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Accountability and flexibility are hallmarks of Gwinnett County Public Schools' success. Key to that success is ensuring that each school community understands the progress being made by its schools, as well as what plans will drive improvement. Each school creates a collaborative Local School Plan for Improvement (LSPI) to increase student achievement results, with targeted goals based on the four strategic priorities within the district’s Blueprint for the Future: Empathy, Equity, Effectiveness, and Excellence. All schools across the district will focus on goals 2A- Multi-tiered Systems of Support and 2B- Opportunity and Access. Additionally, schools are required to select one goal from each of the other strategic priorities. LSPI goals are dynamic, like our schools, and are updated to reflect changes that occur in schools. Multiple data points are used to determine areas needing improvement and to identify specific, measurable, annual objectives. Schools then determine how to use research-based strategies to achieve these goals, using flexibility as needed. The LSPI development process involves teachers, parents, students, and community members, so the entire school community has the opportunity to be involved in conversations about school improvement.

 

2025 - 2026 Local School Plan for Improvement (LSPI)


School: MILL CREEK HIGH SCHOOL           Principal: Jason Lane
District Strategic Priorities/Goals Rationale Action Steps
(Implementation Design)		 How will you measure growth?
Growth Factors (Baseline & Targets)
Equity 2.A - Multi-tiered System of Supports

Mill Creek HS and all of GCPS will use both observational, anecdotal, and performance data to ensure that every student demonstrates critical thinking skills and has a clear path to content mastery.
  1. Targeted Tier 1, 2, and 3interventions developed by the MTSS Team based on data.
  2. Dedicated 25 minute block for intervention built into the lunch period (MTSS Lab) for MA/LA skill development, Credit Recovery & School Plus.
  3. All staff trained on behavioral interventions.
  4. School-level focus on Small-Group Differentiated Instruction (SGDI), Tier 1 Interventions & strategies, and STEAM.  This will be monitored through our learning walks with Course Team leads, Department Chairs, and Leadership teams.
  5. Continue Hawk Flyovers (this is where teachers go observe and provide feedback to their colleagues) & Java with Jason (this is where we open the classroom doors to both teachers in the building as well as parents and guardians to see the great work happening in our classrooms; these visits usually focus on our work with STEM).
  6. Implement new bells schedule to provide for more intervention and enrichment time
  • on-track graduation status
    • 10th grade - 93.0%
    • 11th - 87.9%
    • 12th - 88.8%
  • Course pass rates of students (including those served in the MTSS lab)
    • last year approximately 95% of students passed all classes
  • EES student & staff data for identified questions
    • see questions in the other two sections
  • Milestone scores
    • Distinguished, Proficient, & Developing
      • 11th LA - 81.0%
      • Algebra - 100%
      • Biology - 91.8%
      • US History - 100%
  • Graduation rate
    • 2025 = 94.2%
Equity 2.B - Opportunity and Access

Mill Creek HS and all of GCPS will expand student opportunities to engage in and have access to high quality, rigorous, and culturally relevant curriculum and enrichment activities
  1. continue to incorporate the STEM/STEAM mindset in all of our classrooms with actionable and identifiable evidence, while also maintaining EPIC's STEM program certification with the State of Georgia DOE.
  2. continue to communicate and promote all available opportunities for students including Dual Enrollment (DE), CTAE, Maxwell, Grayson, Advanced Placement (AP), Honors classes, credit recovery and school-plus options. 
  3. continue and expand where available the opportunity to earn diploma seals and pathway completer status.
  4. continue to promote opportunities for staff to get certifications to include special education, Gifted, ESOL, and STEM
  5. maintain school-level College Board award status for Advanced Placement (AP)
  • EES survey data (staff, student, family)
    • Student
      •    I am good at figuring out the best solution to problems I am facing – 78.2%
      •    What we do in school will help me succeed in life – 73.4%
      •    Work I do in this school is useful and interesting to me – 61.7%
      •    Students are involved in solving problems in this school – 73.4%
      •    This school is doing a good job of preparing me to succeed in my life – 71.0%
    • Staff
      •    I am willing to be held accountable for student learning – 96.3%
      •    I am willing to work to change my school for the better – 98.2%
      •    I provide timely feedback to students about their learning – 97.3%
      •    My performance goals are set based on the goals of this school – 97.0%
    • Family
      •    This school communicates with me about my child’s progress – 89.1%
      •    Teachers in this school are dedicated to helping students succeed – 84.3%
      •    The school is doing a good job of preparing my student for a successful future – 75.0%
      •    Teachers in this school provide students with a variety of learning opportunities – 74.9%
  • College Board school-level distinction award status
    • Bronze level from SY 2024
  • EPIC program STEM certification renewal
    • on track with STEM visit planned
  • diploma seal and CTAE pathway completion numbers.
Excellence 4.A - Preferred Education Destination

Mill Creek HS strives to be the first choice of students and families for excellent schools and the employer of choice for educators and staff to fulfill their careers.
  1.  Continue to include staff, parents and students into decision-making processes for local school decisions.  Some examples of ways this is already taking place is Lunch with Lane (where students come and eat with Mr. Lane to discuss school and how to make it better), Local School Council (which meets five times per year, and the Mill Creek High School Foundation which meets regularly with Mr. Lane.
  2.  Continue to increase the visibility and promotion of school activities inside and outside of the school through the use of social media, digital marquee, and the indoor matrix board in the commons area.
  3. Continue to increase administrator visibility and interactions with students and staff (non-discipline and non-evaluative).
  4. Create more incentives and rewards to recognize our students and staff - PBIS
  5.  Increase communication between staff and parents.
  • EES student, staff, and family survey responses.
    • Student
      •    I enjoy coming to this school – 56.9%
      •    I feel of my school – 70.3%
      •    I feel safe at this school – 77.0%
      •    My parents/family feel welcome at this school – 82.0%
    • Staff
      •    I am willing to work to change my school for the better – 98.2%
      •    Students believe this school is a safe place – 85.7%

    • Family
      •    This school communicates with me about my child’s progress – 89.1%
      •    The school has a welcoming environment . . . – 87.6%
      •    There is a high level of community support for this school – 84.0%
      •    I feel welcome at this school – 76.8%

 

  • PBIS distinction level
    • operational