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Grand Prairie Independent School District

Dubiski Career High School

2019-2020

Dubiski Career High SchoolGenerated by Plan4Learning.com 1 of 31 March 6, 2020 1:19 pm

Mission StatementWe ensure student success by engaging minds and capturing hearts.

VisionDubiski Career High School will Empower, Engage, and Equip students for college and career readiness to impact the global community.


Table of Contents

Comprehensive Needs Assessment 4Demographics 4Student Academic Achievement 6School Processes & Programs 8Perceptions 10

Priority Problem Statements 11Comprehensive Needs Assessment Data Documentation 12Goals 14

Goal 1: Student Achievement: Students will demonstrate exemplary performance in comparison to state, national and international standards in theareas of reading and writing of the English language and in the understanding of mathematics, science and social studies. Measurements: Districtbenchmark/assessment data, STAAR/EOC data, graduation/completion rates, attendance rate. (TEA Strategic Priorities: 2, 3, 4) 14Goal 2: Unlocking Leadership, Recruitment, Support and Retention of Personnel: Teachers and administrators will be recruited, developed andretained, with educators keeping abreast of the development of creative and innovative techniques in instruction and administration, using thosetechniques to improve student learning. Measurements: Recruitment data, retention rates, campus/district training records, evidence of leadershippipeline implementation, classroom walk-through, teacher/staff evaluations. (TEA Strategic Priority 1) 21Goal 3: Parent and Community Engagement: Parents and community members will be full partners with educators in the education of GPISD students.Measurements: Parent/community engagement meetings, community partnerships/organizations, EIC and CIC meetings, parent workshops/trainings,parent-school compacts (Title 1), parent involvement/family engagement policy, and volunteer documentation. (Local Strategic Priority 3) 24Goal 4: Instructional Technology: Instructional Technology will be incorporated to increase the effectiveness of teaching and learning, instructionalmanagement, staff development and student progress assessments. Measurements: Technology inventory, campus Needs Assessment, purchase orderswith CIP references, usage logs. (Local Strategic Priority 4) 27Goal 5: Safe and Orderly Environment: Dubiski will continue to develop and maintain a safe and disciplined environment conducive to teaching andlearning, promoting physical and mental health in all students, their families and employees. Measurements: Safety audit reports, safety drill reports,discipline records, PEIMS data, staff training documentation, community/school events. (Local Strategic Priority 5) 29

2019-2020 Campus Site-Based Committee 31


Comprehensive Needs Assessment

Demographics

Demographics Summary

Dubiski Career High School’s approximate demographics are 78% Hispanic, 9% African American, 8% White, and 4% Asian. Our population is 75%Economically Disadvantaged, 37% EL and 76% are classified as At-Risk. DCHS is committed to supporting the district focus for improved coordination ofprograms and services to prevent students from dropping out of school. The school of choice concept is a preventative measure for At-Risk students to stayin school. Dubiski prides itself on having a 100% graduation rate.

DCHS continues to offer PAP, AP, On-Ramps and Dual CreditDCHS is also an AVID Schoolwide Site of Distinction courses. Participation in theseadvanced classes grows each year and is projected to continue to do so. We also offer SAT prep courses.

Dubiski is a school of choice. We have 3 Academies and 15 career pathways:

Academy of Business & Communication - Graphic Communication, Business, Media Technology, Information Technology

Academy of Health Science & Engineering- Health Science, Engineering, Aviation, Architecture, Denistry

Academy of Human Service & Transportation- Cosmetology, Auto Tech, Auto Collision, Deisel Tech, Culinary Arts, Recreation and Hospitality

DCHS will continue to support current teachers through PLC, TRS, and district training. A campus mentor program supports teachers new to the campusand the district provides a new teacher orientation. Efforts will be made to recruit and retain high quality staff highly qualified for their area of instruction.The growth in student populations at DCHS demands more teaching units in core, but also in highly specialized CTE areas.

Demographics Strengths

Campus-based training is aligned the district goals and instructional needs, including specfic T-Tess rubric trainings.

T-TESS offers more specific support and feedback.

PLCs support teacher instruction through collaborative planning and analysis of data .


District facilitators and strategists support teacher needs through attendance in PLCs and district training Campus based mentor training.

Deans of Instruction and CTE to support and monitor instruction and support career and technical educaiton, business partnerships, internships and studentlicences and certification to target specific student populatios.

Problem Statements Identifying Demographics Needs

Problem Statement 1: We need to enhance communication for families about services provided on campus. Root Cause: We need to provide services thatmeet the needs of families and communicate in English and Spanish and via multiple formats to ensure families are well-informed.

