Strategic Plan
Strategic Plan 2022-2027
OUR MISSION
LWISD empowers all learners through meaningful connections to discover their future and prepare for success.
Moto
Your future.WORTH it
OUR VISION
LWISD: The innovative district of choice where all are empowered through personalized learning and leaders are made.
VALUES
- Building positive relationships
- Creating a connected community
- A culture of service and support
- The power of collaboration
- Continuous improvement
- Student-centered learning
- Decision-making supported by data
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Timeline Deployment Action Owner Jan-22 Post strategic plan on the district website Communications Coordinator Remove past core statements from campuses Assistant Superintendent of Teaching and Learning Feb-22 Create a training on the strategic plan for principals to share with staff Assistant Superintendent of Teaching and Learning Develop talking points for leaders and board members Superintendent; Communications Coordinator Mar-22 Align Board meeting presentations with strategic goals Superintendent Apr-22 Create a visual that shows the action plan progress Superintendent; Communications Coordinator Post the strategic plan on a page in all facilities Assistant Superintendent of Teaching and Learning; Communications Coordinator Post the graduate profile in every classroom Assistant Superintendent of Teaching and Learning; Communications Coordinator Integrate core statements and strategic plan into employee onboarding Director of Human Resources Aug-22 Add MMVV and goals to the employee handbook Director of Human Resources Create a convocation activity or speaker that focuses on the strategic direction of the district Superintendent; Assistant Superintendent of Teaching and Learning; Communications Coordinator Share Strategic Direction with City Council and Civic Groups Superintendent Align administrator evaluations with strategic goals Superintendent; Assistant Superintendents Sep-22 Communicate the strategic plan with the student advisory council Superintendent Highlight schools/departments that are demonstrating efforts to achieve the vision Assistant Superintendent of Teaching and Learning Nov-22 Align district and campus improvement plans with strategic goals/action plans Assistant Superintendent of Teaching and Learning Jan-23 Publish an annual community update regarding plan progress Communications Coordinator Report annual progress to the Board of Trustees Superintendent As Needed Add Strategic Plan to New Board Member Orientation Superintendent -
Strategic planning is a collaborative process designed to initiate change in a district by aligning and prioritizing key targets and clarifying for administration the vision and goals of its stakeholders. Visionary districts that embrace continuous improvement utilize strategic planning as a means for establishing a shared direction for guiding the district’s priorities for the next 3 to 5 years.
In October 2021, Lake Worth ISD initiated its visioning work with various stakeholders representing teachers, administrators, parents, students, community members, and business partners. Prior to the initial meeting, the Strategic Planning Design Team responded to a questionnaire as a means for capturing the perspective and voice of each individual stakeholder. The responses collected from the survey were utilized throughout the strategic planning retreat to encourage discussion and support consensus-building. Consensus was used as the approach for decision-making over majority-rule to ensure unity by the membership.
Over three days, the Strategic Planning Design Team worked together to understand and address the following questions:- Where and who are we as a district?
- Where do we want to be as a district in the next 3 to 5 years?
- What must we focus on to get to where we want to be?
- How will we know when we have achieved our goals?
The Strategic Planning Design Team began the planning process by evaluating the current state of the district through a comprehensive review of current data. The data reviewed included student performance data, stakeholder perceptions, financial influences, and demographic/enrollment trends. The committee members also reviewed the SWOT analysis collected from the prerequisite survey to discuss what was identified as the district’s strengths, weaknesses, opportunities, and threats.
Through the review of data and SWOT analysis, the committee members were able to begin developing the core statements for the district termed the “MMVV” or Mission, Motto, Vision and Values. The core statements provide the framework for the strategic plan and clarify the heart and hope of the district. In alignment with the core statements, a Graduate Profile was designed to define the competencies each graduate should demonstrate at the conclusion of their K-12 academic journey. The committee was intentional about each word in the MMVV and Graduate Profile to ensure an accurate and clear reflection of the district.
With the initial two questions answered, the committee worked to identify what would need to be prioritized to carry the district towards its intended vision in the next 3 to 5 years. There were 5 strategic priorities established as key areas of focus for the district: Academic Excellence and Instructional Relevance, Life-Ready Students, Community Cultures and Partnerships, Engaged and Committed Personnel, Innovative Learning Environments, and Responsible Stewardship.
