Planning Funding Interim Measures of Progress Desired Outcome Enabling Activities (Indicate year(s) of implementation in next column) School Year(s) of Activity ART Accountable Lead(s) Source of Funds (Check applicable boxes to indicate source of funds) Define the relevant data used to regularly assess and monitor progress By Spring 2020, all Jefferson Elementary School teachers will provide students with instruction based on Common Core State Standards for English Language Arts and Math that will result in a minimum annual increase of 5% in proficiency from Grades 3-5 as measured by Smarter Balanced Assessment (SBA), and in Grades K-5 as measured by our universal screener. By June 2020, 55% of students in Grade 4 will be proficient on the HSA Science. CCSS (General) - Provide teachers and school leaders with professional development, modeling, guided practice and coaching (including opportunities for peer visits) in collaboration with Catapult Learning to increase understanding of the expectations of CCSS, focusing on: Identifying the progression of skills from K-5 and aligning curriculum maps/pacing guides that reflect vertical alignment. CCSS (ELA) - Continue, in collaboration with Catapult Learning and Complex Staff, to support the CCSS shifts in ELA including: Refinement of our writing program. Provide students with an 2017-2020 Jodi Chun, Tam, Amanda Jones, Sutcliffe. X WSF X Title I ☐ Title II ☐ Title III ☐ IDEA ☐ Homeless ☐ CTE X Other ☐ N/A Utilization of data from: iReady Data team minutes Student referrals Attendance SBA HSA Science Common Formative Assessments eValuate wide wide
By June 2020, the number of Jefferson Elementary School students who are chronically absent will be no more than 12% according to eSIS attendance data and Early Warning System reports; and the average daily attendance of students will be at 95%. Using universal screener data, 80% of students will reach Benchmark on the end of year targets. By June 2020, the Achievement Gap between high needs and non-high needs students will decrease to 25 % or less despite the steady yearly increase of SpEd and ELL student count. CSSS (RTI) – Continue to refine the RTI process and create an RTI plan (consider revising the intervention schedule) that includes expectations for creating, implementing and monitoring intervention plans and student progress. Catapult to provide ongoing training, modeling (during intervention blocks), guided practice, feedback and coaching on progress monitoring, data analysis (NWEA-MAP and eValuate) and the Data Team process, using multiple data sources to determine the needs of all students, and formative instruction for all teachers as needed. Provide teachers with optional support to implement differentiated activities and interventions aligned to student needs for iReady. CSSS (Gap Rate) - Select the research-based strategies that will be implemented to improve the achievement of High Needs 2017-2020 Jennifer Ichiyama, Counselor. Cheryl Thebeau, SSC. ☒ WSF ☐ Title I ☐ Title II ☐ Title III ☐ IDEA ☐ Homeless ☐ CTE ☐ Other ☐ N/A Measures of Progress: The PBIS TEAM will continue to meet at least twice a school year to update and strategize new activities and incentives based on the needs of the school. The PBIS TEAM will continue to monitor and address: Disciplinary Referrals. Chronic Absenteeism. SQS.
Students. ELL – Comprehensive ELL Plan to be fully implemented with fidelity. Provide teachers with training, coaching and feedback on implementing strategies for differentiation, specifically focusing on the needs of ELLs and struggling learners, in collaboration with Complex Support and Catapult Learning. Teachers will follow all 6 of the Data Team process to address the needs of students and to differentiate instruction as evidenced by the completion of the Data Teams tool, CAGS R Me, monthly and a 3-5% increase in eValuate when comparing alternating months for grades 2-5, and 80% of students proficient on Data Teams Process - Provide teachers with training, modeling, guided practice, feedback and coaching on progress monitoring, data analysis and the Data Team process, and formative instruction, in collaboration with Catapult Learning. Use iReady data to determine the needs of students, and to determine the impact of intervention plans through student growth. 2017-2020 Jodi Chun ☒ WSF ☐ I ☐ Title II ☐ Title III ☐ IDEA ☐ Homeless ☐ CTE ☐ Other ☐ N/A Teachers will submit Data Team form and Intervention Plan to A Administration and meet to discuss student growth progress.
