Lafourche Parish Public Schools Strategic Plan 2019-2024
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Lafourche Parish Public Schools
Strategic Plan
2019-2024
Amendment No. 1
Approved:
7/07/22021
1
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Philosophy
Since the public schools of Louisiana are expected to adhere to democratic principles, the philosophy of
education for Lafourche Parish must also serve democratic purposes. Democracy is concerned with the
individual’s living as a part of the group. It is based on the principle that man realizes his optimum
development by sharing in the larger life of the group. It embraces the thesis of the dignity and of the
unique value of each individual personality. It subscribes to Emerson’s dictum that “all men are capable
of living by reason.” It resolves the inevitable conflicts that arise between the individual and the group
by increasing the scope of their common interests. In a school system which is based on a democratic
philosophy of education, the whole problem of meeting individual differences can be solved by
answering the following questions:
A. What is best for the child concerned?
B. What is best for the social group to which the child belongs?
Mission, Vision, Belief
Mission Statement:
Lafourche Parish public schools strive to offer exemplary academic, career, co-curricular and extra-
curricular programs to develop in all students a strong sense of responsibility, citizenship, and respect
for others in a safe and nurturing environment.
Vision Statement:
Lafourche Parish public schools are committed to helping all students become lifelong learners, realize
their full potential, appreciate the relevance of their education, and become empowered for success.
Belief Statements:
1. Education is the first priority.
2. All children can learn.
3. Open and honest communication builds trust.
4. High expectations must be set for everyone.
5. Efficient and effective fiscal management is imperative.
6. Collaboration with parents and community agencies reduces barriers to learning.
7. Early childhood programs enable students to come to school prepared to learn.
8. Shared decision-making and accountability enhance school effectiveness and increases student
achievement.3 Table of Contents Academics ............................................................................................................................... 4 Technology (Instructional/Infrastructure)............................................................................... 11 Communications .................................................................................................................... 13 Facilities ................................................................................................................................ 14 Safety .................................................................................................................................... 15 Maintenance ......................................................................................................................... 16 Finance ................................................................................................................................. 18 Safe and Healthy Schools ........................................................................................................ 20 Human Resources .................................................................................................................. 21 Transportation ...................................................................................................................... 23 Bayou Community Academy .................................................................................................. 24 Virtual Academy of Lafourche ................................................................................................ 25
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Academics
Goal 1:
Students in PK will enter Kindergarten ready as indicated by meeting or exceeding
performance expectations in the three domains of Language, Literacy, and Math on the TS
Gold assessment. The data chart below will serve as an aim line for schools to determine
performance as compared to district goal set.
Data:
2019 2020 2021 2022 2023 2024 2025
Language 94% 75% 89% 90% 92% 96% 100%
Literacy 99% 97% 94% 95% 96% 98% 100%
Math 98% 91% 91% 93% 96% 99% 100%
Action Steps:
● Instructional Leadership Teams
o Implement NIET Best Practices Instructional Leadership Team structure
o Develop instructional learning targets using TS GOLD (Teaching Strategies
GOLD) Benchmark Results and Cut Points.
o Implement district scope and sequence based on Pre-K State Standards.
o Monitor lessons, conduct classroom observations, and provide
differentiated teacher support by district coaches and building level
personnel.
● Professional Learning Communities
o Collaborate with Pre-K providers to provide professional development for
Kindergarten readiness.
o Facilitate PLCs based on quantitative data through formative and summative
assessments and qualitative data through informal and formal classroom
observations.
o Design PLCs to be teacher led when researching and implementing instructional
strategies based on the needs realized through the data analysis cycle.5
● Multi-Tiered Systems of Support
o Monitor student progress through MTSS to address students’ needs ensuring for
Kindergarten readiness.
o Include the MTSS process, a tiered plan of instruction to support the students
in core instruction. This plan is based on data and feedback from the
leadership team, committee members, along with parent and family
engagement.
Goal 2:
Students in Grades K-2 will maintain or exceed proficiency (75% or higher) on the LPSD ELA and
Math Common Districts Assessments/Formative Assessments according to the district grading
scale. The data chart below will serve as an aim line for schools to determine performance as
compared to district goal set.
