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Current SWOT Analysis vs. LCPS Strategic Plan

Our Organizational Accomplishments in 2022-23

85% A-G UC/CSU system eligible; ~30% accepted into UC
Successful Launch of Dual Credit and Strong Workforce Program
Class of 24 - First class at Lodestar!

We became homeowners!
Purchased Lodestar Facilities for $29MM, including campus improvements funds

CAASPP Improvements in majority of our tested grades!
ELPAC and English Language Learners growth
Improvement and growth; not yet high performing.

Increasing Enrollment in Oakland
97% Unduplicated
14% SWD, 45% ELL, increase in unhoused students (~50 families)

Strong and sustainable Model - centering employee compensation
~$37MM organization - requires responsible budgeting and decisions
Received and implemented multiple state grants for community schools, college/career, and teacher pathways

250 Employees! Strong retention, promotion and new teammates!
Continued Investment in our Special Education, MTSS, Counseling (~50 FTE)
Stronger alignment of our teams!

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Current SWOT Analysis vs. LCPS Strategic Plan

Strengths	Weaknesses
Continuity of Leadership at LCPS and on Campuses - overall, we have a strong, diverse team with many organizational strengths Strong strategic plan (year 3 of 3) and aligned program infrastructure Consistent A-G / college outcomes - with increased investment of our college and career team Established facilities and financial strategy alongside multi-grant funding Aligned Board, Leadership, and Community Leadership -	Lack of consistent instructional focus and academic outcomes - both performance and growth - in our core content areas Variability of Academic program execution across our schools and classrooms, leading to inconsistent data Need for shared services and campus leadership systems precision in key areas (operational expenditures, data collection and leveraging our technology, managing student/family/staff experiences, communication and input decision making) A wide range of student, family, and staff experiences -
Opportunities	Threats
Continue to accelerate both academic growth and performance across all schools in preparation for charter renewals in 2025 (Lodestar), 2026 (LH HS), and 2027 (LH K-8) Meeting the multi-faceted needs of our new and returning students most impacted by the pandemic, especially our special education, ELL, McKinney Vento, and chronically absent students Enrollment Strategy - Filling our gaps through Family and Community Engagement vs. Oakland’s changing landscape Supporting our Teachers: Retention / Recruitment / Compensation / Development	Charter Renewals: We need to manage to three concrete areas - our academic data, our community impact, and managing to Oakland politics. OUSD Board: Currently, we may not have the votes for material revisions, renewal, and favorable charter policies. State Legislation - there were a few anti-charter bills that would may impacted our finances and facilities, renewals, data calculations; the uncertain state dashboard calculations and criteria that shapes charter renewal tiers. State funding, given the economic uncertainty, rising inflation and cost of living in Oakland

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	2021-22: Our Organizational Alignment Priorities and LCAP Goals	Our Objectives	Our LCPS Key Results / Annual Measurable Outcomes
QUALITY All Students, every day.	Priority #1: Educational Justice and Excellence: Dramatically improve the quality of our academic program, address disproportionate performance by student subgroups and achieve non-racialized outcomes of our academic program through System-Wide Tools and Processes and Teacher, Leader, and Staff Development.	1. Our students are learning, equipped with SEL skills and meeting performance targets to succeed in college.	In Grades 3-8, Meet 50% proficiency across CAASPP in ELA & Math; eliminate local and state variances by student sub groups. In Grade 11, Meet 50% proficiency across CAASPP in Math and 75% in ELA; eliminate local and state variances by student sub groups. 60% of Emerging Bilingual students advance at least one ELPI Level or maintain a Level 4.
QUALITY All Students, every day.		2. We grow and develop in the service of our students.	Iimprove yearly 1 full point from 2020-21 baseline on IPG (Instructional Practice Guide) implementation until meeting 3+ (out of 4).
CULTURE All Belong. All take responsibility for equity.	Priority #2: Culture of Shared Responsibility for Equitable Outcomes: Create a high performing team culture grounded in equitable outcomes and develop yearly Action Plans grounded in our Diversity, Equity, and Inclusion Pillars and Commitments and LCPS Board Resolution to Promote Equity and Anti-Racism and combat Anti-Blackness.	3. We create safe, inclusive, and equitable conditions and outcomes for all of our stakeholders.	Reduce suspension rates across all student groups to <2%, particularly our African American and SWD. Increase teacher and operational staff engagement to 70% on annual Q12 across all demographic groups. Retain 85% of effective teachers and staff (as measured by LCPS Framework for Transformational Teaching and end-of-year review) 50% of all new instructional/ leadership staff for 2022-23 SY identify as African American and Latinx
IMPACT All in. In Oakland.	Priority #3: Powerful Community Engagement: Build community, stronger relationships, and political presence in our Oakland Community, shared leadership and decision making with our students, families, and staff through effective decision making processes and formal structures, including School Site Councils (SSC/ELAC), and follow through on our material revision to serve our community’s students and families that qualify for McKinney Vento	4. We guarantee our commitment to Oakland children and families.	90% of all LCPS families participate in SLC, SSC/ELAC, Community Celebrations, and/or Family workshops 3x each year. Increase student retention year-over-year to 90% across sites and for all student groups, specifically our African American students.
	Priority #4: Strong and Sustainable Operational, Technology, and Financial Models: Ensure strong, sustainable support of LCPS schools, staff, and families.	5. Our students are at school and engaged every day.	Attain attendance of 96%+ at each school and across all student groups. Decrease chronic absenteeism by 2% yearly and meet goal of 5% or less.
		6. We have a sustainable financial model.	Enroll 100% of budgeted seats every day. Finish the year with a board-approved contribution to reserves.
	Priority #5: College and Career Readiness: Dramatically increase the number of College and Career ready students as measured by A-G completion, 4 year college acceptance, dual credit completion, and cohort college persistence/6 yr graduation rates.	7. Our students and graduates are college and career ready.	90% matriculation to 2 and 4 year colleges and universities for the class of 2023 by student subgroups 80% of students in all subgroups earn at least 6 units of college credit by graduation. Attain 90%+ A-G completion for all student subgroups.

