PAGE HILLTOP ELEMENTARY SCHOOL SCHOOL IMPROVEMENT PLAN

Transcription

1 PAGE HILLTOP ELEMENTARY SCHOOL SCHOOL IMPROVEMENT PLAN

2 Ayer Shirley Regional School District Vision, Mission, Theory of Action and Strategic Levers Vision: Our vision is to connect, engage, and inspire all students in the Ayer Shirley Regional School District to reach academic excellence. We, the educators of the Ayer Shirley Regional School District, will instill habits of reflection and inquiry to challenge our students in setting ambitious academic and personal goals. Students will develop a strong voice to express thoughts and ideas in the community, and the confidence to showcase their talents and successes in preparation for entry into college and the world of work. Mission: The mission of the Ayer Shirley Regional School District is to educate, and graduate, all of our students, and to foster a safe and respectful environment where each student develops the skills, character, and values needed to become a productive member of the global society. Our Core Beliefs We have high expectations for all students. Every student deserves a quality education. We believe in a personalized learning environment. Successful students are independent thinkers and doers, and persevere in finding solutions to problems. An educated child is one who has developed and evolved as a whole child in the academic, social, emotional, personal and cultural domains. Habits of reflection, setting goals, and measuring oneʼs progress support lifelong learning. Respect for self, property, and others are essential to a healthy learning community. Psychological and physical safety is necessary conditions for learning. Service to others builds character, is supportive of personal growth and career development, and connects students to the real world.

3 Theory of Action IF WE: implement high quality aligned curriculum and instruction monitored by performance assessments in each and every classroom ensure educator effectiveness through a common understanding and shared vision of effective research- based instructional strategies, responsive to academic and non-academic needs promote a culture of continuous and actionable feedback, reflection, and inquiry maintain high expectations for student learning for meeting and exceeding grade level standards partner with stakeholders to maximize and strategically allocate resources to teaching and learning... THEN: students will reach their potential achieve academic excellence engage as active, productive citizens prepared for success and entry into college and the world of work.

4 Strategic Levers and Initiatives Curriculum and instruction: Strengthen and deliver researchbased, high quality Pre-K through 12 curriculum, instruction, and assessments fully aligned with 2011 Massachusetts State Standards to promote the learning and growth of all students. Engage in reflective practice and continuous analysis of student assessment data to improve learning outcomes for Educator Effectiveness: Develop a common and shared understanding of high-quality research based instruction responsive to the academic and nonacademic needs of all students. Consistent instructional improvement will be achieved through faithful implementation of the educator evaluation system and reflective practice. Management and Operations: Ensure equity and parity of resources for all four schools: establish consistency and common expectations for district procedures and protocols in school finance, human resources, leadership and governance. Strategically allocate financial resources to ensure improved student achievement and effective practices. School and District Culture: Foster culture of unification as one district that promotes success for all students by nurturing and sustaining a district and school culture of high expectations, consistency, accountability, and continuous learning for staff through strong instructional leadership and high quality focused professional development. Family and Community Engagement: Foster partnerships with all stakeholders, including families, faculty members, and members of the community, to maximize resources in order to promote the learning and social-emotional wellbeing of all students. Strengthen instructional core; Deepen understanding of learning standards; Complete curriculum mapping aligned with 2011 ELA and Improve educator feedback and common classroom expectations Develop operations and management manual Develop five- year capital plan focused on financial planning and capital projects Develop leadership capacities of district and school teams; Improve hiring and retention of professionals Engage and collaborate with parents, community organizations, and local businesses in supporting academic excellence in all schools

5 Page Hilltop Elementary School Strategic Plan Three Year Plan Initiative 1: Curriculum and Instruction Data Walls will be used to strengthen instructional strategies in ELA and Math and identify necessary resources needed in an effort to increase student learning. Action Steps Who When Necessary Resources Success Indicators 1. Create Data wall, gather and disaggregate data and review current performance standards. October 2015 Money Dibels/ Daze 2. Teachers meet monthly (PLC) with administrators to discuss data results, instructional strategies and resources. Principal, Assistant Principal Teachers November May 2018 Time Training on Data Wall Creation Math Computation Scores 2. Review and identify root causes regarding areas of concern. Principal, Assistant Principal Teachers November 2015 May 2018 Math Benchmarks Math Benchmark Scores 4. Identify possible measures to monitor progress toward performance targets, action steps, and identify implementation of the action steps. Principal, Assistant Principal Teachers November May 2018 Dibels and Daze Benchmarks, PARCC/MCAS, and Progress Monitoring results.