In alignment with the priorities, the Strategic Design Team set the goals under each priority; and the measures to determine achievement of these goals. The goals were designed utilizing a SMART (specific, measurable, achievable, relevant, time bound) goal framework for the purpose of moving the vision from motive to action. The goals must be approved by the Board in accordance with AE (Legal).
In November 2021, various members from the design team along with additional stakeholders came together to further the work of the design team through the creation of action plans. The Strategic Action Teams included members from the Strategic Design Team to ensure alignment and intention was carried forward. Each person on the Strategic Action Team was assigned to one of the six district priorities based on their interest, expertise, or experience. The committee members worked to create annual action steps to ensure the long-range goals were achieved.
The action plans are living documents and should be consistently reviewed, revised, and updated to ensure the district’s strategic goals are fully achieved. Progress and revisions to the action plans should be reported to the Board of Trustees each year as a means of accountability and ongoing focus.
For the strategic plan to become embedded in the culture of the district, the plan must be deployed in a manner that fosters support and commitment from all stakeholders. Under the leadership of the Board of Trustees and the Superintendent, the strategic plan for Lake Worth ISD provides the framework for transforming the district and making the vision a reality for LWISD students today and in the future. -
Communication with Staff Parent and Community involvement (lack of) Affordable technology Sweeping impact of technology Uppermost levels of administration are very involved and hands-on Transparency with staff at the district & campus levels More community activities/partnerships Better pay and ratings in surrounding districts Communicating with Parents and Community Lack of Communication as a whole Create an after school program & opportunities Fast growing community Plenty of resources for teachers to use Teacher and administrator retention Creating & utilizing an advisory committee Student achievement scores Presenting district initiatives Staff bonuses (retention, performance) Utilize local resources to full potential Response plans for the needs of diverse families in the district Public relations Staff unable to download software as needed Utilize PTO to help with volunteer opportunities on each campus Missing opportunities due to size of district Social media communication has improved Not having all the services students need Alumni Association Political agendas The district values its students Recognition of both students and employees Establishing a Community Outreach program, back pack program, etc Outdated facilities Superintendent is personable and visible Gaps in higher level learning opportunities Parental involvement opportunities At-Risk population is growing District is generous in the days available for time off Ability to teach classes with multiple skill levels Partnerships with local learning institutions Migratory students and families Culture and climate Teacher to Parent communication Create a LWISD Police Department Instructional delivery model Continued focus on what is best for students rather than what is politically correct Each elementary campus doing different things (activities, curriculum, etc...) HS Students complete volunteer hours and support the community and elem. schools New housing/apartments that are being planned over the next 3-5 years Small town atmosphere; feel Accountability & follow through Finding More Resources for Student’s Success English Learner population is growing Staff at administration is present at events Aligning how we do what we do Create a Scope and Sequence Discipline issues with students Professional support Monitoring of campus improvement plans Advancements for teachers Over crowded classes - secondary Embracing diversity Slow to embrace change Open House at campuses Lack of Curriculum understanding Professional development opportunities Challenging student behaviors & lack of discipline Student mentoring programs focused on careers using professionals in fields of interest Lack of space at the middle school Strong sense of community; close knit Planning for growth Saturday School Aggressive students LWISD staff are accepting, positive and friendly Some departments can be adversarial and forget we are all on the same team Utilizing outside vendors that will provide free incentives for students Competition from charter schools and surrounding districts School board is active, supportive, care deeply about students & staff; act quickly & decisively Teacher and administrator capacity (skills and knowledge) Ask LWISD & neighboring district grads in college to be LWISD teachers Enrollment numbers may be outpacing some structures/classrooms Providing updated technology to staff and students Testing deadlines overlap Partnerships to support student clubs Low academic performance Commitment to improving all aspects of the district Enforcing procedures/expectations for students and staff Offer more robust wages and benefits packages to attract and retain top talent. Declining enrollment Great location makes for close proximity for travel and partnering