• Pillar 4: Culture of Community

    Objective: Plano ISD embraces the diverse community in which we live and work and will foster partnerships that are beneficial to the education of our students and meet the needs of our families.

  • Strategy 4.1: Identify and engage stakeholders to foster meaningful, committed relationships that embrace the community as partners in student success.

  • Action Plan 4.1.1

    Specific Result: Foster equitable engagement experiences across the district for all stakeholders.

    Action Steps

    1. Assess current communications and engagement practices districtwide to determine opportunities, gaps, risks and the district’s current framework for engagement.

    2. Develop standards and guidelines for communications and engagement for each campus and department.

    3. Identify and implement a district-wide volunteer management solution that allows schools and district programs to easily advertise engagement or partnership opportunities, and where stakeholders can find, join and track engagement and participation.

    4. Research and employ an accessible online tool to filter and track questions, concerns, suggestions or other feedback from stakeholders in order to ensure efficient, accurate and timely responses, which could be shared with broader audiences as needed.

    5. Improve telephone navigation for campuses and departments in order to provide a more concise and user-friendly experience.  

    6. Develop and implement a professional learning plan for campuses and departments that reinforces district-established guidelines and best practices for communications and engagement.

    7. Evaluate the plan annually and update as needed.

  • Action Plan 4.1.2

    Specific Result: Build a cohesive, positive culture of trust and inclusion that engages all stakeholders.

    Action Steps

    1. Analyze stakeholder perceptions of Plano ISD through surveys, focus groups, etc., to better understand the district’s internal and external audiences and to inform the development of a consistent and cohesive brand identity.

    2. Research branding and communications strategies, including conducting competitive analyses of other organizations and school systems, in order to gain insight and establish best practices for defining and presenting the Plano ISD brand.

    3. Determine if Plano ISD should undergo a comprehensive rebranding effort based on analysis and research conducted as part of this Action Plan.

    4. Assess the effectiveness of current communications channels and research and implement new channels, as needed, that will reach and encompass all Plano ISD stakeholders.

    5. Develop a clear and concise “elevator pitch” for Plano ISD that resonates with all audiences and influences a unified perspective of who and what Plano ISD represents.

    6. Outline and implement an inbound marketing strategy that draws audiences to Plano ISD’s content-rich resources, such as the website and mobile app., and allows the district to keep track of user experiences.

    7. Evaluate the plan annually and update as needed.


    Strategy 4.2: Develop and nurture a culture of empathy, caring, and advocacy for our diverse learning community where individuals feel connected.

  • Action Plan 4.2.1

    Specific Result: Create, foster and maintain a systematic/streamlined/integrated process to identify, communicate  and provide services for the whole child and family through strong collaborative relationships within Plano ISD and with outside community partners.

    Action Steps

    1. Conduct a needs assessments.
      • Assess needs of students and families.
      • Define what a community partner is and levels of partnership engagement.
      • Identify community partners (existing/potential).
      • Evaluate current systems/practices (i.e., evaluate systems— internal or external—that ensure up-to-date district and community resources).

    2. Explore providers outside of Plano (city limits) especially for campuses located on county/city borders.

    3. Explore nontraditional means to access services (hubs, telemedicine, transportation)

    4. Research and compare other systems and districts (community-based schools).

    5. Define roles for internal/external services providers.

    6. Determine communication protocols (students, parents, community, teachers, staff).

    7. Explore legal/ethical responsibilities.

    8. Research and develop a unified, all inclusive platform for awareness and streamlined access to needed services (possibly virtual).

    9. Develop, build, enhance and maintain collaborative structures with internal and external service providers (i.e., host town hall meetings of service providers for awareness, collaboration, establishing relationships and identifying needs).

    10. Begin documentation of developed system.

    11. Begin training/capacity building on the developed system.

    12. Maintain engagement with identified partners.

    13. Evaluate plan annually and make changes as needed.

  • Action Plan 4.2.2

    Specific Result: Simplify and maintain ways for students, families and the community to contribute to the school/district which utilize their talents and resources and lift up their own unique value.

    Action Steps

    1. Understand and identify current systems and processes to connect and contribute.

    2. Determine strengths and challenges in current processes.
      • Define and identify stakeholders.
      • Input/feedback from stakeholders (ex: survey to find what families have to offer, students, teachers, families community).

    3. Identify community talents, resources and ways they can connect to district/campus needs.

    4. Explore nontraditional ways to contribute (time, place, skills).

    5. Enhance, expand or develop systems/processes that allow increased stakeholder connection and contribution.

    6. Develop systems to measure stakeholder engagement.

    7. Evaluate and maintain developed systems/processes.

Video: Pillar 4 - Culture of Community

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