6 Initiative 2: School and District Culture Develop and implement a Core Values Behavior and Learning Expectation Program that will guide students in the academic, social, and civic areas. Action Steps Who When Necessary Resources Success Indicators 1. Assemble a representation from all the constituency groups to engage in the collaborative process of developing a core values and learning expectation program. Approximately 30 hours of meeting/planning times. Behavior Specialist, Counselors, and Teachers July 2015 August 2015 Time Attendance Records Behavior Intervention Data Academic Assessments 2. Provide the group with research- based background reading to give the group a broader context from which to discuss a core values and learning expectations program. Behaviorist Specialist, Counselors and Teachers July 2015-August 2015 Research-Based Resources 3. Identify a set of research- based core values and beliefs about learning and behavior expectations that address competencies in academic, social, and civic areas. Behaviorist Specialist, Counselors and Teachers July August 2015 Time and Resources 4. Establish, timelines, curriculum guidelines and implementation of the Core Value Behavior and Learning Expectation Program. Behaviorist Specialist, Counselors and Teachers September 2015 Three to Five Years Time Money to finance resources Efficient system of data input for discipline violations

7 Initiative 3: Family and Community Engagement Foster partnerships with stakeholders, including families, faculty members, and members of the community, to maximize resources in order to promote the learning and social-emotional well-being of all students. Action Steps Who When Necessary Resources Success Indicators 1. Continue expansion of our P.I. E. Program (Partners In- Education) and involve local businesses in the region s corporate sponsorship program. 2. Continue with programs that establish inter-generational activities with local senior citizens with an emphasis on involving all grade levels Pre K Provide opportunities for students to explore facets of community service through website information and informational flyers. 4. Continue the Panther Snack Program with a focus on finding additional sponsorship for food supplies. 5. The school will identify and compile a bank of resources that can provide support for the families in our school community. 6. Continue exploring options for marketing our school. School Council, Teachers, Parents. Teachers, Families Teachers and Families Teachers, Families Teachers, Families and School Council Families, Teachers and School Council Time Academic Achievement Gains in Resources Time and money Academic and Social Emotional Growth Time and money Student Achievement Growth in Parental Participation Decrease in Disciplinary Referrals Time Data Used to Foster Snack Pack Program Time Student Achievement Parental Participation Time and money Increased enrollment

8 Initiative 4: Long Range Goal- Educator Effectiveness To look at the MTSS model and consider implementation within the next two years. The MTSS Model will be used to help limit student time outside of the general education classroom, address the academic and non-academic needs of the students through differentiation and extension activities and encourage the co-teaching model to strengthen student learning outcomes. Action Steps Who When Necessary Resources Success Indicators 1. Develop systems and processes for addressing school staffing, instructional and operational needs in timely, efficient and effective ways to support the MTSS process. District Leadership Team Professional Development MTSS PARCC/ MCAS Core Academic Assess. Envision Math Benchmark Dibels/Daze Star Literacy /Accelerated Reader Lexia SRSD Writing 2. The school will take action to form a leadership team to define the mission of MTSS and set goals. District Leadership Team Time MTSS Research-based Resources 3. The principal makes staffing decisions based on the School Improvement Plan, student needs, and school policies and budgetary restrictions regarding implementation of the MTSS process. 4. The team will make strategic use of school resources to implement the MTSS program. Principal and Assistant Principal Time Principal and Assistant Principal Time Professional Development Money

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