opportunities More strategies for motivating underprivileged students Adopt a school program with business support schools Lack of community involvement at elementary The districts works to provide the best resources, and programs for our students Identity issue - gaps exist for serving Hispanic and African American students and families Work with the local food bank to feed students over the weekend Change in demographics Getting the curriculum lined out and solid across the district Leaders not holding their team and teachers accountable Utilize ESC Region11 PD and support services more Attracting and retaining teachers (salaries & benefits) Size of classes, campuses Type of CTE offerings Big brothers/Big sisters, mentors Community resources for our families Care and passion for students; whole child Instructional Practices Central hub for clear communication of needs Safety and security at campuses Safety is First More Outside activities for students Parent language classes - ESL classes Communication Student-focused; Students first Program planning and fidelity Field Trips Financial Assistance/ Funding Utilizes and analyzes instructional data District-created Scope & Sequence needed Continue Communities in Schools partnership High number of out of district enrollment Classlink After school programs All Star Dads Lack of teachers Community within the teams Dated Facilities; look utilitarian; not maintained Market the Child Nutrition Department better Late notice of teacher, social, or TEA changes Diverse Perspectives Lack of staff Utilize Professional Development time well Expansion District size supports change and act more efficient Support for post-partum mothers Increase staff morale to retain our great teachers Home/family challenges Branded elementary schools More focused professional development Grant funding / Fundraising efforts Lack of respect from students and parents Many campus support staff positions (MTSS, MRT, EL leads, instructional specialists, SPED) Focus-Lots of initiatives and projects are constantly added Create a parent orientation evening for elementary students Access to the outside area of the buildings Supporting staff/students in times of need Student extracurricular opportunities at elementary Foundation for both bullied and bullying students Shipping delays of needed school items Consistent evaluations and planning Technology infrastructure Efforts to address student learning loss from 20-21 Bullying and cyber-bullying Mental health counselors and instructional coaches Too much on people's plate impacting effectiveness Leverage open enrollment with advertising & incentives to attract high caliber students to LWISD Doing things the same way instead of adjusting with the demographic changes The district shows that it values its employees Programs to match the job market Motivation to unite as a community Mental health and SEL of students and staff Directors with tenacity to overcome adversity & advocate for positive improvements Money spent on things not needed - need to consolidate Create a student 'drop-box' to put a card into that explains their fears due to COVID, etc. Maintaining updated, attractive facilities (a place people want to send their child) Quality of teachers and staff Family health plan is expensive; Insurance cost Blue Zone district and being healthy Need for long range planning Advertising Events Class sizes are too large Spotlight our students & their successes Students not being identified in multiple ways Value Gender Roles More youth programs and clubs Implement an employee and student recognition program Politics, inflation, media hype Competitive pay; Teacher incentives Mentoring new administrators Create job study opportunities for HS students Failure of following of AIPs Provides instructional strategies for teachers Implementing professional development correctly District "Clothes Closet" for families of the district to visit Willingness of parents and community members to participate Pride of our athletes and scholars SpEd Department Peer partners Teacher buy-in to mandates from the top Providing Free Meals to All Students Serving < 50% of Students for Breakfast (39%) Create a Parent Welcome Center COVID 19 threats with staff and students Technology Department User-friendly TEKS Resource page and lesson pacing guide; scope and sequence Serving > 50% of Students breakfast & >85% lunch Drifting away from the fundamental aspects of education will eventually eliminate the very reason we exist as an educational institution Administrators listen to teachers and collaborate to problem solve areas to help students grow Not allowing teachers to collaborate with specific grade level teams/subject areas during professional development Maintain high standards for academics and behavior in all schools. Hopelessness in students/students need to know they have value to Texas and the world An unwavering dedication to excellence Teacher / student data is not in a centralized location; multiple programs Promote volunteerism with LW Senior Citizens Challenging home environments Positive/Friendly Front Office staff New teacher PD - limited curriculum/assessment Stress relief outings for teachers Competitive salaries Strong relationship with the City of Lake Worth Leadership & staff training on school security Parenting classes Student learning gaps due to COVID-19 Technology -one to one student ratio Lack of instructional specialist that assist teachers with at risk students Establish a trades-oriented campus offering hands on training and certifications Section 8 housing growth Expanded enrollment by being a good, positive district Following other districts vs boldly forging our own path Individualized Professional Development Plans High expectations for both staff and student performance Hesitancy to remove the “cancer in the locker room” employees that offer no real value; drive down moral and drive good staff away Reading Recovery training for Master Reading Teachers Lack of Diversity Amongst the Teaching Staff -
