Lynchburg City Schools (LCS) is in the process of developing a strategic plan that will guide our school division’s goals, priorities, and decisions over the next five years. This plan will inform the direction we take moving forward as we strive to ensure student success and meet the needs of the Lynchburg community. It will include big-picture goals for the division, measurable outcomes and milestones to reach as we strive to achieve them, and strategies defining our approach to meeting these objectives and goals. Advanced Learning Partnerships, Inc. is engaged as the consultant in the formation of this strategic plan.
Community input is vital as we strive to create a strategic plan that serves the entire LCS community. Make your voice heard to help shape the future of education in Lynchburg:
- Attend the town hall meeting on Thursday, Feb. 19, 2026. Participants will learn about proposed division goals and objectives and receive opportunities to provide feedback.
- Fill out the survey to provide input on proposed LCS goals and objectives. We’ll provide a link after the town hall meeting on Feb. 19.
Strategic Plan Creation Timeline
February 2025: LCS Gathers Community Feedback
In February of 2025, we collected input from community stakeholders using focus groups, feedback sessions, and an in-depth survey as part of our search for the current superintendent of LCS, Dr. Kristy Somerville-Midgette. Groups consulted include LCS staff, students, family members, administrators, School Board members, community members, and Lynchburg City Council members. Community members provided reflections on LCS division and community strengths and critical areas for improvement. We will use this data to inform our strategic plan.
February 2026: LCS Proposes Goals & Objectives, Gathers Community Feedback
In January and February of 2026, LCS leaders will design goals and objectives for the division, integrating the community feedback mentioned above, as well as their own expertise and knowledge of division operations, functions, and student needs. They will present these goals and objectives at a town hall meeting and solicit community feedback through a survey.
May 2026: LCS Presents Strategic Plan
In March and April of 2026, LCS leaders will refine goals and objectives and formulate a five-year division strategic plan, integrating community survey and town hall feedback. LCS Superintendent Dr. Kristy Somerville-Midgette will present the strategic plan to the Lynchburg City School Board. We’ll announce the date of this presentation soon.
Areas of Focus
Here are some themes LCS will focus on as we develop our strategic plan, based on strengths and gaps identified through community feedback in February of 2025.
- Student Learning and Academic Excellence: Stakeholders value our strong tradition of academic excellence, rigorous instruction, and diverse offerings, such as arts, CTE, dual enrollment, and innovative programs. Stakeholder groups see a need to strengthen literacy and math outcomes, improve special education supports, reduce inconsistencies in expectations and curriculum, address achievement gaps, and ensure all students are taught by well-prepared, certified teachers.
- Student Well-Being, Behavior, and School Climate: Stakeholders value the safe, caring, and respectful environments LCS provides, in which strong relationships among students, staff, and families are central to the school community. Feedback points to concerns about bullying and safety, inconsistent discipline practices, unmet mental health needs, and ongoing challenges with chronic absenteeism and student disengagement.
- Employees and Professional Culture: Stakeholders value the division’s dedicated, mission-driven staff whose professional expertise and deep commitment to students are evident across schools. They expressed a need for competitive compensation and retention strategies, relief from staffing shortages and initiative overload, more transparent leadership that respects teacher expertise, stronger job-embedded professional learning, and more streamlined central-office supports.
- Operations, Finance, and Infrastructure: Stakeholders value safe school facilities, reliable transportation, equitable resource distribution, and clarity in long-term operational planning. They identified a need to modernize aging facilities, address concerns about rezoning and consolidations, resolve staffing shortages, reduce inequities in resources and access across schools, strengthen fiscal transparency, and improve technology and operational efficiency.
- Community Engagement, Trust, and Governance: Stakeholders value our strong community identity, partnerships with families and local organizations, and leaders who advocate for public education. Community feedback highlights the need for more transparent, proactive communication that centers inclusive listening, trust-building, and renewed confidence in the division’s facilities, finances, and overall direction.