LCPS Strategic Plan Updates

SY 2024-25

UNOFFICIAL ELA Proficiency and Scale Score on CAASSP 2025 (6/4/2025)

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Lighthouse

UNOFFICIAL ELA Proficiency and Scale Score on CAASSP 2025 (6/4/2025)

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Lodestar

UNOFFICIAL MATH Proficiency and Scale Score on CAASSP 2025 (6/4/2025)

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Lighthouse

UNOFFICIAL Math Proficiency and Scale Score on CAASSP 2025 (6/4/2025)

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Lodestar

Academic Committee - 6/3/2024

Board of Directors- 6/4/24

Look Ahead to July

Additional Work Happening that will inform the July Board Updates

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• Academic Retreat Bellwether
• Site Leader Retreats for Roles and Responsibilities
• Build site K-12 team capacity
• Arch of year - Academic operations of the SP by Season
• Educlimber Launch

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Strategic Plan Update for LCPS Academic Committee

Update on Strategic Priorities - Executive Summary

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Student Assessment Data: AimswebPlus

54% of 2nd Grade above the 25th percentile with Lighthouse exceeding the 6% growth goal carrying Lodestar which had an annual decrease in proficiency. 46% of all tested K-2 students above the 25th percentile meeting our SY-25-26 goal

Impact Measure: 85% of 2nd grade students are in the 26th percentile or higher on the Oral Reading Fluency (ORF) portion of AimsWeb (equivalent to 6% growth annually off of 2024 baseline)

Areas of Strength

• Lighthouse Ufli pilot
• Aligning Tier 1-3 curriculum

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Areas for Growth

• Lodestar Early Literacy Coaching
• Tier 1 Core Phonics Instruction (Whole Group & Differentiated)
• Kindergarten lowest data across the org

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Student Assessment Data: AimswebPlus

During July and Summer Planning Principals will have a chance to review the data and use the data to inform coaching and answer consider questions like

• Which student groups (SPED, EL, RFEP, by gender) grew the most? Or the least?
• How can we improve instruction for those student groups?
• What teachers will need intensive data monitoring and support throughout the first Semester?
• How will we communicate data measures of success daily, monthly, and quarterly to teachers?

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Lodestar combo class was an area of growth will be moving to self contained; Rising K will have 18 who will need remediation.

In July and August we will be updating the EL Master plan This will increase reclassification opportunities for students who have scored a 4 on the ELPAC.

Why: The EL Master plan was last updated in 2021-2022 therefore is has outdated information, and as our EL population increased and FPM regulations changed there are new sections needed to be added to the Plan such as:

• NWEA scores as a reclassification criteria
• Designated ELD curriculum and schedules
• Newcomer Plan
• Academic Progress Monitoring for RFEP, At risk LTEL’s and Long Term LTEL’s

This updated plan will be shared for Board Approval in August.

EL Master Plan

Ufli

(K-2 Phonics)

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• K-2 Phonics Vision
• WIN Block Roles & Responsibilities

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SummitK12

(Designated ELD K-G5)

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• Designated ELD Vision
• WIN Block Roles & Responsibilities
• WIN BLOCK FOI

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Eureka2

(G3-G5)

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• Math Vision
• Math FOI
• Math Coaching Guide

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Bridges and Get Ready

(Designated ELD G6-8)

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• Designated ELD Vision
• ELD FOI

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IM

(G6-G11)

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• Math Vision
• Math FOI
• Math Coaching Guide

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Curriculum Adoption

Strategic Priority #1 (Initiative 1B, 1C, and 1D) - We will focus on content specific instructional visions, ensure consistent and aligned classroom practices, and improve our leadership team’s systems of support and accountability.

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Curriculum Adoption K-5

Strategic Priority #1 (Initiative 1B, 1C, and 1D) - We will focus on content specific instructional visions, ensure consistent and aligned classroom practices, and improve our leadership team’s systems of support and accountability.

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Introducing the Buoy: Initiative 1D Work Plan

LCAP & Long Term Goals

Short Term Goals and Measures

Staff Objective

Coherent

Theory of Action

Reflection as you explore an example Initiative Arc of the Year

What questions do you have?

What would you change about the details in the Objective, metric for success & data?

Academic Committee Meeting Dates SY 25-26

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2025-26 Strategic Priority #1: Timeline Overview

Month to Month - where we are headed!

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2025-26 Strategic Priority #1: Timeline Overview

Month to Month - where we are headed!

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LCPS Strategic Plan Update - 2024-25

May 7, 2025

• Charter Renewal Preparation: Lodestar Spotlight Presentation for OUSD Charter Matters Committee

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Strategic Plan Update for LCPS Board of Directors - 4.9.25

Charter Renewal for Lodestar - Analysis and Next Steps

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Dr. Baldridge, Lodestar Head of School, and Erin Wesseldine, Senior Director of Special Edcuation and Specialized Programs, and Lodestar Parents hosting OUSD Board President Jennifer Brouhard

LODESTAR TK-12

OUSD Charter Matters Committee - April 24, 2025

Rich Harrison, CEO and Dr. Baldridge, Head of School

“I hope that he thrives in school and goes further than me. I want him to go to college, finish, and get to be what he wants to be.”

Kayla, Lodestar Parent of Julian, Class of 2031

The Lodestar Class of 2024

Lodestar offers a seamless TK-12th grade education in East Oakland that promises college and career readiness for all students

Lodestar: A Lighthouse Community Public School

Our Mission and Values

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Our mission is to prepare students for college and a career of their choice.