Data:
Spring Spring Spring Spring Spring Spring Spring
2019 2020 2021 2022 2023 2024 2025
ELA 75.0 79.0 83.0 87.0 91.0 95.0 100.0
Math 75.0 79.0 83.0 87.0 91.0 95.0 100.0
*Data above is reported as a percent using the June 2019 released LEAP 2025 results
Action Steps:
● Instructional Leadership Teams
o Implement NIET Best Practices Instructional Leadership Team structure and
Teaching Standards Rubric
o Develop instructional learning targets using assessment data.
o Implement district scope and sequence based on K-2 State Standards.
o Monitor lessons, conduct classroom observations, and provide
differentiated teacher support by district coaches and building level
personnel.
● Professional Learning Communities
o Collaborate and provide professional development for core academic teachers.
o Facilitate PLCs based on quantitative data through formative and summative
assessments and qualitative data through informal and formal classroom
observations.6
o Design PLCs to be teacher led when researching and implementing instructional
strategies based on the needs realized through the data analysis cycle.
● Multi-Tiered Systems of Support
o Monitor student progress through MTSS to address students’ needs ensuring for
academic success.
o Include the MTSS process, a tiered plan of instruction to support the students
in inclusive core instruction. This plan is based on data and feedback from the
leadership team, committee members, along with parent and family
engagement.
Goal 3:
Students in grades 3-8 will be proficient (Mastery or above) on LEAP 2025 in all core subject areas.
18-19 Spring Spring Spring Spring Spring Spring
Current 2020 2021 2022 2023 2024 2025
ELA 55.7 58.1 60.5 62.9 65.2 67.6 70.0
Math 40.4 45.3 50.3 55.2 60.1 65.1 70.0
Science 30.6 37.2 43.0 50.3 56.9 63.4 70.0
Social Studies 36.5 42.1 47.7 53.3 58.8 64.4 70.0
*Data above is reported as a percent using the June 2019 released LEAP 2025 results
Action Steps:
● Instructional Leadership Teams
o Implement NIET Best Practices Instructional Leadership Team structure and
Teaching Standards Rubric
o Develop instructional learning targets using assessment data.
o Implement district scope and sequence based on 3rd-8th grade State Standards.
o Monitor lessons, conduct classroom observations, and provide
differentiated teacher support by district coaches and building level
personnel.
● Professional Learning Communities
o Collaborate and provide professional development for core academic teachers.
o Facilitate PLCs based on quantitative data through formative and
summative assessments and qualitative data through informal and formal
classroom observations.7
o Design PLCs to be teacher led when researching and implementing
instructional strategies based on the needs realized through the data analysis
cycle.
● Multi-Tiered Systems of Support
o Monitor student progress through MTSS to address students’ needs ensuring
for academic success.
o Include the MTSS process, a tiered plan of instruction to support the students
in inclusive core instruction. This plan is based on data and feedback from the
leadership team, committee members, along with parent and family
engagement.
Goal 4:
Students in grades 9-11 will be proficient (Mastery or above) on LEAP 2025 in all LEAP 2025
subject areas (English I, English II, Algebra I, Geometry, US History, and Biology I)
Data:
18-19 Spring Spring Spring Spring Spring Spring
Current 2020 2021 2022 2023 2024 2025
English I 58.6 Not tested 47.0 52.75 58.5 64.25 70.0
English II 71.1 Not tested 57.7 63.27 68.84 74.41 80.0
Algebra I 54.4 Not tested 34.6 43.45 52.3 61.15 70.0
Geometry 65.6 Not tested 42.1 49.07 56.04 63.01 70.0
Biology I 71.7 Not tested 36.0 47.0 58.0 69.0 80.0
US History 47.4 Not tested 35.6 44.2 52.8 61.4 70.0
*Data above is reported as a percent using the June 2019 released LEAP 2025 results8
Action Steps:
● Instructional Leadership Teams
o Implement NIET Best Practices Instructional Leadership Team structure and
Teaching Standards Rubric
o Develop instructional learning targets using LEAP data.
o Implement district scope and sequence based on State Standards.
o Monitor lessons, conduct classroom observations, and provide
differentiated teacher support by district coaches and building level
personnel.
● Professional Learning Communities
o Collaborate and provide professional development for core
academic teachers.
o Facilitate PLCs based on quantitative data through formative and
summative assessments and qualitative data.
o Design PLCs to be teacher led when researching and implementing
instructional strategies based on the needs realized through the data
analysis cycle.
