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 educational
excellence 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 effective
school 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 year
Strategic Plan. School improvement plans will continue to be developed, implemented and evaluated annually using the goals and objectives in this plan as
focal 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 were
conducted with all stakeholders, and an electronic survey was developed and administered. The total number of people who participated in providing the
process with comprehensive feedback was 294. On June 14, 2014, a Strategic Planning Team consisting of 35 stakeholders met to review this feedback
along 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, and
activities 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 we
maintain our focus on providing a high quality educational experience for all students. On behalf of the Board of Education and Administration we extend a
sincere thank you to everyone who contributed to this important project.

Sincerely,



Peter Spadafore, President of the Board Yvonne Caamal Canul, Superintendent
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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. An
effective strategic planning process results in stakeholders focusing on critical priorities that will meet the mission of a quality educational
program for all students.
In April of 2014, the Lansing School District Superintendent and Board of Education made a commitment to create a three to five-year strategic
plan. The Board of Education created a partnership with the Michigan Association of School Boards to serve as facilitators for this project. The
district, under the leadership of the Board President and Superintendent, completed a process that was data-driven, inclusive of district
stakeholders 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 development 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, strategic
goals and objectives were developed. Regular monitoring of progress and renewal is critical to the plan’s success.

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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 a
comprehensive electronic survey as well as a series of community, administration, parent/guardian, instructional and non-instructional staff
forums. 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 about
the future of the district and desires to engage in the process of creating the future (see Attachment 1 for Input Summary).


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Local Area and School Demographic Data
An analysis of district demographics and quantitative data was completed. The analysis included educational, financial and personnel trends
over the previous five years (2008-2013) in comparison with reference districts and state averages (see Attachment 2 for the data analysis
summary). The reference districts used for the Lansing School District were Dearborn City School District, Grand Rapids Public Schools, Holt
Public Schools, Kalamazoo Public Schools, Southfield Public School District and Waverly Community Schools. Districts were selected for
reasons 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; alumni
and students selected with input from the Board of Education and key stakeholder groups. The team participated in a retreat workshop to
develop a renewed mission statement, vision, beliefs and strategic goals. During the retreat the team reviewed and discussed relevant
quantitative and qualitative data as essential elements in the formation of goals and objectives contained in this document (see team
members 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
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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


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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








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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 will
the district pursue and in the broadest sense, how?” The following mission statement was developed during the Strategic Planning Team
Retreat 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 educational
excellence 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 with
the 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.”
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Belief Statements:
Belief statements are the basic beliefs of the district—those things that we believe of utmost importance, providing guidance for how we
behave and relate to others. The following beliefs were developed during the Strategic Planning Team Retreat Workshop and refined at a
subsequent 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 and
learn 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.
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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 reviewed
and 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
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Following the retreat, the administration was charged with developing specific goals based on the strategic goal areas identified by the
Retreat 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.




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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.





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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.






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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.
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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.




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Strategic Plan Implementation

The implementation plan will be developed collaboratively by the superintendent and key staff members. Alignment with current school
improvement 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 statements
2. Review goal areas and develop goal statements
3. Review potential objectives and finalize 2-3 objectives for each goal statement that could be accomplished in the first year
4. 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 calendar
2. Develop and implement an internal/external communications plan
3. Develop and implement action plans for each identified objective

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Attachment 1 – Input Summary




Strengths


Personnel Programs/Academics Culture/Methodology









District/Community Leadership Students














o Variety of programs/academics
o Magnet schools
o IB Program
o International Baccalaureate Program
o Immersion Program
o Educational opportunities
o Striving for excellence
o Flexibility
o Perseverance
o “We are family”
o Improving images and climate
o Different methods to teach
different types of learners
o Diversity
o Involvement
o History
o Business partnerships
o Alumni support/involvement
o Successful alumni
o High quality student graduates
o Location
o Promise/HOPE Scholarships
o Staff diversity
o Great and caring teachers
o Quality/Qualified teachers
o Staff dedication
o Motivated educators

o Superintendent leadership
o Board leadership
o Becoming fiscally responsible
o Willingness to think “outside
the box”
o Willingness to seek
stakeholder’s input
o Improving communication
o Diversity
o Inclusion of diverse students
o Endless potential
o Hard-working
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Attachment 1 – Input Summary – Continued