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Lodestar graduates are lifelong changemakers who realize their unique vision — rooted in their identity, knowledge, and skills — to create equity in their own lives and in the community, leading to a healthier, more joyful world.

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LCPS graduates low income students of color from college at 4x the national average.

TK-12 Community School Rooted in East Oakland

89% of students from East Oakland. 53% from 94603 Zip Code.

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98%

734

17%

47%

Students enrolled TK-12

Unduplicated

Special Education

English Language Learners

12%

4%

African American Students

Unhoused Students

84%

8%

Latino/a Students

Newcomer Students

Lodestar: A Lighthouse Community Public School

Renewal Tier and Progress Since Last Renewal

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Charter Renewal Tier in 2020

Lodestar was in the Low Track!

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OUSD Board approved 2 year renewal + 2 years of pandemic renewal relief

Charter Renewal Tier for 2025-26

Lodestar now in the Middle Track!

Lodestar: A Lighthouse Community Public School

Investing in and Sustaining our Community Schools Model

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Lodestar: LCPS

Dashboard and CORE Data - Strengths

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CCI

Math

• Orange Indicator on State Dashboard
• Overall consistent growth on CORE Dashboard

• Alignment of A-G, Workforce Grants, Dual Credit and Career Pathways.
• 75% College and Career Ready on State Dashboard

SPED

Staff

• 93% Staff retention
• 60% staff “engaged” which is 2x national average K-12 employees

• Significant Growth - 107 students with disabilities (289 total at LCPS) including a 2x increase in mod-severe enhanced inclusion
• 51 new students enrolled with IEP across LCPS this year; 10 with extensive support needs

Disability Type by Percentage (24-25)

Lodestar: A Lighthouse Community Public School

Dashboard and CORE Data - Areas for Growth

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ELA

ELD

• Inconsistent on ELPI Indicator on State Dashboard - Green in 2023; Red in 2024
• RFEP rates and LTEL performance is strong; Increase in newcomers joining our program

• Investment in early literacy with TK launch this year!
• Uneven growth in Elementary, Middle, and High school on CORE Dashboard

Chronic Absenteeism

Grade-Level Enrollment

• Enrollment Growth - 653 students in 2020; 734 today; 773 projected in 2025-26
• Pockets of lower enrollment in K-2, 6th, 10th, and 12th grade

• Yellow indicators in 2023 and 2024; Slight improvement this year; Partnership with ONGB

Lodestar: A Lighthouse Community Public School

Strengthening Multi-Generational Opportunities

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Lodestar Pathways:

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• Currently, 100% of students are enrolled in our Media Arts Pathway;
• 84% of the Class of 2024 were CTE Pathway completers .

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• Four year sequence -
• Intro to Media Arts (9th)
• Film/Video Production (10th)
• Documentary Filmmaking (11)
• Advanced Media Arts (12)

• New in 2025-26 and beyond - Health Pathway funded by Golden State Pathway Program and Strong Workforce grants

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Lodestar: A Lighthouse Community Public School

Strengthening Multi-Generational Opportunities

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College and Career Readiness:

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• A-G rate for our Seniors is 94%; and 84% were accepted into a 4-year college

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• 50% of our Seniors will graduate with college credit; 52% of our Juniors have already earned college credit.

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• Dual Credit pass rates are 95%+

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Lodestar: A Lighthouse Community Public School

A Model Community School

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Partnerships that Drive our Community School Model in East Oakland:

• Multi-Tiered Systems of Support for Students
• Integrated, proactive, and equitable frameworks that meet the diverse needs of all learners
• Family Engagement in Partnership + Student Voice, Agency, and Enrichment

Interested in where students are headed next fall?

Come to Declaration Day!

LCPS Strategic Plan Update - 2024-25

April 9, 2025

• Charter Renewal Tiers: analysis and next steps for three LCPS LEAs

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Strategic Plan Update for LCPS Board of Directors - 4.9.25

Charter Renewal Tiers - Analysis and Next Steps

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Strategic Plan Update for LCPS Board of Directors - 4.9.25

Charter Renewal Tiers - Alignment to LCPS Impact and Implementation Goals

Strategic Plan Update for LCPS Board of Directors - 4.9.25

Charter Renewal Tiers - Alignment to LCPS Impact and Implementation Goals

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Strategic Priority #1

All students deeply engage in high-quality curriculum and learning experiences, every day

Initiative 1B:

Our teachers, leaders, and families are united in a vision for academic excellence for all students in all classrooms

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Priority #1 Implementation Goals

• 90% of teachers effectively implement curriculum (Crew + content) with fidelity as measured by a classroom walkthrough tool (1A)
• X% of students per grade are meeting/exceeding standards on CAASSP interims for Math (1B, 1C, 1D); varies by grade
• 80% of students demonstrate scale score improvement (50 points+) on interims for ELA and Math (1B, 1C, 1D)
• 90% of teachers are effective relative to target indicators in Domain 1 and 2; 70% in Domain 3, 4, and 5 for Q1, Q2, Q4 and Q4 as measured by instructional excellence rubric (TDEF/LDEF) (1B, 1C, 1D)

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Initiative 1C:

Our teachers leverage research-based, content-specific instructional visions & aligned practices

Initiative 1D:

Our teachers authentically internalize high-quality instructional materials daily & our leaders ensure equity in student experiences across all classrooms through systems of support & accountability

Initiative 1A:

Our team will create an environment in which all feel safe, respected, and bring their authentic selves through consistent implementation of the Crew framework

Strategic Plan Update for LCPS Board of Directors - 4.9.25

Charter Renewal Tiers - High Level Explanation

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AB 1505 Charter Renewal Data Calculation

How is charter renewal data calculated under AB 1505 for Criteria 1? And how did our three charters perform under this calculation?