● Multi-Tiered Systems of Support
o Monitor student progress through MTSS to address students’ needs
ensuring for academic success.
o Include the MTSS process, a tiered plan of instruction to support the
students in inclusive core instruction. This plan is based on data and
feedback from the leadership team, committee members, along with
parent and family engagement.
Goal 5:
Students in the 12th grade cohort on a university diploma track will earn an ACT
composite score of 21 or above.
Data:
18-19 Spring Spring Spring Spring Spring Spring
Current 2020 2021 2022 2023 2024 2025
ACT 21+ 69.2 66.9 59.1 64.32 69.54 74.77 80.0
*Data above is reported as a percent using the Student Accountability Tracker Report
from JCAMPUS9
Action Steps:
● Implement curriculum and assessments aligned with the ACT standards
● Develop a process for using practice ACT test data to develop
enrichment and remediation plans
● Provide teacher training on ACT-prep
● Provide ACT Academy to all 11th grade students
● Develop ACT based student learning targets for English III and Algebra II teachers
Goal 6:
Students will graduate on time with their cohort.
Data:
18-19 Spring Spring Spring Spring Spring Spring
Current 2020 2021 2022 2023 2024 2025
Grad Rate 95.3 81.9 91.5 93.62 95.74 97.87 100.0
*Data above is reported as a percent using the Louisiana Dept. of Education Grad Cohort file
Action Steps:
● Ensure that students graduate on time by implementing programs that reduce
retention rates.
● Continue implementation of the Edgenuity program which allows students to
recover credits or move ahead.
● Continue to provide MTSS
● Continue to implement Jumpstart and University pathways to allow students
options to earn a diploma including fifth and sixth year graduates.
Goal 7:
Upon their graduation, students will have earned college credit through either Advanced Placement (AP),
College Level Examination Program (CLEP), or a dual enrollment course.10
Data:
18-19 Spring Spring Spring Spring Spring Spring
Current 2020 2021 2022 2023 2024 2025
AP/CLEP/DE 63.8 52.5 69.2 71.9 74.6 77.3 80.0
*Data above is reported as a percent using the Student Accountability Tracking
Report in JCAMPUS
Action Steps:
● Provide training for high school teachers in AP instruction.
● Provide AP and CLEP materials for teachers and students of AP and Honors classes.
● Provide after-school tutoring for AP and Honors students twice a week.
Identify potential student candidates for AP and/or honors classes and provide
counseling to encourage those students to enroll in AP and/or honors classes.
● Provided funding through Supplemental Course Allocation (SCA) for Dual Enrollment
students.
● Continue to seek funding sources to pay for CLEP and AP testing for students.
Goal 8:
The Lafourche Parish School District will continue to offer a well-rounded education, exposing
students to diverse areas of learning in which they develop their skills and talents enriching
academic success.
Action Steps:
● Continue to support and enhance the visual and performing arts.
● Continue the world language program in the elementary/secondary level schools.
● Expand life skills and/or career exploration in elementary/secondary level schools.11
Technology
(Instructional/Infrastructure)
Instructional Technology
Goal 1:
To ensure all core classrooms within the Lafourche Parish School District have 1:1 student devices
Action Steps:
● Inventory all schools in an effort to determine current student-to- computer ratio.
● Investigate and determine various funding sources to purchase student devices.
● Purchase computers to bring the ratio to 1:1 and maintain a device lifecycle that retires the
devices that reach end of life and support.
Goal 2:
To provide and/or update all core teachers with Interactive Panels throughout the
Lafourche Parish School District
Action Steps:
Inventory current core classrooms with interactive devices.
Purchase interactive panels for core classrooms.
Goal 3:
To provide professional development to all staff members in regards to
Instructional Technology
Action Steps:
Survey staff members on types of Instructional Technology professional
development needed.
Seek services to provide professional development.
Schedule Instructional Technology professional development.12
Goal 4:
To evaluate district supported instructional technology software and make changes as
necessary
Action Steps:
● Obtain/maintain a current list of all district and school-provided instructional
technology software.
● Obtain a user report from each instructional technology software.
● Evaluate the cost/use of retaining current instructional technology software in
conjunction with the recommendations of the District Curriculum Leadership Team.