Problem Statement 2: Teachers need to understand the structure and CTE design of the campus to help support both staff and students. Root Cause: Weneed a stronger mentor teacher structure to help new teachers become integrated into the school culture.


Student Academic Achievement

Student Academic Achievement Summary

The students continue to perform in the top quartile of its 40 most comparable schools on the EOC test.

AP PerformanceQuartile 3 - Social StudiesQuartile 3 - ScienceQuartile 4 - Math

SAT PerformanceQuartile 2 - Reading and Writing

Student Academic Achievement Strengths

Accountability Rating SummaryComponent

ScoreScaledScore Rating

Overall 93 AStudent Achievement 94 ASTAAR Performance 66 92College, Career and Military Readiness 83 96Graduation Rate 99.7 95School Progress 93 AAcademic Growth 78 88 BRelative Performance (Eco Dis: 73.4%) 75 93 A

Closing the Gaps 96 92 A

Dubiski earned all seven distinctions from TEA:Dubiski Career High SchoolGenerated by Plan4Learning.com 6 of 31 March 6, 2020 1:19 pm

https://rptsvr1.tea.texas.gov/cgi/sas/broker/cgi/sas/broker?_service=marykay&_debug=0&sublevel=camp&single=N&batch=N&app=PUBLIC&ptype=H&title=2019+Accountability+Reports&_program=perfrept.perfmast.sas&level=campus&search=campnum&namenum=057910010&prgopt=2019/acct/domain1a.sas

https://rptsvr1.tea.texas.gov/cgi/sas/broker/cgi/sas/broker?_service=marykay&_debug=0&sublevel=camp&single=N&batch=N&app=PUBLIC&ptype=H&title=2019+Accountability+Reports&_program=perfrept.perfmast.sas&level=campus&search=campnum&namenum=057910010&prgopt=2019/acct/domain1b.sas

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https://rptsvr1.tea.texas.gov/cgi/sas/broker/cgi/sas/broker?_service=marykay&_debug=0&sublevel=camp&single=N&batch=N&app=PUBLIC&ptype=H&title=2019+Accountability+Reports&_program=perfrept.perfmast.sas&level=campus&search=campnum&namenum=057910010&prgopt=2019/acct/domain2a.sas

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https://rptsvr1.tea.texas.gov/cgi/sas/broker/cgi/sas/broker?_service=marykay&_debug=0&sublevel=camp&single=N&batch=N&app=PUBLIC&ptype=H&title=2019+Accountability+Reports&_program=perfrept.perfmast.sas&level=campus&search=campnum&namenum=057910010&prgopt=2019/acct/domain3.sas

Academic Achievement in Reading/ELA

Academic Achievement in Mathematics

Academic Achievement in Science

Academic Achievement in Social Studies

Top 25 Percent in Student Progress

Top 25 Percent Closing Performance Gaps

Postsecondary Readiness

Problem Statements Identifying Student Academic Achievement Needs

Problem Statement 1: We need to increase student performance SAT and AP tests. Root Cause: Primary focus ins on the CTE experience provided tostudents. We need to intentionally increase efforts to prepare our students to be successful on these exams and courses.


School Processes & Programs

School Processes & Programs Summary

DCHS incorporates PLC at various times througout the week. We also use an academy period to allow CTE and academic teachers the abiltity to visitclassrooms and devleop deeper connection with their students. Students set goals on thier quarterly exams and have data talks with their teachers to monitortheir progress. We also have a Dean of Instruction specifically designated to support the curriculum, instruciton, and assesment needs of the campus.

The campus has designed a mentoring program to give new teachers the opportunity to learn Dubiski systems and processes.

Current campus efforts are documented as successful and in compliance with the GPISD Technology Plan. Efforts will continue as currently designed.

One-to-one student to laptop on campus (Grades 10-12)One-to-one student to iPad on campus (Grades 9-12)ELMOs with videoing capabilities Edugence is the data and assessment collection tool Progress monitoring system of data reflection, instructional review and modifications as needed Google Drive for cloud computing, collaboration and offsite storage space One Drive/Office 365 for additional cloud computing, collaboration and off site storage space Office 365 for teacher lesson plan storage off site Skyward Phone Messenger Parent Call System Campus website specifically designed for Pathway integration, information and updates Instructional Media Specialists (2) available for daily integration, solutions and deployment of new initiatives Dubiski Social Media engagement includingFacebook, Instagram and Twitter for communication

School Processes & Programs Strengths

PLC's for English, Math, Science and Social Studies

Designated time Wednesday afternoons for staff and academy meetings that include professional develpment opportunities.