Criteria 1: State Dashboard Indicators

• The CA School Dashboard indicators for the past two years are analyzed
• If all indicators that year are green/blue - “high” rating
• If all indicators that year are orange/red - “low” rating
• Otherwise, the charter receives a “middle” rating and evaluates Criteria 2a and 2b
• If the charter has two “high” ratings, they are classified as a “high” ranking charter
• If the charter has two “low” ratings, they are classified as a “low” ranking charter
• All three LCPS charters received a “Middle” rating due to their CA Dashboard Indicators.

State Dashboard Indicators

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• CAASPP �English Language Arts�
• CAASPP �Math�
• Suspensions�
• English Learning Progress�
• Chronic Absenteeism �(K-8 only)

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• Graduation rate �(HS only)

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• College & Career Index �(HS only)

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Strategic Plan Update for LCPS Board of Directors - 4.9.25

Charter Renewal Tiers - Alignment to LCPS Impact and Implementation Goals

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AB 1505 Charter Renewal Data Calculation

How is charter renewal data calculated under AB 1505 for Criteria 2a and 2b? And how did our three charters perform under this calculation?

Criteria 2a: Overall Academic performance

Criteria 2b: Subgroup Academic performance

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• CAASPP (SBAC), EL progress (ELPAC), and CCI data (College and Career Indicators) is analyzed for the past two years
• 2a: If all of the overall academic indicators are above state averages, the school receives a “high” rating (same for “low”, any other combination = “middle”)
• 2b: If the majority of subgroup academic indicators for each indicator (ELA, Math, EL, CCI) are above state averages, the school receives a “high” rating (same for low)
• Any combination of “high” and “low” indicator ratings is a “middle” rating
• If a school receives “high” ratings on 2a and 2b for both years, the school receives a “high” rating - same for low ratings
• Any combination of “high” and “low” is a “middle” rating
• All three LCPS charters received a “Middle” rating due to their CA Dashboard Indicators.

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Lodestar TK-12 Data Summary - Middle Track

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Lighthouse K-8 Data Summary - Middle Track

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Lighthouse 9-12 Data Summary - Middle Track

LCPS Strategic Plan Update - 2024-25

March 5, 2025

• Interim Assessment (ICA) and CAASSP Readiness
• AimsWeb Plus (K-2 Reading) Update
• Identified Trends in ELD students / ELPI Indicator

Strategic Plan Update for LCPS Board of Directors - 3.5.25

Update on Strategic Priorities - Executive Summary

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Strategic Plan Update for LCPS Board of Directors - 3.5.25

Update on Strategic Priorities - Executive Summary

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Action Plan to Address Key Gap Areas

Weekly Collaborative Data & Action Meetings

Principals and AP’s of Instruction alongside teachers in 1 collaborative meeting per week will look at students work aligned to grade level, plan and revise teaching to address student needs.

1.

Students Data Talks: SEA Wednesday will be utilized for students to see their SBAC scores, revise ICA or complete a new practice assessment and set goals to be share with parents at March SLC’s

2.

Looking Ahead to the SY25-26

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1. Utilizing March CREW, Math Walkthrough & Literacy Data to audit Teaching practices in service of adjusting Coaching, PD and other systems to support improved coherence.

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2. Leveraging best teaching practices to refine Curriculum Maps to address the most essential content aligned to power standards and providing resources to high quality curricular materials

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3. Aligning unit and end of unit assessments adopting Performance Matters Platform and Schoology across K-8

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SBAC CRESCENDO “Game Plan”

The purpose of this document is to

• ensure all Leaders develop aligned plans for preparing staff and students for SBAC in cycle 6.
• clarify leader expectations, actions, and mindsets, fostering clear communication and alignment within teams. The goal is to establish a culture that prioritizes and reflects a strong commitment to SBAC testing success.

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SBAC Game on Plan

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March 5, 2025

Appendix:

• From All Org Presentation on January 6 to kick of 2nd Semester

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LCPS ICA Results

February, 2025

ELA Scale Score Analysis

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Lighthouse

ELA Scale Score Analysis

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Lodestar

Math Scale Score Analysis

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Lighthouse

Math Scale Score Analysis

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Lodestar

Grade Level Scale Score Growth from Spring 2024 to Winter 2025

What would the state classify our Elementary ELA based on our data?

LS G4 ELA Ch+32 DFS -82

LS G5 ELA Ch+ +28 DFS -108

LH G3 ELA Ch +39; DFS -54

LS G3 ELA Ch+32 DFS -54

LH G4 ELA Ch -32; DFS -116

LH G5 ELA Ch -62; DFS -108

LS G4 ELA Ch+32 DFS -82

LS G5 ELA Ch+ +28 DFS -108

Grade Level Scale Score Growth from Spring 2024 to Winter 2025

What would the state classify our school in Elementary Math based on our data?

Grade & School

LH G3 Math Ch +40; DFS -42

LH G4 Math Ch -2; DFS -99

LS G3 Math Ch +1 DFS -45

LS G4 Math Ch +8 DFS -82

LS G5 Math Ch+44 DFS -96

LH G5 ELA Ch -25; DFS -116

Grade Level Scale Score Growth from Spring 2024 to Winter 2025

What would the state classify Middle School in ELA based on our data?