Infrastructure Technology
Goal 1:
To ensure essential technology systems are available in the district
Action Steps:
● Access the current version and ensure the hardware is updated and remains current.
● Access the current version and ensure software is updated and remains current.
Goal 2:
To ensure the necessary services are available to support the district technology
Action Steps:
● Monitor the efficiency and effectiveness of services.
● Take appropriate actions to address issues.
● Maintain active support contracts.
Goal 3:
To maintain and improve security and compliance within the Lafourche Parish School District
technology systems.13
Action Steps:
● Ensure systems are updated and in compliance with security best practices.
● Implement continuous training and education on security best practices.
Communications
Goal 1:
To provide effective communications to parents and the community
Action Steps:
● Oversee the operation of SchoolStatus, LPSD schools’ communication platform.
● Sustain communication systems which allow schools to communicate to parents
electronically concerning school events, individual students and emergency situations.
● Utilize Social Media, TV, radio, and newspaper to communicate pertinent events
regarding students, individual schools and the school system.
● Provide presentations to community organizations as needed.
● Maintain the District website which provides pertinent information to parents and the
community.
Goal 2:
To provide effective communications between the district school system and school-level
personnel
Action Steps:
● Sustain an electronic communication system which allows the district to communicate
information to individual personnel and staff about pertinent information including
emergencies.
● Provide a system to allow staff and personnel to communicate with the central office
staff and School Board members.
● To provide video communications system-wide through streaming services.14
Facilities
Goal 1:
Land and Facilities will complete Phase 2 construction projects per 2017 Bond Issue, Phase 2
Construction changes.
Action Steps:
● Complete the Larose-Cut-off FACS lab. (Achieved)
● Demolish the Larose Upper Elementary School building. (Achieved)
● Complete the South Larose Cafeteria. (6-22-21 under construction expected completion 8—2021)
● Complete specific elementary school IT cabling upgrades. (Planning stage: Erate)
● Complete generator point of connection installation at remaining sites. (Achieved)
Goal 2:
Land and Facilities will complete Phase 2 construction projects per 2017 Bond Issue, as per 2021
Bond Priority changes
Action Steps:
Plan and design the new East/West school project. (Achieved)
Goal 3:
Land and Facilities will complete Phase 3 construction projects per 2017 Bond Issue
Action Steps:
Bid and construct the new East/West school project. (Construction start date 6-21-2021)
Goal 4:
Land and Facilities will oversee the construction of the new Thibodaux Middle School and complete15
Goal 5:
Update bond priority listing (2021)
Action Steps:
Conduct an assessment of all school facilities
Create updated priority list based upon the facility assessment
Safety
Goal 1:
Improve the security posture of district schools and office sites by constructing security control
points, adding access control infrastructure, installing perimeter fencing, and other needed
security controls.
Action Steps:
Construct security upgrades at Central Lafourche High School / South Lafourche High
School (public single point of entry) (Achieved)
Construct security upgrades at Golden Meadow Middle School / Lockport Upper
Elementary / Bayou Boeuf Elementary / Galliano Elementary (fencing)
● Construct security upgrades at Sixth Ward Middle, St. Charles Elementary, Larose Cut-
Off Middle (public single point of entry) (In progress: Sixth Ward Middle and Larose
Cut Off Middle)
● Construct security upgrades at Bayou Blue Middle and LPSD Offices (public single
point of entry) (In progress; Bayou Blue Middle)
Retrofit to Level 3 upgrades to previous single point of entry projects, ALT fencing
projects, ancillary upgrades
Goal 2:
● Identify gaps in security camera coverage and address these issues by upgrading all
security cameras at all district sites with new and additional IP cameras.16
Action Steps:
Phase 1 - Replace all existing cameras with IP (complete by 2021) (Achieved)
Phase 2 – Install additional cameras in high need areas and exterior of buildings
(complete by 2022) (In process; delayed due to COVID)
Phase 3 - Provide remote view access from cell phones for principals and supervisors
(Planning stage
Goal 3:
Facilitate cooperative agreements for large scale emergency preparedness drills with all
applicable agencies.
Action Steps:
Plan and coordinate large-scale mass casualty drills for high schools once security
renovations are complete.
Plan and coordinate large-scale drill to begin in 2019.
