Strategic Planning

SECOND Annual Update

Jennifer Wickershanm

Objective: 1.0 Analyze community and business perceptions and needs and
collaboratively develop mutually beneficial relationships.

Major Accomplishments: (by strategy number)

1.1.2 Use cost-effective communication methods/tools to gain perception data.

• Extension of our social media presence has had positive impact on ability to gain
perception data, as well as to respond to the community. This is monitored by Sue
Pauling, who maintains a constant presence.
• The social media presence has a positive impact on reaching community and passing
the bond in March 2018.

1.1.5 Designate an individual or group of individuals to collect, organize, and disseminate

information regarding business/community perceptions.
• A Community Action Team was established in March 2018. This team is comprised of
staff members and parents, one of whom is also a local business owner.
o The team’s initial task was to define what “community” means in CLPS. The
team defined community as “ Students, parents, neighbors, staff,
organizations, business, and government. Our community is not limited to the
geographic confines of Center Line, and includes every person who is part of
Center Line Public Schools.”
o The team is a think tank to support the Strategic Plan objectives.
o From a large list of possible actions, two main tasks were established:
▪ Increasing community engagement and involvement in district events.
This includes possible health fair and job fair as part of the annual
August event, and volunteers attending school events to gather formal
and informal perception information.
▪ Improving communication with local businesses. In addition to the
work that CLHS is doing with Academies, this includes developing a
plan to build trust with local businesses, and get information from the
businesses about what type of workers they need, which skills we
should develop,and how we can help businesses.

• Dave Roman was hired as the Academy Coach to further develop business
relationships.
• A Communications Director and Community Liaison position was created. Among a
large list of communication responsibilities, this person will: Understand,
 conceptualize, manage, and execute communication projects within the district and
community; Spearhead the community action portion of the Strategic Plan; Promote
Center Line Public Schools activities and special events within and without the district ;
Serve as information liaison between school district and community at large;
Represent the district within various community organizations; Build relationships with
key stakeholder groups and district/parent support organizations; Inform senior
citizenss of opportunities to utilize school facilities and solicit feedback on how the
schools may better serve their needs. Anticipated hire date is June, 2018.

1.2.4 Determine the needs of non/limited English-speaking community.

• The target date was set for October 2017, and Lobna Zahr was hired in December
2016. That has had a great impact on positive movement with this strategy.
• The relationships that Lobna has developed with ELL parents have been mutually
beneficial. Her role with the district has opened communication lines both ways. Due to
her relationship and efforts, ELL citizens had a greater percentage of votes on the
bond than in previous elections.

What has not been accomplished: (by strategy number)

1.1.4 Create suggestion boxes in each building and develop a system to monitor and
analyze feedback gained.

1.2.2 Use suggestion box data from each building and school/community activities to
identify community needs.

What may need to be changed from the original Action Plan:

The coordination of plans and individuals responsible for various strategies may need to be
changed from the June, 2017 update.

Language Changes Proposed:

1.1.4 Provide electronic and physical locations in which to recieve community input. Develop a system to
monitor and analyze feedback gained.

1.2.2 Use information gathered from electronic and physical community input locations to identify
community needs.

Recommendation: (if fully operational it will not come back to the next Annual Update)
The Community Implementation Plan is not fully operational. It is recommended to continue
working on tasks as defined by the Community Action Team and Strategic Planning Team in order
to implement the strategies with fidelity. This would be facilitated by Sue Pauling and Jennifer
Wickersham.