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Carousel Walk

Number off by and stand by a poster with one of our score card areas
For each poster in your room (there are 4), respond using post-its or directly on the poster with ideas, wonderings, additional data and color commentary–discuss in your small group
4 min. Per poster then back to original poster
Share out: 1-2 big ideas/questions/ahas related to your poster’s goal area

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	2021-22: Our Organizational Alignment Priorities and LCAP Goals	Our Objectives	Our LCPS Key Results / Annual Measurable Outcomes
QUALITY All Students, every day.	Priority #1: Educational Justice and Excellence: Dramatically improve the quality of our academic program, address disproportionate performance by student subgroups and achieve non-racialized outcomes of our academic program through System-Wide Tools and Processes and Teacher, Leader, and Staff Development.	1. Our students are learning, equipped with SEL skills and meeting performance targets to succeed in college.	In Grades 3-8, Meet 50% proficiency across CAASPP in ELA & Math; eliminate local and state variances by student sub groups. In Grade 11, Meet 50% proficiency across CAASPP in Math and 75% in ELA; eliminate local and state variances by student sub groups. 60% of Emerging Bilingual students advance at least one ELPI Level or maintain a Level 4.
QUALITY All Students, every day.		2. We grow and develop in the service of our students.	Iimprove yearly 1 full point from 2020-21 baseline on IPG (Instructional Practice Guide) implementation until meeting 3+ (out of 4).

Improvement in ELA, but off from our goal of 50% proficiency

Lodestar: 13% to 19% proficiency
Lighthouse: 24% to 30% proficiency

Improvement at Lodestar; Flat at Lighthouse. Need a strong Math push!

Lodestar: 6% to 11% proficiency
Lighthouse: 15% to 15% proficiency

Area where we are closest to green/blue on the State dashboard

This was an area of growth across all three LEAs;
Will update official later once this becomes available

Our Instructional Reviews (last year with Instruction Partners)

This is an evaluation of instructional practice using the IPG (Instructional Practice Guide)

DRAFT / Unofficial Data

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	2021-22: Our Organizational Alignment Priorities and LCAP Goals	Our Objectives	Our LCPS Key Results / Annual Measurable Outcomes
CULTURE All Belong. All take responsibility for equity.	Priority #2: Culture of Shared Responsibility for Equitable Outcomes: Create a high performing team culture grounded in equitable outcomes and develop yearly Action Plans grounded in our Diversity, Equity, and Inclusion Pillars and Commitments and LCPS Board Resolution to Promote Equity and Anti-Racism and combat Anti-Blackness.	3. We create safe, inclusive, and equitable conditions and outcomes for all of our stakeholders.	Reduce suspension rates across all student groups to <2%, particularly our African American and SWD. Increase teacher and operational staff engagement to 70% on annual Q12 across all demographic groups. Retain 85% of effective teachers and staff (as measured by LCPS Framework for Transformational Teaching and end-of-year review) 50% of all new instructional/ leadership staff for 2022-23 SY identify as African American and Latinx

This is an area where historically, we have had disproportionality with our African American and Special Education students

2.4% overall at LCPS.
LS HS - 5.4%
LS MS - 3.3%
LH HS - 2.8%
LS Elem - 2.2%
LH MS - .8%
LH Elem - .6%

Overall 3.9 (out of 5) on scaled response given late fall/early winter. (~60% engaged)

LH 6-12 - 3.9
LH K-5 - 4.1
LH Ops - 4.1
Lodestar 6-12 - 3.8
Lodestar K-5 - 3.6
Lodestar Ops - 3.4
Share Services - 4.0

This has been a bit of a moving target, with where we ended the year, and where we are today.