Grant permission to emergency response agencies to utilize ETMS and WTMS for
training purposes once the new school is complete, but before demolition of old
buildings.
Use information from June 2019 RTIPP workshop to plan and execute a
comprehensive multi-year training plan for agencies involved in LPSD Crisis
Management Action Plans.
Maintenance
Goal 1:
Develop and Implement a district-wide preventative maintenance plan.
Action Steps:
Implement six month inspections of all roofs throughout the district
Implement monthly inspections of all sewer plants throughout the district
Implement quarterly inspections of all exterior lighting throughout the district
Implement a preventative maintenance plan for all HVAC equipment throughout the
district17
Carpentry Department:
Replace existing rock and shingle roofs throughout the District
as needed.
Replace outdated wood, cement, and metal canopies throughout the District as
needed.
Replace or recoat existing metal roofs and awnings throughout the District as needed.
Monitor asbestos flooring throughout the District as needed.
Plumbing Department:
Upgrade sewer plants and lift stations throughout the District as needed.
Electrical Department:
Complete PHASE II and PHASE III for Fire Alarm/Intercom
systems throughout the District as needed.
Install electrical upgrades at various sites throughout the
District as needed.
Install electrical upgrades at all 3 High School Stadiums.
H.V.A.C. Department:
● Replace outdated classroom stand up units throughout the district as needed.
● Reinsulate chill water hydronic lines throughout the district as needed.
● Replace outdated boilers throughout the district a needed.
● Convert existing chillers using Freon 22 and convert to 407C throughout the district as
needed.
● Replace existing DX equipment using Freon 22 and upgrade to VRF Systems throughout
the district as needed.
● Replace all HVAC rooftop units to be relocated on the ground throughout the District as
needed by priority.
● Replace all w/u’s throughout the District and upgrade to VRF units throughout the
District as needed.
● Upgrade outdated electronic controls on chillers and convert to MAGNUM controls
throughout the district as needed18
Mechanic/Welder Department:
● Replace the generators at all 3 High Schools.
● Replace rusted fencing throughout the District as needed.
Goal 2:
To fill the vacated positions in the Maintenance Department as funds become available that
have been vacated over recent years, as a result of RIF and the salary schedules at the time.
Finance
Goal 1:
Increase financial viability by building up the General Fund’s undesignated fund balance
Action Steps:
● Review guidance provided by the Louisiana Legislative Auditor, the Louisiana
Department of Education, and the Government Finance Officers Association concerning
adequate undesignated fund balance.
● Develop budget policies and procedures that promote an adequate fund balance after
reviewing guidance from the Louisiana Legislative Auditor, the Government Finance
Officers Association and after reviewing other school board policies available through
BoardDocs. (In process: The General Fund balance has continually increased since
FY2018. Superintendent and Business Manager plan to request a policy change by the
board to ensure the fund balance is maintained as soon as the fund balance goal is
realized.)
Goal 2:
Promote efficient use of resources and enhance stakeholder support of budget initiatives
Action Steps:
● Work with directors and supervisors to determine the financial resources that they
already have and what resources they need.
● Identify school systems with similar demographics that are successful in educational
and financial areas. (Not started due to COVID setbacks)
● Determine the most efficient use of resources based on comparisons of
identified districts. (Not started due to COVID setbacks)19
Goal 3:
Provide financial transparency through the internet and Social Media
Action Steps:
● Create Finance Department interactive webpages to access various financial
information. (In process: working with IT to develop hub pages for MUNIS
that provide real-time financial data for all principals/fund administrators)
● Work with IT/communications to create Social Media disclosures. (In process: live
streaming of finance committee/budget hearings, etc. Notifications disclosed on social
media)
Goal 4:
Increase business operational efficiencies
● Work with IT to develop infrastructure for collaborative technology. (In process:
currently seeking updated time clock system that provides expanded capabilities,
including full integration with MUNIS; moving Accounts Payable process to a fully
electronic method; providing employee annual salary statements; expanding the use of
MUNIS General Billing for inter-departmental invoicing; investigating possibilities of
MUNIS Inventory program for tracking all assets not considered capital assets. Determine
best electronic system for processing temporary and ancillary employment contracts,
long-term substitute authorizations, and professional services contracts.)
● Train all personnel to use the tools.
