure that disciplinary interventions consistently address the root causes of behavioral
issues and staff understand how to implement disciplinary practices in a clear and equitable way for the
well-being of all students.
Superintendent Smart Goal: Intervention opportunities for each student will be targeted in more focused ways
resulting in a 5% decrease in out-of-school and in-school suspensions by June of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Training of Lamar CISD counseling Dir. of Student January 2020 Title IV Funds All counselors will be trained
staff on Solution Focused techniques Services, Exec. Dir. of on Solution Focused
to better understand the root cause of Student Programs, techniques.
behavior. Community Relations
Solution Focused Climate Specialist Dir. of Student June 2020 Title IV Funds At least 25% of the counselors
certification will be earned by at least Services, Exec. Dir. of will earn the Solution Focused
25% of the Lamar CISD counseling Student Programs, Climate Specialist certification
Staff in the first year of Community Relations by June of 2020.
implementation.
Through Solution Focused Dir. of Student September 2019 - Utilize existing staff Behavioral intervention
Techniques, counselors will be Services, Exec. Dir. of May 2020 and resources provided through an RtI
equipped to support behavior needs Student Programs, process will incorporate
determined through the RtI process. Community Relations Solution Focused techniques.
Increase participation in student Dir. of Student September 2019 - Utilize existing staff Increase District participation
mentoring through the Whole Child Services, Exec. Dir. of May 2020 and resources in student mentoring with
Model for those students in need. Student Programs, counselors by 5% overall from
Community Relations the 2018-2019 school year.
Increase participation in self- Dir. of Student September 2019 - Utilize existing staff Increase District participation
awareness and self-esteem groups as Services, Exec. Dir. of May 2020 and resources in self-awareness and self-
needed through the Whole Child Student Programs, esteem groups by 5% overall
Model. Community Relations from the 2018-2019 school
year.
RA&A Department will issue quarterly Dir. of Research, October 2019 – Utilize existing staff Increase in interventions, thus
reports of discipline data including the Assessment and May 2020 and resources decreasing the ISS and OSS
number of ISS and OSS placements Accountability placements in the District.
and their action reasons. Data will be
23reviewed at principal meetings to plan
for intervention at the campus level.
Create DAEP/JJAEP electronic Dir. Information January 2020 Utilize existing staff Workflow in place resulting in
workflows to streamline processing. Services and resources reduced processing time
according to impacted staff.
Create an electronic bullying tracking Dir. of Information January 2020 Utilize existing staff Tracking form in place
form to better document and track Services and resources resulting in improved tracking
bullying incidents. according to impacted staff.
Create a truancy app to help track and Dir. of Information January 2020 Utilize existing staff Reduced paperwork, greatly
recover truant students. Services and resources improved tracking and much
faster end-to-end processing
leading to higher recovery
rates according to impacted
staff.
Objective 3.3: Ensure facility safety remains a priority through up-to-date technology and that all
facilities provide a safe, inclusive and effective learning environment for all.
Superintendent Smart Goal: Campuses will achieve 100% compliance with the monthly safety drills guideline by June
of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Track the monthly drill requirements. School Safety June 2020 Utilize existing staff Monthly progress reports by
Coordinator and resources campus.
Track the semester drill requirements. School Safety December 2019 - Utilize existing staff Monthly progress reports by
Coordinator June 2020 and resources campus.
Provide software training and support School Safety December 2019 Utilize existing staff The training schedule is
to campus administrators and staff. Coordinator and resources created.
Add security cameras as requested by Chief Technology Ongoing Bond and local Cameras in place and areas
campus administrators to cover Information Officer funds, vendor viewable by cameras.
locations not covered.
Replace aging and failing phones in Dir. of Network Ongoing Bond and local All identified phones are
offices and classrooms throughout the Services funds, vendor replaced and working reliably.
District.
24STRATEGIC PRIORITY 4 Plan for Rapid Growth While Preserving District Culture
Strategic Priority: Plan for Rapid Growth While Preserving District Culture
Objective 4.1: Maintain neighborhood school structure and a unified community feeling during rapid
growth and expansion.
