It will also require a willingness to carry forward what is working, 
strengthen what remains unfinished, and imagine what the next chapter 
of our shared work should become.
This is also a moment of leadership transition. 
“As my time as superintendent & CEO ends, I am grateful for the many 
people who have shaped this MYSP and brought it to life in schools, board 
office teams, and communities across the division. Its strength has always 
come from collective effort,” said Christian Michalik, superintendent & 
CEO. “As Jackie Connell begins her time as LRSD’s next superintendent & 
CEO, the year ahead will offer an important opportunity to listen, learn, 
build relationships, and take stock with the community. The next plan 
will not be created by one person, or from one perspective. It will need to 
emerge from the shared knowledge, hopes, questions, and commitments 
of the LRSD community.”
Plans set direction. What moves a school division forward is the daily 
commitment of people who show up, care deeply, and keep going.
The redesigned MYSP dashboard offers a broader view of that progress. 
It shows where each of our 25 strategic actions sits in its implementation 
journey, what is gaining momentum, and what still needs attention. It is 
an invitation to look closely, ask honest questions, and stay engaged in 
the work ahead.
The purpose of the dashboard is to support thoughtful public 
accountability, as well as to report activity. It helps us move 
beyond listing what has been done and toward a richer 
understanding of what we are learning together. It gives 
students, staff, families, trustees, and community members a 
clearer view of both progress and unfinished work.
That kind of transparency is important. Public confidence 
grows when we acknowledge the complexity of the work, 
demonstrate that we are paying attention, learn honestly and 
take shared responsibility for what comes next.
As we look ahead to the final year of the current MYSP 
cycle, this work will increasingly become a bridge: from 
implementation to reflection, from reflection to renewed 
engagement, and from renewed engagement to the next 
plan. In 2026–2027, LRSD will need to take stock again, 
as we did in 2023, by looking carefully at what has been 
accomplished, what still requires attention, and what new 
possibilities are emerging.
That process will need to be built in community, with 
community, and for community. It will require listening to 
students, families, staff, trustees, Elders, Knowledge Keepers, 
community partners, and the many people who help shape 
public education in LRSD. 
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