LS 7 ELA Ch -35; DFS -81

LH 7 ELA Ch -25; DFS -94

LH 6 ELA Ch +18; DFS -71

LH 8 ELA Ch -15; DFS -96

LS 8 ELA Ch +63; DFS -37

LS 6 ELA Ch +13; DFS -139

Grade Level Scale Score Growth from Spring 2024 to Winter 2025

What would the state classify Middle School in Math based on our data?

Grade & School

LS 8 Math Ch +96; DFS -37

LH 8 Math Ch +33; DFS -115

LH 6 Math Ch. +20; DFS -89

LS 6 Math Ch -9 DFS -137

LH 7 Math Ch. -22; DFS -119

LS 7 Math Ch -37; DFS -89

Grade Level Scale Score Growth from Spring 2024 to Winter 2025

What would the state classify High School in ELA based on our data?

LH 11 ELA

Ch +6; DFS -37

LS 11 ELA

Ch -15; DFS -51

Grade Level Scale Score Growth from Spring 2024 to Winter 2025

What would the state classify our schools High Schools in Math based on our data?

LH 11 Math

Ch +88; DFS -63

LS 11 Math

Ch +24; DFS -109

LCPS ELD Level Data

LCPS ELD Levels by Year

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Summary

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• Level 1 students have doubled since 21-22

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• Reclassified 202 students since 2021

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• Less level 4s eligible for reclassification

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LCPS ELD Levels by Year

LCPS ELD Levels by Year

The number of EL students in this graph represents students who had at least two consecutive years of data to measure for ELPAC

AimswebPlus LCPS

Winter 24-25 Data

AimswebPlus Strategic Plan Update

Impact Measure: 85% of 2nd grade students are in the 26th percentile or higher on the Oral Reading Fluency (ORF) portion of AimsWeb (equivalent to 6% growth annually off of 2024 baseline)

Network K-G2 Impact Update: Progress Made, Challenges Remain

Across the network we have had a 3.7% increase although we are off track to meet our goal in service of our impact metric While Lighthouse is on track to meet this year’s growth goals. Lodestar with a long term sub this fall at in G2 a dramatic decrease was seen in students above the 25% percentile.

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AimswebPlus Student Growth View

Lighthouse Strengthens Interventions; Lodestar Focuses on Tier 1 Instruction

Lighthouse Intervention is an area of focus to continue to decrease students in the 1st-10th %. While at Lodestar Tier 1 on grade level instruction continues to be an area of significant concern.

LCPS Strategic Plan Update - 2024-25

February 5, 2025

• Mid-Year LCAP and Budget Review for Parents
• Bellwether Phase 2 Strategic Plan

Strategic Plan Update for LCPS Board of Directors - 2.5.25

Review of our 4 Year IMPACT Goals - MID YEAR LCAP Update

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Strategic Plan Update for LCPS Board of Directors - 2.5.25

Review of our Strategic Priorities - MID YEAR LCAP Update

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Strategic Priority #1

All students deeply engage in high-quality curriculum and learning experiences, every day

Initiative 1B:

Our teachers, leaders, and families are united in a vision for academic excellence for all students in all classrooms

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Priority #1 Implementation Goals

• 90% of teachers effectively implement curriculum (Crew + content) with fidelity as measured by a classroom walkthrough tool (1A)
• X% of students per grade are meeting/exceeding standards on CAASSP interims for Math (1B, 1C, 1D); varies by grade
• 80% of students demonstrate scale score improvement (50 points+) on interims for ELA and Math (1B, 1C, 1D)
• 90% of teachers are effective relative to target indicators in Domain 1 and 2; 70% in Domain 3, 4, and 5 for Q1, Q2, Q4 and Q4 as measured by instructional excellence rubric (TDEF/LDEF) (1B, 1C, 1D)

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Initiative 1C:

Our teachers leverage research-based, content-specific instructional visions & aligned practices

Initiative 1D:

Our teachers authentically internalize high-quality instructional materials daily & our leaders ensure equity in student experiences across all classrooms through systems of support & accountability

Initiative 1A:

Our team will create an environment in which all feel safe, respected, and bring their authentic selves through consistent implementation of the Crew framework

Strategic Plan Update for LCPS Board of Directors - 2.5.25

Update on Strategic Priority 1 - MID YEAR LCAP Update

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Initiative 1B:

Our teachers, leaders, and families are united in a vision for academic excellence for all students in all classrooms

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Initiative 1D:

Our teachers authentically internalize high-quality instructional materials daily & our leaders ensure equity in student experiences across all classrooms through systems of support & accountability

Initiative 1: Implementation Goal 2

X% of students per grade are meeting/exceeding standards on CAASSP interims for ELA and Math (1B, 1C, 1D); varies by grade

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Initiative 1: Implementation Goal 3

80% of students demonstrate scale score improvement (50 points+) on interims for ELA and Math (1B, 1C, 1D)

Initiative 1: Implementation Goal 4

90% of teachers are effective relative to target indicators in Domain 1 and 2; 70% in Domain 3, 4, and 5 for Q1, Q2, Q4 and Q4 as measured by instructional excellence rubric (TDEF/LDEF) (1B, 1C,,1D)

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Initiative Started; Going well: Implementation Goal Met / Meeting

Initiative Started; Going OK; Minor Challenges; Implementation Goal Progress

Initiative Started; Behind Schedule; Challenges / Delay; Implementation Goal Not Met / Not Meeting

KEY:

Domain 1 and 2: 75% (not meeting)

Domain 3, 4, and 5: 41% (not meeting)

Overall (as of Nov) / Update in March after Feb Interims

ELA : 55% (not meeting)

Math: 45% (not meeting)

Overall (as of Nov) / Update in March after Feb Interims

ELA : 21.5% (flat)

Math: 22% (+6%)

• Shared walkthroughs, regular feedback grounded in our TDEF, and data protocols help align instructional vision and expectations.
• Need to improve frequent common aligned assessments and grading practices, with stronger communication with parents.