Superintendent Smart Goal: Using the Lamar CISD Zoning Process and the Lamar CISD Master Plan Principles, the
District will make all attendance boundary/zoning changes associated with Tamarron Elementary by March of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Hold 2019-2020 Attendance Boundary Chief of Staff February 2020 for PASA, N2 Learning The Attendance Boundary
Committee meetings. a Board Committee will make a
recommendation recommendation.
Manage boundary changes in all Dir. of Information March 2020 Utilize existing staff Changes made and displayed
Lamar CISD software that supports Services and resources on website, transportation
mapping or addressing. system, and student
management system.
Objective 4.2: Actively seek to engage and involve all stakeholder groups as community partners as
the District grows.
Superintendent Smart Goal: To maintain consistent, proactive communication with Lamar CISD stakeholders and
involve all stakeholders as the District grows, a monthly external eNewsletter with District highlights, initiatives,
celebrations and engagement opportunities will be launched by January of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Community Relations will create an Dir. Community November 2019 Constant Contact Feedback from Community
external eNewsletter template in Relations, Relations and other staff on
Constant Contact to highlight District Communications the effectiveness of the
initiatives, celebrations and engage Coordinator template.
the community.
Create a publishing schedule and Dir. Community November 2019 Utilize existing staff Community Relations will
editorial calendar with ongoing Relations, and resources develop an editorial calendar
26information and content for the Communications that will detail publishing
eNewsletter. Coordinator dates, ideas for content, etc.
Promote the external eNewsletter on Dir. of Community November 2019 The District’s View open/read reports via
all District channels. This includes Relations, Web existing channels Constant Contact.
creating a page on the District website Developer including social
to allow parents, staff, students and media, media list,
community members to subscribe to website, etc.
the eNewsletter.
Objective 4.3: Continue to build and maintain equitable campus buildings and shared District support
facilities commensurate with the District’s growth.
Superintendent Smart Goal: The District will complete a comprehensive building review by January of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Create a facility assessment survey Exec. Dir. of Facilities March 2019 - Facilities Evaluating data in October
and conduct facility site visits. & Planning, PBK January 2020 Assessment and 2019. Organizing data for
Architects Inc. Long Range Long Range Plan in January
Planning fee, 2020.
$199,550
Develop an equitable standard for Supt., Chief Financial January 2020 - Utilize existing staff A document that outlines
furniture and equipment that promotes Officer, Deputy Supt. August 2020 and resources standards and the 2020-21
productivity for employees, heightened of Support Services, General Fund budget for
engagement for students and Financial Services, facilities maintenance and
consistency among all like-facilities. Facilities and Planning construction.
Develop metrics to measure useful life Supt., Chief Financial January 2020 - Utilize existing staff A document that outlines
of furniture and equipment and Officer, Deputy Supt. August 2020 and resources standards and guidelines.
determine a prudent replacement of Support Services,
schedule/District guidelines. Financial Services,
Facilities and Planning
Ensure that the annual operating Supt., Chief Financial January 2020 - Utilize existing staff The 2020-21 General Fund
budget includes adequate funding for Officer, Deputy Supt. August 2020 and resources budget for facilities
the replacement of furniture and of Support Services, maintenance and construction.
equipment according to District Financial Services,
guidelines. Facilities and Planning
27Objective 4.4: Ensure that budget and staffing plans equitably meet the changing student and staff
needs as the District grows.
Superintendent Smart Goal: Using the TASB Salary Survey, the District will propose changes to staffing guidelines and
the compensation plan by May of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Evaluate staffing guidelines annually Human Resources, June 2020 Utilize existing staff Completed Compensation
to ensure that campuses maintain the Financial Services and resources Plan, staffing guidelines and
appropriate balance of staff by role 2020-21 budget documents.
and unit, while maintaining financial
prudence.
Monitor legislative developments and Supt. and Cabinet December 2019- Utilize existing staff Successful external audit for
ensure that District practices reflect September 2020 and resources 2019-20 (January 2021).
the appropriate implementation of
House Bill 3 in all areas.
Automate hiring processes to save Dir. Information Ongoing Utilize existing staff Reduction in time and effort in
time and effort. Services and resources the hiring process according to
affected staff.
28STRATEGIC PRIORITY 5 Focus on Talent
Strategic Priority: Focus on Talent
Objective 5.1: Prioritize competitive compensation and benefits for all employees using available
resources.