Goal 5:
Facilitate a digitized platform between Maintenance, Safety, Facilities, and Purchasing
Departments.
Action Steps
Create a centralized digital workflow with email notifications for Infrastructure
Modification Request. (Achieved)
Create a centralized digital workflow, with email notification, for use of school facility
request throughout district, potentially utilizing a third party system to vet insurance
and collect money. (Not started)
Create a centralized digital workflow for all professional service agreements. (In process
aligned with Goal 4)20
Safe and Healthy Schools
Goal 1:
Commit to the optimal development of all students by providing an atmosphere where their
physical and mental health needs are met.
Action Steps:
● Increase physical activity throughout the day by incorporating movement inside
select classes and providing equipment for recreational activities.
● Provide access to healthy foods throughout the school day through reimbursable
school meals in accordance with federal and state nutrition standards.
● Implement strategies and programs to increase conflict resolution skills, coping skills,
and resilience in students.
● Continue to implement and expand mental health resources provided throughout the
district.
Goal 2:
To build capacity and increase support regarding behavior, discipline, and classroom
management to positively impact student outcomes.
Action Steps:
● Conduct classroom walkthroughs to identify areas where classroom management
strategies are needed.
● Provide professional development to administrators and teachers to reduce discipline
referrals.
● Provide P.B.I.S. trainings to district P.B.I.S. school level leaders, and principals to assist
with improving student behavior and ultimately reducing discipline referrals and
improving classroom participation.
● Conduct the Tiered Fidelity Inventory (T.F.I.) and the P.B.I.S. School-Wide Evaluation
Tool (S.E.T.) at all schools to establish school strengths and weaknesses as it pertains to
P.B.I.S. implementation.21
Goal 3:
Continue to address behavioral correlates of disproportionality as they relate to suspensions
and expulsions and school dropout rates.
Action Steps:
Continue active participation within the Region III School Wide Positive Behavior
Intervention Support (SWPBIS) Coalition Team to provide ongoing SWPBIS training and
support.
Continue to work with school level PBIS Leadership Teams to assist with analyzing
discipline data and identifying areas of discrepancy and implementation of PBIS
essentials.
Continue to develop a larger capacity of SWPBS External and Internal Facilitators within
the District.
Continue collaboration to ensure students identified as “at risk for dropping out” as reported by
the Dropout Early Warning System (DEWS) are accessing interventions available to all students.
Human Resources
Goal 1:
Implement a process to recruit, develop, and retain highly effective personnel.
Action Steps:
● Invest to recruit and retain teachers, administrators and staff by paying competitive
salaries.
● Increase salary enhancements through additional opportunities for career
advancement.
● Incentivize additional stipends at persistently struggling/hard to staff schools to
recruit and retain effective teachers.
● Reduce the insurance burden as well as increase the benefits offered to employees.
● Strengthen relationships and coordinate with accredited teacher education programs.
○ Job Fairs
○ Residency Program (Nicholls State University)
● Encourage staff to earn educational certification in critical areas of need to support
instruction and student academic learning.22
● Collaborate with local universities to recruit and hire highly motivated individuals for
hard to fill positions who are interested in entering the teaching profession. Provide
financial assistance to these individuals (Lafourche Practitioners Certification
Assistance Program).
● Provide a structured Professional Development Plan to encourage the use of best
practice, support programs and initiatives and enhance staff knowledge and skills.
(New Teacher Induction/Regional Teacher Meetings/Teacher Advanced Placement
{TAP}).
● Identify and support effective district teachers to participate in the Mentor Teacher
Program.
Goal 2:
Utilize and maintain an efficient data management system (Talent Ed) to provide authentic
feedback to reinforce growth, identify opportunities, and refine professional skills and
knowledge.
Action Steps:
● Review and update all job descriptions for administrators and directors to reflect
certification updates and reflect changes to their job duties.
● Review and update staff evaluation instruments to indicate a 4pt. rubric to measure
performance and to ensure accountability.
Goal 3:
Build effectiveness through developing the leadership of current administrators and aspiring
leaders.
Action Steps:
● Identify and support district administrators/aspiring leaders in a leadership
development program.
● Acquire and refine customer service skills to provide the highest quality service to
students, community and parents.
● Support school-level leadership through site-based decision making to build capacity
through a facilitative coaching model.
● Implement an on-line application system for all staff members23
Transportation
Goal 1: (Achieved)
To establish a fleet of 100% modern, air conditioned school buses.
Action Steps:
Gather prices for new or slightly used school buses and present a cost analysis
Locate the funding source to accomplish the goal of implementing new school
buses into the fleet
Introduce new school buses into the fleet at a rate of at least 15 school buses per
year to obtain a fleet with only 7 buses older than 10 years old (11) after 5 years.
Ensure all school buses are being properly maintained and school busses
continued to be replaced at a responsible and cost effective rate.
Goal 2:
To maintain a feasible amount of substitute drivers throughout all areas of the district.
Action Steps:
Replace older school buses with new, air condition school buses
Compensate bus operators for running additional alternate routes
Provide quality professional development throughout the district to mitigate
concerns and issues
Ensure an effective internal training program
Goal 3:
To identify and construct three viable and sustainable school bus yards for drivers to park and keep
their bus throughout the district.
Action Steps:
• Identify three locations on School Board owned property throughout the parish that
could support a school bus yard with multiple school buses and a building/shop.
• Locate funding source through Land and Facilities to accommodate the bus yards
• Research and construct school bus yards that will meet our needs as a district24
• Develop procedures concerning parking and utilizing the bus yards for cleaning,
maintenance and other tasks.
Charter Schools
Bayou Community Academy
Goal 1:
Bayou Community Academy’s rigorous academic programs and extracurricular offerings will
prepare students for college and career readiness.
Action Steps:
● Students strive to achieve a cumulative GPA of 2.4 or above including students
needing additional student support services to help them achieve this goal.
● Maintain a school performance score of an “A” with close monitoring of student data
by educators and administration to consistently improve the overall quality of
education.
Goal 2:
Bayou Community Academy will continue to work towards increasing the enrollment of economically
disadvantaged students in accordance with the State R.S. 17:3991.
Year 2019 – 2020 2020 – 2021 2021 – 2022 2022 – 2023 2023 - 2024
Goal 32.8% 37.8% 44.3% 50.1% 55.8%
Action Steps:
BCA will advertise and promote the school throughout the district during the month of
Open Enrollment.
Increased awareness of BCA within the community will help ensure district areas with
a higher proportion of economically disadvantaged students have equal access to
enrollment opportunities.
BCA will host meetings within the local community in order to be readily accessible to
parents who may not have transportation to Open Enrollment meetings on campus.
BCA will prioritize enrollment for economically disadvantaged students during Open Enrollment.25
Goal 3:
Bayou Community Academy will increase the enrollment of students with disabilities in
accordance with the State R.S. 17:3391.
Year 2019 – 2020 2020 – 2021 2021 – 2022 2022 – 2023 2023 - 2024
Goal 1.4% 2.5% 3.7% 4.8% 5.9%
Action Steps:
● BCA will prioritize enrollment for students with disabilities during Open Enrollment.
● BCA will provide information to parents during Open Enrollment to foster an
understanding that the school is highly equipped and eager to service students with
disabilities.
● BCA will provide services to students with disabilities to ensure they are able to achieve
both academic and personal goals.
Virtual Academy of Lafourche
Goal 1:
Virtual Academy of Lafourche will provide a blended learning environment for regular
education, special education, and 504 students in order to achieve and maintain a B SPS.
2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024
Current Goal Goal Goal Goal Goal
SPS 68.8 72.1 75.3 78.5 81.8 85.0
2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024
Current Goal Goal Goal Goal Goal
SEP 17% 16% 15% 14% 13% 12%
*Special Education Percentage26
Action Steps:
● Screen special education and 504 students with iReady pre-test benchmarking
skills program and develop a prescriptive plan
● Ensure high quality special education services are provided (VAL’s special
education enrollment is 17%, twice the LPSD rate.)
● Hire and consult with educational consultants to provide course support for all
students. Educational Consultants are hired through a third-party arrangement with
Associated Staffing.
● Assign multiple curriculums to students according to their specific needs. ( Edgenuity,
Unique, Acellus, Wit and Wisdom, and Eureka Math) Ensure students are prepared to
take state assessments.
● Continue to offer electives, enrichments, and extra-curricular activities to students along
with the core curriculum.
Approved:
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