Planning Funding Interim Measures of Progress Desired Outcome Enabling Activities (Indicate year(s) of implementation in next column) School Year(s) of Activity ART Accountable Lead(s) Source of Funds (Check applicable boxes to indicate source of funds) Define the relevant data used to regularly assess and monitor progress 100% of teachers will be trained in ongoing PD classes. Catapult – 32 days of support from VPES. Sub Days for Teachers – Induction and Mentoring, PBIS, ART, Data Teams. Pending Marshall and Yuko Hung Grant for NGSS / STEM PD. Perpetual leadership assists with the WASC self-study process. Waiver Day – Staff retreat 2017-2020 Kristen Esposito X WSF X Title I ☐ Title II ☐ Title III ☐ IDEA ☐ Homeless ☐ CTE X Other ☐ N/A 100% of new teachers will receive mentoring support a minimum of monthly as evidenced by mentor logs, data, meeting agendas, and email conversation strands between mentor and administrative team. Jefferson Elementary will continue to develop effective teachers through the use of effective feedback and support through the Educator Effectiveness System, as evidenced by Educator Effectiveness System - Implement the EES according to State expectations and timelines Principal/VP will: Assist and guide in the working portfolio process for non-classroom teachers. Assist and guide in the use of the Tripod survey. Assist and in the use of SGP data. 2017-2020 Garret Zakahi, Principal X WSF ☐ Title I ☐ Title II ☐ Title III ☐ IDEA ☐ Homeless ☐ CTE ☐ Other ☐ N/A 100% of teachers will understand the components of the EES and meet state implementation requirements as evidenced by, but not limited to: their participation in the pre and post observation conferences and observation data, use of the Tripod and SGP data to address instruction, data team minutes, development of
Goal 3: Successful Systems of Support. The system and culture of Jefferson Elementary School works to effectively organize financial, human, and community resources in support of student success. Outcome: By the end of three years, Rationale: WASC: School Year 2020 will be the implementation of WASC Visiting Committee Findings / Recommendations for Continuous School Improvement. The school designated focus leads for categories A-E. Systems and processes in school will be sustainable and be in place by 2020. Jefferson Elementary School will be accredited by WASC in School Year 2017-2018. Jefferson Elementary School will comply to of Education (BOE) policies.
Planning Funding Interim Measures of Progress Desired Outcome Enabling Activities (Indicate year(s) of implementation in next column) School Year(s) of Activity ART Accountable Lead(s) Source of Funds (Check applicable boxes to indicate source of funds) Define the relevant data used to regularly assess and monitor progress Jefferson Elementary will continue to effectively organize financial, human, and community resources to support student needs and success. Community Meetings – Open House, pasta night, BINGO night. WASC Visitation – hotel, plane fare, car, and food expenses. Technology Plan – Classrooms will have access to updated technology. LS2 Maintenance – provide all students with access to library to promote student learning and growth. Helphawsiischools.com -provide an avenue for the continuation of volunteers to help support our school. A+ After School with Moiliili Community Center. 2017-2020 Garret Zakahi, Principal X WSF X Title I ☐ Title II ☐ III ☐ IDEA ☐ Homeless ☐ CTE ☐ Other ☐ N/A Qualitative / Quantitative Surveys. Exit Passes. Sign in / Sign out sheets. Jefferson Elementary School will continue to Academic Review Team - Continue to refine the efficacy of the Academic Review Team 2017-2020 George Sanqui, Vice ☒ WSF ☐ Title I ☐ Title II ART documents/agenda that are pr provided.
implement and refine best practices school-wide, including monitoring the implementation of the Academic and Financial Plan, building school capacity, fostering instructional leadership amongst teachers, fostering opportunities for continuous school improvement, which results in student achievement goals being met by June 2020. Engagement of families and community partners in the continuous school improvement process for feedback, as evidenced by a 10% increase in family participation in school-wide activities. (ART) through following the routines and process. Analyzing data. Utilization of quarterly Implementation Continuums with the identified ART Leads. Progress monitoring the Academic Plan. Completing the ART Exercises. Sharing information and updates with the Principal, faculty and staff. Completing and Monitoring Quarterly Goals to include CAS, District SRS in the ART monthly meetings, as needed. If unable to attend, send SRS copies of the ART meeting minutes Leadership - Provide the school leaders with training and support to continue to on-site leadership capacity to teacher leaders and administration on leading change, instructional leadership, staff coaching, analyzing data, implementing and monitoring school reform, and setting goals. Principal ☐ Title III ☐ IDEA ☐ Homeless ☐ CTE X Other ☐ N/A