Assistant Superintendent Restorative Practices at Wichita Public Schools
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Board meetings, strategic plans, and buyer signals from Michele Lee Ingenthron’s organization
The Board of Education meeting included a presentation on the district's building needs assessment, which covered staff and facility requirements, ELA proficiency data, and strategies for overcoming educational barriers to align the budget with strategic priorities. Additionally, a summary of the revenue neutral rate for the upcoming fiscal year was provided.
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The board recognized student athletes for athletic and academic achievements and reviewed the district's centralized multilingual enrollment program. Presentations were provided regarding the WPS Foundation's impact and the 2026-27 budget development. The board approved consent agenda items covering human resources, financial reports, various facility remediation and construction projects, and operational purchasing renewals. New policies regarding electronic devices and social media were approved. Additionally, the board held executive sessions to discuss employer-employee negotiations and legal matters.
This strategic plan outlines specific academic and life readiness goals across all educational levels, from Kindergarten through High School. Key priorities include increasing the graduation rate, improving student scores on standardized tests such as ACT, ACT WorkKeys, and ASVAB, enhancing postsecondary asset attainment, and boosting proficiency in ELA and math state assessments. The plan details grade-level specific targets for academic growth in areas like word segmenting, CBMR, and KAP scores.
Wichita Public Schools aims to be the premier district of choice, preparing students for life, college, and career through an innovative educational experience. The strategic plan focuses on three core student success outcomes: increasing academic achievement and graduation rates (targeting 85% by 2029), preparing students for postsecondary success (targeting 50% with five or more postsecondary assets by 2029), and enhancing safety and belonging (targeting 90% feeling safe and connected by 2029). These outcomes are supported by strategic priorities including student engagement and behavior, organizational and staff capacity, future-ready facilities, and innovative programming.
Extracted from official board minutes, strategic plans, and video transcripts.
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