Superintendent Smart Goal: The District will build a fiscally responsible budget that promotes and ensures a competitive
compensation package using the 2019-2020 TASB study data. The District will make recommendations for employee pay
adjustments that place us within +/- 5% of neighboring districts.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Conduct initial conference call to Human Resources, October 2019 Utilize existing staff A completed work plan.
discuss the scope, goals and Financial Services and resources
objectives of the compensation study
project.
Submit plans, pay files and procedures Human Resources, November 2019 Utilize existing staff A completed data submission.
to TASB. Financial Services and resources
Coordinate staff interviews that will be Human Resources November 2019 TASB Interviews scheduled and
conducted by TASB. completed.
Review first draft of TASB’s findings Human Resources, January 2020 - Utilize existing staff Review complete and
and recommendations Financial Services February 2020 and resources necessary changes identified.
Prepare compensation plan that Human Resources, August 2020 Utilize existing staff A completed compensation
includes recommended changes. Financial Services and resources plan.
Evaluate the budgetary impact of the Human Resources, January 2020 - Utilize existing staff A balanced 2020-21 General
TASB compensation study and Financial Services August 2020 and resources Fund budget.
coordinate its systematic
implementation, along with sustaining
the historic level of salary increases.
Ensure that the District’s health plan Human Resources, January 2020 – Utilize existing staff A completed work plan.
and other benefit offerings are Financial Services August 2020 and resources
reviewed annually and remain
competitive in the market. Monitor
health premiums to ensure that
increases are limited to the nationally-
recognized percentage increase.
30Objective 5.2: Expand access to differentiated professional development and coaching for all staff
based on experience and need.
Superintendent Smart Goal: The Lamar CISD intranet (LamarNet) will be updated to include ongoing information about
the Lamar CISD Leadership Development Framework by June of 2020.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Update LamarNet. Dir. of Information June 2020 District staff New intranet in place that
Services, Dir. of including staff from meets the needs identified by
Community Relations Internal Lamar CISD staff.
Communications
Committee
Create and maintain a Leadership Dir. of Community November 2019 Utilize existing staff Surveys/feedback from staff in
Development Framework Hub on Relations, Web and resources the Leadership Definition
LamarNet that houses ongoing Developer Ambassador Program.
information and resources related to
leadership development.
Include a section on LamarNet for the Dir. of Community December 2019 Utilize existing staff Surveys/feedback from staff in
Leadership Development Framework Relations, Web and resources the Leadership Definition
Hub. Developer Ambassador Program
Promote the Leadership Development Dir. of Community September 2019 – Constant Contact Finalized monthly
Framework Hub in each of the monthly Relations, May 2020 eNewsletters.
staff eNewsletters that are distributed Communications
to all Lamar CISD staff. Coordinator
Expand branding of the District’s Supt. and Cabinet September 2019 – Utilize existing staff Engagement campaign survey
Leadership Definition and continue to May 2020 and resources tools.
provide significant opportunities for
engagement and learning.
Expand use of the competencies that Supt. and Cabinet August 2020 Utilize existing staff Demonstrated use of
support the District’s Leadership and resources competencies by District
Definition, and begin to develop the leaders. A document that
underlying technical skill sets. outlines required technical
skills by role.
31Objective 5.3: Provide career pathways and advancement opportunities throughout the organization in
order to attract and retain talented professionals.
Superintendent Smart Goal: Lamar CISD recognizes that internal talent is vital to the leadership pipeline. The Assistant
Principal (AP) pool will increase by 10% each application deadline with viable internal candidates.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Provide internal candidates who are Human Resources Ongoing Utilize existing staff Applicant meetings.
not selected for the assistant principal and resources
pool with the opportunity to receive
actionable feedback addressing growth
areas.
Increase the number of interview Human Resources September 2019 – Human Resources Assistant principal interviews.
opportunities for assistant principal March 2020 and assistant
candidates. principal interview
committee
Obtain feedback from assistant Human Resources Ongoing Utilize existing staff Feedback received from
principal candidates to determine what and resources candidates.
process adjustments are needed.
Launch the Preservice Teacher Leader Chief Academic January 2020 – Participant paid District principals will teach
Institute designed to support teachers Officer, December 2020 tuition to the these classes along with
in developing leadership skills while Academic Leadership University of faculty of the University of
completing their Masters in Team, Teaching and Houston Victoria Houston Victoria.
