School Closings - Amazon S3 · School Closings. Confidential Draft Proposal: Close Guggenheim...

Confidential Draft

School Closings

Confidential Draft

Proposal: Close Guggenheim (Level 3), reassign returning students to Bond (Level 2)

Network: Englewood‐Gresham Elementary

Address: 7141 S Morgan St Grades: PreK‐8

Enrollment: 291 (3.9% of total students impacted District‐wide)

Why We Are Taking Action: • Guggenheim has been on probation for five consecutive years • Only two out of five Guggenheim students are meeting or exceeding state standards on the ISAT

o Other schools in the community are outperforming Guggenheim by 22 percentage points on the ISAT • Guggenheim is among the lowest performing schools in the district when looking at the Trend and Growth

data, which measures the school's progress on ISAT and individual student growth on the ISAT from one year to the next

o Guggenheim is in the bottom 5% of schools in the District based on the percent of trend and student growth points earned in the performance policy

Performance Data for Schools Subject to Action:

Sending School: Guggenheim

Receiving School: Bond

FY11 FY10 FY09 FY08 FY11 FY10 FY09 FY08

Performance Policy Level Level 3 Level 3 Level 3 Level 3 Level 2 Level 3 Level 3 Level 3

Percent of Policy Points 23.8% 42.9% 19.0% 26.2% 50.0% 42.9% 26.2% 28.6%

% of Current Status Points 22.2% 16.7% 16.7% 11.1% 27.8% 16.7% 11.1% 11.1% % of Trend and Growth

Points 25.0% 62.5% 22.2% 33.3% 66.7% 62.5% 44.4% 44.4%

Trend and Growth Percentile Rank

5th ** ** ** 58th ** ** **

ISAT Composite Meets or Exceeds

40.0% 55.6% 33.3% 51.8% 64.2% 57.3% 44.4% 51.8%

NETWORK ISAT Composite 62.3% ** ** ** 62.3% ** ** ** Opportunity For Students: • The closure provides an opportunity for all students to attend a higher‐performing Level 2 school nearby

(Bond) • The Guggenheim boundary will be reassigned to Bond (Level 2) INVESTMENT IN STUDENTS Safety & Security: • OSS will work with local community groups, elected officials, sister agencies, CPD (specifically the 7th District

Commander) and the Sergeant of the Gang School Safety Team • Bond will be staffed with safety and security personnel • Four Safe Passage workers will be provided

o 71st and May o 72nd and May o 74th and Carpenter o 74th and Sangamon

• Climate team members will be deployed as needed • OSS will conduct a security audit and provide in‐service trainings for school staff to reinforce de‐escalating

conflict

Media ‐‐ Confidential Draft

Academic Supports: • Instructional leader to ensure classroom quality at Guggenheim remains high throughout the transition, and

students receive the instruction they need to progress and accelerate academically • Highly trained intervention instructor who is exclusively focused on ensuring students from Guggenheim

receive the intervention and remedial support they need to get on grade level • Small group and individualized instruction for Guggenheim students to boost academic achievement • Small counseling groups to help Guggenheim students understand transition and prepare for new school

setting • Intensive data analysis to ensure Bond is prepared to meet needs of incoming students, and ongoing analysis

of academic performance to identify gaps in reading, comprehension, fluency, vocabulary and decoding skills to determine necessary supports to help all students succeed

• Enhanced instructional supports to provide teachers with additional training in Common Core State Standards to ensure rigorous instructional program that gives students the knowledge and skills they need to graduate college and career ready

• Literacy specialist to work with Bond teachers to implement new curriculum, and ensure students have support they need to meet new standards

• Summer programs at Bond to familiarize incoming students with new school, reduce summer learning loss and improve literacy and math skills

• Adaptable reading and math intervention software to engage transitioning student in instruction that is specifically designed to meet their needs

• Extracurricular opportunities including fine arts and athletics to facilitate more well‐rounded learning

Social & Emotional Support: • Host an open house at Bond before the end of the year and a “Welcome Back Night” at the beginning of next

school year to give transitioning students an opportunity to become familiar with their new school, and meet their new teachers and administrators

• Students at Bond will be in an environment that fosters success with a focus on consistency that is helpful to transitioning students

• CPS will work with staff to ease transition and address concerns regarding school closing • Educational support staff trained in social‐emotional learning to assist students with behavioral problems and

minimize disruption to classroom learning • Office of Youth Development will facilitate “peace circles” with students and assist staff, students, and

parents at receiving schools in developing new school vision and plan for implementation Transportation:

• Students will have to travel, on average, an additional one or two blocks from their homes to Bond

• For In‐Area students, the proposal would increase their travel distance by only +0.19 miles


Proposal: Close Price (Level 3), reassign returning students to National Teachers Academy (Level 1)

Network: Burnham Park Elementary Neighborhood: Kenwood

Address: 4351 S Drexel Blvd Principal: Justin Moore Grades: 4‐8


Why We Are Taking Action: • One out of two Price students are not meeting state standards on the ISAT

o Other schools in the community are outperforming Price by 18 percentage points on the ISAT • Price is among the lowest performing schools in the district when looking at the Trend and Growth data,

which measures the school's progress on ISAT and individual student growth on the ISAT from one year to the next

o Price is in the bottom 8% of schools in the District based on the percent of trend and student growth points earned in the performance policy


Sending School: Price

Receiving School: National Teachers Academy




% of Current Status Points 11.1% 11.1% 11.1% 11.1% 44.4% 33.3% 33.3% 22.2%

% of Trend and Growth Points 29.2% 16.7% 29.2% 25.0% 91.7% 54.2% 62.5% 66.7%

Trend and Growth Percentile Rank 8th 4th 14th 2nd 92nd 44th 68th 56th

ISAT Composite Meets or Exceeds 51.1% 47.7% 47.1% 44.2% 73.4% 60.0% 59.7% 55.9%

NETWORK ISAT Composite 69.9% 67.4% 65.4% 63.4% 69.9% 67.4% 65.4% 63.4%

Opportunity For Students: • This school closure presents the opportunity to transport students to a Level 1 school (National Teachers

