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Mt. Lebanon School District Strategic Plan 2010
During the fall of 2004, the Mt. Lebanon Board of School Directors approved entering into a Constituent-Driven Strategic Planning process. The strategic goal in entering into this process was to determine what constituents require and expect of students and the District for the short term (1-3 years) and long term (3-5 years or more). Over 2,000 community members and staff participated in one of the many focus groups held that fall. The Board approved the plan at the March 21, 2005 Regular Board meeting.
Click the link for more information about the Mt. Lebanon Strategic Planning Process. For more detailed information about the Strategic Plan, visit the Mt. Lebanon School District Balanced Scorecard.
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Mission
To provide the best education possible for each and every student.
This mission describes why the organization exists. It is a statement of the basic purpose of the organization as defined by its constituents. This means that the Mt. Lebanon School District will provide the best education possible given local resources, and state and federal constraints. This means that the Mt. Lebanon School District provides the best education possible for each individual student and every or all students collectively. Mt. Lebanon School District constituents will know this mission has been accomplished when the five goals have been achieved.
Mt. Lebanon School District Strategic Goals 2010
1.0 Student Achievement
2.0 Constituent Satisfaction
3.0 Employee Development
4.0 Alignment of Support Systems
5.0 Fiscal Responsibility
1.0-Student Achievement
To satisfy the many stakeholders in the community, the Mt. Lebanon School District will need to provide an education for each and every student that meets or exceeds clearly defined student learning targets. District standards, standardized tests, actual student work, and comparisons with other schools will be used as primary measures of student academic growth and performance. Graduate success, status of colleges and universities attended, student awards and recognitions, surveys, focus groups, student artifacts, and other data gathering approaches will measure the qualitative targets. The community and district staff determined the content and personal standards that students need to master. The most important skills/talents/abilities include technology, communication, interpersonal skills, problem solving, reading and comprehension, the development of a work ethic, mathematics, critical thinking, and an awareness of current global and cultural issues.
Student Learning Targets
1.1 95 % of Mt. Lebanon students master district technology standards
1.2 95 % of Mt. Lebanon students master district communication skills standards
1.3 95% of Mt. Lebanon students demonstrate the ability to work cooperatively with diverse groups of students on assigned schoolwork, resolve conflicts, and respect other cultures and beliefs
1.4 95% of Mt. Lebanon students apply problem solving strategies to solve problems
1.5 95% of Mt. Lebanon students master district reading and comprehension standards
1.6 95% of Mt. Lebanon students show responsibility for their own learning and demonstrate the discipline necessary to do quality work
1.7 95% of Mt. Lebanon students master district mathematics standards
1.8 95% of Mt. Lebanon students apply critical thinking skills to carefully analyze
and objectively judge the merits and faults of an issue
1.9 95% of Mt. Lebanon students demonstrate an awareness of current global and cultural issues
2.0 Constituent Satisfaction
Students, staff, parents, and community members, were determined to be primary constituents in this strategic planning process. These constituent groups were given multiple opportunities to participate in the process. These constituent groups have determined satisfaction priorities to be that students feel respected, connected, and valued members of the school community; District staff work in a healthy professional environment; parents are involved and satisfied with the learning environment; community members have a positive perception of the quality of education provided students in the district; and graduates are successful in whatever goals they wish to pursue.
2.1 Students feel respected, connected and valued members of the school community
2.2 Staff work in a healthy, professional work environment
2.3 Parents are involved and satisfied with the school environment
2.4 Community members have a positive perception of the quality of education provided in the District
3.0 Employee Development
To achieve its mission the District must build the capacity for change and continuous improvement by attracting and retaining the highest quality of professional and support staff to work in an environment that is as professional as they are. The District must be an advocate of professional growth and learning, value diversity, promote individual talent, and recognize and reward the contribution and achievement of team members. The community and District staff determined priorities under this strategic initiative to include hiring and retaining quality teachers, an up-to-date curriculum, materials, supplies, books, and staff development.
3.1 The District excels in hiring and retaining quality teachers
3.2 Highly talented staff through staff development and professional learning
4.0 Alignment of Support Systems
To achieve the District mission, senior leaders must excel at and align strategy development and deployment systems, stakeholder relationship systems, measurement and analysis systems, staff development systems; the core processes of curriculum, instruction, and assessment; all support processes; and internal structures including time, people, and facility usage in order to develop a culture that has the understanding, skills, attitudes, and motivation to accomplish the district mission. In order to align these systems, the district will have to respond to the challenges of diverse student needs, up-to-date technology, balancing the budget, facilities upgrading and maintenance, and special education needs.
4.1 Diverse student needs
4.2 Up-to-date technology
4.3 Facilities upgrade and maintenance
5.0 Fiscal Responsibility
To succeed financially, the Mt. Lebanon School District will need to ensure that the resources of people, facilities, capital, and technology are effectively and efficiently aligned and funded in order to achieve the District’s mission and student learning targets. The priorities under this strategic initiative are updating technology, facilities updates and maintenance, appropriate class sizes, a budget that balances programmatic needs within fiscal parameters, staff development, a quality staff, and materials, supplies, and books.
5.1 Facilities updates and maintenance
5.2 Class size
5.3 Balanced budget
5.4 Alternate funding sources
Operationalizing the Mission, Student Learning Targets, and Strategic Priorities
It is the responsibility of the Board of School Directors, senior leaders, and District staff to operationalize the mission, student learning targets, and strategic priorities. This means that the mission, student learning targets and District goals will need to be clarified by operationally defining key words and describing summative and formative measures that will be used to monitor the movement of the District toward the achievement of the mission over time. The development of a written plan based on the district goals will insure that everyone in the District understands the critical processes, measures, targets, and initiatives that are necessary if the mission is to be accomplished.
The Board and District senior leaders will play key roles in communicating the mission and student learning targets to community members and District staff in order to gain consensus, support, and commitment. It will be the Board’s responsibility to monitor the deployment of the written plan and to frequently review progress made in achieving the student learning targets.
Mt. Lebanon Strategic Planning Process and Plan
Mt. Lebanon School District Strategic Plan PowerPoint presentation
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