A District Improvement Plan is part of a

school district’s planning & goal-setting system

5-year

Strategic Plan

Annual

Superintendent

Goals

Annual

Campus

Improvement

Plans

Annual

District

Improvement

Plan

The Lamar CISD Strategic Plan

includes five strategic priorities

Evolve the Student Learning Experience

Plan for Rapid Growth While Preserving

District Culture

Focus on Talent

Promote a Safe and Healthy Environment

Equip Students with Knowledge and Skills to

Succeed in a Changing World

District Improvement Plan• STRATEGIC PRIORITIES• STRATEGIC OBJECTIVES• SUPERINTENDENT SMART GOALS• DIP ACTIVITIES/STRATEGIES

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.

Update: The first semester provided professional development for

teachers, administrators and support staff in numerous content areas in

the district.

▪ close observation and analysis

▪ evidence-based writing

▪ higher order questioning

▪ academic conversations

▪ sheltered instruction

▪ technology integration in the classroom

▪ learning environment support (classroom management)

Objective 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.

Update:

▪ Each campus created a Canvas usage goal for staff. These goals were completed by

the principal with the assistance of the Digital Learning Coach. All campus goals were

completed by October 1, 2019.

▪ The Digital Learning team offered training webinars to all campus Canvas support

representatives on September 5, which included ways the representative could check

on a parent's account information and provide them with guidance to resolve issues.

▪ Title I Campus Contacts were provided Parent Canvas support training on October 24,

which included resource they could share with guardians. Campuses have led parent

trainings throughout the first semester.

2018/19

Semester 1

Average Logins

Per Month

2019/20

Semester 1

Average Logins

Per Month

Number

Change % Change

Teacher 927.4 1275.8 348.4 38%

Student 17312.6 19573.8 2261.2 13%

Guardian 1561.6 3244 1682.4 108%

Objective 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.

Update: PLC’s

▪ Campuses have specified time for teachers to collaborate about instructional

processes and classroom practices.

▪ The district instructional leadership team provides opportunities for teachers to meet

with colleagues from different campuses across the district to collaborate and

exchange instructional ideas.

▪ PLC individualized coaching has benefited campuses to make immediate

adjustments to improve the process and build ownership and leadership capacity

with the teachers.

▪ Campuses are at different levels of implementation and training and support

continues to be a priority.

Update: RTI (Response to Intervention)

Success Ed Student Plans District Total

Tier II: Skill Building 785

Tier III: Intensive Intervention 227

Total 1012

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.

Update: Instructional Rounds Implementation

Elementary Principal Meetings Secondary Principal Meetings

November 15, 2019 November 12, 2019

December 5, 2019 December 10, 2019

Each campus developed a Problem of Practice, Theory of Action, Essential

Questions, and Descriptive Evidence. Color track teams consisting of principals

and district administrators participate in instructional rounds at a designated

campus in each color track using the campus Problem of Practice. The teams

debrief and share the results of the rounds at the principal meeting. Campuses

use the data to implement professional development to improve the Problem of

Practice.

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.

Update:

Instructional Walks Completed:

October 22, November 6, November 14, December 12, & December 16

Emerging Themes

▪ Low levels of student discourse

▪ Questions from teachers are at a lower Blooms II Level

▪ Evidence based writing is limited

Professional Development

▪ Themes were used to plan professional development for the Spring Semester

Update:

• Fall CCMR Projection History 2017-2019

Class of 2020

-- Fall 2019

Class of 2019 --

Fall 2018

Class of 2018 --

Fall 2017

Foster 66% 64% 49%

Fulshear 72% 69% NA

George Ranch 66% 58% 52%

Lamar 41% 34% 28%

Terry 39% 42% 21%

DISTRICT 56% 53% 40%

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.

Update:

▪ Resources for parents were shared via emails, social media, and during the College,

Career, and Military Nights. Parent nights will be held during the spring semester for

both Xello and Naviance.

▪ Tasks for both Naviance and Xello were identified for each grade level (6-8). These

tasks were integrated into English Courses and Social Studies courses for the

students to complete.