This data will be updated at the start of the year.
~70% range

This is an area of strength

Currently, ~85% of employees are people of color.
This data will be updated at the start of the year.

DRAFT / Unofficial Data

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	2022-23: Our Organizational Alignment Priorities and LCAP Goals	Our Objectives	Our LCPS Key Results / Annual Measurable Outcomes
IMPACT All in. In Oakland.	Priority #3: Powerful Community Engagement: Build community, stronger relationships, and political presence in our Oakland Community, shared leadership and decision making with our students, families, and staff through effective decision making processes and formal structures, including School Site Councils (SSC/ELAC), and follow through on our material revision to serve our community’s students and families that qualify for McKinney Vento	4. We guarantee our commitment to Oakland children and families.	90% of all LCPS families participate in SLC, SSC/ELAC, Community Celebrations, and/or Family workshops 3x each year. Increase student retention year-over-year to 90% across sites and for all student groups, specifically our African American students.
IMPACT All in. In Oakland.	Priority #4: Strong and Sustainable Operational, Technology, and Financial Models: Ensure strong, sustainable support of LCPS schools, staff, and families.	5. Our students are at school and engaged every day.	Attain attendance of 96%+ at each school and across all student groups. Decrease chronic absenteeism by 2% yearly and meet goal of 5% or less.

We did not build strong systems around SSC, ELAC, family workshops.

However, our SLC attendance and participation has been strong.

At the end of the year, our Intent to Return hovered around 97%

There have been some grade level gaps where we have seen some summer shifts
This data will be updated at the beginning of the year

Our attendance was 90.6%at the end of the year, short of pre-pandemic goal of 96%

LH MS - 92.7%
LS MS - 91.6%
LH Elem - 90.6
LH HS - 90.5
LS Elem - 89.7
LS HS - 88.9

33.4% of our students are Chronically Absent. (absent more than 10% of total days; ~18 days absent)

LH MS - 22.8%
LS MS - 28.2%
LH HS - 31.9%
LH Elem - 34.1%
LS HS - 39.5%
LS Elem - 43.2%

DRAFT / Unofficial Data

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	2022-23: Our Organizational Alignment Priorities and LCAP Goals	Our Objectives	Our LCPS Key Results / Annual Measurable Outcomes
IMPACT All in. In Oakland.	Priority #4: Strong and Sustainable Operational, Technology, and Financial Models: Ensure strong, sustainable support of LCPS schools, staff, and families.	6. We have a sustainable financial model.	Enroll 100% of budgeted seats every day. Finish the year with a board-approved contribution to reserves.
IMPACT All in. In Oakland.	Priority #5: College and Career Readiness: Dramatically increase the number of College and Career ready students as measured by A-G completion, 4 year college acceptance, dual credit completion, and cohort college persistence/6 yr graduation rates.	7. Our students and graduates are college and career ready.	90% matriculation to 2 and 4 year colleges and universities for the class of 2023 by student subgroups 80% of students in all subgroups earn at least 6 units of college credit by graduation. Attain 90%+ A-G completion for all student subgroups.

We finished the year at 1560 students (goal was 1600)

97.5% of goal
We are budgeting next year at 1620; currently at 1586 officially registered / 1634 “Yes”

Finished with net positive contribution

Still “closing the books” on the school year; audit process
Facilities strategy, enrollment + attendance allowed us to finish in a strong financial position

This has been a consistent area of strength

Will verify through national clearinghouse data later in the school year

Area where we are closest to green/blue on the State dashboard (CCI Indicator)

Data TBD; in 2022, half of our students graduated with college credit. 2 college course credit is a CCI criteria

Overall, this year we were ~85% A-G

Data TBD
This is an area where we want to build stronger tools for each high school grade.

DRAFT / Unofficial Data

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Individual SWOT reflection (5 min)

From your vantage point (your role, your site, your time in the org, your experience in other organizations) what stands out as our SWOT organizationally AND within your functional area/role/site?
Fill in your individual SWOT template and be prepared to share out with your team

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Your Role / Team SWOT

Strengths	Weaknesses

Opportunities	Threats

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