Academy) • Price’s boundary will be reassigned to Fuller (Level 3 with AUSL turnaround) and Woodson (Level 3 with OSI

turnaround) INVESTMENT IN STUDENTS Safety & Security: • OSS will work with local community groups, elected officials, sister agencies, CPD (specifically the 21th District

Commander) • NTA will be staffed with safety and security personnel • Four Safe Passage workers will be provided

o 43rd and Drexel o 45th and Drexel o 43rd and St. Lawrence o 45th and Evans


conflict


Academic Support: • Instructional leader to ensure classroom quality at Price remains high throughout the transition, and students

receive the instruction they need to progress and accelerate academically • Highly trained intervention instructor who is exclusively focused on ensuring students at Price receive the

intervention and remedial support they need to get up to speed • Small group and individualized instruction for Price students to boost academic achievement • Small counseling groups to help Price students understand transition and prepare for new school setting • Intensive data analysis so NTA is prepared to address the needs of incoming Price students • NTA, as an AUSL school, offers heightened supports including:

o Intervention and tutoring services so transitioning students won’t fall behind o Advanced data systems and aligned assessments allow staff to ID struggling students early and get

them help they need to be back on track o After school programs to give students access to additional instruction time to further accelerate

student achievement o Implementation of Common Core State Standards to ensure rigorous instructional program that gives

students knowledge and skills needed to be college and career ready o In‐house training for aspiring teachers that gives teachers strategies and tools needed to address

diverse needs of students in transitioning urban environments Social & Emotional support: • Host an open house at NTA before the end of the year and a “Welcome Back Night” at the beginning of next


• CPS will work with staff to ease transition and address concerns regarding school closing • Office of Youth Development will facilitate “peace circles” with students and assist staff, students, and

parents at receiving schools in developing new school vision and plan for implementation • All students at NTA, part of the AUSL network, are taught skills related to self‐management, responsible

decision making, empathy toward others, establishing positive interpersonal relationships, and determining positive goals

• NTA has a full‐time social worker, as well as a partnership with UIC which has an on‐site clinic that provides one‐on‐one therapy services for students and families

Transportation: • CPS will provide busing to and from NTA for all Price students. The trip is 4.1 miles and CPS expects it to take

12 minutes


Closing Existing Phase‐Out


Proposal: Close Reed (Level 2), reassign returning students to Nicholson (Level 2)

Network: Englewood‐Gresham Elementary Neighborhood: Englewood

Address: 6350 S Stewart Principal: Shirrie Jackson Grades: 3‐8

Enrollment: 44 (few than 1% of total students impacted District‐wide)

Why We Are Taking Action: • Reed is one of three schools (including Lathrop and Best Practice HS) three years into a Board‐approved

phase‐out • Two out of three students meet/exceed state standards on the ISAT


Sending School: Reed

Receiving School: Nicholson






Trend and Growth Percentile Rank 92nd ** ** ** 70th ** ** **


NETWORK ISAT Composite 62.3% ** ** ** 62.3% ** ** ** Opportunities for Students: • Closure provides an opportunity to allow few remaining students to be transferred to a higher performing

nearby Level 2 School (Nicholson) • The Reed boundary will be reassigned to Nicholson, Banneker (Level 3), and Parker (Level 2) INVESTMENTS FOR STUDENTS Safety & Security: • OSS will work with local community groups, elected officials, sister agencies, CPD (specifically the 7th District

Commander) • Nicholson will be staffed with safety and security personnel • Two Safe Passage workers will be provided

o 60th Street and Peoria o 60th Street and Halsted


conflict • OSS expressed confidence in the Nicholson administration to handle any culture issues within the school Academic Support: • Instructional leader to ensure quality classroom instruction so Reed students continue learning and don’t lose

momentum throughout the transition • Intensive data analysis to ensure Nicholson is prepared to meet needs of incoming students, and ongoing

analysis of academic performance to identify gaps in reading, comprehension, fluency, vocabulary and decoding skills to determine necessary supports to help all students succeed

Confidential Draft

• Enhanced instructional supports to provide Nicholson teachers with additional training in Common Core State Standards to ensure rigorous instructional program that gives students the knowledge and skills they need to graduate college and career ready

• Literacy specialist to work with Nicholson teachers to implement new curriculum and ensure students have support they need to meet new standards

• Summer programs at Nicholson to familiarize incoming students with new school, reduce summer learning loss and improve literacy and math skills

Social & Emotional Support: • Host an open house at Nicholson before the end of the year and a “Welcome Back Night” at the beginning of

next school year to give transitioning students an opportunity to become familiar with their new school, and meet their new teachers and administrators

• Department of Youth Development and Positive Behavior Supports case managers will work directly with school and network administration to determine what supports should be implemented at Reed for the remainder of the school year to address students’ social, emotional and behavioral needs

• Office of Youth Development will facilitate “peace circles” with students and assist staff, students, and parents at receiving schools in developing new school vision and plan for implementation

• CPS will work with staff to ease transition and address concerns regarding school closing • Arriving students and parents will participate in a Welcome Event at receiving school before school starts to

tour facility, meet staff, and become acquainted with expectations of new environment • Upon plan approval, a social worker will be staffed at receiving school for 2012‐2013 school year to provide

ongoing transition support • For students struggling with behavior, Nicholson will provide individual and group counseling as well as

mentoring to ensure students feel supported and continue to excel academically Transportation: • No transportation will be provided

Confidential Draft

Proposal: Close Best Practice High School, an existing high school phase‐out with 0 students enrolled. Network: West Side High School Neighborhood: Near West Side

Address: 2040 W Adams St Grades: None

Enrollment: 0

Why We Are Taking Action: • This is a technical school closure. Best Practice High School completed their phase‐out one year earlier than

anticipated • Because there are no students currently enrolled in Best Practice, if the proposed school closure is approved,

no students would be reassigned, and there would not be any direct impact on students and parents. Safety & Security: None. Academic Needs of Students • Because there are no students enrolled in Best Practice, if this proposed school closure is approved, there will

be no direct impact on students’ academic needs. Social Emotional Needs of Students • Because there are no students enrolled in Best Practice, if this proposed school closure is approved, there will

be no direct impact on students’ social and emotional needs.

Confidential Draft

Proposal: Close Lathrop (Level 3), reassign returning students to Johnson (Level 2) Network: Austin‐North Lawndale Elementary Neighborhood: North Lawndale

Address: 1440 S Christiana Principal: Rhonda Larkin Grades: 3‐8


Why We Are Taking Action: • Lathrop is one of three schools (Reed and Best Practice HS are the others) three years into a Board‐approved phase‐

out • Fewer than one out of two Lathrop students meet/exceed state standards on the ISAT

o Other schools in the community are outperforming Lathrop by 15 percentage points on the ISAT • Lathrop is among the lowest performing schools in the district when looking at the Trend and Growth data, which

measures the school's progress on ISAT and individual student growth on the ISAT from one year to the next o Lathrop is in the bottom 8% of schools in the District based on the percent of trend and student growth

points earned in the performance policy


Sending School: Lathrop

Receiving School: Johnson






Trend and Growth Percentile Rank 8th 70th 44th 17th 58th 58th 5th 2nd


NETWORK ISAT Composite 65.1% 59.6% 54.8% 53.2% 65.1% 59.6% 54.8% 53.2%

Opportunities for Students: • Closure provides an opportunity to allow the remaining students to be transferred to a higher performing nearby

Level 2 school (Johnson) • The Lathrop boundary will be reassigned to Johnson and Lawndale pursuant to phase‐out Board report

o Johnson is an AUSL Turnaround (starting 2009‐2010) INVESTMENTS FOR STUDENTS Safety & Security: • OSS will work with local community groups, elected officials, sister agencies, CPD (specifically Commander Ruiz in

the 10th District Commander and Commander Washington in the 11th District) • Johnson will be staffed with safety and security personnel • Five Safe Passage workers will be provided

o Douglas and Kedzie o Four workers at Roosevelt Road and Kedzie at each quadrant of the intersection

• Climate team members will be deployed as needed • OSS will conduct a security audit and provide in‐service trainings for school staff to reinforce de‐escalating conflict • CPS will be included in regular meetings with neighboring high schools to discuss safety Academic Support: • Instructional leader to ensure classroom quality at Lathrop remains high throughout the transition, and students

receive the instruction they need to progress and accelerate academically

Confidential Draft

• Highly trained intervention instructor who is exclusively focused on ensuring students from Guggenheim receive the intervention and remedial support they need to get on grade level

• Small group and individualized instruction for Lathrop students to boost academic achievement • Targeted online supplemental instruction to give Lathrop students the individualized supports they need and

increase engagement in learning • Small counseling groups to help Lathrop students understand transition and prepare for new school setting • Intensive data analysis to ensure Johnson is prepared to meet needs of incoming students, and ongoing analysis of

academic performance to identify gaps in reading, comprehension, fluency, vocabulary and decoding skills to determine necessary supports to help all students succeed

• Johnson, as an AUSL school, offers heightened supports including: o Intervention and tutoring services so transitioning students won’t fall behind o Advanced data systems and aligned assessments allow staff to identify struggling students early and get

them help they need to be back on track o After school programs to give students access to additional instruction time to further accelerate student

achievement. o Implementation of Common Core State Standards to ensure rigorous instructional program that gives

students knowledge and skills needed to be college and career ready o In‐house training for aspiring teachers that gives teachers strategies and tools needed to address diverse

needs of students in transitioning urban environments Social & Emotional Support: • Host an open house at Johnson before the end of the year and a “Welcome Back Night” at the beginning of next


• CPS will work with staff to ease transition and address concerns regarding school closing • Office of Youth Development will facilitate “peace circles” with students and assist staff, students, and parents at

receiving schools in developing new school vision and plan for implementation • A social worker will be staffed at receiving school for 2012‐2013 school year to provide ongoing transition support.

o Johnson also has a partnership with SGSA, a social emotional agency that provides student and family counseling

• All students at Johnson, part of the AUSL network, are taught skills related to self‐management, responsible decision making, empathy toward others, establishing positive interpersonal relationships, and determining positive goals

Transportation: No transportation will be provided • For the 30 In‐Area students, our proposal would increase their travel distance by only +0.16 miles, or "a few blocks" • For the 32 Out‐of‐Area students, our proposal would increase their travel distance by only +0.14 miles, or "a few

blocks"

Confidential Draft

PHASE‐OUTS

Confidential Draft

Proposal: Phase‐Out Crane High School (Level 3), 638 students

Network: West Side HS Neighborhood: Near West Side Address: 2245 W Jackson

Grades: 9‐12 Enrollment: 638 (8.7%)

Why We Are Taking Action: • We are proposing a phase‐out at Crane because the school has chronically failed to give students access to the

quality education they need to graduate college and career ready • Crane has been on probation for 10 consecutive years • More than one of two Crane students do not graduate • Crane is among the lowest performing schools in the district when looking at the Trend and Growth data, which

measures the school's progress on ISAT and individual student growth on the ISAT from one year to the next o Crane is in the bottom 8% of schools in the District based on the percent of trend and student growth points

earned in the performance policy • 19 out of 20 students do not meet state standards on the PSAE • Supports will be put in place to ensure students have supports in place throughout the transition to ensure they

receive a quality education that prepares them for college and career • Students will no longer be stuck in a school that fails, year after year, to put success within their reach. Note: Crane’s boundary will be reassigned to Wells (Level 2, majority of students), Marshall (Level 3), Manley (Level 3) and Farragut (Level 2), phase‐out lessens impact on Crane’s high STLS population

Performance Data for Schools Subject to Action: School: Crane HS

FY11 FY10

Performance Policy Level Level 3 Level 3

Percent of Policy Points 9% 17%

% of Current Status Points 20% 7%

% of Trend and Growth Points 10% 19%

Trend and Growth Percentile Rank 3% 8%

Cohort Graduation % 48% 47%

NETWORK Graduation % 61% N/A

Consecutive Years on Probation 10 9 Safety & Security: • The school actions team has consulted extensively with OSS and has concluded that phase out is the best approach

for ensuring students’ safety • Crane has good dismissal plan and high level of cooperation with CTA that will be continued through phase‐out • Safe Passage supports will continue • OSS will work with local community groups, elected officials, sister agencies, CPD (specifically the 12th District

Commander) • OSS will conduct a security audit and provide in‐service trainings for school staff to reinforce de‐escalating conflict Academic Support: • CPS should analyze all student transcripts and provide students with course recommendations, create a master

schedule so that courses are properly sequenced, enhance credit recovery opportunities, and provide additional professional development for teachers and administrators

• CPS will invest in an additional instructional leader to support Crane’s school staff in meeting students’ needs o Ensuring that academic programs address the needs of students, teachers are prepared to deliver quality

instruction

Confidential Draft

• Increase focus on continued alignment of coursework to the College Readiness Standards as well as Common Core State Standards

• CPS will invest in targeted ACT preparation programs, writing centers, and after school tutoring programs to promote students’ development and accelerate academic growth

• CPS will also work with Manley, Marshall, Farragut and Wells to ensure these schools have supports in place to give incoming students access to a high‐quality education

Social & Emotional support: • The Office of Youth Development and Positive Behavior is committed to providing supports that will create a

positive learning environment for all students • This Office will assist school leadership in providing supports to staff that will boost morale and promote a model of

positive behavior for Crane students • CPS will work with leadership and staff to address concerns regarding the phase‐out of their school • This Office will also facilitate “peace circles” with students and parents to help them process information, ask

questions, and review concerns related to this proposed action • The CPS Talent Office will work with staff to address concerns regarding the phasing‐out of their school and

emphasize the need for a positive learning environment for students during the phase‐out period

Confidential Draft

Proposal: Phase‐Out Dyett High School (Level 3), 318 students

Network: South Side HS Address: 555 E. 51st St. Neighborhood: Washington Park

Grades: 9‐12 Enrollment: 318

Why We Are Taking Action: • We are proposing a phase‐out at Dyett because the school has chronically failed to give students access to the

quality education they need to graduate college and career ready • Dyett has been on probation for 7 consecutive years • Two out of three Dyett students graduate • 15 out of 16 Dyett students are not meeting IL state standards on the PSAE • Supports will be put in place to ensure students have supports in place throughout the transition to ensure

they receive a quality education that prepares them for college and career. • Students will no longer be stuck in a school that fails, year after year, to put success within their reach. Note: Dyett’s boundary will be reassigned to Phillips High School (Level 3), which has been an AUSL school since 2010

Performance Data for Schools Subject to Action:School: Dyett HS

FY11 FY10








Consecutive Years on Probation 7 6

Safety & Security: • CPS should continue partnership with CTA to ensure that the staged bus for Dyett is redirected to Phillips

o This is a key part of safe student travel in the community • Safe Passage supports will continue through the phase‐out • OSS will work with local community groups, elected officials, sister agencies, CPD (specifically the 7th District

Commander) • OSS will conduct a security audit and provide in‐service trainings for school staff to reinforce de‐escalating

conflict Academic Support: • CPS should analyze all student transcripts and provide students with course recommendations, create a

master schedule so that courses are properly sequenced, enhance credit recovery opportunities, and provide additional professional development for teachers and administrators

• CPS will invest in an additional instructional leader to support Dyett’s school staff in meeting students’ needs o Ensuring that academic programs address the needs of students, teachers are prepared to deliver

quality instruction • Increase focus on continued alignment of coursework to the College Readiness Standards as well as Common

Core State Standards • CPS will invest in targeted ACT preparation programs, writing centers, and after school tutoring programs to

promote students’ development and accelerate academic growth

Confidential Draft

• CPS will also work with Phillips to ensure the school has supports in place to give incoming students access to a high‐quality education

Social & Emotional support: • The Office of Youth Development and Positive Behavior is committed to providing supports that will create a

positive learning environment for all students • This Office will assist school leadership in providing supports to staff that will boost morale and promote a

model of positive behavior for Dyett students • CPS will work with leadership and staff to address concerns regarding the phase‐out of their school • This Office will also facilitate “peace circles” with students and parents to help them process information, ask

questions, and review concerns related to this proposed action • The CPS Talent Office will work with staff to address concerns regarding the phasing‐out of their school and

emphasize the need for a positive learning environment for students during the phase‐out period

Confidential Draft

AUSL TURNAROUNDS

Confidential Draft

Proposal: AUSL Turnaround of Casals (Level 3), 504 current students

Network: Garfield‐Humboldt Elementary Neighborhood: Humboldt Park

Address: 3501 W Potomac Ave Principal: Emily Sautter Grades: PreK‐8


Why We Are Taking Action: • Casals has been on probation for five consecutive years • Since 2010 Casals trend in school progress and individual student growth has decreased by over 25% • Casals is among the lowest performing schools in the district when looking at the Trend and Growth data,


o Casals is in the bottom 11% of schools in the District based on the percent of trend and student growth points earned in the performance policy