▪ Information on tasks in Naviance & Xello were shared to parents via emails, social

media, and during the College, Career, and Military Nights. Parent nights will be held

during the spring semester for both Xello and Naviance to emphasize the tasks.

Resource 2018-2019

Total

Logins

2019-2020

Total

Logins

2018-2019

Unique

Student

Logins

2019-2020

Unique

Student

Logins

Xello 21,901 20,990 8,949 8,275

Naviance 70,327 40,927 9,367 7,666

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.

Update:

Character Counts

▪ All campuses completed the BOY Character Counts survey by November 1st.

▪ 100% of campuses have provided monthly Character Counts lessons during the fall semester.

▪ Plans are in place for campuses to provide monthly Character Counts lessons during the spring semester.

▪ Four training days were provided and 99% of administrative staff were trained.

Solution Focused Training

▪ 100% of the LCISD Counseling Staff and Family Support Specialist have received Solution Focused

Training during the fall semester.

▪ 75% of LCISD Counseling staff and Family Support Specialist are on target to earn the Solution Focused

Climate Specialists Certification by the end of the first year of implementation (June 2020).

Objective 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.

Update: OSS Actions

*Training began during the fall semester for Solution Focused Techniques. It is

anticipated that counselors will be equipped to support behavior needs by May

2020.

Levels 18.19 19.20

HS 1388 549

JH 732 260

ES 129 74

Update: ISS Actions

*Training began during the fall semester for Solution Focused Techniques. It is

anticipated that counselors will be equipped to support behavior needs by May

2020.

Levels 18.19 19.20

HS 1057 964

JH 2231 801

ES 270 101

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.

Update:

All campuses achieved 100% compliance with the monthly safety

drills guidelines every month during the first semester.

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.

Update: The Tamarron Attendance Boundary Committee (ABC)

process is underway. Two meetings have occurred at Lindsey

Elementary and the ABC has prepared an initial recommendation for

community input.

The community input meeting is scheduled for Jan. 30 at 6:30 pm.

The District has shared the information with impacted campuses via

email and Lindsey Elementary parents will receive a flyer next week

in their student’s folder. Anyone can review the materials online.

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.

Update: The Community Relations Department has developed a new

external eNewsletter that launched this month.

This newsletter will be similar to the employee eNewsletter, but with

an expanded audience of community stakeholders. Community

members can sign up via a link on the District website.

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.

Update: All buildings have been assessed. Data compilation ongoing.

Initial report to Board on 12/17/2019. Report update target for March

Board meeting.

Objective 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.

Update: The TASB study is under way. Staff interviews were

completed, the data analysis is in progress and preliminary results will

be discussed during an early February meeting. Salary study results

will be presented at the February Board workshop.

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.

Update: The TASB study is under way. Staff interviews were

completed, the data analysis is in progress and preliminary results will

be discussed during an early February meeting. Salary study results

will be presented at the February Board workshop.

The district’s annual health plan review is scheduled for February 7th

with the District’s healthcare consultant, district staff and the third-

party benefits administrator, United Health Care.

Objective 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.

Update: The Leadership Development Hub is housed on LamarNet

to provide staff with resources related to the Leadership Definition

and professional development. The Leadership Development Hub is

also promoted each month in the staff eNews to drive traffic to the

webpage and resources.

Objective 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.

Update: The first round of AP pool interviews for the 2019-2020

school year were conducted during the fall semester and had

approximately a 20% overall increase in qualified candidates.

Two AP pool interview dates were completed and eight additional

interviews have been scheduled for the remainder of the 2019-2020

school year. To date, ten first-year principals have participated in

three induction meetings with five induction meetings scheduled for

the remainder of the 2019-2020 school year. Sixteen first-year

assistant principals have participated in three induction meetings with

five additional induction meetings remaining for the 2019-2020 school

year.

Objective 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.

Update: The marketing video is in the preliminary stages and initial

interviews with identified principals and staff have been conducted.

We are on schedule to finish video production by late February/early

March.

QUESTIONS?

Evolve the Student Learning Experience

Plan for Rapid Growth While Preserving

District Culture

Focus on Talent

Promote a Safe and Healthy Environment

Equip Students with Knowledge and Skills to

Succeed in a Changing World