• K-8 ELA EL Education (curriculum) Modules Internalization PD series began this cycle
• Need more content & curriculum specific support for teachers and leaders.

Strategic Priority 1A, 1B, 1C Update

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Walkthrough Data Shows Growth in Domains 1 & 2, While Learning and Engagement Remain Key Areas for Improvement

Began Tracking for Domain 3

Began Tracking for Domain 4

71%

77%

52%

31%

TDEF Walkthrough Tracker

TDEF Walkthrough Tracker

Strategic Plan Update for LCPS Board of Directors - 2.5.25

Review of our Strategic Priorities - MID YEAR LCAP Update

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Strategic Priority #2

Students, families, community partners, and staff collectively contribute to a thriving community school

through shared power, voice, and trust

Initiative 2A:

Our leaders codify a collaborative leadership approach with a clear network model, meeting structure, and inclusive decision-making process

Priority #2 Implementation Goals

• 85% staff agree that decision-making process is done in a timely and inclusive manner as measured by a biannual staff survey (2a)
• 90%+ of staff participate in LCPS biannual survey and 75% agree that communication is timely and inclusive (2a, 2b)
• 50 families participate in decision making groups (ELAC, SSC) per school (2c)
• 90% of students return to LCPS YoY as measured by annual student retention data (2c)
• 80% of students/families who have received services from community partners agree the support was effective (2d)

Initiative 2B:

Our leaders establish a timely and inclusive communications strategy that empowers diverse stakeholders and leads to collective action

Initiative 2C:

Our students and families experience multiple and varied opportunities to shape key decisions and see evidence that their voice is heard and valued

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Initiative 2D:

Our community partners provide services and supports, and opportunities aligned to the needs of our students and families

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Strategic Plan Update for LCPS Board of Directors - 2.5.25

Update on Strategic Priority 2 - MID YEAR LCAP Update

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Initiative 2A:

Our leaders codify a collaborative leadership approach with a clear network model, meeting structure, and inclusive decision-making process

Initiative 2B:

Our leaders establish a timely and inclusive communications strategy that empowers diverse stakeholders and leads to collective action

Initiative 2C:

Our students and families experience multiple and varied opportunities to shape key decisions and see evidence that their voice is heard and valued

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Initiative Started; Going well: Implementation Goal Met / Meeting

Initiative Started; Going OK; Minor Challenges; Implementation Goal Progress

Initiative Started; Behind Schedule; Challenges / Delay; Implementation Goal Not Met / Not Meeting

Initiative 2 :Implementation Goal 1

85% staff agree that decision-making process is done in a timely and inclusive manner as measured by a biannual staff survey (2a)

90%+ of staff participate in LCPS biannual survey and 75% agree that communication is timely and inclusive (2a, 2b)

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Initiative 2: Implementation Goal 2

50 families participate in decision making groups (ELAC, SSC) per school (2c)

Initiative 2: Implementation Goal 3

90% of students return to LCPS YoY as measured by annual student retention data (2c)

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KEY:

LCPS adopted the RAPID framework (Bain Consulting) as their decision making framework, and has socialized this across leaders team and staff.

LCPS has structured and strengthened its staff memos on each campus/school and from the organization, alongside in-person collective messaging and calls for action

Families: We have increased participation thru PAC, Coffee Tuesday, and Lit for Literacy (FIA)

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Student opportunities have not been fully developed

Intent to Return: 97.9% (meeting)

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Family Participation: met/meeting

Decision-Making: 87% (met)

Communication: 92% (met)

Participation: 82% (not met)

Strategic Plan Update for LCPS Board of Directors - 2.5.25

Review of our Strategic Priorities - MID YEAR LCAP Update

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Strategic Priority #3

All staff members experience the clear, coherent, and world-class professional development and coaching they deserve

Initiative 3A:

Our team is unified in a clear and coherent purpose and theory of action for professional development and coaching structures

Priority #3 Implementation Goals

• X% of teachers and instructional leaders are rated skillful or higher on the TDEF / LDEF, respectively (3a, 3b, 3c)
• 90% of staff participate in 90% of PD structures (PD, PLCs, coaching, etc.) (3b, 3c)
• 85% of staff agree each PD structure (PD, PLCs, coaching, etc.) is effective and purposeful in driving academic progress as measured by biannual staff survey (3b)
• 80% of coaches and managers are effective as measured by a coaching rubric or the People Management domain of the Leader Effectiveness tool (3d)

Initiative 3B:

Our team experiences professional development aligns to our organizational priorities and honors the diverse needs of our team

Initiative 3C:

Our team participates in a clear and consistent org-wide coaching structure that balances coaching capacity with development needs

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Initiative 3D:

Our team experiences high quality coaching through research-based coaching protocols and emerging technologies to develop and sustain educators

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Strategic Plan Update for LCPS Board of Directors - 2.5.25

Update on Strategic Priority 3 - MID YEAR LCAP Update

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Initiative Started; Going well: Implementation Goal Met / Meeting