District strategist and faciliators for each core content as well as CTE.

Special programs are supported within the master schedule (LEP, SPED, intervention, and Advanced academies)

Dean of CTE to support and monitor career and technical educaiont, business partnerships, internships, and student licences and certifications.Dubiski Career High SchoolGenerated by Plan4Learning.com 8 of 31 March 6, 2020 1:19 pm

Problem Statements Identifying School Processes & Programs Needs

Problem Statement 1: We need to increase Dual Credit opportunities for students. Root Cause: More students need to take the TSI to gain access to dualcredit courses.

Problem Statement 2: We need to use technology more effectively. Root Cause: Teachers need additional training and support on using technology in theclassroom.


Perceptions

Perceptions Summary

DCHS has a very unique school culture and climate.

Each of our academies have their own mission and values that help prepare students in their career pathway. All activities in the academy is guided by thepremise that we are partners for the future, committed to fostering critical, creative thinkers prepared to engage meaningfully in an ever-evolving societyand future world of work.

Staff members complete Safe Schools Training in order to learn and review policies and procedures to keep students healthy and safe. We also currentlyhave Rachel’s Challenge, Capturing Kids’ Hearts, and Handprint on Hearts programs in place to strengthen relationships between students and teachers. Wealso have Crime stoppers and Stop It to encourage students to report any issue that arise in relation to student safety.

The Campus Improvement Committee (CIC) is responsible for reviewing and analyzing campus data, evaluating current strategies and updating the CampusImprovement Plan as necessary. Any parent may participate in this process or provide feedback to the CIC by contacting Executive Principal Larry Jones atany time during the year.

Perceptions Strengths

We are a Capturing Kids’ Hearts National Showcase Campus. This distinction is designed to recognize and celebrate educators who go the extra mile eachday to face this challenge and transform their campuses into places where Capturing Kids’ Heart is alive and flourishing and where students and staff feelsafe and connected.

Administration is highly visible before school, during passing periods, at lunch, and during dismissal. They conduct frequent walkthroughs and monitorareas where students are located.

The culture at Dubiski emphasizes professionalism, which creates an environment where students learn to be self-managing.

Problem Statements Identifying Perceptions Needs

Problem Statement 1: We need increased focus on integrating CTE and core courses. Root Cause: Teachers need more training on integrated instructionin the classroom.


Priority Problem Statements


Comprehensive Needs Assessment Data DocumentationThe following data were used to verify the comprehensive needs assessment analysis:

Improvement Planning Data

District goalsCampus Performance Objectives Summative Review from previous yearCurrent and/or prior year(s) campus and/or district improvement plansCampus and/or district planning and decision making committee(s) meeting dataState and federal planning requirements

Accountability Data

Texas Academic Performance Report (TAPR) dataAccountability Distinction DesignationsFederal Report Card DataPBMAS data

Student Data: Assessments

State and federally required assessment information (e.g. curriculum, eligibility, format, standards, accommodations, TEA information)State of Texas Assessments of Academic Readiness (STAAR) current and longitudinal results, including all versionsSTAAR End-of-Course current and longitudinal results, including all versionsSTAAR Released Test QuestionsTexas English Language Proficiency Assessment System (TELPAS) resultsTexas Primary Reading Inventory (TPRI), Tejas LEE, or other alternate early reading assessment resultsAdvanced Placement (AP) and/or International Baccalaureate (IB) assessment dataSAT and/or ACT assessment dataPSAT and/or ASPIRE

Student Data: Student Groups

STEM/STEAM dataDyslexia Data

Student Data: Behavior and Other Indicators

Completion rates and/or graduation rates dataAnnual dropout rate data


Attendance dataMobility rate, including longitudinal dataDiscipline recordsStudent surveys and/or other feedback

Employee Data

Professional learning communities (PLC) dataStaff surveys and/or other feedbackProfessional development needs assessment data

Parent/Community Data

Parent surveys and/or other feedbackParent engagement rate

Support Systems and Other Data

Organizational structure dataBudgets/entitlements and expenditures dataStudy of best practicesAction research results


Goals

Goal 1: Student Achievement: Students will demonstrate exemplary performance in comparison to state,national and international standards in the areas of reading and writing of the English language and in theunderstanding of mathematics, science and social studies. Measurements: District benchmark/assessmentdata, STAAR/EOC data, graduation/completion rates, attendance rate. (TEA Strategic Priorities: 2, 3, 4)

Performance Objective 1: Implement Needs Assessment processes and Professional Learning Communities (PLC) at each campus for data analysis ofstudent achievement and behaviors for timely and effective instructional planning and delivery and interventions for all students in all subject areas, toproduce student academic growth.

