Effectiveness of staff and recruitment/ retainment of staff Professional Development two (2nd quarter) Principal Changes and Flexibility Instructional Programs Professional Development Phase three (3rd quarter) Building Culture Family and Community Engagement Phase four (4th quarter) Effectiveness of staff and recruitment/ retainment of staff Instructional Programs Professional Development Phase five (summer 2016)
TRANSFORMATION, TURNAROUND, LEARNING, WHOLE SCHOOL REFORM Planning Year - SY 2015-2016 Focus Areas Action Steps and Person(s) Responsible Timeline Description and Details Budgeted Principal Changes and Flexibility Building Culture Hire Principal. Hire Assistant Principal based on need- Human Resources. Provide staff with financial incentives and opportunities for leadership development Review our school-wide PBIS (C.H.A.M.P.S.). one (1st quarter) Advertise for administrators with transformation experience. Encourage staff to become part of the leadership team or commit to work on one focus area. Provide training for PBIS team and all certified and classified staff Title I, Title IIA, General Funds Effectiveness of Staff and Recruitment/Retainment of Staff Professional Development Use Teacher Evaluation System to retain effective and highly effective teachers and recruit new i.e., Data Coach, Instructional Coaches, Building Substitutes, Teacher Assistants, Intervention Specialists, Technology Assistant, and Parent/Community Engagement Specialist - Human Resource/Principal and Assistant Principal Administrator and Teacher Walkthroughs Work with ICLE to develop a professional development calendar that supports needs - Principal/Leadership Team Phase two (2nd quarter) Coaches would support educators to improve student achievement. Substitutes would work in the building and be trained with staff to use instructional strategies. School leaders verify curriculum implementation and alignment to Adjust instructional schedule to include extra minutes per week outside of the school day for required teacher collaborative planning time and professional development. Title I, Title IIA, General Funds Principal Changes and Flexibility Instructional Programs Professional Development Principal Review Develop a reading framework to be used by the entire school - Reading Committee Professional development on instructional reading strategies and reading in the content areas Ongoing training throughout the year on specific areas of teacher development Phase three (3rd quarter) Review the effectiveness of the principal. The framework would ensure that the 90-minute reading block is being implemented with fidelity. All elements of reading are being taught in every classroom. Building Culture Family and Community Engagement Review our school-wide PBIS (C.H.A.M.P.S.). Create a process to involve family members in school decision making. four (4th quarter) Monthly calendar of parent engagement activities.
Reward school leaders, teachers, staff who, in implementing this model, increased student achievement or high school graduation rates; remove those who, after professional development, have not shown progress Provide additional resources in classrooms via teacher grants or rewards - Principal Provide with leadership opportunities - Principal Provide collaboration time for - Principal Review and revise based on data Ongoing - Principal Ongoing - Principal Ongoing - Principal Stipends for teacher grants Provide high quality, professional development Provide collaboration time for staff - Principal Dramatically increase common planning time and implement a system for its effective utilization, both horizontally and vertically Chairpersons District-wide professional development - Design school schedule to for 40 minutes of common planning time once a week. Plan for cross grade level/vertical twice a month. Grade-level teams Include special education teachers. Continue 40-minute common planning time. Plan for cross grade level/vertical twice a month. Grade-level teams Include special education teachers. Continue 40-minute common planning time. Plan for cross grade level/vertical twice a month. Grade level teams Include special education teachers Stipends for 1 hour. weekly after-school collaboration time Implement strategies to recruit, place, and retain staff (financial incentives, promotion, career growth, flexible work time) Provide additional resources in classrooms via teacher grants or rewards - Principal Provide additional resources in classrooms via teacher grants or rewards - Principal Provide additional resources in classrooms via teacher grants or rewards -Principal Provide additional resources in classrooms via teacher grants or rewards - Principal Money for staff incentives Increased Learning Time Extend learning time before/after school for students identified as High Risk - Principal and Teachers Summer School on data targeted for at-risk students Extend learning time before/after school for students identified as High Risk - Principal and Teachers Summer School based on data targeted for at-risk students Extend learning time before/after school for students identified as High Risk - Principal and Teachers Summer School on data targeted for at-risk students and enrichment program Saturday School implemented Interdisciplinary Unit Extend learning time before/after school for students identified as High Risk - Principal and Teachers Saturday School implemented Interdisciplinary Unit Summer School based on data targeted for at-risk students and enrichment program Salary for all including custodian Materials for enrichment and intervention programs Provide mechanisms for family and community engagement Hire a parent/community engagement specialist who can focus on individual Parent Summit Parents will be involved in learning while children are Parent Summit Parents will be involved in learning while children are for materials, supplies, and refreshments for parents embedded
RESTART, TRANSFORMATION, TURNAROUND, EARLY LEARNING, WHOLE SCHOOL REFORM Complete the table below detailing the last year of SIG funding – the Sustainability Year. Focus Areas Action and Person(s) Responsible Timeline Description and Details Budgeted Leadership Maintaining Culture Transform efforts to bring robust leadership into the school to maintain culture one (1st quarter) Embedded professional development for all instructional staff and support staff. ICLE, Title I Effectiveness of Staff and Retainment of Staff Professional Development Work with Human Resources to ensure that the right persons have been hired or retained two (2nd quarter) Aggressively recruit among HBCUs and non-black instruction. ICLE Title I Leadership Instructional Programs Professional Development Transforms efforts to bring robust leadership into the school to maintain culture Phase one (1st quarter) Embedded professional development for all instructional staff and support staff. Maintaining Culture Family and Community Engagement Expand and build upon the success parent engagement - Assistant Principal Phase four (4th quarter) Effectiveness of Staff and Retainment of Staff Instructional Programs Professional Development Transforms efforts to bring robust leadership into the school to maintain culture Phase one (1st quarter) Embedded professional development for all instructional staff and support staff.
Effectiveness of and Retainment of Staff Instructional Programs Professional Development The district’s evaluation process will ensure that teachers who are effective or highly effective will be retained and encouraged to work at the SIG school. Principal and Human Resources will work in coordination to remove any teachers or staff that are not reaching the acceptable benchmarks. There Phase five (summer 2016) Ongoing Reward school leaders, teachers, and staff who, in implementing this model, model increased student achievement among staff who are highly effective, then terminating the instructional staff that are not performing satisfactorily. Title I, Title IIA, and General Funds