JANUARY 12, 2012

My Voice Staff Survey Results: % in agreement

Statement SEP 10

JUN 11

I feel valued for my unique skills and talents

50 42

School is a welcoming and friendly place

42 50

I am proud of my school 57 42

I feel accepted for who I am at school 60 50

I am a valued member of my school community

39 42

Staff respect each other 73 50

I am recognized when I try my best 13 42

Statement SEP 10

JUN 11

I enjoy working here 42 50

School is a dynamic and creative learning environment

7 33

I have a voice in decision-making at school

42 42

We communicate effectively in our building

50 42

Building a turnaround zone (team) to include central office, school and community.

◦ Internal Lead Partner◦ Lead Turnaround Partner◦ Strategic Implementation Team (school level)◦ Student Assistance Coordinator◦ Parent and Community Involvement

Renewed focus on using data to drive decisions.◦ Initial Pearson Diagnostic Study and Theory of

Action Planning MyVoice Surveys (faculty, students, parents) Classroom observations Student performance data

◦ State approved Alternate Accreditation Plan◦ Development of Three Year Improvement Plan

School wide discipline plan Token Economy Student engagement and instructional practices

Embedded professional development coach◦ Frequent classroom observations and feedback◦ Mini workshops during planning periods

Learning targets Standards based instruction Student engagement Pearson’s Learning Teams Formative Assessment

School climate ◦ Staff morale◦ Student involvement◦ School-wide discipline

Parental and community involvement

Providing targeted instruction to all students through the development of a standards-based instructional model

School Levela. Implementation of the Pearson Education STEP Model including

a designated Academic Coach and account manager;b. Assessment of school culture and development of a Theory of

Action derived from surveys , including teachers, parents and students;

c. Implementation of a school level improvement structure;d. Implementation of Istation Reading Program and Datacation

reporting mechanism;e. Recruit, hire and retain highly qualified staff members in core

areas and utilize bonuses; f. Increased staff based on need (counselors, math teacher, and

instructional coach);g. Provide embedded professional development opportunities for

all and targeted groups of staff members (most recently Professional Learning Teams Model); and

h. Supported school’s Token Economy System, field trips, parental and community involvement activities, and Formative Assessment workshop

Division level

a. Assigned Internal Lead Partner (ILP) to manage the process and to create a division level Turn Around zone;

b. ILP manages the Memorandum of Understanding ;c. Replication of best practices to other schools within the

division; andd. Funded on-going attendance at SIG meetings with Dr.

Rhim, Corbett Education Consulting, and Pearson Education professional development;

Model Strands Level of Implementation

A. Creation & Use of District Team Full Implementation

B. Enabling School Autonomy Partial Implementation

C. Principal & Hiring Teachers Full Implementation

D. Stakeholder Engagement Partial Implementation

E. Creation & Use of School Team High Implementation

F. Leading Change Partial Implementation

G. Evaluating, rewarding, removing staff Partial Implementation

H. Professional Development High Implementation

I. Learning Time Partial Implementation

J. Reforming Instruction High Implementation

Engaging all relevant participants in the Turn Around Process;

Size of the faculty (small); Time – teachers involved in other Danville

Public School Programs and Initiatives; Transient nature of student population; Need for organizational and instructional

rituals and routines; Balancing management and instructional

time.

Continue work on instructional improvement through implementation of Learning Teams.

Continue focus on parent and community involvement.

Develop plans to target student involvement in school planning and climate.

Focus on ideas to improve student attendance and discipline.

Assessment For Learning as critical key to standards-based instruction.

Develop service learning/community based learning opportunities.

The number one initiative of the Lead Turnaround Partnership with Pearson Education was to build “Capacity”…capacity in the school’s administration, capacity in the school’s Leadership Structure (School Improvement Team), capacity in the teacher’s instructional effectiveness, and capacity in the Division’s Academic Support Structure.

Development of a new Memorandum of Understanding in year four using local, state, and federal funding outside the previously allocated SIG grant;

Funding, local, state, and federal, to continue Istation, Algebra Readiness Initiative, and Datacation;

Embedded professional development sustainability using Title II funding;

Incentives for recruitment and retention of staff members; and

Federal, state and local funding to increase learning time for all students.