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Strategic Plan

MISSION: To develop passionate learners and responsible citizens

VISION: Quality Learning for All

Core Values:

down arrow Visionary Leadership

What is it?

The setting and communication of a shared vision, creating a sense of urgency to accomplish mission, and visible commitment to and modeling of continual improvement principles and practices in daily work.

Why is it important?

Leaders must set and communicate clear, visible direction and high expectations. This is critical to facilitating systems alignment and the development of a student-focused, continually improving organization.

What would it look like in action?

District senior leadership, department heads and all district supervisors have participated in several training sessions in the application of the core values. They are considered to be the most knowledgeable staff members within the district. A cross-functional leadership team has completed a district self-assessment and are implementing opportunities for improvement identified in the self-assessment process; etc.

 

down arrow Learning Centered Education

What is it?

Learning Centered Education places the focus of all district activities on the real needs of schools, classrooms and students. A learning centered district sets high expectations for all students and staff, and is committed to system redesign that supports performance excellence for all students. The emphasis is on all students taking active responsibility for their learning and all support staff taking responsibility to support student learning.

Why is it important?

A clear focus on actively supporting schools and classrooms as opposed to compliance and monitoring processes is required from district staff to assist schools in achieving performance excellence in learning.

What would it look like in action?

Maintenance workers take special care as to not disturb the learning environment. Work is scheduled to cause minimum disruption to the school environment. The Food Services Department measures student and faculty satisfaction with the quality of cafeteria food. Many district support staff and community members volunteer in schools to support academic achievement for students; etc.

 

down arrow Organizational and Personal Learning

What is it?

A well-executed approach to continual improvement that engages all staff, faculties and students as full participants in learning and contributors to improvement at the organization and individual level.

Why is it important?

Having a systematic approach to learning and improvement increase the capacity of faculty, staff and student learning. When we learn and improve as an organization, individual schools and students learn and improve as well.

What would it look like in action?

All district staff will be trained in the continuous improvement framework and will use the continuous improvement process to make data driven decisions. Results from the improvement efforts will be publicly displayed; etc.

 

down arrow Valuing Faculty, Staff and Partners

What is it?

Investment in the on-going development of knowledge, capabilities, skills utilization, morale and motivation of all faculty, staff, students and partners.

Why is it important?

All district staff are responsible for the management and improvement of key processes. Training, education, teamwork, recognition, and career advancement opportunities that build capacity in staff also build capacity in the district to achieve higher levels of student learning.

What would it look like in action?

LCSD has engaged in a collaborative approach to working with each of the employee associations. The district annually measures morale and well-being of faculty, staff and partners and actively works at improving conditions that lead to higher levels of student learning. LCSD takes pride in hiring, developing and retaining the best workforce in the state; etc.

 

down arrow Agility

What is it?

Faster, more flexible response to the needs of schools, other departments, students, and stakeholders.

Why is it important?

Fast response and flexibility are considered measures of organizational effectiveness. The explicit focus on and measurement of response times help to drive the simplification of organization improvement and learning processes. Reduction of process cycle time can be a key efficiency indicator and customer satisfier.

What would it look like in action?

Faculty, staff and students at LCSD get immediate feedback on requests for service from the district office and buildings. All departments track, chart and report cycle time measures for key processes that interface with customers; etc.

 

down arrow Focus on the Future

What is it?

A future orientation and a willingness to make a long-term commitment to students and to all stakeholders- community, employers, faculty, and staff.

Why is it important?

LCSD is charged with creating a system of learning which prepares students for additional school and/or work at a future point in time. Failure to think long-range about student and stakeholder needs could result in time and energy spent on programs that leave students ill-prepared for the future.

What would it look like in action?

The strategic planning process at LCSD includes research into future trends and how those trends influence instructional offerings. LCSD systematically surveys high schools, colleges, and the business community for anticipated shifts in requirements. The survey data are fed into the district information system for use in the planning and decision-making processes. The district and each individual school have projected customer requirements for 5, 10 and 15 years into the future; etc.

 

down arrow Managing for Innovation

What is it?

Making meaningful changes to improve services and processes creating new value for the stakeholders. Emphasis is focused on creating new and innovative approaches to improving performance.

Why is it important?

The greatest gains in improvement come from new processes designed or re-engineered to create extraordinary value to the stakeholder.

What would it look like in action?

LCSD encourages experimentation and risk-taking by all staff. The individual schools or departments frequently go outside to non-education organizations to benchmark and find new ways to improve performance. Conscientious efforts are made to benchmark new processes from outside of the education environment. Bi-annually an employee team is recognized for their innovative use of technology to improve performance; etc.

 

down arrow Management by Fact

What is it?

Decision-making based on measurement, data, information, and analysis of results, applied to the management of the organization.

Why is it important?

Decisions made in absence of measurement, information, data and analysis may result in “random acts of improvement” which are both costly and time consuming.

What would it look like in action?

The leadership team at LCSD decided as a group to dedicate district resources to the establishment of a district-wide information system. The information system enables everyone to access the disaggregated key information needed to support improvement efforts. The Safety Committee is able to check the current status of safety programs as they decide which areas need refinement. The Learning Support Team (LST) uses information from the system to guide training decisions. Student achievement data are timely and routinely disaggregated to examine specific student groups and schools. The LST and schools routinely use data for decision-making; etc.

 

down arrow Public Responsibility and Citizenship

What is it?

The practice of the district and schools serving as a role model in their operation as members of the community.

Why is it important?

Practicing good citizenship shifts the emphasis from compliance to commitment to being a contributing member of the community and adding value.

What would it look like in action?

LCSD is looked to as a role model within the community for the practice of data-driven continual improvement. District staff have volunteered their time to assist other stakeholder groups in developing a fact-based management system. Individual staff members are encouraged to support charitable and community improvement efforts; etc.

 

down arrow Focus on Results and Creating Value

What is it?

The focus of the district performance system is on driving results which reflect and balance the needs and interests of students, staff and all stakeholders.

Why is it important?

The development and use of a balanced composite of performance indicators offer an effective means to communicate requirements, monitor actual performance, and marshal broadly-based support for improving results. Reported results must be aligned and balanced to reflect the priorities of the district and schools.

What would it look like in action?

LCSD tracks key indicators of student performance and district support processes. These indicators range from standardized test scores to classroom based assessments. The ability to focus effort has been greatly enhanced by the on-going communication and public reporting of results; etc.

 

down arrow Systems Perspective

What is it?

The management of the overall organization using a systems approach at every level.

Why is it important?

Achieving performance excellence requires the use of the Core Values and seven categories as the building blocks of the system. Performance excellence requires synthesis and alignment of the entire organization using the Core Values and Criteria as a guide.

What would it look like in action?

The district and each department within the district uses the same self-assessment process to systematically evaluate the alignment of systems within the organization. A support team comprised of key district staff, school staff and business partners is trained and provides consultation and technical assistance to schools and departments using the self-assessment process. Schools and departments that have achieved a high standard of excellence are recognized annually; etc.

 

Goals:

  1. We will build on our strengths...
    1. to improve student achievement at all levels and all populations. PDF 42K
    2. to improve school and district climate for students, staff and community. PDF 33K
    3. to promote an efficient and responsive district organization. PDF 32K

GUIDING PHILOSOPHY: