Chief Strategist Le Boler has been intimately involved in
the Strategic Plan process from the start. Whether it has been collaborating
with district, family members and community stakeholders within drafting
committees, hosting and co-facilitating the meetings or synthesizing the
content produced by the committees, advisors and district leadership into a single
document, she has been there each step of the way. As we approach the launch of
this important guide for the future of IPS, we asked her to give us an
insider’s look by answering three questions about the Strategic Plan.

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What does the
Strategic Plan mean for the district?

The Strategic Plan will provide a vision for the future,
reinforcing our values. It will outline the change we can all expect to see and
feel in IPS and specify the pathway we will take to achieve measurable goals.
The plan will provide a charge to action for district staff and all our stakeholders
who all want to see our amazing students succeed.

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What are some of the
key components of the plan?

This is very exciting! I’m happy to share that a cornerstone
of the Strategic Plan is school autonomy. We recognize that there is no
one-size-fits-all approach to student achievement. Our school leaders speak
frankly with us about what works for their diverse school communities, and our
talented teachers often share their innovative approaches to engaging students
and offering rigorous and relevant instruction. We relish the opportunity to
create systems where schools can truly make site-based decisions around how to
allocate resources to address specific, and often unique, needs.

Another cornerstone of the plan is more efficient and
streamlined business practices. Operating in a lean, strategic and transparent
manner will help us become a more agile district and ensure that we are
competitive. Applying stronger metrics and key performance indicators to the
inputs and outputs we need to manage will allow us to be more productive.
Automating more processes, creatively sourcing services, reducing energy
consumption and consistently benchmarking against industry standards will
result in the ability to direct more resources toward our top priorities. We
will be able to accelerate and expand what we know is working well.

A third cornerstone of the Strategic Plan is talent
development. IPS is one of the largest employers in the City of Indianapolis.
We aim to be deemed a “Best Place to Work.” By employing tactical recruitment
efforts, offering attractive incentives and competitive compensation, we will
see many more highly-qualified candidates join teamIPS. Enhanced professional
learning opportunities, leadership development initiatives and employee support
efforts will provide a comfortable home for our loyal employees to continue
their careers with us!

A final cornerstone for the Strategic Plan is a storefront
of services for the community we serve. IPS will strengthen its existing
relationships and cultivate new partnerships to ensure that we better leverage
community resources to better serve our families. We are thankful to have so
many willing non-profit, corporate, faith-based and individual supporters of
the district. We want to ensure that we offer and help broker services for
families that are easy to access and that meet their needs. We will improve
two-way communications with our families to ensure that they remain informed
and engaged and know that their voices are being heard and their interests are
being well-represented.

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How will it guide the
district in the years to come?

This is just the beginning. We strive for excellence in all
that we do – and we know that it’s an ongoing process. We understand that we
must consistently work hard and deliver a stellar product. Look for many more
families and employees to choose IPS!

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