• Casals’ students are almost 10 percentage points below the network average in meets/exceeds • Two out of five Casals students are not meeting IL state standards

Performance Data for Schools Subject to Action:Turnaround School: Casals

FY11 FY10






ISAT Composite Meets or Exceeds 62% 60%

NETWORK ISAT Composite 70% N/A

Consecutive Years on Probation 5 4 Opportunity For Students: • Opportunity to improve performance via AUSL turnaround • Academic growth for AUSL students was over twice that of the district average on the 2011 ISAT composite

(AUSL growth was 8% to District’s average of 3.8%) INVESTMENT IN STUDENTS Safety & Security: • Few safety concerns expressed Academic Supports: • AUSL will implement a full school turnaround plan to improve academic performance outcomes at Casals

including: o Aggressive, transparent goals for schools, teams, and individuals o Performance management systems with cycles of inquiry o High‐quality instruction through implementation of Common Cores State Standards to ensure

rigorous instructional program that gives students knowledge and skills needed to be college and career readiness

o Relentless efforts to recruit, retain, and motivate high‐quality staff

Confidential Draft

o Intervention and tutoring services for students who need extra support in reading and math so transitioning students won’t fall behind

o Advanced data systems and aligned assessments allow staff to identify struggling students early and give them help they need to get back on track

o After school programs to give students access to additional instruction time to further accelerate student achievement

o In‐house training for aspiring teachers that gives teachers strategies and tools needed to address diverse needs of students in transitioning urban environments

o Extensive extracurricular enhancements including fine arts and athletics to facilitate more well‐rounded learning

Social and Emotional Support: • AUSL will implement a full school turnaround plan to improve student social‐emotional behavior including:

o Effective recruitment, attendance and discipline policies o Safe and orderly school and classroom environment o Emphasis on skills related to self‐management, responsible decision making, empathy toward others,

establishing positive interpersonal relationships, and determining positive goals o Full time social worker to provide one‐on‐one counseling o Partnerships with outside agencies that provide additional supports to students and their families

Transportation: No transportation necessary as no students are moving from the location.

Confidential Draft

Proposal: AUSL to turnaround Fuller (Level 3), 239 students

Network: Burnham Park Elementary Neighborhood: Grand Boulevard/Bronzeville

Address: 4214 S St. Lawrence Principal: Carrmilla Young Grades: PreK‐8


Why We Are Taking Action: • Fuller has been on probation for five consecutive years • Two out of three students at Fuller are not meeting IL state standards • Fuller students are 33 percentage points below the network’s average in meets/exceeds • Fuller’s meets/exceeds has steadily decreased since 2009 • Fuller is one of the lowest performing schools in the district when looking at the Trend and Growth data,


o For the past two years Fuller is in the bottom 5% of schools in the District based on the percent of trend and student growth points earned in the performance policy

Performance Data for Schools Subject to Action:Turnaround School: Fuller

FY11 FY10









(AUSL growth was 8% to District’s average of 3.8%) INVESTMENT IN STUDENTS Safety & Security: • Few safety concerns expressed Academic Supports: • AUSL will implement a full school turnaround plan to improve academic performance outcomes at Fuller



o Relentless efforts to recruit, retain, and motivate high‐quality staff

Confidential Draft

o Intervention and tutoring services for students who need extra support in reading and math so transitioning students won’t fall behind









Confidential Draft

Proposal: AUSL to turnaround Herzl Elementary (Level 3), 512 students

Network: Austin‐North Lawndale Elementary Neighborhood: North Lawndale

Address: 3711 W Douglas Principal: Teresa Anderson Grades: PreK‐8

Enrollment: 512 (7% of total students impacted District‐wide)

Why We Are Taking Action: • Herzl has been on probation for five consecutive years • One out of two students at Herzl are not meeting IL state standards • Herzl is 15 percentage points below the network average on IL state standards • Herzl is one of the lowest performing schools in the district when looking at the Trend and Growth data,


o Herzl is in the bottom 4% of schools in the District based on the percent of trend and student growth points earned in the performance policy

Performance Data for Schools Subject to Action:Turnaround School: Herzl

FY11 FY10









(AUSL growth was 8% to District’s average of 3.8%) INVESTMENT IN STUDENTS Safety & Security: • Few safety concerns expressed Academic Supports: • AUSL will implement a full school turnaround plan to improve academic performance outcomes at Herzl



o Relentless efforts to recruit, retain, and motivate high‐quality staff o Intervention and tutoring services for students who need extra support in reading and math so

transitioning students won’t fall behind

Confidential Draft









Confidential Draft

Proposal: AUSL to turnaround Marquette (Level 3), 1,385 students

Network: Midway Elementary Neighborhood: Chicago Lawn

Address: 6550 S Richmond Grades: PreK‐8

Enrollment: 1,385 (18.9% of total students impacted District‐wide)

Why We Are Taking Action: • Marquette has been on probation for five consecutive years • Almost one out of every two students at Marquette is not meeting IL state standards • Marquette is over 20 percentage points below the Network average in meets/exceeds • Marquette is one of the lowest performing schools in the district when looking at the Trend and Growth data,


o For the past two years Marquette has been in the bottom 3% of schools in the District based on the percent of trend and student growth points earned in the performance policy

Performance Data for Schools Subject to Action:Turnaround School: Marquette

FY11 FY10









(AUSL growth was 8% to District’s average of 3.8%)

INVESTMENT IN STUDENTS Safety & Security: • Few safety concerns expressed Academic Supports: • AUSL will implement a full school turnaround plan to improve academic performance outcomes at Marquette




transitioning students won’t fall behind o Advanced data systems and aligned assessments allow staff to identify struggling students early and

give them help they need to get back on track

Confidential Draft







Transportation: No transportation necessary as no students are moving from the location