Evaluation Data Source(s) 1: PLC rosters, training agendas, intervention documentation, tutoring records

Summative Evaluation 1:

Strategy Description ELEMENTS Monitor Strategy's Expected Result/ImpactReviews

Formative SummativeNov Jan Mar June

1) We will provide academic interventions for at-risk students on EOC assessments.

2.4, 2.6 Administration Improved results on the EOC exams.

= Accomplished = Continue/Modify = No Progress = Discontinue


Goal 1: Student Achievement: Students will demonstrate exemplary performance in comparison to state, national and international standards in the areas ofreading and writing of the English language and in the understanding of mathematics, science and social studies. Measurements: Districtbenchmark/assessment data, STAAR/EOC data, graduation/completion rates, attendance rate. (TEA Strategic Priorities: 2, 3, 4)

Performance Objective 2: Provide high quality preschool programs to improve educational objectives for eligible children that include activities to engagefamilies and to improve the transition from PreK-Kindergarten into elementary programs. (ESSA requirement)

Evaluation Data Source(s) 2: Enrollment data, GPISD assessment data




1) Dubiski will advertise and provide informationfor parents interested in preschool programs.

3.2 AdministratorsandAdministrativeAssistants

Parent Notification




Performance Objective 3: Implement College/Career Ready Initiatives, through Programs and Schools of Choice, with annual increases in successfulcompletion rates and STAAR post-secondary rates, college coursework, college acceptance rates and career and technical learning opportunities that lead toskill attainment for in-demand occupations or industries. (ESSA requirement)

Evaluation Data Source(s) 3: College acceptance, AP course data, completion rates, Programs of Study completion, Licenses andcertifications received by students.




1) At DCHS, students complete internships andjob shadowing placement. In addition, studentswill complete four year plans that are verticallyaligned to their specific academy and their post-secondary career or college aspirations.

2.5, 2.6 Administrators,Counselors,Academy Leads

Student development of four year plans, completedschedule of visits of job shadowing and field trips,and feedback from potential employers andstudents.




Performance Objective 4: Decrease dropout rates and increase completion rates for students designated as at risk of dropping out of school by TEAdefinitions.

Evaluation Data Source(s) 4: PEIMS data, completion rates. STAAR data, GPISD progress reports




1) We will implement attendance incentive andreward programs for our students.

2.4, 2.5, 2.6 CounselorsAdministration

Increased attendance.




Performance Objective 5: Provide prescriptive instructional services and interventions to address identified student needs for specific groups of studentsas required and necessary, (SPED, LEP, GT, Homeless, Students in Foster Care, Migrant and at risk)

Evaluation Data Source(s) 5: tutoring records, prescriptive interventions cocumentation




1) Progress monitoring of students each nineweeks using goal sheets and data folders.

2.4, 2.5 TeachersAdministration

Increased student dataStudent buy-in for success

2) Refer families to GPISD Migrant Recruiter.Implement TX Migrant supplemental services.

Administraion Increased awareness for parents.

3) Monthly meetings with ESL program leadersand the LPAC committee to review program data,complete requirements, ensure student scheduledin appropriate classes, and information with afocus on student achievement.

2.6 Administration Increased awareness of student performance andneeds

4) Monthly meetings with Special Education CaseManagers to review program data and informationwith a focus on student achievement.

2.6 Administration Increased awareness of student performance andneeds




Performance Objective 6: Implement curriculum to improve relational capacity between administrators, teachers and students and their families toimprove the teaching and learning environment, including dating violence, bullying, being drug free, etc.

Evaluation Data Source(s) 6: Program documentation (Rachel's Challenge and/or Capturing Kids' Hearts), student/teacher feedback




1) Participate in staff development, trainings,conferences, etc. that center on research basedpractices related to our student population. Thisincludes but not limited to SIOP, AVID, and CKH

TeachersAdministrators

Improved learning environment.




Performance Objective 7: Improve student attendance with software that monitors attendance, provides student detail reports, sends notifications in homelanguage and prepares reports for PEIMS and administrators.

Evaluation Data Source(s) 7: Attendance Reports.