Opportunities for Improvement







Input Summary – Cont’d










Staff/Human Resources

o Reinstitute teachers for specials
o Be bold with ineffective staff
o Meaningful professional
development
o Teacher planning time
o Staff appreciation and support
Programs/Academics
o Appropriate curriculum/assessments
o Improve academic achievement
o Reinstitute art, music and gym
o Stronger/Quality academics
o 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-making
o Be proactive; not reactive
o Clearly define all processes
o Make the tough decisions
Culture
o Change culture/climate in schools
o Improve reputation/perception
o Safety
o Discipline disruptive students
Collaboration
o Consistency throughout buildings
o Parental involvement
o Utilizing potential of partnerships
Infrastructure
o Remove/Repurpose buildings
o Separate middle from high school
o Update/Purchase playground equipment
o Sell unused buildings
Communication
o Communication at all levels
o Communication to parents
o Communication between staff and
administration
o Reach out to community/alumni
o Transparency
Technology
o Redesign website (user-friendly)
o Expand use of technology in classrooms
o 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 upgraded
o Buildings used effectively or sold
o Separated middle school students
from high school students
o State of the art technology
o Magnet programs K-8
o Improved test scores
o Return of vocational classes
o Students leaving high school
college/career bound
o Targeted professional development
o Performance based pay
o Staff being highly effective
o Community buy-in and involvement
o Collaboration/Streamline/Consistency
throughout all buildings
o Parental/Students buy in and
involvement
o Increased business/organization
partnerships
o Safe environment
o Pride back in school and community
o Improved reputation
o Transparency/Accountability
o Open and honest communication
o Increased student enrollment
o The “go to”, cutting edge district
o A clear, consistent and communicated
plan
o 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 buildings
o No school closures

o Communicate to all stakeholders the
needs of the future while also
communicating how we got here
o Continue seeking all stakeholders’
input
o Be proud of the past but committed
to the future
o Embrace change
o Focus on today’s students’ needs
o Return to high standards
o Safe and disciplined environment
o Identifying the actual problem and
seeking the actual solution
o Hall of fame for alumni/memorial
o Keep traditions alive
o Promote rich history
o Review past history. What worked?
o Students prepared for college/
career
o Producing high achieving students
o Determine why students are
leaving the district
o Students actively engaged in the
community
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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, the
Lansing 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 11,936
in 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 districts
at 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 nearly
21% below state average at 76.96%. Since 2009, the graduation rate has fallen over 5% for 4-year cohort falling from 61.08% to
56.01%. (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 by
2.5% 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 beginning
date 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; jumping
from 7 in 2010 to 67 in 2014. (C-51)
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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 an
increase 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 state
average 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 in
2013 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 of
expenditures 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 a
2 pupil per teacher reduction since 2011. (E-1, E-2)

 Lansing School District’s teacher salary is the 3
rd
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 Education
and staff of the Lansing School District in the preparation of this report was very much appreciated.
Attachment 3 – Environmental Scanning
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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 both
administration service and instruction
 Learning outside/without walls
 Universal multilingual education
 Pre – K education established
universally
 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 student
centered 
 Shrinking student population 
 Choice 


Attachment 3 – Environmental Scanning – Continued
Lansing School District - Page 23





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 balancing
to 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 for
emergency issues
 Achievement gap related to
technology gap?
 Addressing needs of current students
 Missing: Role of parents in all areas
 Potential ability to transition and
follow through (sustainability)
 Willingness to be bold and stay the
course
 Identifying community needs and
develop curriculum that’s career
readiness for local needs (regional)
 Focused on best practices and not
“fads”
 Examining alternatives and
developing plan for disappearing
items
 Must plan for items with 




Attachment 3 – Comparable Data Considerations
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Based solely on the review of district comparable data the Retreat Team identified items that should be considered in the
following areas as the Plan moves forward:
Finance & Personnel
 District personnel by ethnicity and
occupation
 Reserves need to be between 7% & 10%
of the budget
 What is the $1,283 (over average)
being spent on? 3
rd
lowest teacher
salary (?)
 Spending (per pupil) needs to be
analyzed 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 – regain
integrity of fund balance through
efficiencies
 Expand funding options