Initiative Started; Going OK; Minor Challenges; Implementation Goal Progress

Initiative Started; Behind Schedule; Challenges / Delay; Implementation Goal Not Met / Not Meeting

Initiative 3A:

Our team is unified in a clear and coherent purpose and theory of action for professional development and coaching structures

Initiative 3B:

Our team experiences professional development aligns to our organizational priorities and honors the diverse needs of our team

Initiative 3: Implementation Goal 2

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90% of staff participate in 90% of PD structures (PD, PLCs, coaching, etc.) (3b, 3c)

Initiative 3: Implementation Goal 3

85% of staff agree each PD structure (PD, PLCs, coaching, etc.) is effective and purposeful in driving academic progress as measured by biannual staff survey (3b)

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KEY:

Opportunity to Grow: 80% (met)

Supportive Instructional PD: 78% (not met)

Supportive PD (other staff): 85% (not met)

Manager Check in / Progress: 90% (met)

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Participation in PD structures: met

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• Not yet articulated an org-wide theory of action for PD and leaders lacked clarity around who leads this initiative.
• Accountable/responsible now identified and poised to build out Theory of Action..

• Team collaborations (grade level, department, Starlight) are viewed as effective..
• Wednesday whole staff PD was viewed by some staff as not meeting diverse needs.

NEW Strategic Plan Priority #3 Indicator: TEACHER PD

From all-org winter survey

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This question has never been administered before and is intended to provide more granular data on Strategic Priority #3 implementation goals and perceptions of PD structure efficacy for teaching staff.

Winter LCAP Update and Budget Overview for Parents - 2.5.25

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LCPS Strategic Plan Update - 2024-25

January 15, 2025

Strategic Plan Update for LCPS Board of Directors - 1.15.24

Update on Strategic Priorities - Executive Summary

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Strategic Plan Update for LCPS Board of Directors - 1.15.24

Update on Strategic Priority 1 - Dashboard

Strategic Priority #1

All students deeply engage in high-quality curriculum and learning experiences, every day

Initiative 1B:

Our teachers, leaders, and families are united in a vision for academic excellence for all students in all classrooms

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Initiative 1C:

Our teachers leverage research-based, content-specific instructional visions & aligned practices

Initiative 1D:

Our teachers authentically internalize high-quality instructional materials daily & our leaders ensure equity in student experiences across all classrooms through systems of support & accountability

Initiative 1A:

Our team will create an environment in which all feel safe, respected, and bring their authentic selves through consistent implementation of the Crew framework

Initiative 1: Implementation Goal 2

X% of students per grade are meeting/exceeding standards on CAASSP interims for Math (1B, 1C, 1D); varies by grade

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Initiative 1: Implementation Goal 3

80% of students demonstrate scale score improvement (50 points+) on interims for ELA and Math (1B, 1C, 1D)

Initiative 1: Implementation Goal 4

90% of teachers are effective relative to target indicators in Domain 1 and 2; 70% in Domain 3, 4, and 5 for Q1, Q2, Q4 and Q4 as measured by instructional excellence rubric (TDEF/LDEF) (1B, 1C,,1D)

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Initiative 1: Implementation Goal 1

90% of teachers effectively implement curriculum (Crew + content) with fidelity as measured by a classroom walkthrough tool (1A)

Initiative Started; Going well: Implementation Goal Met / Meeting

Initiative Started; Going OK; Minor Challenges; Implementation Goal Progress

Initiative Started; Behind Schedule; Challenges / Delay; Implementation Goal Not Met / Not Meeting

Initiative Not Yet Started per timeline; Implementation Goal Not Yet Measured

Strategic Plan Update for LCPS Board of Directors - 1.15.24

Update on Strategic Priority 2 - Dashboard

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Strategic Priority #2

Students, families, community partners, and staff collectively contribute to a thriving community school

through shared power, voice, and trust

Initiative 2A:

Our leaders codify a collaborative leadership approach with a clear network model, meeting structure, and inclusive decision-making process

Initiative 2B:

Our leaders establish a timely and inclusive communications strategy that empowers diverse stakeholders and leads to collective action

Initiative 2C:

Our students and families experience multiple and varied opportunities to shape key decisions and see evidence that their voice is heard and valued

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Initiative 2D:

Our community partners provide services and supports, and opportunities aligned to the needs of our students and families

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Initiative 2 :Implementation Goal 1

85% staff agree that decision-making process is done in a timely and inclusive manner as measured by a biannual staff survey (2a)

90%+ of staff participate in LCPS biannual survey and 75% agree that communication is timely and inclusive (2a, 2b)

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Initiative 2: Implementation Goal 2

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50 families participate in decision making groups (ELAC, SSC) per school (2c)

Initiative 2: Implementation Goal 3

90% of students return to LCPS YoY as measured by annual student retention data (2c)

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Initiative 2: mplementation Goal 4

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80% of students/families who have received services from community partners agree the support was effective (2d)

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Initiative Started; Going well: Implementation Goal Met / Meeting

Initiative Started; Going OK; Minor Challenges; Implementation Goal Progress

Initiative Started; Behind Schedule; Challenges / Delay; Implementation Goal Not Met / Not Meeting

Initiative Not Yet Started per timeline; Implementation Goal Not Yet Measured

Strategic Plan Update for LCPS Board of Directors - 1.15.24

Update on Strategic Priority 3 - Dashboard

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Strategic Priority #3

All staff members experience the clear, coherent, and world-class professional development and coaching they deserve

Initiative 3A:

Our team is unified in a clear and coherent purpose and theory of action for professional development and coaching structures