Administration in a one-year University Learning, Asst. Supts.
of Houston Cohort.
The Bridge program for aspiring Chief Academic January 2020 – Local Budget Feedback loops created for
administrators will be implemented Officer, May 2020 the end of each session.
second semester of the 2019-2020 Academic Leadership
school year providing opportunities to Team, Teaching and
practice leadership skills while Learning, Asst. Supts.
partnering with District mentors.
Assistant Principal Induction Program Chief Academic September 2019 – Local Budget Feedback loops created for
framed around cohort work with first Officer, May 2020 the end of each session.
year administrators. Engagement in Academic Leadership
practical and relevant learning is done Team, Teaching and
in an atmosphere of peer support. Learning, Asst. Supts.
32Emerging leadership opportunities Chief Academic August of 2019 – Local Budget Feedback loops created for
provided to veteran assistant principals Officer, June 2020 the end of each session.
that are designed around instructional Academic Leadership
leadership, human capital, executive Team, Teaching and
leadership, school culture, strategic Learning, Asst. Supts.
operations and the role of the principal.
Launch Principal Induction, providing Chief Academic September 2019 – Local Budget Feedback loops created for
support for the first-year principal as Officer, May 2020 the end of each session.
he/she acquires and practices the skill Academic Leadership
sets for leading a school and balancing Team, Teaching and
time management. Activities are Learning, Asst. Supts.
designed around instructional
leadership, human capital, executive
leadership, school culture, strategic
operations and the role of the principal.
Launch Leadership Strands, allowing Chief Academic August 2019 – July Title II Participation in Collaborative
experienced principals to apply to one Officer, 2020 Cohort, Executive Education
of the two leadership strands: Learning Academic Leadership Academy through RICE
Leader and Mentor Leader. The Team, Teaching and Business School and
strands provide opportunities to Learning, Asst. Supts. Leadership Partners,
continue leadership growth tailored to application to RYHT Harvard
personal interests. Programs, TEPSA and
TASSP.
Collaborate with Teaching and Human Resources, June 2020 – Utilize existing staff Plan of action which provides
Learning to ensure alignment with the Curriculum and December 2020 and resources alignment for Bridge program
Bridge program to better prepare Instruction participants.
internal candidates for the selection
process by providing information
related to expectations for
administrators in Lamar CISD.
33Objective 5.4: Increase awareness of Lamar CISD as a destination of choice to live, work and learn.
Superintendent Smart Goal: The District will create a marketing video by March of 2020 to help increase awareness of
Lamar CISD as a destination of choice to live, work and learn. The video will highlight the community and include parent,
student and employee testimonials.
Activity / Strategy Staff Responsible Timeline Resources Evaluation
Identify principals, staff and community Human Resources November 2019 Utilize existing staff Participants finalized and
members who will participate in the Recruiters and resources interviews scheduled.
video.
Draft and produce a video that Human Resources February 2020 Utilize existing staff Video content finalized.
highlights District accomplishments, Recruiters, Multimedia and resources
stakeholder testimonials and benefits Specialist/Videograph
of living and working in Lamar CISD. er
Utilize social media, District web Human Resources March 2020 District website and Video is shared and views are
resources and university job fairs to Recruiters, Dir. of social media tracked.
share Lamar CISD video. Community Relations, accounts
Technology
34Financial Summary-Budget for District Improvement Plan
Funding Source Total Amount
Title I $1,399,559
Title II $639,004
Title III $434,711
Title IV $304,110
SCE
Title I- Improving Basic Programs Operated by LEA (ESSA)
Title II- Supporting Effective Instruction (ESSA)
Title III- English Language Acquisition, Language Enhancement, and Academic Achievement (ESSA)
Title IV- Student Support and Academic Enrichment (ESSA)
SCE- State Compensatory Education
State Compensatory Education
Personnel for District Improvement Plan
Position FTEs Funded by Compensatory Education
BUDGET ANALYST-STATE AND FEDER .25
COMMON THREADS MANAGERS 1.00
ADMIN TRUANCY DROPOUT PREV .70
PROJECT LEARN PARENT & COMMUNITY FACILITATOR .50You can also read