Confidential Draft

Proposal: AUSL to turnaround Piccolo (Level 3), 541 students

Network: Garfield‐Humboldt Elementary Neighborhood: Humboldt Park

Address: 1040 N Keeler Grades: PreK‐8

Enrollment: 541(7.4% of total students impacted District‐wide)

Why We Are Taking Action: • Piccolo has been on probation for five consecutive years • Almost one out of two students at Piccolo are not meeting IL state standards • Piccolo students are almost 20 percentage points below the network average in meets/exceeds • Piccolo is one of the lowest performing schools in the district when looking at the Trend and Growth data,


o For the past two years, Piccolo has been in the bottom 5% of schools in the District based on the percent of trend and student growth points earned in the performance policy

Performance Data for Schools Subject to Action:Turnaround School: Piccolo

FY11 FY10









(AUSL growth was 8% to District’s average of 3.8%)

INVESTMENT IN STUDENTS Safety & Security: • Few safety concerns expressed Academic Supports: • AUSL will implement a full school turnaround plan to improve academic performance outcomes at Piccolo





Confidential Draft









Confidential Draft

Proposal: AUSL to turnaround Stagg (Level 3), 538 students Network: Englewood‐Gresham Elementary Neighborhood: Englewood

Address: 7424 S Morgan Grades: PreK‐8 Enrollment: 538

(7.3% of total students impacted District‐wide)

Why We Are Taking Action: • Stagg has been on probation for five consecutive years • Almost one in two students at Stagg are not meeting IL state standards • Stagg students are 7 percentage points below the Network average in meets/exceeds • Stagg is one of the lowest performing schools in the district when looking at the Trend and Growth data,


o Stagg is in the bottom 11% of schools in the District based on the percent of trend and student growth points earned in the performance policy

Performance Data for Schools Subject to Action:Turnaround School: Stagg

FY11 FY10







NETWORK ISAT Composite 62% N/A*


(AUSL growth was 8% to District’s average of 3.8%) INVESTMENT IN STUDENTS Safety & Security: • Few safety concerns expressed. Academic Supports: • AUSL will implement a full school turnaround plan to improve academic performance outcomes at Stagg





Confidential Draft









Confidential Draft

OSI TURNAROUNDS

Confidential Draft

Proposal: OSI Turnaround for Tilden High School (Level 3), 591 Students

Network: Southwest Side HS Neighborhood: Back of the Yards Address: 4747 S Union Ave


(8% of total students impacted District‐wide

Why We Are Taking Action: • Tilden has been on probation for eight consecutive years • 3 out of 5 Tilden students don’t graduate • Tilden students are almost 20 percentage points below the Network average in 5 year cohort graduation • 9 out of 10 students are not meeting IL state standards on the PSAE

Performance Data for Schools Subject to Action:Turnaround School: Tilden HS

FY11 FY10








Consecutive Years on Probation 8 7 Opportunity for Students: • Opportunity to improve performance via OSI turnaround • Tilden is expected to relocate to a new building in the Back of the Yards neighborhood in the Fall of 2013 • OSI turnaround is required to change/stabilize the learning environment now in anticipation of the move • Increase parent and student participation while also increasing school and community integration INVESTMENT IN STUDENTS Safety & Security: • OSS has few concerns with safety, as no students will be moving schools Academic Support: • OSI will implement a full school turnaround plan to improve academic performance outcomes at Tilden

including: o Extended learning program in alignment with academic curriculum to give students the additional

instructional time they need to grow academically o Assign responsibility for skill growth while implementing an aligned interim assessment system o High‐quality instruction through implementation of Common Cores State Standards to ensure


o Data systems to inform lesson plan development and drive instruction o Teacher collaboration across subjects to maximize student learning and ensure students are not

falling behind in any area o Recruitment of staff with turnaround competencies and experience o Effective coaching and professional development

Confidential Draft


• JROTC program will continue Social and Emotional Support: • OSI will implement a full school turnaround plan to improve social and emotional learning at Tilden including:

o Systems in place to increase student attendance, decrease serious misconduct and increase student satisfaction

o Grow partnerships through cultivating neighborhood relationships o Provide evidence‐based social‐emotional programming o Full time social worker to provide one‐on‐one counseling o Ensure family and community understanding of student expectations

Confidential Draft

Proposal: OSI to turnaround Smith (Level 3), 364 students Network: Lake Calumet Elementary Neighborhood: Pullman Address: 744 E 103rd St

Grades: PreK‐8 Enrollment: 364


Why We Are Taking Action: • Smith has been on probation for five consecutive years • More than 2 out of 5 Smith students do not meet IL state standards • Smith students are 15 percentage points below Network average in meets/exceeds • Smith is one of the lowest performing schools in the district when looking at the Trend and Growth data,


o Smith is in the bottom 11% of schools in the District based on the percent of trend and student growth points earned in the performance policy

Performance Data for Schools Subject to Action:Turnaround School: Smith

FY11 FY10







NETWORK ISAT Composite 73% 70%

Consecutive Years on Probation 5 4 Opportunities for Students: • Academic growth for OSI students was almost twice that of the district average on the 2011 ISAT composite

(OSI growth was 6.3% to District’s average of 3.8%) INVESTMENTS IN STUDENTS Safety & Security: • Few safety concerns expressed. Academic Support: • OSI will implement a full school turnaround plan to improve academic performance outcomes at Smith




o Data systems to inform lesson plan development and drive instruction o Teacher collaboration across subjects to maximize student learning and ensure students are not

falling behind in any area

Confidential Draft

o Recruitment of staff with turnaround competencies and experience o Effective coaching and professional development o Extensive extracurricular enhancements including fine arts and athletics to facilitate more well‐

rounded learning Social and Emotional Support: • OSI will implement a full school turnaround plan to improve social and emotional learning at Smith including:




Confidential Draft

Proposal: OSI to turnaround Woodson (Level 3), 329 students Network: Burnham Park Elementary Neighborhood: Kenwood

Address: 4414 S Evans Grades: PreK‐8 Enrollment: 329


Why We Are Taking Action: • Woodson has been on probation for five consecutive years • 1 out of 2 Woodson students is not meeting IL state standards • Woodson students are 20 percentage points below the Network average in meets/exceeds • Woodson is one of the lowest performing schools in the district when looking at the Trend and Growth data,


o Woodson is in the bottom 5% of schools in the District based on the percent of trend and student growth points earned in the performance policy

o Since 2010, Woodson has dropped from 10% to 5% in Trend and Growth % Rank

Performance Data for Schools Subject to Action:Turnaround School: Woodson

FY11 FY10


Percent of Policy Points 19% 23.8%





NETWORK ISAT Composite 70% 67%

Consecutive Years on Probation 5 4 Opportunities for Students: • Academic growth for OSI students was almost twice that of the district average on the 2011 ISAT composite

(OSI growth was 6.3% to District’s average of 3.8%) INVESTMENTS IN STUDENTS Safety & Security: • Few safety concerns expressed. Academic Support: • OSI will implement a full school turnaround plan to improve academic performance outcomes at Woodson




o Data systems to inform lesson plan development and drive instruction

Confidential Draft

o Teacher collaboration across subjects to maximize student learning and ensure students are not falling behind in any area

o Recruitment of staff with turnaround competencies and experience o Effective coaching and professional development o Extensive extracurricular enhancements including fine arts and athletics to facilitate more well‐

rounded learning Social and Emotional Support: • OSI will implement a full school turnaround plan to improve social and emotional learning at Woodson

including: o Systems in place to increase student attendance, decrease serious misconduct and increase student

satisfaction o Grow partnerships through cultivating neighborhood relationships o Provide evidence‐based social‐emotional programming o Full time social worker to provide one‐on‐one counseling o Ensure family and community understanding of student expectations

Confidential Draft

Proposal: OSI Turnaround for Chicago Vocational Career Academy High School (Level 3), 827 Students

Network: South Side HS Neighborhood: Avalon Park Address: 2100 E 87th St


Why We Are Taking Action: • CVCA has been on probation for 10 consecutive years • More than 1 out of 2 CVCA students do not graduate • 24 out of 25 CVCA students don’t meet state standards on the PSAE • Students at CVCA are in low‐performing school and these students need access to a better school now

Opportunities for Students:

• Students currently in CVCA, stuck in a school that is failing to give them the options for college and career they deserve, will walk into a new school next fall that is transformed to boost academic achievement and lead students toward success

• An OSI turnaround provides an opportunity to transform the district's lowest performing schools, such as Smith, into high quality learning centers by providing a comprehensive framework for whole‐school improvement and increased student achievement

INVESTMENT IN STUDENTS Safety & Security: • Few safety concerns expressed Academic Support: • OSI will implement a full school turnaround plan to improve academic performance outcomes at CVCA including:

o Extended learning program in alignment with academic curriculum to give students the additional instructional time they need to grow academically

o Assign responsibility for skill growth while implementing an aligned interim assessment system o High‐quality instruction through implementation of Common Cores State Standards to ensure rigorous

instructional program that gives students knowledge and skills needed to be college and career readiness o Data systems to inform lesson plan development and drive instruction o Teacher collaboration across subjects to maximize student learning and ensure students are not falling

behind in any area o Recruitment of staff with turnaround competencies and experience o Effective coaching and professional development o Extensive extracurricular enhancements including fine arts and athletics to facilitate more well‐rounded

learning Social and Emotional Support: • OSI will implement a full school turnaround plan to improve social and emotional learning at CVCA including:



Confidential Draft

CO‐LOCATIONS

Confidential Draft

Proposal: Co‐location of Academy of Community and Technology (ACT) Charter School with Nash Elementary School Network: Austin/North Lawndale Elementary Neighborhood: Austin

Address: 4837 W. Erie St

Why We Are Taking Action: • ACT was granted a charter by the Board in 1997 and is anticipated to continue as a Board approved charter school

o If the Board does not approve a renewal of the charter, this proposal will become void • The CPS facility that currently houses Nash has the capacity to be used as a Shared Facility • The facility is comprised of 3 buildings: a main building, an annex and a field house

o Classrooms Main Building: 34 o Classrooms Annex Building: 22 o Total Classrooms: 56

• Nash currently serves 392 students in PreK‐8 • It is proposed that Henry H. Nash and the KIPP Charter School co‐share the facility by separating into a Main and Annex

occupancy INVESTMENT IN STUDENTS Safety & Security: • OSS will provide security personnel, training, and consultation when requested for Nash and ACT to ensure a safe

school environment • Before the school year, the Campus Manager will facilitate a meeting between the principals of Nash and ACT to discuss

safety and security in the building o Work with the principals throughout the year to ensure consistent implementation and transparent

communication regarding safety and security needs and strategies • The principals will draft a safety and security plan for emergency protocols and safety precautions • CPS will provide a school climate specialist and will help the administrators develop a strategy to encourage the

students and staff members of Nash and ACT to develop a collaborative and calm learning environment in the facility • OSS will work closely with the CPD and the Commander of the Fifteenth Police District Academic Support: • Mitigating any space‐sharing challenges that arise to maintain a positive learning environment • Enable the individual school leaders to focus on the independent educational mission of each school • Ensure that both schools are making full and complementary use of the available classroom and auxiliary space • Coordinate a safe plan for dismissal such that Nash and ACT students do not each other’s learning time • Encourage school leaders to collaborate to develop after‐school programming to maximize and diversify academic and

extracurricular offerings for students • Encouraging and facilitating best practice sharing among school leadership and staff Social & Emotional support: • Maintain a positive atmosphere for learning and growth by fostering a respectful, caring, and motivating learning

community • Ensure optimal utilization of social work and counseling resources from both schools