Initiative 3B:

Our team experiences professional development aligns to our organizational priorities and honors the diverse needs of our team

Initiative 3C:

Our team participates in a clear and consistent org-wide coaching structure that balances coaching capacity with development needs

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Initiative 3D:

Our team experiences high quality coaching through research-based coaching protocols and emerging technologies to develop and sustain educators

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Initiative 3: Implementation Goal 1

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X% of teachers and instructional leaders are rated skillful or higher on the TDEF / LDEF, respectively (3a, 3b, 3c)

Initiative 3: Implementation Goal 2

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90% of staff participate in 90% of PD structures (PD, PLCs, coaching, etc.) (3b, 3c)

Initiative 3: Implementation Goal 3

85% of staff agree each PD structure (PD, PLCs, coaching, etc.) is effective and purposeful in driving academic progress as measured by biannual staff survey (3b)

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Initiative 3: Implementation Goal 4

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80% of coaches and managers are effective as measured by a coaching rubric or the People Management domain of the Leader Effectiveness tool (3d)

Initiative Started; Going well: Implementation Goal Met / Meeting

Initiative Started; Going OK; Minor Challenges; Implementation Goal Progress

Initiative Started; Behind Schedule; Challenges / Delay; Implementation Goal Not Met / Not Meeting

Initiative Not Yet Started per timeline; Implementation Goal Not Yet Measured

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Charter Renewal Votes: OUSD 2024

Note: Aurum Prep, Urban Montessori, and NOCCS were not renewed by ACOE (county)

• Charters that were renewed were in the “middle track” per AB 1505 and had positive recommendations from the OUSD Office of Charter Schools.

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• Demographics, Special Education, Back office functions, and “serving all students” were highly scrutinized.

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• Of the three OUSD authorized charters that were not renewed - the concerns reported by the Office of Charter Schools were:
• serving all students” and backoffice/governance issues;
• backoffice/governance issues and misuse of public funds;
• Academic Performance/Low Track and staff turnover

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• Davis and Lerma did not run this fall; Latta and Berry will represent D1 and D5.

There are Four Key Parts to a Successful Renewal

1. Technical Submission - The actual documentation that will be submitted in July
1. This includes the updated charter petition, legal updates, budget and board documents, etc. This will be 1000+ pages…
2. Lead: Megan Bacigalupi, Chief of Staff

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• The Multi Year Performance Report, Verified Data Analysis (MAP and AIMsWeb and IAs), and Answers to Anticipated Questions -
• Lead: Kathleen Liljeberg, Director of Assessment and Performance Management

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• Public Relations and Engagement
• This includes the engagement of our Staff, Students and Families, Community Leaders, and Building/Sharing of narratives through media collateral, including videos. Sharing bite-sized narratives between now and September at OUSD Board meetings.
• Lead: Karen Fee, Director of Development, and Dr. Latora Baldridge, Lodestar Lead Principal;

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• Getting to 4+ votes on the OUSD Board -
• Over the next few months, we will be inviting elected officials to our schools!
• Lead: Megan Bacigalupi, Chief of Staff, and Dr. Latora Baldridge, Lodestar Lead Principal;

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​

Bellwether - Phase 2:

Support Function Strategic Priorities:

• Strategic Priority #4:
• LCPS runs a high-touch enrollment lifecycle that emphasizes clear messaging, frequent communication, targeted marketing, and top-tier customer service
• Strategic Priority #5:
• LCPS supports budget managers with a transparent budget process, accurate forecasting, and streamlined submission of compliance info for legal and grant requirements

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Lighthouse Community Public Schools

Updated Strategic Plan (includes support functions)

Updated December 11, 2024

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Two new non-program priorities support the three program priorities

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Strategic Priority #1

All students deeply engage in high-quality curriculum and learning experiences, every day

Strategic Priority #2

Students, families, community partners, and staff collectively contribute to a thriving community school

through shared power, voice, and trust

Strategic Priority #3

All staff members experience the clear, coherent, and world-class professional development and coaching they deserve

The additional priorities focus on creating the conditions for the first priorities to be successful

NEW: Strategic Priority #4

LCPS runs a high-touch enrollment lifecycle that emphasizes clear messaging, frequent communication, targeted marketing, and top-tier customer service

NEW: Strategic Priority #5

LCPS supports budget managers with a transparent budget process, accurate forecasting, and streamlined submission of compliance info for legal and grant requirements

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2

3

5

1

We will fulfill our fourth priority to secure sustainable enrollment both through ensuring we have a coherent set of best enrollment practices across functions…

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Strategic Priority #4

LCPS runs a high-touch enrollment lifecycle that emphasizes clear messaging, �frequent communication, targeted marketing, and top-tier customer service

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Initiative 4B:

We will leverage local community data, events, and partnerships to grow the number and size of LCPS’ enrollment pipelines

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Priority #4 Implementation Goals

• Maintain enrollment of at least X students across both schools (4a, 4b, 4c, 4d)
• Increase annual student applications by Y% (4a, 4b)
• Increase yield from enrollment applications to enrolled students to Z% (4c, 4d)
• 90% of students return to LCPS YoY as measured by annual student retention data (4a, 4c; also 2c)
• W% of families report satisfaction with the enrollment and re-enrollment processes (4c, 4d)

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Initiative 4C:

We will create role-specific training on family engagement and student retention, emphasizing regular communication throughout the year about enrollment plans

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Initiative 4D:

Our team will continue to leverage technology to streamline and improve communication and tracking throughout the enrollment lifecycle (recruitment, matriculation, and retention)

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Initiative 4A:

The LCPS team will define and assign an ownership role to coordinate management of enrollment lifecycle (recruitment, matriculation, and retention) roles and duties across teams

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Priority #4 has significant overlap with Priority #2, and this plan recommends seeking opportunities to leverage shared planning structures and investments for the two priorities.