Goal 2: Unlocking Leadership, Recruitment, Support and Retention of Personnel: Teachers andadministrators will be recruited, developed and retained, with educators keeping abreast of thedevelopment of creative and innovative techniques in instruction and administration, using thosetechniques to improve student learning. Measurements: Recruitment data, retention rates, campus/districttraining records, evidence of leadership pipeline implementation, classroom walk-through, teacher/staffevaluations. (TEA Strategic Priority 1)

Performance Objective 1: Support instructional leadership development focused on the observation/feedback cycle to create personalized professionaldevelopment for campus leaders who provide a rigorous evaluation and support system for teachers.

Evaluation Data Source(s) 1: classroom walkthrough data, teacher evaluation system data




1) We will increase feedback for teachers in allclassrooms utilizing walkthroughs, student work,and student assessments.

2.5 Administration Professional growth and development of teachers.

Increased communication and progress monitoring.

Increased student achievement.



Goal 2: Unlocking Leadership, Recruitment, Support and Retention of Personnel: Teachers and administrators will be recruited, developed and retained,with educators keeping abreast of the development of creative and innovative techniques in instruction and administration, using those techniques toimprove student learning. Measurements: Recruitment data, retention rates, campus/district training records, evidence of leadership pipelineimplementation, classroom walk-through, teacher/staff evaluations. (TEA Strategic Priority 1)

Performance Objective 2: Develop and implement initiatives to recruit, hire and retain effective teachers, campus administrators and other instructionalleaders. Special attention will be given to address the needs of high-need campuses receiving effective and experienced teachers.

Evaluation Data Source(s) 2: retention data, recruitment data




1) Promotion of programs, teacher-to-teachermentoring, administration mentoring staff mentorsas interns, and staffmembers to the next level of educationalachievement orcertification.

2.5 Administration Increasing stakeholders role in the schoolenvironment.



Goal 2: Unlocking Leadership, Recruitment, Support and Retention of Personnel: Teachers and administrators will be recruited, developed and retained,with educators keeping abreast of the development of creative and innovative techniques in instruction and administration, using those techniques toimprove student learning. Measurements: Recruitment data, retention rates, campus/district training records, evidence of leadership pipelineimplementation, classroom walk-through, teacher/staff evaluations. (TEA Strategic Priority 1)

Performance Objective 3: Provide ongoing technical assistance to teachers and PLC members for connecting analysis of student achievement data toeffective classroom interventions for all students (SPED, LEP, GT, Migrant and at-risk students as identified) in all subject areas.

Evaluation Data Source(s) 3: PLC feedback, lesson plans, student achievement data




1) Build a master schedule that provides Academytime, that allows staff to immerse within the CTEand Academic courses.

Dean ofInstruction

More collaboration between core and CTE.



Goal 3: Parent and Community Engagement: Parents and community members will be full partners witheducators in the education of GPISD students. Measurements: Parent/community engagement meetings,community partnerships/organizations, EIC and CIC meetings, parent workshops/trainings, parent-schoolcompacts (Title 1), parent involvement/family engagement policy, and volunteer documentation. (LocalStrategic Priority 3)

Performance Objective 1: GPISD Education Improvement Committee and Campus Improvement Committees will utilize GPISD Board Policyrequirements (parents, community, teachers) to assist with the annual Comprehensive Needs Assessment and District and Campus Improvement Plandevelopment.

Evaluation Data Source(s) 1: CIC documentation, CIC feedback, Title 1 requirements documentation, CNA documentation




1) The CIC is current and members will serve forthe 19-20 school year.

The committee will review and edit the NeedsAssessment, goals, objectives, and strategies forimprovement.

Administration Monthly and annual compliance.An effective action plan for the campus.



Goal 3: Parent and Community Engagement: Parents and community members will be full partners with educators in the education of GPISD students.Measurements: Parent/community engagement meetings, community partnerships/organizations, EIC and CIC meetings, parent workshops/trainings,parent-school compacts (Title 1), parent involvement/family engagement policy, and volunteer documentation. (Local Strategic Priority 3)

Performance Objective 2: Expand outreach services (based on research) to all parents and family community members and implement programs, activitiesand procedures for the engagement of parents, families, community members and volunteers.

Evaluation Data Source(s) 2: Numbers of parents/family/ community members served, in attendance. Feedback forms.




1) Communicate all school activities withSkyward phone and message blasts and on theweb page.

3.1, 3.2 AdministrationOffice Staff

Increased parental involvement.

2) Create and post on the web page current andupcoming events.

3.1, 3.2 AdministrationOffice Staff

Increased parental involvement.