Academic Performance
 What performance standards are
administrators being held accountable
for? (Dr. Yun MSU)
 What skills, if higher would have an
impact on achievement in multiple
arenas?
 Data – follow the cohort
 Use additional coherent data
 Explain/examine why student score
better in 3
rd
grade than later years
 Graduation rate increase
 Align curriculum/pacing guides with
standards in Math and science
 Change culture from punitive to caring
 Need data by race and ethnicity on
performance
 Increase pre K – 3 academic success to
improve test scores
 Need to better explain why students
perform poorly in math and science
 More effective use of MEAP data
 Staff needs to engage and inspire
students to increase achievement
 AP enrollment by ethnicity in needed
 Online learning for target populations




Attachment 3 – Comparable Data – Continued
Lansing School District - Page 25







Demographics & Enrollment

 Learning environment should reflect
the changing student demographics
 How do we address the trade
imbalance? incoming/outgoing
students
 Enlist community partners in
extending calendar and program
options
 Align schedule and program
investment with needs of low SES
students 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 with
student needs and budget realities
 Change perceptions to increase
enrollment
 Increase cultural appreciation
 GSRP and High School home visit and
parent engagement
 Junior board peer PR program
 Grade by grade and building by
building enrollment data
 Need choice data
 Attract (marketing)/retain students
 Address increase in Hispanic
population and academic performance
 Median income is not aligned to
achievement perception across comp
districts

 Motivation Gap
o Hope promise
o Scholarship promise
o Town
o Gown
 Predictable learning environment
o Program
o Teachers
o Building
o Peers
 Collect LSD parent higher education
data
 Focus on student and head of
household
 Family education plan





Attachment 3 – Area Focus Goals
Lansing School District - Page 26





Based on the review of the environmental scan, the district comparable data, and the input summary the Retreat Team
identified 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 grade
to grade and graduation rates (17)
 Expose elementary students to
more career opportunities (10)*
 Structural changes balanced
calendar pacing guidelines (9)
 Global skills/soft skills (9)
 Achieve state, goals academic (4)
 Diverse student population =
diverse ways to encourage
standard achievement (4)
 Instructional coherence (2)
 Use August MEAP data to develop
growth targets

Professional Development
 Professional development focused
on creating a nurturing
environment (14)
 Replicate Best Practices (11)
 Professional collaboration and
accountability (8)
 Focus professional development
on 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/expectations
for professional development


Attachment 3 – Area Focus Goals – Continued
Lansing School District - Page 27







Communication/Community Engagement/Marketing
 Rebranding LSD (15)
 Tell Our Story(13)
 Create student-led/designed/delivered
Marketing/PR (12)
 Aggressive recruitment at Red Cedar
(9)
 Share alumni success stories (9)
 Strategic plan communication;
quarterly updates, including
implementation process (8)
 Consistent/repetitive marketing plan
implemented (3)
 Focus on ¾ marketable goals (Diversity
– variety (3)
 Intentional & effective marketing
program (Generate Positive Buzz) (2)

Learning Environment/Culture
 Maximize Lansing Promise, - HOPE
LEAF to benefit of students! (24)*
 Implement Culture & Climate
Committee recommendations (19)
 Student input should be greater (16)
 Predictable district wide
expectations/structure for discipline
leading to building stability (9)
 360 approach evaluation (8)
 Collaborative community process on
safe, 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 changes
at the school level

Attachment 3 – Area Focus Goals – Continued
Lansing School District - Page 28






Financial
 Invest in 21
st
Century Systems (16)
 Increase partnerships/regional
collaboration for financial efficiency (7)
 Invest in technology (3)
 Diversify income analyze expenditures
(2)
 Explore other funding avenues (2)
 Marketing Strategy for private
investors
 Assure every dollar used towards goal
of student achievement

Facilities
 Perception – If it looks good it must
be 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 on
student needs (2)
 Continue the study of school
Gerties future



Attachment 3 – Area Focus Goals – Continued
Lansing School District - Page 29






Technology
 District wide equitable use/access
to Technology (10)
 Call on community business
technology experts to assist in
technology planning for
staff/students (5)
 Increase the number of students
using personal computers and
families (3)
 Needs assessment for technology
capabilities (3)
 One to One computing (2)
 Cyber safety (2)
 Increase wireless capabilities and
class room technology (2)
 Use technology for community
input








* Originally under “Other” Category
Please note that some of the focus areas listed were consolidated in work completed following the Retreat.

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