4

… and collaborating with partners in East Oakland to connect with the families of potential new LCPS students

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Enlisting parents as ambassadors

Parent organizer program: Partner with local parent capacity building orgs (e.g. Oakland REACH) to host a Lighthouse Parent Leadership Academy to empower parents as effective advocates for their children at the school, share their stories at public events, help conduct school tours, and connect with prospective families

Working with existing partners

Enhance TK program and its reputation with preschool providers: Implement TK as a robust and appealing entry point to LCPS for families, and forge strong partnerships with the East Oakland Early Learning Center and other local preschools

Building coalitions to help displaced families

Collaborative canvassing: Team up with local orgs (e.g. East Oakland Collective, Black Cultural Zone, Public Library) to share information with families about their choices of schools in light of OUSD closures

Offering transportation assistance

Incubate partnerships to lower transportation barriers for families: Work with local orgs to establish chaperoned ‘walking school bus’ options for the nearest families and work alongside parent organizers to create a ‘Lighthouse Carpool Network’ where parents can connect and coordinate carpools

Expanding visibility on the ground

Lighthouse Schools resource fair: Host a resource fair alongside local partners (e.g. East Oakland Youth Development Center, Spanish Speaking Citizens’ Foundation) in a central location to showcase the schools and students’ achievements while providing fun activities for children (face painting, etc.).

By 2029, LCPS will expand from 1 to 3 TK sections across 2 sites to assess demand and how best to encourage transition to LCPS KG

Potential approaches we’ll explore include:

In light of our evolving needs, we will implement a fifth priority to build our structures and capacity for short- and long-term financial decision making

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Strategic Priority #5

LCPS supports budget managers with a transparent budget process, accurate forecasting, �and streamlined submission of compliance info for legal and grant requirements

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Priority #5 Implementation Goals

• Achieve <X% variance in annual 3 year cash flow projections compared to actuals, that keeps LCPS above a minimum cash reserve of 60 days of operating expenses unless otherwise approved by the board (5a)
• Achieve <Y% variance in annual budget projections compared to actuals (5a, also 4a-4d)
• Submit 100% of annual compliance reports accurately and on time, with no significant violations or findings (5c, 5d)
• Increase principal and network budget owner satisfaction with budget transparency and accessibility by Z% based a biannual staff survey (5b, 5d)

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Initiative 5C:

Our team will create and follow a centralized compliance calendar that tracks requirements, deadlines, and status and offers detailed reporting instructions

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Initiative 5D:

Our financial team will create a multi-year forecast model that incorporates scenario planning with adjustable inputs to inform long-term plans for enrollment and capital improvements

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Initiative 5A:

Our team will align to a shared roadmap for continuous improvement in financial controls, leveraging training and technology to enhance accuracy and mitigate risk

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Initiative 5B:

Budget managers will participate in regular (quarterly) budget meetings with updates on budget variances and any upcoming financial decisions with program implications

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The new initiatives ensure that LCPS' support functions bolster its core academic priorities throughout the duration of this strategic plan plan

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Strategic Priority #1

All students deeply engage in high-quality curriculum and learning experiences, every day

Strategic Priority #2

Students, families, community partners, and staff collectively contribute to a thriving community school

through shared power, voice, and trust

Strategic Priority #3

All staff members experience the clear, coherent, and world-class professional development and coaching they deserve

Strategic Priority #4

LCPS runs a high-touch enrollment lifecycle that emphasizes clear messaging, frequent communication, targeted marketing, and top-tier customer service

Strategic Priority #5

LCPS supports budget managers with a transparent budget process, accurate forecasting, and streamlined submission of compliance info for legal and grant requirements

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January 15, 2025

Appendix:

• From All Org Presentation on January 6 to kick of 2nd Semester

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By 2028, we will

ensure rigorous, student-centered learning

in all classrooms, for all students

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We will exceed the CA state average in math and ELA proficiency

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We will diagnose, differentiate, and accelerate academic growth through tiered supports for all scholars

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We will drive consistent english language development for emerging bilingual students - especially our newcomers and earliest learners

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We will provide exemplar supports for students with disabilities, especially those requiring more intensive services

1

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To accompany this qualitative picture of success, LCPS developed a set of quantitative intended impact goals

In grades 3-8 and 11, LCPS students’ ELA and math proficiency rates meet or exceed the CA state average, both in the aggregate and across all student groups

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85% of 2nd grade students are in the 25th percentile or higher on the Oral Reading Fluency (ORF) portion of AimsWeb (equivalent to 6% growth annually off of 2024 baseline)

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Students with disabilities, on average, exceed the CA SWD average on CAASPP scale score growth

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By 2028, we will

strengthen multi-generational opportunities

as a model community school

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We will welcome all students daily to joyful, inclusive, and anti-racist spaces for learning

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We will better prepare all students for an opportunity-rich future through an exemplary TK program and robust college and career readiness supports

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We will amplify strong and enduring community partnerships in order to maximize access to - and enrichment of - learning

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We will build enduring advocacy and investment in our community through strategic parent and alumni empowerment efforts

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2

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To accompany this qualitative picture of success, LCPS developed a set of quantitative intended impact goals