Confidential Draft

• Regular meetings between both school leaders to maintain communication and build positive working relationships • Provide peer‐to‐peer mediation support • Maintain a shared events calendar to ensure available space and staff for Nash and ACT events

Proposal: Co‐locate additional Chicago High School For the Arts (ChiArts) classrooms in the Doolittle East Campus

Network: Burnham Park Neighborhood: Douglas

Address: 535 E. 35th St

Why We Are Taking Action: • ChiArts is an existing contract school that will require additional classroom spaces for the Fall 2012 school

year • Currently, ChiArts occupies the Doolittle West building, which is only 50 feet away from the Doolittle East

facility, and shares the auditorium of Doolittle East • Doolittle East has more than enough excess capacity to accommodate ChiArts' need for additional classrooms. • Doolittle currently has 304 students in PreK‐8 • ChiArts has 437 students but that is expected to increase next year • There are 37 classrooms in the 1st – 3rd floors in the East building

o There is also a Library, office space and a lunch room • This division of the space provides 25 classrooms for Doolittle INVESTMENT IN STUDENTS Safety & Security: • OSS will provide security personnel, training, and consultation when requested for Doolittle and ChiArts to

ensure a safe school environment • Before the school year, the Campus Manager will facilitate a meeting between the principals of Doolittle and

ChiArts to discuss safety and security in the building o Work with the principals throughout the year to ensure consistent implementation and transparent

communication regarding safety and security needs and strategies • The principals will draft a safety and security plan for emergency protocols and safety precautions • CPS will provide a school climate specialist and will help the administrators develop a strategy to encourage

the students and staff members of Doolittle and ChiArts to develop a collaborative and calm learning environment in the facility.

• OSS will work closely with the CPD and the Commander of the Fifteenth Police District

Academic Support: • Mitigating any space‐sharing challenges that arise to maintain a positive learning environment • Enable the individual school leaders to focus on the independent educational mission of each school • Ensure that both schools are making full and complementary use of the available classroom and auxiliary

space • Coordinate a safe plan for dismissal such that Doolittle and ChiArts students do not each other’s learning time • Encourage school leaders to collaborate to develop after‐school programming to maximize and diversify

academic and extracurricular offerings for students • Encouraging and facilitating best practice sharing among school leadership and staff Social & Emotional support:

Confidential Draft

• Maintain a positive atmosphere for learning and growth by fostering a respectful, caring, and motivating learning community

• Ensure optimal utilization of social work and counseling resources from both schools • Regular meetings between both school leaders to maintain communication and build positive working

relationships • Provide peer‐to‐peer mediation support • Maintain a shared events calendar to ensure available space and staff for Doolittle and ChiArts events

Confidential Draft

Proposal: Co‐locate additional Talent Development classrooms in the Crane High School facility.

Network: West Side HS Neighborhood: Near West Side

Address: 2245 W Jackson

Why We Are Taking Action: • Talent Development opened in the fall of 2009 and located at 4319 W. Washington Blvd • Due to the existing space constraints, Talent Development serves only 200 students from 9th to 11th grade

o The school expects to serve up to 600 students from 9th to 12th grade next year • Crane is currently a proposed phase out under Board consideration • The co‐location of Crane and Talent Development will provide CPS students with increased access to

educational options • The building has 74 classrooms

o Crane is anticipated to need 22 homerooms and 6 additional classrooms—for a total of 28 classrooms. o Talent Development is anticipated to need 25 homerooms and 7 additional classrooms—for a total of

32 classrooms • In accordance with the CPS Shared Facility Policy, CPS will work to program the space to create a clear

boundary between the two campuses and will create separate administrative offices as needed INVESTMENT IN STUDENTS Safety & Security: • OSS will provide security personnel, training, and consultation when requested for Crane and Talent

Development to ensure a safe school environment • Before the school year, the Campus Manager will facilitate a meeting between the principals of Crane and

Talent Development to discuss safety and security in the building o Work with the principals throughout the year to ensure consistent implementation and transparent

communication regarding safety and security needs and strategies • The principals will draft a safety and security plan for emergency protocols and safety precautions • CPS will provide a school climate specialist and will help the administrators develop a strategy to encourage

the students and staff members of Crane and Talent Development to develop a collaborative and calm learning environment in the facility

• OSS will work closely with the CPD

Academic Support: • Mitigating any space‐sharing challenges that arise to maintain a positive learning environment • Enable the individual school leaders to focus on the independent educational mission of each school • Ensure that both schools are making full and complementary use of the available classroom and auxiliary

space • Coordinate a safe plan for dismissal such that Crane and Talent Development students do not each other’s

learning time • Encourage school leaders to collaborate to develop after‐school programming to maximize and diversify

academic and extracurricular offerings for students • Encouraging and facilitating best practice sharing among school leadership and staff Social & Emotional support: • Maintain a positive atmosphere for learning and growth by fostering a respectful, caring, and motivating

learning community • Ensure optimal utilization of social work and counseling resources from both schools

Confidential Draft

• Regular meetings between both school leaders to maintain communication and build positive working relationships

• Provide peer‐to‐peer mediation support • Maintain a shared events calendar to ensure available space and staff for Crane and Talent Development

events.

School Closings - Amazon S3 · School Closings. Confidential Draft Proposal: Close Guggenheim...

Documents

Transcript of School Closings - Amazon S3 · School Closings. Confidential Draft Proposal: Close Guggenheim...