3) Academy Showcase Nights Each academy will hold 1 Showcase Night persemester to allow students the opportunity to showtheir skills and projects with parents and additionalstakeholders.

AdministratorsTeachersAcademy Leads

Increased community involvement on campus.Allow students to showcase all their pathway has tooffer.



Goal 3: Parent and Community Engagement: Parents and community members will be full partners with educators in the education of GPISD students.Measurements: Parent/community engagement meetings, community partnerships/organizations, EIC and CIC meetings, parent workshops/trainings,parent-school compacts (Title 1), parent involvement/family engagement policy, and volunteer documentation. (Local Strategic Priority 3)

Performance Objective 3: Provide district/campus opportunities for parents and community members to participate in academic workshops to strengthenthe home/school/community connection.

Evaluation Data Source(s) 3: Session planning documentation, agendas and attendance, Parent Involvement policy review, parent surveys




1) Host parent meetings centered on instructionand instructional expectations, student successes,college and career readiness, and state assessmentand accountability through the year.

3.2 Administration TeachersCounselors

Increased parental awareness.



Goal 4: Instructional Technology: Instructional Technology will be incorporated to increase theeffectiveness of teaching and learning, instructional management, staff development and student progressassessments. Measurements: Technology inventory, campus Needs Assessment, purchase orders with CIPreferences, usage logs. (Local Strategic Priority 4)

Performance Objective 1: Update and improve technology hardware and software applications for instruction and data retention as defined in the GPISDTechnology Plan.

Evaluation Data Source(s) 1: Campus inventory, purchase orders, usage data




1) Replace worn or aged technology as needed. AdministrationIMSTeachers

Increased availability of hardware and softwareapplications throughout the campus.



Goal 4: Instructional Technology: Instructional Technology will be incorporated to increase the effectiveness of teaching and learning, instructionalmanagement, staff development and student progress assessments. Measurements: Technology inventory, campus Needs Assessment, purchase orders withCIP references, usage logs. (Local Strategic Priority 4)

Performance Objective 2: GPISD will design and implement a comprehensive digital integration plan to incorporate technology and effective applicationsinto the teaching and learning process.

Evaluation Data Source(s) 2: classroom walkthroughs, teacher feedback, usage logs




1) Technology specific professional developmentand trainings

AdministrationIMSTeachers

More effective use of technology.

2) Creation and implementation of lessonsutilizingappropriate technology

AdministrationIMSTeachers

Increased classroom engagement.



Goal 5: Safe and Orderly Environment: Dubiski will continue to develop and maintain a safe anddisciplined environment conducive to teaching and learning, promoting physical and mental health in allstudents, their families and employees. Measurements: Safety audit reports, safety drill reports, disciplinerecords, PEIMS data, staff training documentation, community/school events. (Local Strategic Priority 5)

Performance Objective 1: GPISD will ensure the safety and well-being of students, staff, parents and community members and will provide a report to theBoard of Education.

Evaluation Data Source(s) 1: Incident reports. BOE report format.




1) Dubkisi will follow all policy, procedures, andrequirements for drills and checks as outlinedthrough district and state guidelines.

Administraiton Increased student safety.



Goal 5: Safe and Orderly Environment: Dubiski will continue to develop and maintain a safe and disciplined environment conducive to teaching andlearning, promoting physical and mental health in all students, their families and employees. Measurements: Safety audit reports, safety drill reports,discipline records, PEIMS data, staff training documentation, community/school events. (Local Strategic Priority 5)

Performance Objective 2: Provide an effective student management framework to ensure student, staff and school safety and reduce the overuse ofdiscipline practices that remove students from the classroom. (ESSA Mandate)

Evaluation Data Source(s) 2: Incident reports.




1) We will implement activities to promote apositive learning environment and manage studentbehavior.

AdministrationCounselorsTeachers

A high achieving, positive campus experience.



2019-2020 Campus Site-Based Committee

Committee Role Name PositionParaprofessional Lisa CallisonParent Amie WilsonParent Cindy MathesonClassroom Teacher Vikki McCoinClassroom Teacher James PowellClassroom Teacher Richard RosenthalClassroom Teacher Sharon BaldwinBusiness Representative Brad GoldenPrincipal Larry JonesAdministrator Andrea BarrettDistrict-level Professional Kim SoesbeeCommunity Representative Alex GodinaClassroom Teacher Sam GaskillClassroom Teacher Claire SkierskiClassroom Teacher Simone DavisonClassroom Teacher Rick Needham


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