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Committee Member Role Served Committee Member Role Served Christi Allen Campus Principal Brent McClain District Administrator Cassie Amason Classroom Teacher Tosh McGaughy District Administrator Diana Avila Student John McIntosh Community Member Mac Belmontes Board Member Adrian Nunez Student Karey Bennett Classroom Teacher Damirion Polty Student Brittany Brake Classroom Teacher Amber Rodgers Auxiliary Staff Sylonda Burns Campus Principal Landon Rollins Community Member Andrew Carter District Administrator Samona Salas Parent Ashlee Clark District Administrator Ashley Smith Classroom Teacher Wilson Daggs Community Member Kinzley Stuart Student Sherry Dickens District Administrator Bobby Stults Campus Principal Jennifer Edenfield District Administrator D’Ann Sullivan Classroom Teacher Cristina Gallagher Parent Kinsey Teague Classroom Teacher Jessica Gauthier District Administrator Eric Tingle District Administrator Kelly Giddens Campus Principal Jennifer Torres Auxiliary Staff Tish Ginther District Administrator Sherri Trujillo Classroom Teacher Elena Gonzalez Parent Bryanna Vazquez Student Stephanie Harbin District Administrator Armando Velazquez Board Member Carrie Harrison Campus Principal Scott Weaver Auxiliary Staff Reagan Hernandez Student Tracy Welch District Administrator Cynthia Hickerson Campus Librarian/Lead Lisa Welsh Classroom Teacher Donna Hutson Board Member Jaclyn West District Administrator Gary Kuykendall District Administrator Nicole Woolridge Classroom Teacher Jose Lara Campus Principal Melissa Workman Classroom Teacher Carol Max Classroom Teacher Beth Ziegler Auxiliary Staff -
Academic Excellence and Instructional Relevance
GOALS:- Develop personalized learning plans for 100% of LWISD students
- Increase accountability ratings as all campuses to a B or higher
- Provide viable curriculum for 100% of courses with aligned resources
Life-Ready Students
GOALS:- Graduate 100% of seniors with the life-ready skills necessary to be prepared after graduation
- Increase our college, career, and military readiness accountability ratings by 12% annually
Community Cultures and Partnerships
GOALS:- Grow cultural community awareness by 10% annually
- Increase corporate partnerships at the district level by 10% annually
- Increase community outreach to create opportunities by 50% of students and staff to giveback annually
Engaged and Committed Personnel
GOALS:- Increase employee diversity by 5% annually to reflect the student population
- Grow staff development satisfaction rating to 90% or higher through quality, targeted training
- Obtain an annual increase of 10% in employee retention rates
Innovative Learning Environments
GOALS:- Upgrade ≥50% of campus common spaces to support collaborative learning and exploration
- Adapt ≥75% classrooms to support innovative learning
- Enhance facilities to support ≥3 CTE or choice programs
Responsible Stewardship
GOALS:- Ensure 90% of district resources are accounted for annually
- Increase alternative funding by 10% over the next 3-5 years
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January/February
- Monthly progress check of strategic actions and scorecard with Superintendent’s Cabinet/Strategic Owners
- Quarterly review of CIP progress with campuses and DIP with Superintendent’s Cabinet (January)
- Annual strategic plan progress report shared with internal and external stakeholders
- Annual strategic plan progress update to the Board of Trustees
March/April
- Monthly progress check of strategic actions and scorecard with Superintendent’s Cabinet/ Strategic Owners
- Quarterly review of CIP progress with campuses and DIP with Superintendent’s Cabinet (April)
- Campus showcase presented to Board of Trustees to demonstrate strategic goal progress
- Annual stakeholder survey and staff survey to measure understanding of strategic direction
May/June
- Monthly progress check of strategic actions and scorecard with Superintendent’s Cabinet/ Strategic Owners
July/August
- Monthly progress check of strategic actions and scorecard with Superintendent’s Cabinet/ Strategic Owners
- Quarterly review of CIP progress with campuses and DIP with Superintendent’s Cabinet (July)
- Alignment of annual campus and district improvement plans with strategic goals
September/October
- Monthly progress check of strategic actions and scorecard with Superintendent’s Cabinet/ Strategic Owners
- Quarterly Review of CIP Progress with Campuses and DIP with Superintendent’s Cabinet (October)
November/December
- Monthly progress check of strategic actions and scorecard with Superintendent’s Cabinet/ Strategic Owners
- Campus Showcase presented to Board of Trustees to demonstrate strategic goal progress
- Staff Survey to measure understanding/application of strategic direction