Westlake board hears draft strategic plan emphasizing student well‑being, staff support and communication

Westlake City Schools staff and consultants presented a draft strategic plan at the July 14 special meeting that highlights five goal areas: advance academic excellence; support student well‑being and safety; attract and support high‑quality staff; strengthen communication and community engagement; and maintain facilities and financial stewardship.

Doreen Osmond of the Impact Group, who led the community engagement process, told the board she conducted seven focus groups and two student focus groups and received more than 400 parent/community survey responses and roughly 130 staff survey responses. "Student success and well‑being" and "communication and transparency" emerged as primary themes, Osmond said. She described robust participation from students, staff and parents and said students were both candid and reflective about school experiences.

Superintendent Dr. Brian Goggin and Osmond summarized objectives under each goal. Examples included expanding access to innovative programs and real‑world pathways, refining grading and assessment practices, establishing ethical guidelines for use of artificial intelligence in instruction, building consistent expectations for student behavior, and strengthening multi‑tiered supports (MTSS). On staff development, Osmond and district leaders emphasized tailoring professional development to teacher needs, giving teachers more leadership opportunities, and promoting workplace wellness.

Communication and community engagement were focal points. Osmond reported that many parents said they receive a high volume of notifications and expressed uncertainty about how to find important information; the district recently adopted ParentSquare as a communications platform. The plan calls for clearer, more consistent messaging, improved website transparency about finances and capital plans, and more storytelling that highlights student and staff achievements to deepen community connections.

Facilities and capital planning also appear in the draft. The plan recommends formalizing a five‑year capital plan, posting it publicly on the district website, and aligning facility improvements with instructional needs. Safety and emergency preparedness are woven through the goals; respondents praised school resource officers and asked the district to continue evolving safety measures.

Board members asked clarifying questions throughout the presentation about International Baccalaureate (IB) programming, outreach to nonpublic school families, how ParentSquare cross‑posts to social platforms, the balance between required training and teacher choice in professional development, and how to present the plan to the community. District staff said the draft remains open; they will incorporate board feedback, work with the communications team to plan rollout (including an August 1 convening with consultants and communications staff), and post finalized materials on the district website for public review.