Strategic Priorities, Goals, and Initiatives

2. LiFT TEAM MEMBERS

Develop uniform expectations for professional development, and recruit and retain top level talent through these initiatives:

Each team member to complete a professional development plan (PDP) within 6 months of hiring or placement.

Timeline: Ongoing and reviewed annually

Develop a comprehensive recruitment and retention plan.

Timeline: By close of 2020-2021 school year

Maintain a 75% annual retention rate for all LiFT team members.

Timeline: By close of 2020-2021 school year

Implement employee recognition at LiFT to build and strengthen employee ties.

Timeline: Ongoing and reviewed annually

Create a competitive compensation structure that rewards performance and longevity to attract and retain the highest quality teachers for our students.

Priority #1 EMPOWERING PEOPLE

3. LiFT FAMILIES

Provide empowerment opportunities for LiFT Families to help their LiFT Learner achieve independence through these initiatives:

Create a Family Resource Center to promote both the strengthening of families through formal and informal support and the restoration of a strong sense of community.

Timeline: By the beginning of 2021-2022 school year

1. FUNDING DIVERSIFICATION

Expand facilities to increase educational opportunities for LiFT Learners and increase percentage of revenue from non-fundraising related sources through these initiatives:

INDEPENDENCE

Develop a property procurement committee to seek and identify potential property options.

By the end of June 2021

Establish capital campaign plan once funding requirements for expansion are determined.

By the end of Aug. 2021

Ensure all programs operate at a financial break-even or better position.

By the end of June 2021 (Reviewed quarterly)

Create a sustainable fundraising plan to ensure fundraising diversification for donors.

By the end of April 2021

Maintain a minimum of 90% capacity of annual learner enrollment.

Ongoing and reviewed annually

Obtain a minimum of $5M in commitments for the LiFT endowment fund.

2. INCREASE BRAND AWARENESS

Continue to strengthen our community presence and reputation of educational excellence, while attracting top team members, learners, donors, and board members through effective communication of our mission. These initiatives are:

Create a branding and marketing plan that is applied to all facets of the organization.

By the end of June 2021

Establish and implement a community outreach strategy focused on increasing LiFT awareness and enhancing community partnerships.

By the end of February 2021

3. FINANCIAL PRUDENCE

Maintain strict financial budgets to ensure the long-term financial sustainability of LiFT through this initiative:

Achieve a break-even or better operational financial outcome.

By end of June 2022-2023 school year

Priority #3 COMMUNITY

1. INTERNAL COMMUNITY

Increase family involvement and develop opportunities for learners and all team members to come together more frequently for collaboration and team building/shared decision-making. We will accomplish this by:

Establish a calendar of parent engagement opportunities. By the beginning of 2021-2022 school year

Achieve a minimum of 60% family member participation in one of the events during the year. Ongoing and reviewed annually

Develop at least two activities for our learning community each semester to provide opportunities to come together more frequently. Ongoing and reviewed each semester

Create two leadership opportunities for LiFT learners each semester. Ongoing and reviewed each semester

Establish a learner and a team member liaison presence as part of shared governance. By the beginning of 2021-2022 school year

2. EXTERNAL COMMUNITY

Increase awareness of our mission and funding for LiFT, continue to expand community partnerships, and create a volunteer plan of opportunities within LiFT by:

1 2 3

Develop & implement a communication plan to increase community awareness. By March 2021 Develop & implement a plan to expand community partnerships by 15%.

Create & post volunteer opportunities on an on-going basis.

By March 2021 Ongoing and updated each month